Facebook Preview for Recruiters, Go Pouch..I Mean Poke.

So I created a Facebook account soon after they opened membership to select companies.I was hoping to offer some insight here on how the social network site might be applicable to recruiters. So far my experience has been interesting.

To poke or not to poke.

Soon after setting up an account, I logged in to find out that Mike Deluca, VP of Sales at Yahoo! HotJobs, once referred to as, ¡®the largest source of fear in my universe,¡¯ had, ¡®poked¡¯ me.

Facebook defines a, ¡®Poke¡¯ as¡­

“We have about as much of an idea as you do. We thought it would be fun to make a feature that had no real purpose and to see what happens from there. So mess around with it, because you’re not getting an explanation from us.”

The uncomfortable moment passed and I responded by poking Mike DeLuca¡­again and again and again and again. After a while I quit poking Mike Deluca. Regret set in. I began to think of career path and how with each passing poke that path may have become more and more limited. Then ADD set in. I quit concerning myself and got back on track to do some research.

I ran searches on company names.

Yahoo returned over 500 results
Google returned 498
Monster.com, 152
Jobster, 44

The site is clean and easy to use. If you are looking to source names from distinct companies or colleges then it might be worth checking out.

Back to career path¡­

You think I can get myself out of this poking mess by posting a highlight clip of Mike D¡¯s son in action at his football game?

China’s Proposed Labor Reforms Spark Controversy and Hope in US

Proposed revisions to China’s labor laws, presented for discussion at this December’s 19th Conference of the 10th Standing Committee of the National People’s Congress, are stirring controversy among labor and business groups in the US.

The AFL-CIO described as “duplicitous” a campaign led by US corporations to convince the Chinese government to block the labor reform measures. The labor federation argued that the reforms are needed to protect workers’ rights, and submitted a supporting petition to the Office of the US Trade Representative, a Bush-administration-appointed agency.

Meanwhile, a report published by the think tank Global Labor Strategies points out that US-based corporations and their lobbying arms are opposing the law and even threatening to pull their investments out of China.

The corporations involved include Wal-Mart, which incidentally conceded just recently to Chinese trade union organizing efforts, Nike, Microsoft, AT&T, the American Chamber of Commerce in Shanghai, the US-China Business Council, and others. European-based business associations have lodged similar complaints as well.

Because the reforms would force foreign employers in China to recognize the legal rights of their employees, these corporate interests have viewed the proposals negatively and even actively engaged in China’s national dialog on the matter.

What’s in the New Labor Law?

The proposed reforms would provide a means to regulate and standardize industrial relations across different sectors in the Chinese economy. While China adopted a contract labor law in 1994 to protect workers, tens of millions continue to be employed without such protections.

During a recent visit to Washington, China’s Social Security Minister, Tian Chengping, said the reforms are needed “to improve the dispute-resolution system and supervision mechanism for labor relations.”

The reforms would codify the rights and obligations of employers and workers, and are generally seen as having the potential to strengthen the rights of workers and protect their interests.

The proposed reforms were presented to the Chinese public earlier this year for discussion and response. According to Chinese media reports, almost 200,000 workers and other interested parties provided their opinions on the proposals. The All-China Federation of Trade Unions (ACFTU), China’s central labor federation, has participated in the process by exchanging recommendations with the government body that authored the proposals. Many ACFTU ideas were included in this draft of the reforms.

The key elements of the reforms focus on contract labor and include, among others, the following regulations. One measure would impose a limitation on the probationary period for contract workers and would prevent employers from hiring workers for only short periods, and releasing them before the terms of their contract had been fully met. It is a regulation that would reduce abuse and ensure greater job security.

A second proposal would require employers to provide severance pay after the termination of a contract. This reform would protect workers by ensuring economic stability between jobs and also would encourage employers to provide longer-term contracts.

In the event of a large-scale termination of more than 50 contracts, the employer would have to meet with the trade union, explain its reasons for terminating the contracts, and negotiate over compensation and other conditions.

Where contracts with employees do not exist, the proposal would create legal provisions that would actively encourage employers to provide them and thus extend rights and benefits to workers. Indeed, if employers do not do so, the law would recognize the employer-employee relationship as a de facto long-term contract.

