Heidrick & Struggles Adds New Partner to Singapore Office

CHICAGO, Sept. 1 /PRNewswire-FirstCall/ — Heidrick & Struggles International, Inc. (Nasdaq: HSII), the world’s premier executive search and leadership consulting firm, today announced that Karen Choy-Xavier has joined the firm’s Singapore office as a Partner in the Industrial and Technology practices. Choy-Xavier will focus on building relationships with Southeast Asia-based businesses and on the placement of chief information officers with companies operating throughout the region.

“With the hiring of Karen, we have doubled our consultant teams in Singapore to six in the past eight months,” said Charles Moore, Managing Partner, Singapore. “With her extensive background in executive search, Karen is a significant hire for Heidrick & Struggles in Asia, particularly given our growing market share in the region.”

Choy-Xavier has 18 years of experience in executive search. Her depth of focus with companies based in Singapore and across Asia Pacific is highly regarded, particularly in the technology, industrial and consumer spaces. Prior to joining Heidrick & Struggles, Choy-Xavier spent 10 years with Spencer Stuart as a Partner. Her network of contacts and relationships in Asia Pacific has served her well, exemplified by her numerous senior-level placements within both locally based and Fortune 500 companies.

Choy-Xavier’s formative years were spent in sales and marketing for technology pioneers Wang and Digital Equipment. She holds bachelor’s degrees in computer science and psychology from McMaster University in Hamilton, Ontario, Canada, and speaks fluent Mandarin, Cantonese, Malay and English.

About Heidrick & Struggles International, Inc.

Heidrick & Struggles International, Inc. is the world’s premier provider of senior-level executive search and leadership consulting services, including talent management, board building, executive on-boarding and M&A effectiveness. For more than 50 years we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, our leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit http://www.heidrick.com . SOURCE Heidrick & Struggles International, Inc. Local, Jennifer Tow of Manifesto Ltd, +1-852-2526-1972, jennifer@manifesto.com.hk , or Corporate, Christina Stratinsky of Heidrick & Struggles International, +1-312-496-1646, cstratinsky@heidrick.com

Few Asia boards plan CEO succession: survey

Only one-third of company directors in Asia outside Japan have taken formal steps to ensure an orderly succession when a chief executive leaves, a recruitment firm’s study said Monday.
The findings are a stark contrast to some Western countries where up to 80 percent of directors have steps in place to see that when one chief executive departs, a replacement is ready to assume the post.

Among the markets surveyed were China, Hong Kong, Thailand, Malaysia, Singapore, Australia and New Zealand.

The board of directors study was produced by Korn/Ferry International. It looked at boardroom practices of major companies, covering 1,200 directors from 15 economies. Compared to Asia’s 34 percent of directors who had taken formal steps to ensure orderly succession, the Americas, including the United States, Brazil and Colombia, emerged with 76 percent, according to results published in The Straits Times.

Eighty percent of companies in Australia and New Zealand have a process for management succession.

“Boards in the Asia-Pacific are beginning to take a more calculated approach to board governance, adopting more Western practices to improve the performance of their boards,” Marta Grutka, regional director of marketing at Korn/Ferry, was quoted as saying.

Noting that much of Asia has handled management changes through family ties, she said that the process is changing.

China’s Online Recruitment Market Reached RMB 160.9 Million in 2006 Q2

Analysts International, which provides business information about Technology, Media and Telecom (TMT) industries in China, says that China’s online recruiting market reached RMB 160.9 Million in 2006 .

As the overall online recruiting market keeps on increasing, online recruiting service vendors turn to focus more on the applications of mobile Internet, and come to provide SMS services one after another. The rapid growth of employees brought great development potential for the online recruitment, and overseas investments come to pay attention to the online recruiting market. Analysts International thinks that vendors who have the capability to provide personalised services will become the first ones to charge the users for the services. And meanwhile, more online recruiting websites will put more focus on the exploration on the regional market.

