Archive for the ‘Business & Money’ Category

7

招聘笔记:20100107

   Posted by: TZ   in Business & Money, HR General, Recruiting

阅读

讨论

另注:刚看完了IMAX的阿凡达,还是不小心被震撼了,推荐购票进场!

Recruiter Confidence Climbs To Highest Level In Eleven Months

The outlook for the executive employment market in the US is improving, according to the latest ExecuNet Recruiter Confidence Index (RCI).

RCI climbed higher for the third consecutive month in May, reaching the 50% mark for the first time since June of last year. Of those recruiters surveyed, 57% were confident or very confident the executive employment market would improve over the next six months, up from 41% in April, 38% in March and 28% in February.

“Conditions have clearly changed,” says Mark Anderson, ExecuNet president and chief economist. “We can now see the first clear signs of a recovery indicated by responses that are similar to what we saw coming out of the last recession in the second quarter of 2003. Executive recruiters expect hiring to increase as we move toward the end of the year. For executives interested in making a change, now is the time to come off of the sidelines.”

He added:“Recruiters who earlier this spring had a much more negative outlook, are now clearly seeing signs of new hiring from their client companies,” Anderson says. “However, it is going to take a few months for those business plans to affect the demand for talent.”

Source: search-consult.com

猎头顾问在进行跨国人才运输的时候,经常遇到的问题就是时间和货币之间的转换关系。下面是几个德卡顾问常用的工具,和大家一起分享:

1)时间转换。

候选人和雇主所在的国家、地区不同,他们的当地时间就不一样。有几个比较特别的时间需要弄得很清楚:

GMT 格林威治时间。这是全世界时间公认的标准,GMT+8就是北京时间,GMT+3就是德黑兰时间。

美国时间。横跨几个时区的国家有不少,其中以美国最有代表,人口分布平均。东部、中部、山地、西部(另有一些岛屿时区,如夏威夷)。还要注意美国的夏令时变化。

中亚和南亚时间。印度、伊朗、缅甸、尼泊尔、斯里兰卡都有选择跨在时区中间。也就是说当地时间多以GMT+x.5为标志。安排了几次候选人面试,这个最搞脑筋了。:)

常用工具:World Clock, 城市时差表

2)货币转换

工资多少很要紧。不知道汇率那就糟糕了。津巴布韦的100万亿工资才不到100美元。金融危机下,各国汇率波动很大,掌握汇率情况显得格外重要。USD, GBP, AUD, CHF, INR, CAD, EUR, RMB(CNY), SGD, JPY你都知道是什么?

常用工具:Universal Currency Converter实时汇率转换比工资

德卡咨询 (www.dacare.com)

16

海德思哲触网

   Posted by: TZ   in Business & Money, Recruiting, Technology

看到这个新闻还是让我感觉有点惊讶,“国内招聘网站职酷网获得海德思哲融资”。职位的垂直搜索很久以前就热闹过一阵子,我以前也有过介绍(这里这里还有这里)。但好像最终都没有什么大的起色,究其原因是因为商业模式不清楚。

估计是经济危机下,海德思哲猎头业务很空就寻思要找些好玩的(但可惜已经不新鲜的)东西试试。我判断这次猎头出手打水漂的可能性很大。

Understanding the differences; Acting on the commonalities…

By Patrick O. Courtois

The common practice, when looking at the prospects of selecting the right individual for an overseas assignment, is usually to focus on the individual’s technical/functional skills, with the assumption that it will be sufficient to operate successfully across borders. I recently collaborated on a presentation to visiting US EMBA students, from Purdue University (Chicago), aimed at highlighting the characteristics of leaders who can seamlessly navigate across borders. It was interesting to compare the challenges a manager is facing at “home” and overseas.

There is no place like home… On the path to delivering results, a local manager is faced with a set of challenges usually expressed in 2 dimensions. The internal environment, on one hand, requires an individual to decode, adapt and manage communications and interactions patterns with peer employees and business partners, as well as adjust to the headquarters “way of doing things”. On the other hand, the external environment poses the challenges of day-to-day management of the competitive environment, the clients/customers element, as well as complying with the local regulatory environment.

In the local context, assuming we are referring to western economies, such as Western Europe or the US, with consistent and clearly-defined regulatory systems in place and the added value of operating in a “native” environment, where cultural and language barriers do not exist, the challenges are minimal and coping with it is down to an individual’s ability to fit or find his/her place within the system. A “system” within which one has grown up and been educated, where communication patterns and general value basis are shared or, at least, understood.