The reforms also give the ACFTU and workers’ representatives the authority to participate in the creation of new work conditions put forward by employers. Additionally, the unions would be authorized to collectively bargain and sign contracts for larger groups of contract workers.

For example, in some sections of China’s construction industry, large numbers of workers are employed in the contract labor system. Contract labor forces them to deal with the employer on a one-on-one basis and increases the likelihood of their being exploited. This reform proposal would make contracts fairer and increase workers’ bargaining power to improve wages, benefits, and working conditions.

The reforms would also restrict the common practice of turning a company’s own contracted labor over to third party employers. Currently, an employer can force a contracted employee to work for another employer. The new law would limit this practice to certain sectors, limit the time frame, or require that a new contract be drawn up between the new employer and the employee.

The proposed reforms also provide a more even playing field for workers when they disagree on the meaning of the terms of a contract. In fact, in most cases, the law would require arbitrators to side with workers in these disputes, encouraging an employer to make the terms of the contract as clear as possible and preventing an employer from arbitrarily changing the terms.

The net result of the proposed labor law reforms is that millions of new workers would be added to the rolls of Chinese workers who have collective bargaining rights, job security, legally mandated benefits such as severance pay, access to grievance procedures, paid training programs, and freedom to change jobs.

US corporate interests oppose the laws because they prefer unregulated labor markets in which they can arbitrarily hire and fire workers and change the conditions of work in order to maximize profits. Many corporations look to the millions of people in China’s workforce who aren’t currently protected as a source of super profits.

Labor movement critics of corporate interests see such practices as a means to drive wages down and propel workers on a “race to the bottom” all over the world.

Room for Solidarity

Meanwhile, the labor movement in the US is also campaigning diligently for passage of reforms here. Labor wants the new Democratic Congress to pass the Employee Free Choice Act, which would guarantee the basic right of workers to organize and join unions. Business interests are greeting this reform measure with hostility similar to what they are showing in China.

The proposed new laws in China and the US, along with the current alignment of attitudes regarding them, suggest that the labor movement in the US and China have a strategic interest forging new alliances.

Setting aside differences for the sake of achieving the basic goal of workers’ rights would be a significant step toward real solidarity. Global solidarity, this case shows, is the only avenue for stopping the “race to the bottom” and protecting the rights of all workers, in China, the US and the rest of the world.

Huge rail investment announced

SHANGHAI, Nov.23 – China will invest 1.5 trillion (US$190 billion) to increase the nation’s rail network to over 90,000 kilometres by 2010.

“We will invest 300 billion yuan (US$38 billion) in railway construction next year,” Li Guoyong, transportation director of the National Development and Reform Commission, said Wednesday at the China Railway Financing Forum.

The investment, described by Li as “the biggest in China’s history,” would increase the size of China’s rail network by almost 20 per cent.

The 1.5 trillion yuan (US$190 billion) investment includes 250 billion yuan (US$31.6 billion) for vehicle purchasing, over 600 billion yuan (US$76 billion) for railway lines and over 625 billion yuan (US$79 billion) for civil engineering.

China’s 11th Five-Year Plan (2006-10) states that solving hardware problems, such as the network and machinery, are the core issues for the development of the nation’s railways.

“The transportation turnover rate for railways will double with the completion of main trunk lines in 2010,” said Long Hua, an analyst from Industrial Securities Co.

“The railway industry’s boom is expected to last over 10 years.”

Slow and relatively poor-quality services and busy trunk lines remain the major problems confronting China’s rail industry.

A lack of services will remain a problem in 2010, but the Ministry of Railways expects this to be solved by 2015.

“We plan to set up an inter-city passenger transportation express, which will reach a speed of at least 200 kilometres per hour,” said Li.

Finance Manager

Company Introduction:
a top US high-tech company

Job Description:
-Responsible for all aspects of financial, cost and management accounting for company.
-Lead and manage the site Finance Department.
-Responsible for the preparation of monthy, quarterly, year-end reporting, including forecasting, both internally and to HQ.
-Liaison with auditors.
-Assist in and play a key role in the preparation of the site’s Operating Plan.
-Develop and maintain an effective system for cash forecasting and management.
-Recommend overall economic strategies, objectives, and policies for company.
-Ensure finance staff are effectively trained to the required standard and sufficiently cross-trained to act as a back-up for each other during absences.
-Ensure the company’s fixed assets are controlled and accounted for at all times.
-Ensure all statutory returns are completed and sent on time.
-Ensure cost rates and detailed product costs are regularly reviewed and updated.
-Ensure effective control of working capital and continually works on working capital improvement plans.