According to Analysts International’s research, the China’s online recruiting market reached RMB 160.9 Million in 2006Q2 with a growth of 8.44% over last quarter. Among which, online recruiting revenue from recruiting web sites whose services are targeted at national scope took 76.4% of the overall market size, and revenue from recruiting web sites with service targeted at provincial scope took 19.3%.

Figure: China’s Online Recruiting Market of 2006 Q2

Analysts International thinks that combination of online services and offline promotion is a major profit model of online recruiting. “As the rising of the online recruiting industry, online recruiting gradually transfer to industry segmentation, industry-based professional services become popular among users. Advantage becomes more obvious for those online recruiting service providers who focus on industry services,” says Huang Yongtao, analyst from Analysts International, “If we look from the aspect of industry competition, we can find that more communities and search engine portals start their business expansion to online recruiting in hopes of making good use of their advantage of accumulations on interpersonal relationships to achieve business value in HR field.”

purchaser (urgent needs)

Company introduction:
One purchasing group (WOFE) urgent needs purchasing guys focus on following productions

To our purchasing dep. of construction and building material we have a need of very qualified assistant purchases.
We have a need to find staff several persons that have great knowledge of below items. I person per product group and in some cases 2.
1.Natural stone
2.Flooring (Bamboo, Laminate, Parquet, plastic, linoleum etc.)
3.Steel products (Reinforecmentbars, rods, steel sheet piles, steel piles, mesh, steel structures etc.)
4.Escalators & Elevators
5.HVS material (Heating, Ventilation & sanitary material)
6.PVC Pipes Civil engineering
7.Electrical components (cables, switches etc.)
8.Ventilation components
9.Kitchen (fixtures, cabinets etc)
1)The candidate shall speak and write fluent English and Mandarin, Cantonese and Swedish is +
2)shall have been working in a western company before,
3)have good great knowledge of export duties like; customs, payment and delivery terms, strong negotiating skills, self going.
4)Great knowledge of MS Office etc.
5)Great knowledge in strategic and operational sourcing, Quality control, handling shipping details, market analyes/reasearch, produce and negotiate contracts and be able to report weekly of there work situation.
6)shall have at least a Bachelor degree, proffered in Supply Chain management or engineering.
7)shall have been working as a merchandiser, assistant purchaser, purchaser or equal. With 3 years working experience or above.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_mkt142sh@dacare.com’

Contract Manager

Company introduction:
Our Enterprise workforce provides deep expertise to manage and operate business functions and support client teams. They work in a wide range of functional areas including human resources, marketing and communications, finance, quality control, legal, IT, facilities and services.

Key Responsibilities:
1.Responds to complex inquiries regarding contract obligations and revisions
2.Identifies risks and issues, suggests alternatives that lead to the best solution
3.Reviews and manages contractual obligations of the parties and provides continual review to ensure that all terms and conditions are met
4.Prepares and disseminates information regarding contract status, compliance, modifications, etc.
5.Manages daily workload of assigned Contract Management personnel and project or business personnel assisting with the contract management function
6.Acts as the primary contact between the project team and/or business unit and Legal & Commercial, ensuring that all legal and contractual matters are addressed efficiently and promptly
7.Acts as liaison between Company and clients/vendors
8.Responsible for assigned Contract Management, project or business personnel adhering to company policies and procedures
9.Responsible for informing the project team of the requirements of the contract and monitoring compliance
10.Develops and integrates contract management tools, templates, methods and processes for the engagement
11.May provide training to Contract Management personnel.