Apart from the language aspect, a candidate bound to a US expatriation from France or a UK manager on his/her way to Italy for 3 years, will face little challenges adapting to an environment articulated around similar values and common cultural anchors:  the commonality of the alphabet or social “landmarks” like a Tesco, Carrefour or Wall-mart, around the corner, for example… In this perspective, the transposition of an individual’s performance and efficiency from a posting location to another can be a smooth and rapid process, yet, with a little effort from the candidate.

 Reality check … Things start to get complicated when an individual is assigned to operate within a completely foreign environment. Foreign in all aspects from value system, culture, to language and where one finds him/herself immerse in what can be referred to as an alien setting. The process of adaptation to life and work in a foreign culture, like China, can be difficult. It can roughly be divided into four phases, of very variable lengths: honey moon, cultural shock, reconciliation, adaptation.

During the honey moon phase, everything appears fascinating and new, the individual feels somewhat similar to a tourist. He/she discovers, with curiosity and excitement, a new country and the new lifestyle that can led.

After a short while, however, the more an individual immerses him/herself in day-to-day life, the more differences become apparent: differences with one’s own references, the person’s way of thinking and doing things, in contrast with the ways of the local people. Everyone reacts differently to this situation: anxiety, doubt, frustration … An individual can be tempted by isolation or be prone to adopting a defensive or rejective attitude toward the host country and its inhabitants. This is the phase of “cultural Shock”; a difficult, however important, experience, part of the adaptation process to life and work in a foreign setting.

For most expatriates, the cultural shock comes to an end with the individual’s familiarization to the language and culture: this is the reconciliation phase.

Day by day, the adaptation process goes on. The individual becomes more confident, more sensitive to positive aspects of the new environment. Events and people’s reactions are no longer a surprise, the expatriate has re-established his/her marks, and has gained enough awareness to navigate local codes of conducts and lead a more comfortable life.

The rapidity of the adaptation and integration process in the host country is not bound to any fixed rule. The country, the personality of the individual, the availability of expat communities, his/her marital situation, prior expatriation experiences, …are all elements influencing this, where one’s expatriation experience can be different from another one and where each phases of the adaptation process can sustain its own agenda.

You have just crossed over into the Third Dimension… While operating in a country like China, a third dimensions needs to be taken into consideration, in terms of the challenges facing a manager. The issues an individual faced in his/her home country, are accentuated by cultural differences, language barriers, differing value systems and, in some cases, obscure regulatory systems. Reactivity of the headquarters is impacted by distance, business ethic takes an entirely different shape, communicating with peers redefines the meaning of lost in translation, and simply trying to settle down, living a comfortable day-to-day life can, as aforementioned, be a frustrating experience. The risks of not managing properly these 3 dimensions are obvious for both the employer and the individual. Selecting the right candidate for expatriation should therefore be done through the careful examination of 3 essential elements.

The essential mix…There is no magic formula to a successful cross border assignment, still, professional qualities, that is, the technical and functional as well as managerial expertise, are key.  If an individual does not have this foundation, there is no added value for an employer to “risk” or even justify an expatriation.  Having some sort of international experience through language study, travel, and such also helps in forming the necessary aptitudes for an overseas assignment. A second important ingredient is somewhat linked to an individual’s “Global” qualities.

The knowledge and understanding that many routes lead to the same destination, but most importantly, that in different places, people do things in a different way, is an essential part of what can be defined as a multicultural mindset. There is no universal way to do things: trying to introduce a new or foreign perspective when looking at problems is good, attempting to impose a foreign way can lead to poor and even dramatic consequences in some places. Empathy, a strong commitment toward learning, the ability to reassess and realign constantly one’s ways in order to make the most out of the systems and culture in place, are among the few additional signs of sound “Global” qualities.

Lastly, country-specific cultural qualities are also an important element to take into consideration when considering expatriation. Some can be developed on-site, others have to be deeply embedded in an individual’s personality. In China, humility, patience, reactivity, an open-mind, flexibility and guanxi-building talents are among the essential traits an individual must have in order to smoothly settle down, professionally as well as personally.

