EU SME Centre Webinar - How to Manage China's Most Important Resource

7/28/2019 EU SME Centre Webinar - How to Manage China's Most Important Resource

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WELCOME TO THEEU SME CENTREWEBINAR SERIES


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Purpose

The EU SME Centre in Beijing is a project funded by the EuropeanUnion

To assist European SMEs to export to China and establish,develop and maintain commercial activities in the Chinesemarket

Free, confidential information and advice, and practical supportservices


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BD

S&C

HR &Training

Legal

Informationand advice

Enquiries

Publications

Training

Webinars

Databases

Supportservices

Hot desks

Briefings

Matchmaking andnetworking

Services


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How to Manage Chinas Most Important ResourceTapping into the Full Potential of Chinas Generation.

April 16, 2013

A pro ject funded by the European Union

IN COOPERATION WITH


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Elisa Mall isHead of Executive Coaching, ManagementDevelopment Services

Chair of European Chamber of Commerce in China HRForum, Beijing

Experienced Human Capital Consultant andExecutive Coach ICF (ACC). Coming fromManagement Consulting Background 10years with Accenture. Last role HumanCapital Strategy Lead, Asia Pacific

Consulted to numerous multi-nationalcompanies over the last 14 years across US,

Europe and Asia

MA in Organizational Psychology, MEd inCounseling Psychology ColumbiaUniversity in New York

Lived and worked in 16 countries last 6years in China

Our Speaker


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Agenda

The biggest HR Challenges in China

The latest attrition and wage data and the impacts

What Chinese Generation Y and Z professionals arereally looking for

Latest Talent Sourcing Strategies for SMEs to consider


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Overview

So what do SMEs need to do to attract and retain Generation Yworkers in China?

Workforce Demographics

Aging workforceGeneration Y and Z

Skills shortagesEngagement issues

Globalization

Global Management Skills GapNew competencies needed

Virtual teams

New Growth, New J obs

High attritionIncreasing wages

Softening economyPace of change

The China Talent Challenge is becoming even more Challenging!


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Recruitment and Wages

Wages grew by 10.2% in the previous year, and expected toincrease 8.1% in 2013. (Annual Salary Survey Report 2012,German Chamber of Commerce in China)

30% of companies expect to be giving more than 10% increases in2013, which is significantly higher than the rest of the region. (2013Hays Salary Guide)

Hardest to recruit for areas: Sales, Technical, Accountancy and

Finance and HR (2013 Hays Salary Guide)

Attrition figures in China continue to be over 2 x higher than Globalaverages


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Generation Y Globally

Members of Generation Y entering the workforce associate theirrelationship with the organization based on the relationship with theirdirect supervisor and they have different expectations . . .

Current Workforce Needs

Multi-tasking is commonplace

Culture that embracesentrepreneurial and innovativethinkers

Culture that is adept atdiversity and global issues

Projects that thrive onachievement oriented andindependent learners

Independent and responsibilitydriven careers

Future Workforce Needs

Provide sincere and frequentguidance, direction andfeedback

Create real and clear goals andexpectations

Cultivate a culture of patienceand flexibility

Cultivate a work ethic thatpromotes live to work vswork to live

Do not want to be told what

to do !


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Generation Y in China

Make up over 50% of the working agepopulation

Hold many traditional values, beginning to

challenge the pre-eminence of hierarchy

Most highly educated generation in China

First generation of only children in the world

Very high IQ, many are gifted, can beperfectionists

More assertive and creative, dont want to betold what to doSource: Succeeding with Generation Y in China,

Nandanie Lynton and Kristen Hogh Thogersen


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Engagement Levels in China

52%

23%

13%

12%

Enterprising Culture

Social Culture

Dependable Culture

Hierarchical Culture

A recent study highlights that only 6% of employees in China are highly engaged,and an Enterprising Culture is most effective in raising engagement

66%

11%

17%

6%

Under-Engaged

DisengagedModerately Engaged

Highly Engaged

Source: Source IQ Study in 2011, Directions Consulting. 972 participating companies from China12


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Increasing Importance ofGlobal Skills

Understanding International Markets and Ability Manage DiverseEmployees are two of the three most important future skills for ChineseManagers


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Gen Y and Z Expectations

Most important motivators to stay in job(2012 Greater China Region and Singapore, Talent Environment Report):

1. Opportunity to increase responsibility /challenges

2. Better company culture / people

3. Better work / life balance


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Generation Z Needs

Excitement and variety

Flexibility dynamic work environment

Mobile devices social media and workplace mobilitymore important than salary

Detest authority and strict working environment

Need constant encouragement and feedback

Predicted to be the most environmentally and sociallyaware generation yet

Understanding Generation Z: German Chamber Ticker

Michael Mader and William Wu


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Source:KornFerryInstitute,A

sia2.0

LeadingtheNextW

aveofGrowthinAsia

New Leadership Style Required


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Source: Korn Ferry Institute, Asia 2.0 Leading the NextWave of Growth in Asia

New Leadership Style Required


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Potential to Innovate

1. The SHL Talent Report 2012

2. MRG Group Leadership Effectiveness Analysis (2009) Report Across Cultures


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Talent Sourcing Strategies

Create an enterprising culture, a coaching culture, a flexible culture, afamily like culture and spread the word

Utilize Search Engine Optimization and Social Media LinkedIn, Weibo,

Tianji

Excellent pool of newly graduated foreigners who speak perfectChinese untapped talent pool

Approach Passive Talent Pools, rather than relying on ads to attract

talent

Use Temporary workers


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Talent Retention Strategies

Move from an attitude of why dont they do it like I did it to an attitude ofhow can I bring out their full potential

Provide an inspiring vision, values and roles models

Provide ongoing guidance by being in the background, rather than bygiving orders

Use a coach like approach listen and talk less

Provide opportunities for Gen Y and Z to develop a Global Mindset earlyon

Allow more flexibility in processes and working practices

Embrace social media and find ways to utilize it to increase innovationand engagement


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China Labour Contract Law

Issued for public comment in J uly 2012

Amendments: Regulation of labour dispatch activities

Limit the scope of labour dispatch functions to temporary,auxiliary or substitute jobs

Limit the length of labour dispatch to 6 months

Provide equal pay for equal work to dispatched workers


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China Labour Law

Immigration: Law on Exit and Entry Administration

Draft interpretations on Labour Disputes

Regulations enhancing benefits for female employees

Draft overtime regulations


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Conclusion

Command and Control

Management

Rigid and conservative

Self interest

Empowerment and Trust

Based Management

Open, agile and

Innovative

Collective interest

Traditional (Regional) Progressive (Global)


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www.eusmecentre.org.cn [email protected]
http://www.eusmecentre.org.cn/http://www.eusmecentre.org.cn/


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[email protected]

www.eusmecentre.org.cn

IN COOPERATION WITH

Elisa Mallis, MA, MEdHead of Executive Coaching

[email protected]
mailto:[email protected]://www.eusmecentre.org.cn/mailto:[email protected]:[email protected]://www.eusmecentre.org.cn/mailto:[email protected]


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[email protected]
mailto:[email protected]://www.eusmecentre.org.cn/http://www.eusmecentre.org.cn/mailto:[email protected]://www.youtube.com/user/EUSMECentrehttps://twitter.com/EUSMECentrehttp://www.facebook.com/eu.smecentre?ref=tn_tnmnhttp://www.linkedin.com/company/2088708?trk=pro_other_cmpy

Documents

EU SME Centre Webinar - How to Manage China's Most Important Resource