Requirements£º
-At least 8 years in a financial/accounting manager position
-Bachelor’s degree in Accounting/Finance.
-Ability to speak English fluently.
-Understanding of Chinese accounting rule
-Professional Accounting qualification is a plus.
-PC/Computer literate, particularly in Microsoft Office and Excel.
-Ability to read and interpret financial statements.
-Proven management and supervisory skills.
-Strong analytical, leadership and organizational skills.
-Strong communication skills;

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_fi124sh@dacare.com’

Business Development Manager

Company Introduction:
A Top cable assemblies and wire harnesses US company

Main Responsibilities:
Domestic/ local sales & market development

Description of duties:
1.In charge of domestic sales & marketing development, finding new customer or new business opportunities to meet company business development strategy
2.Act as key communicator between company and its customers. Ensuring both internal and customer issues are being researched and resolved in an efficient and timely manner
3.Serve as account manager in early customer RFQ and sample making period by maintaining client issues check lists which are made available to both customers and internal company department heads. Coordinating timely company /client meetings to review the issue list to ensure communication and resources are being properly managed.
4.Assigning responsibilities according to client related issues check lists and communicating this information to the appropriate departments both internally and on the customer side to make sure clear information passing in/out, working with internal departments to ensure quality and supply chain meet customer requirements .
5.Handle customers’ enquiries, orders and transactions; retain responsibility for the Customer sample/test order passing on to relevant department and ensure shipping entries.
6.Retain responsibility for tracking customer quotations and find out feedback.
Involve in formal sales contract terms communicating and negotiating, draft, amend and check agreement with customer, makes

Requirement:
1.College /university Degree, engineering background
2.5-7 yrs sales experience in a multinational OEM in same industry, especially experienced in medical related cable manufacturing/assembly sales and marketing development. Experience in aero space is a good add. 2 -3 yrs experience to be on a sales key management position. Can develop domestic customers/market independently.
3.Solid technical knowledge of cable assembly industry is required and preferred, especially knowledge of medical, and aerospace cable assembles.
4.Fluent English speaking, skilled at English reading and writing.
5.Solid organization/coordination skills required.
6.Possess outstanding communication; listening and analytical skills to allow for the concise and accurate dissemination of information to internal team members and clients.
7.Independently working ability and can work under pressures.
8.Present a positive, professional image. Ability to set the example in all faces of client support and professional conduct.
9.Capable of handling multiple, complex tasks simultaneously.
10.Ability to effectively provide resolutions to daily and escalated customer inquiries.
11.Demonstrated accomplishments in Co. leadership.
12.Demonstrated strong problem-solving skills.
13.Must possess excellent interpersonal skills, maturity and good judgment.
14.Ability to lead by example.
15.Excellent communication, mentoring, empowerment, and resource mgt. a must.
16.Ability to travel on a regular basis.
17.Proficient in computer skills

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_mkt152sh@dacare.com’

Hiring Marketing Executives With Substance

If you’re a senior executive looking to add a key member to your marketing staff, but you’ve never hired marketing people before: buyer beware! Why do I say this? While there are a lot of talented marketing executives out there with an excellent repertoire of skills and experience, there also are marketing people who lack the substance, the training, the skill sets, and the understanding of marketing dynamics in order to really have a positive impact on your business.

What is the profile of an empty marketing suit? Well, typically it’s somebody who dresses well, is very polished, speaks nicely, and uses all the latest fancy buzzwords, but who has little/no track record of actual execution or success. This person is great at “wowing” a CEO through the interviewing process, but that’s about all they’re good at.

What you should be looking for is a marketing executive who’s got true substance and capabilities.

What I want to outline here are some of the key hiring criteria when you’re looking for a good marketing executive:

• They should have outstanding quantitative training with a strong background in mathematics, which translates into being able to do budgeting, forecasting and tracking.

• They should have proven analytical skills that are used to survey and analyze complex sets of data, do market segmentations, sizing, competitive analysis, etc.

• They should have strong strategic thinking skills and a strong grasp of marketing strategy, as evidenced by previous challenges they have faced and dealt with in their career.