Qualifications:
To qualify, candidates must have:
1.University/College Degree (Bachelors or equivalent) in a relevant field is preferred
2.Advanced degrees desirable
3.In the United States, Certified Professional Contracts Manager (CPCM) status and National Contract Management Association (NCMA) membership are advantageous
4.Work Experience: Minimum of 4 years of applicable industry experience
5.Work Requirements: Travel within geography
6.Comprehensive knowledge of general corporate business practices, government and commercial contracting regulations and principles, subcontracting practices, and accounting and finance principles
7.Able to resolve contracts and pricing issues
8.Able to advise and interact with all levels of management
9.Able to demonstrate excellent analytical and mathematical skills
10.Excellent oral and written communication and negotiation skills
11.Demonstrated proficiency in using spreadsheets and Microsoft Word

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_hr074sh@dacare.com’

Executive Assistant-Analyst

Company introduction:
Our Enterprise workforce provides deep expertise to manage and operate business functions and support client teams. They work in a wide range of functional areas including human resources, marketing and communications, finance, quality control, legal, IT, facilities and services.

There are many roles in Facilities & Services ranging from on-site facilities management, executive support services, office services, real estate and travel to workplace research and development, including: Archives & Records Management, Business Travel Group, Corporate Housing, Corporate Real Estate, Executive Support Services, Office Services, and Safety & Security. With such a wide range of roles, Facilities & Services is a very diverse team of professionals, with a wide range of backgrounds and experience. What they have in common is the ability to communicate well with people at all levels and an enthusiasm for solving problems.
An Executive Assistant provides an advanced level of executive support to various executives with complex organizational responsibilities, typically working in a team environment. The Executive Assistant serves as the primary support and acts as a liaison between executives and their organizations. In some cases, the Executive Assistant may act as an executive’s representative, as appropriate.

As an Executive Assistant, specific responsibilities may include:
1.Preparing non-routine correspondence according to company guidelines for signature by executives, (i.e. brand compliance, proof reading materials for consistency, grammar, and spelling)
2.Compiling, processing and analyzing data based on research objectives and preparing reports
3.Arranging and coordinating meetings/conferences in liaison with the Meeting and Events Planning team
4.Anticipating travel needs of executives and independently coordinating complex travel arrangements
5.Preparing draft proposals and presentations with direction from executives
6.Assisting with miscellaneous complex administrative tasks (i.e. locating and completing standard company forms, providing invoicing and accounts reconciliation support, maintaining voicemail/email distribution lists)
7.Managing complex calendar / diary activity, including coordination of appointments for executives
8.Providing telephone support and acting as executives’ representative to independently handle calls as appropriate

Qualifications:
To qualify, candidates must have:
1.3 – 4 years relevant experience of Executive Support
2.bachelor degree and above
3.English level: CET 6 or TEM 8
4.Proven ability to work independently and as a team member
5.Ability to work creatively and analytically and maintain confidentiality
6.Excellent communication (written and oral) and interpersonal skills
7.Excellent customer service skills
8.Must display professionalism and confidence

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_hr073sh@dacare.com’

Staffing Manager

Company Introduction:
A Top semiconductor Company

Description of duties:
1.Responsible for Human Resources planning, recruitment & selection.
2.Work with management on Staffing strategies and responsible for the implementation.
3.Work closely with Staffing COE in sister plants to strategies, benchmark best practices and adopt best fit practice for implementation in Suzhou.
4.Work closely with local and Corporate Finance department on budget.
5.Collaboration with college/universities for training programs and talent recruitment.
6.Liaise with Corporate HR on Staffing issues.
7.Regular review of current practices and methodologies to improve the system and enhance the efficiency and effectiveness of the Staffing.
8.Work with IT department to automate business process to provide better service to the customers.

Requirement:
1.Multinational Company Working Experience, at least 5 years in a management role
2.Good interpersonal and communication skill in both English and Chinese
3.Able to work efficiently with senior business leader
4.Dynamic and resourceful
5.Customer focus
6.Experience of interviewing & hiring.
7.Thorough knowledge of company’s HR policies,including rules and regulations of company & local labor law & related regulations is preferred.
8.Thorough knowledge of recruiting system & process is preferred.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_hr072sh@dacare.com’