Times have changed since the opening of China 30 years ago… The era of the “missionary” expat manager is long gone, with a local managerial workforce now having solid and up-to-date technical skills (I am not going, willingly into the Leadership in China debate, in this article). An employer aiming at filling a managerial / leadership role in China needs to look at a much broader picture while considering the necessary requirements for the appointment, of a foreign professional, in order to properly assess the real added value of the foreign appointee, on the long run, as well as minimize the impact on productivity generated by the appointee’s potential cultural shock and length of the adaptation process. Behavioral interviews, peer feedback, or personality assessment, could all be a good start…

 

Patrick O. Courtois is the Director of Operations at DaCare Executive Search, a leading executive search and HR services consultancy, based in the heart of Shanghai, China. (www.dacare.com). Patrick has extensive management consulting experience in Asia, as well as European markets. With a current focus in executive talent sourcing in Greater China, Patrick engages with multinational clients in professional services, hi-tech communications and industrial manufacturing. Visit Patrick’s HR blog at http://hrshanghai.blogspot.com.

 

译文:

了解不同;共同点的作用

当你对一个海外工作前景以及个人做出正确选者的时候,最通常的做法假设你能成功的经营跨国业务并关注它个人的技术/职能技能。我最近与来访的美国PURDUE大学(芝加哥)的EMBA学生合作编写了一份突出领导者流畅经营跨国业务为目的的报告。它很有趣的比较了一位经理在面对本土以及海外挑战时的情形。

没有一个地方像家一样…途径传递的结果当地经理人正面临着2方面一系列挑战,内部环境,一方面,需要个人的指令,管理模式,与合作伙伴和同行雇员互动交流,以及适应总部”的做事方式。”另一方面,外部环境带来的挑战,日常管理工作的竞争环境,客户满意的因素,以及符合当地法规。

在当地的背景下,假设我们所指的是西方国家,如美国、西欧或与其一致和清晰明确的监管体系外加具有经营价值的“本土”环境,

那里的文化和语言障碍并不存在,应对它是一个很小的挑战是一个具有个人能力人所适应的或者他/她找到了当地的制度。“这种制度”对沟通的方式和一般的价值基础是共享的,或者至少理解像一个已经长大了,受过教育的人。

除了语言方面,我们一定有一个候选人来自法国或者英国的经理,放弃美国国籍前往意大利三年,他/她将面临的很小的挑战去适应周围相似的环境,相同的价值观和文化。字母的公共性社会”或“地标”,像家乐福或Wall-mart乐购,绕过街角,例如……从这个角度来看,转移一个候选人的工作就像是从一个地点到另一个地点的平稳,快速的过程。

现实…事情才变得复杂,当个人被分配在一个完全海外的环境。你会发现自己已沉浸于外国文化,价值观以及各个方面,可以被称为一个陌生的环境中。为适应外国的生活以及工作,比如中国,就很困难。它大致可分为四个阶段:,早期的,文化冲击、协调、适应。

在早期,一切都显得迷人、新的、个人觉得有点类似于一个游客。他/她发现很好奇和兴奋,可以引领自己进入一个新的国家和新的生活方式。

过了一段时间,一个人在日常生活中许多的差异变得明显,与自己的不同作为参考,人的思维方式和做事情的方式,与当地的人民不同的反应,这种情况:焦虑、怀疑、沮丧…一个人可以孤独或倾向于采取了防御或拒绝的态度面对本国人和当地居民。这是“文化冲击”的阶段;一个困难的,但是很重要的一部分,这些经理对外国生活和工作是一个适应的过程。

对于大多数侨民,熟悉了语言和文化对于文化冲击来说已经到了终点:这是协调的阶段。

一天接一天的适应过程仍在继续。个人变得更加自信、更加敏对于新环境的许多方面变的积极。大事件和人们的反应已不再是一个惊喜,外籍人士已建立了他/她的标志,并获得足够的意识的方向和当地规则从而过着更舒适的生活。

在这个不受约束和任何固定规则的国家适应和整和是个快速的过程。该国为外国人提供了社区,他/她的婚姻状况,事先的海外经历都会影响他们的个人性格。如果一个人之前有海外的经历。那么他才能适应从一个地方到另一个地方工作的过程,从而接受自己的议程。

你刚渡过进入第三国…虽然在像中国这样的国家,第三个方面需要被考虑进去,从一个经理人面临的挑战。一个人面对的问题在他/她的家乡,在文化上的差异,不同的价值观,语言障碍,在某些情况下,难以理解的体系。和公司总部的互动受距离影响、商业伦理需要一个完全不同的形状,翻译使我与新同事失去了沟通的意义,只希望日常生活过的舒服安定,如前述,一个令人沮丧的经历。很明显单位和个人对三个方面没有适当的风险管理。因此应该通过仔细检查这三个方面,从而选者最佳的候选人。