• They should have formal training in strategic marketing planning, product planning, new product development, etc.

• They should understand the modern methods for marketing communications for both awareness building as well as lead generation. In particular, a marketing executive of today needs to have a very strong grasp of Internet marketing since that¡¯s how so much of today¡¯s successful marketing gets done.

• A marketing executive needs to be able to lead. That means they have to have very strong collaborative and influencing skills, that can be brought to bear on setting a direction for an executive team. They also need to know how to instill good marketing discipline.

Today’s “best in class” companies are both market and customer driven. The marketing leader needs to be the voice of the customer and the marketplace as it relates to setting strategy on target markets, new product development, gross margins, sales channels, messaging, etc. ¨C the list goes on. Given this level of complexity in skills and experience, making a good hire can be a real challenge for the untrained eye. This is why bringing in a recruiter or executive search firm which specializes in marketing is so important for many firms who lack this expertise in-house.

If you are in the process of looking for a member of your marketing team, make sure that you follow a rigorous process to clearly understand what’s under the hood with the people who you are interviewing. If you don’t, and you end up with an empty marketing suit, it’ll cost you tremendous amounts of money, lost market share, and lost opportunity.

Six Steps for First-Time Job Hunters

Congratulations, you’ve done it! You made it through college, have your degree in hand and are finally ready to make your mark. You are now in the real world and it’s time to get your professional life started. If you are in the middle of this crossroad, it can be scary, exciting, confusing, overwhelming or all of the above. Following are some steps to make a successful college-to-real world transition.

Step 1: Pinpoint Your Direction.
After four (or five, or six) years of college, you are completely certain about what you want to do, right? If not, now is the time to determine what your strengths are and identify what kind of careers suit you. Are you someone who loves to be around people? Or are you happier crunching numbers or creating computer programs? Consider all of your strengths, weaknesses, likes, dislikes and interests when thinking about your career plan. Read about fields that interest you and talk to others who are doing jobs that you find interesting. Focus your direction on positions and fields that match your interests and talents.

Step 2: Do Your Research.
It is vital to learn as much as you can about the companies that interest you and to consider all of your options, says Pam Webster, a recruiting manager for Enterprise Rent-A-Car. She should know: Enterprise is the nation’s largest recruiter of college graduates. “You should be open-minded about opportunities in companies and industries you might not have thought of before,” she says. Once you have identified companies that you want to target, Webster suggests looking at their Web sites, reading news articles and talking to current employees to learn as much as you can. “You also need to look at a company’s stability,” she says. “Is the company going to be there for the long term?”

Step 3: Assemble Your Toolkit.
It is important to have the right tools for any task. The tools needed for a job search are a r¨¦sum¨¦, cover letter and a portfolio of your work. Take the time to develop a r¨¦sum¨¦ and cover letter that clearly convey your strengths and experience. Here are a few tips to remember:

Think about the type of r¨¦sum¨¦ you need. A functional r¨¦sum¨¦, which highlights your abilities rather than your work history, is a good choice for first-time job seekers.

Focus on accomplishments and results you have achieved, rather than simple descriptions of experiences.

Use action words in your r¨¦sum¨¦ and cover letter to describe your experiences, such as “initiated,” “produced” and “managed.”

If you are low on practical work experience, look to your part-time work, school activities or volunteer positions. “Evaluate all of your experience and translate how it applies to any job you might apply to,” Webster says.

Step 4: Network.
One of the most important tasks in any job search is networking. Take advantage of any resources you have, including your school’s career placement office, friends who graduated before you and are already working, friends of your parents, former professors, and neighbors. Send e-mails to ask if your contacts know someone who can help you. Pass your r¨¦sum¨¦ around and ask others to do the same. Call your contacts to see if they know someone who works for a firm you are interested in joining.

Step 5: Play the Part.
If you want to join the professional world, you need to act — and look — the part. Buy a business suit and wear it to all of your interviews. “Make sure your e-mail address and voice mail greeting are appropriate,” Webster says. That means if your e-mail user name is “crazygirl2005,” you might want to get a new account. Webster says you should also remember to be professional at home. “Be prepared for a phone call or a phone interview at any time,” she says. The more you play the part of a well-trained professional, the more people will see you as a professional.