L&D Manager

Company Introduction:
A Top semiconductor Company

Description of Duties:
1.Responsible for Learning & OD in China
2.Collaborate with COE L&D Manager to provide on-site learning & development offerings & services.
3.Establish network of contacts among L&D practitioners in China to share knowledge and benchmark good practices.
4.Liaise with external consultants on special development initiatives for China and follow thru with appropriate implementation plan after management buy off
5.Work closely with COE Learning Manager to strategize, benchmark best practices and adopt best fit for implementation in China.
6.Work closely with local and Corporate Finance department on budget.
7.Regular review and update of HRD status to management.
8.Collaboration with college/universities for training programs and talent recruitment.
9.Regular review of current practices and methodologies to improve the system and enhance the efficiency and effectiveness of the L&D/Staffing.
10.Work with IT department to automate business process to provide better service to the customers.
11.Formulate and establish talent development plan for specific levels of employees.
12.Align learning & development processes to comply with policy.
13.Work with all parties on any special/adhoc projects as and when the need arises
14.Initiates action to prevent the occurrence of any non-conformity relating to the area of responsibility, process and quality system.

Requirement:
1.Multinational Company Working Experience, at least 5 years in a management role
2.Leadership competency (setting direction, creating a positive environment, getting business result and building for the future).
3.Analytical skill.
4.Creative thinking.
5.Good interpersonal and communication skill in both English and Chinese
6.Good presentation skill.
7.Able to plan learning & development related programs/activities in support of business/operational needs of the company.
8. Sound knowledge in human resource development strategies and tools is preferred.

* Please send us your complete resume (both in Chinese and in English) to: ‘topjob_hr071sh@dacare.com’

Japanese expats in China making money and building friendships

BEIJING — Li Jun is typical of China’s new middle class. Educated at university, he worked as a financial manager with a multinational firm in Shanghai. He recently bought a digital camera at one of the city’s ubiquitous electronics stores. The make? Kodak, an American brand. Li says he didn’t want to give his hard-earned money to Sony, Olympus, or any other Japanese company. It’s a sentiment shared by Zhang Yong, a deputy general manager at one of China’s leading securities companies. On the mention of Japan, he tenses up with hackles raised.

The fractious relationship between Asia’s economic giants — Japan, the world’s second biggest economy; China its fourth — has come to the fore again as Japan’s ruling Liberal Democratic Party on Sept 22 chooses a new leader to succeed Junichiro Koizumi as prime minister.

On Aug 15, Koizumi fulfilled his long-standing pledge to visit Yasukuni Shrine on the anniversary of Japan’s surrender in World War II. The shrine honors soldiers who have died fighting for their country, including 14 convicted Class-A war criminals whose names were added by the shrine in a secretive ceremony in 1978. Koizumi has visited Yasukuni every year since taking office in 2001, each time saying he went to pray for peace. Each time, China and South Korea condemned him for trampling on the feelings of the victims of Japanese military aggression.

Chinese “hatred” of Japan is balanced by a fair amount of materialistic love, too, as a visit to any modernizing Chinese city reveals. The fashions of Shibuya influence the denizens of Shanghai and Shenzhen as much as those of any other city in Asia. Hello Kitty is everywhere. Order a beer in a restaurant and you’re more likely to get Suntory than Tsingtao. Hondas, Toyotas and Nissans fight for space on the crowded streets.

More than 100,000 Japanese living in Shanghai

There are more than 100,000 Japanese living in and around Shanghai, according to the Japanese consulate, making it the third-biggest Japanese expat community in the world, after New York and Los Angeles. More than a million Japanese visit the city each year for holidays and business trips. There were more than 5,085 registered Japanese companies operating there at the end of 2005, from small restaurants to multi-national corporations. These days, they’re not only building factories to make cheap goods for rapid export, they’re opening local headquarters and selling to China’s increasingly wealthy consumers, too.