Step 6: Don’t Give Up.
The real world can be a real challenge. Set realistic expectations and recognize that you will probably have to start at the bottom and work your way up. You will likely face rejection as you start looking for your first full-time job, but everyone goes through it. Just remember to be proactive, be persistent and remain confident that there is a great job out there for you!

A reader’s toolbox:

642-642 as well as 70-294 are the courses professional usually go for after doing their PMI-001 and 642-453. Few try their hands at 642-444 as well as 70-620. Rarely they make it to mcdst as well.

Recruiting Top Sales & Marketing Talent: It’s All About Momentum

We’re working with a client right now on a sales search, and unfortunately she has dragged out the recruiting process to the point where we are considering whether or not we can complete this assignment. In particular, I’m concerned that this client is about to lose a candidate that we’ve worked very hard to put in front of them, who is ideally suited, and who is very interested in taking the job.

Every once in a while we run into clients that lack a sense of urgency when it comes to completing a recruiting project.

This troubles me because when we work with these kinds of clients, we can see that they become their own worst enemy. Sometimes, clients go very slowly and methodically because they’ve been burned in the past and they want to avoid a miss-hire. Other times, the person who’s responsible for making the decision has too many things on his/her plate, and is not able to continue forward at an acceptable pace.

Whatever the case may be, top sales and marketing candidates have a short “shelf life” for a specific position, and that shelf life can expire if the recruiting process is not proceeded through with haste. (When I talk about the word haste, I don’t advocate making a hasty decision. A good recruiting process, particularly in sales and marketing, always requires a very deep level of diligence and a very rigorous process as I’ve advocated throughout this blog and in other materials in our website). Having said that, proceeding with a lack of purpose and a lack of momentum tends to send a message to top candidates that you’re really not that interested in bringing them aboard.

The best sales and marketing candidates enter and exit the job market quickly, so you need to be willing to move quickly to recruit them onto your team.

The recruiting process needs to be looked at as something that has a start and an end. The end is either a yes/no decision and an offer letter, and in the middle, there’s a series of steps that you pass through or phases of the process that you have to go through in order to get to that conclusion. My advice to companies that are trying to hire the best, is to make sure that you proceed purposefully and swiftly through each phase without skipping any steps and always move towards finalizing the process as quickly and as efficiently as possible. If you do this you’ll have the best chance of capturing the kind of talent that you are looking for to drive the growth of your business. If you don’t you’ll end up losing the best candidates and have to settle for B or C players in order to staff your sales team.

Logistics Recruitment meets New Zealand¡¯s trade delegation in China

The delegation of more than 140 industry players, including 75 Kiwi companies, senior trade officials, ministers and government representatives travelled to China as a part of Air New Zealand¡¯s launch of its first direct flight to Shanghai. The trade delegation headed by New Zealand Minister of Trade, Mr Phil Goff, was organised as exporters begin preparing for a possible free trade agreement with the emerging economic giant.

One of the key events during the trade mission was the launch of the first global talent centre (GTC) targeted at the professional NZ expatriate community living around the world. The joint venture between Logistics Recruitment and Kiwi Expat Association (KEA) will connect over 21,000 New Zealanders in 174 countries across the globe. The GTC has been established to provide an online job and career service that links talented NZ expatriates with premium career opportunities around the world.

Darryl Judd, General Manager, Logistics Recruitment, flew out from Australia to jointly launch the GTC in China and to speak about international talent pools and the benefits that expatriates can bring to the international Supply Chain & Logistics Industry.

As Logistics Recruitment already has established offices in China and understands the industry and market it was only fitting that provides the international infrastructure and networks to develop the GTC. The GTC is the perfectly positioned for talent exchange between China and New Zealand; talent being one of valuable exports in the global economy.

Logistics Recruitment has an extensive talent pool of expatriates and can work with local companies to find the right person to suit their business needs.

Their services offering in the China market encompasses: executive search, senior management recruitment, middle management recruitment, specialist technical recruitment such as engineers. Specialist Services are also available such as: Supply Chain consulting and education and Recruitment training.

Logistics Recruitment aims to train and educate the local market about the industry as a whole and the bigger picture visions for globalisation of Chinese businesses.

Logistics Recruitment can assist locals to better understand top management decisions and incorporate this in to their businesses, and the flow-on-effect will ensure that the local market is more effective and efficient.

Objectives of GTC:

To be a must-visit website for senior career opportunities within the Global expat community and domestic NZ market.
To attract top talent to the Kea network; New Zealand nationals and others seeking to either work in NZ, or for NZ companies in their local market.
To support businesses in their talent sourcing strategies by leveraging off the experiences and resources within the Kea network.
To provide a flexible, inclusive channel that significantly contributes to the growth and prosperity of New Zealand.
According to Logistics Recruitment, it is going to supporting further events in Shanghai to enhance the relationship NZ enjoys with China. With the relationship with Kea GTC, Logistics Recruitment can support the global New Zealand community in their career and commercial aspirations.

Logistics Recruitment are a large NZ owned recruitment company operating outside of the New Zealand market. With a global presence and a new office in Shanghai, Logistics Recruitment constantly assesses potential candidates for existing and pending positions, and over time this has enabled them to create a bank of pre-qualified candidates within the Logistics and Supply Chain sectors.

Background on the New Zealand trade delegation:

The NZ delegation included David Irving, former head of Watties for some 23 years and the former chairman of ENZA, Stuart Ferguson, Chairman of the NZ China Trade Association and Wen Powles the NZ Consulate General – Shanghai.
Other Key attendees included; Hon Phil Goff, Minister of Trade, Hon Kerry Prendergast, Mayor of Wellington, Hon Peter (Wing Ho) Chin, Mayor of Dunedin, Hon Kevin Winters, Mayor of Rotorua, Phil Lough and Tim Gibson, Chair and Chief Executive of NZ Trade & Enterprise, George Hickton, Chief Executive of Tourism NZ, Tony Browne, NZ Ambassador to China.
Background on trade between NZ and China:

China is the fourth biggest trading partner of new Zealand and its fourth largest export market.
Trade between the two countries totalled NZ $ 5.6 Billion last year, up 9 percent over a year ago. China had invested NZ$ 1.4 Billion in New Zealand by 2005.

Michigan needs unified China recruiting effort

The expansion of business in and with China doesn’t have to come at the expense of Michigan. But to get there, the state’s leaders must band together and present a unified front, not the fragmented effort that exists today.

A business relationship with China won’t happen unless Gov. Jennifer Granholm takes charge. Granholm, knows Michigan’s auto industry and nearly all others recognize how valuable the world’s largest consumer market is. That’s why so many industry members are in Beijing this week for China’s auto show.

Wayne County Executive Bob Ficano just returned from his second business recruiting tour there. Oakland County Executive L. Brooks Patterson also has made the trip. So have representatives from Automation Alley, area chambers of commerce and countless others seeking a slice of an economy that last year grew almost 10 percent.

We trust that Granholm has a greater grasp of the global marketplace than she displayed during the past year. In May, when she was in Japan, she snubbed the Chinese by not visiting — and hurt business recruiting efforts — though she sent state economic development officials instead.

The United States won’t be able to compete with China for low-paying manufacturing jobs, but there are plenty of other avenues to pursue, starting with research and development and automotive knowledge jobs. Ficano said Monday that he was told repeatedly while in China that the central government is encouraging investment in America.

Hundreds of millions of dollars in Chinese investments are out there for the taking, but unless Michigan provides a unified recruiting front, we’ll be left behind by peer states that are ahead of us. Ohio announced last week that is opening a trade office in Shanghai. Indiana already is established in China.

The Michigan Economic Development Corp. has a single-person operation in Shanghai. Wayne County opened an office west of Shanghai in Chongqing, but its creation was independent of any state efforts.

That confuses Chinese business and political leaders, who are left wondering why the state isn’t the central resource.

Fortunately, Jim Epolito, chief executive of the MEDC, is pushing for change. In December, he is hosting a strategy meeting to get everyone on the same page.

“We really need to fly everything under the Michigan flag,” he says.

That will help the likes of the Big Three, which all are investing heavily in China, but also the smaller and medium sized companies, as well. Sales of General Motors Corp. products in China, for example, are up more than 36 percent and the company, like Ford Motor Co., is building new plants and investing billions there. DaimlerChrysler is talking about building subcompact cars in China for export to the U.S.

It’s time to move Michigan beyond isolationism and into the economic reality of the 21st century. That means not only acknowledging China’s presence, but actively recruiting over there to bring jobs back here.