Among those entrepreneurs is restaurant owner Teruo Katayama. He predicts Shanghai will one day be like New York, so he wanted to get in on the action early. Similarly, Yuzo Sajiki and his business partner chose Shanghai as the first location for what they hope will be an international chain of hair salons. They settled on the city — after also considering Taipei, Hong Kong and Singapore — because the beauty industry is still developing. Sajiki, who trained in London and worked in New York, also felt an affinity with Chinese people. Others, like Akiko Mitani, a human resources consultant, went to learn the language to improve their career prospects. Mitani found love with a Chinese man and stayed.

For many Japanese in China, the dream turned sour in April 2005 when anti-Japanese protests started in Shenzen and spread across the country. On April 16, protests in Shanghai turned violent. Initially there was a festive atmosphere, according to witnesses such as journalist Dan Washburn, who also writes the Shanghai Diaries blog (www.shanghaidiaries.com). Things got ugly, though, as three different marches converged on the Japanese Consulate on Wanshan Road. Lines of paramilitary police protected the building, but stood by as protestors lobbed bottles, bricks and stones. Nearby, 20 Japanese restaurants and businesses were attacked.

There was no single trigger for the demonstrations, although at that time there was anger about a new Japanese history textbook that glossed over wartime atrocities. Japan was also bidding for a seat on the United Nations Security Council, and there was posturing over the ownership of the Senkaku (Diaoyu) Islands — and, of course, the festering issue of Yasukuni.

“The scale of violence was on a level we never imagined,” says Shigeru Toyama of the Japanese consulate in Shanghai. The police told the consulate that they had not given a permit for the demonstration. Under international law, it is up to the Chinese to compensate for the damage. Over a year later, the repairs have not been paid for, but negotiations continue. Initially, when the consul general visited the local government, they claimed that Japan was responsible for what had happened.

The Shanghai government said it tried to stop the protests, but independent reports indicate that the demonstrations had at least tacit support from the authorities. One blogger reported of a Red Cross Station set up near the consulate on the request of the local government. Later, the authorities — mindful of events in Tiananmen Square in 1989 — evidently became worried that the protests might trigger domestic upheaval. University students were required to watch videos about the demonstrations and told not to protest again. According to Toyama, many protestors were in fact dissatisfied with social conditions, and the violence was “not actually targeted at Japan,” he says.

That was initially hard to swallow for Katayama, who dreamed of becoming China’s first Japanese restaurant chain to sell “okonomiyaki” and curry rice. Conveniently located on the route to the consulate, his business was ransacked, its screens, tables and chairs hauled outside and set ablaze. Emi Nakao, a translator and writer, says she was too scared to go outside and became wary of speaking Japanese in public. One girl was hit by a man on the subway because she was speaking Japanese on her mobile phone, according to Mitani.

Even so, “the aftermath was not so serious,” says Toyama. Some Japanese-owned businesses actually experienced a boost from the problems. Sajiki’s hair salon, Matinee, which was not damaged, saw customers increase as more Chinese came by with words of encouragement. It was a similar story at Katayama’s restaurant, Ajikura, when it reopened. He also got valuable publicity when his story was reported in media around the world. “Now 70% of our customers are Japanese, the other 30% Chinese and other nationalities, whereas before they were mainly Japanese,” he says.

Expats trying to help the relationship

By working in China, many Japanese feel that they are helping the relationship between the two countries, as well as making a living. Toshie Nakai decided to move to Shanghai 10 years ago after learning of the hotel boom in China. Now in charge of training at a five-star American hotel, she works with a team of Chinese and deals with cultural differences on a day-to-day basis. On the Chinese side, she had to instill among the workforce an ethos of customer service and hospitality; among her Japanese guests, she had problems with older men getting drunk in public wearing only yukata, behavior that seemed arrogant to Chinese. “I had to educate them,” she says. “They came here thinking they were visiting somewhere like a local Japanese hot springs.”

Japanese-language magazines, such as Hu-ism and Shanghai and Beijing Whenever, are doing their bit to close the gap. Akiko Hagiwara is a former editor of Hu-ism. “I wanted the magazine to focus on art and human interest stories,” she says, to communicate the culture of China to Japanese readers.

Carina Chen is an active advocate of better Sino-Japanese relations and formed the KIM cultural exchange group four years ago. (KIM comes from the Japanese words kako, ima and mirai, or past, present and future). KIM meetings attract up to 100 participants, about a 50-50 mix of Japanese and Chinese along with some other speakers of Japanese. On the day of the demonstrations, Chen arranged for Japanese scholar Tone Morimoto to talk to the Shanghai YMCA about the two countries’ relationship.

Chen went to Tokyo for a two-month exchange program when she was a high school student and expected Japanese people to be severe and unfriendly. Instead she found them to be kind. Lou Ning, a computer programmer, tells a similar story about his 16 years living in Tokyo, and agrees that mutual mistrust is a product of ignorance. Interestingly, they both feel that Japanese people often don’t like Chinese culture. “If I was Japanese and came to China, I would see so many things that I would find unacceptable,” Lou says.

Mixed Japanese-Chinese couples sometimes have more problems with Japanese relatives than Chinese ones. Akihiro Sawano, a deputy sales manager who lives in Shanghai, met his wife, Wang Min, when he came to China to work for a Japanese electronics company. His wife’s family had no problem with their marriage in 1999, but his own mother wasn’t happy and still hasn’t visited them. Sawano and his family mostly speak Chinese at home, although his young son, Ryo, is bilingual and goes to a Japanese school. Mitani also had problems with her family when she married her husband, Zhou Yunbo. “When we met, he couldn’t speak any Japanese, and they were worried that I’d be living in a Communist country,” she recalls.

Human-to-human contact between Chinese and Japanese invariably helps mutual understanding, Chen says. Conversely, misunderstandings are exacerbated and perpetuated by schools (although the irony of Chinese protesting about inaccurate textbooks was lost on demonstrators), and the media, which in China is tightly controlled by the state.

Recently, questions have surfaced about freedom of expression in Japan, too. A right-winger was recently arrested for burning down the house of Koichi Kato, a once-powerful politician who publicly criticized Koizumi for visiting Yasukuni shrine. The alleged arsonist later tried to kill himself in Kato’s garden in the traditional hara-kiri manner.

Koizumi protege Abe also reportedly worshipped at the shrine in secret earlier this year. If Abe is elected and again follows in Koizumi’s footsteps into the hallowed courtyards of Yasukuni as Japan’s leader, it won’t help thaw the icy state of Northeast Asian politics, whatever he prays for. Instead, it’s left to individuals — expats and locals, in Tokyo, Beijing, Shanghai and elsewhere — to maintain the bonds of friendship.

“Sixty years ago Japan was dark, like this 60-year-old kimono,” KIM founder Chen says in her fluent Japanese, pointing at a fabric in the antique shop she manages. “Now the culture is light. People change.”

The hope of Chen and others with a vested interest in Japan and China being friends is that politicians change too.

China’s employment sector under pressure, labor minister

Minister of Labor and Social Security, Tian Chengping, has said that China faces pressure to provide jobs to the more than 100 million surplus rural laborers and that the situation is unlikely to change in the near future.

These comments were made Thursday when he gave a speech at American think-tank Brookings Institute in Washington.

Tian Chengping explained that in the coming years, 24 million people will need jobs in cities and towns. However there will only be 11 million jobs available, including posts made available by retirement. There will be 13 million surplus laborers in urban areas.

He said that in central and western regions and resource-exhausted cities, the pressure is even greater. In rural China there are 497 million laborers, approximately 200 million of which have migrated to towns or cities for work. However, there is still a 100 million surplus labor force.

Tian Chengping says China has made a great effort to create more jobs. Between 1998 and 2005, 19 million workers laid-off by state-owned enterprises were reemployed. At the end of last year, the urban unemployment rate was below 4.2 percent. A total of 36,000 employment agencies have been established.

Tian Chengping also talked about China’s efforts to establish a social security system and to guarantee workers’ rights. Those who neglect workers’ rights can be punished according to law.

By People’s Daily Online