基本混合…没有什么魔法能成功的跨国界工作,职业素养,技术和职能以及管理经验,是非常重要的。如果一个人没有这个价值,并没有让雇主对“风险”,甚至是证明一个放弃的国籍。有些种类的国际经历,通过语言的学习,旅行,这样也能建立必要海外工作能力。另一个重要的组成部分就是与个体的“全球”的品质连接。

知识和理解引领了许多相同的路线到达目的地,但是最重要的是,在不同的地方,人们以不同的方式去做事情,这是一个重要的部分可以被定义为一个多元文化的状态。没有用通用的方法去做事:当试图引进一个新的或从外国角度看问题好的方法,企图强加一个外国方法可导致贫穷,甚至在一些地方造成戏剧性。同理,有较强的学习能力,承诺重新调整方法,经常为了充分利用制度和文化是为数不多的附加迹象的声音“全球”的品质。

最后,独特的文化特质是重要元素,也是帮助你考虑放逐到海外的问题。一些可以公开在表面,其余都要被深深地根植于个人的性格。在中国,谦虚、耐心、活性、豁达、灵活性和关系网络是人才顺利安顿下来才的基本特征.

改革开放以来时代改变了中国…三十年前的旧石器时代“老外”传教,经理和当地管理员工有可靠的最新技术和技能(我不去,心甘情愿地进入中国的领导人讨论,在这篇文章中)。用人单位针对管理/领导角色在中国需要看到一个更广阔的景色,外国的专业人员在会见时考虑必要的要求,外国指派人员来中国为了正确评估真正的附加值,从长远来看,影响生产力所产生的潜在的文化冲击,以及指派人员适应过程的长度。行为面试,同伴的反馈,或个性的评估,都可以成为一个好的开始…

Patrick O. Courtois is the Director of Operations at DaCare Executive Search, a leading executive search and HR services consultancy, based in the heart of Shanghai, China. (www.dacare.com). Patrick has extensive management consulting experience in Asia, as well as European markets. With a current focus in executive talent sourcing in Greater China, Patrick engages with multinational clients in professional services, hi-tech communications and industrial manufacturing. Visit Patrick’s HR blog athttp://hrshanghai.blogspot.com.

8

ADP收购上海华业

   Posted by: TZ   in Business & Money, News

薪酬外包老大ADP开始在中国发力,日前宣布收购上海华业成立实体公司安德普翰商务服务(上海)有限公司,加快进军中国本土市场的步伐。这对本土以CDP为代表的人力资源外包公司形成了巨大的压力。

19

商务部的错误信号

   Posted by: TZ   in Business & Money

对可口可乐20亿美金的马屁一点没留面子,商务部用最新的反垄断法给可口可乐和汇源当头一棒,宣布禁止“可口可乐收购汇源”。不去分析此事的对错,但感觉这个决定的确来的不是时候。

全球经济危机本来是中国企业走出去的好机会,也是中国日益担心国际贸易保护主义抬头的时候。商务部这个决定给国外政客和媒体再好不过的口实,中国在带头搞保护主义。

商务部这个决定效应:中铝收购力拓是不是更悬了么?中国反对其它国家的保护措施会不会更加无力了么?国外对华投资可不可能更加慎重?

我在购买饮料的时候很难站在民族主义的高度,倒是看到很多妈妈给国产奶粉吓坏了。为了这个很不战略性的饮料市场,危及到中国企业更大的全球战略(能源、贸易),好像不是一笔划算的交易。

链接:

倒是合情合理…

12

光辉国际第三季度业绩下滑32%

   Posted by: TZ   in Business & Money

光辉国际

光辉国际Korn Ferry在周三的投资者电话会议中,提到业绩同比下滑32%。股票重挫16%。

财务总监 Steve Giusto由于个人原因辞去职务

光辉国际在12月份已经宣布裁员15%,再次宣布不排除继续这个努力来应对当前情况。

12

制药行业的兼并收购狂潮

   Posted by: TZ   in Business & Money

关注医药行业的猎头顾问也许都注意到最近世界医药行业的兼并和收购异常活跃,而且大多是巨单Mega-deal。先后有:

  • 辉瑞(Pfizer)680亿美元收购惠氏(Wyeth)
  • 默沙东(Merck)441亿美元收购先灵葆雅(Schering-Plough)
  • 罗氏(Roche)再次提高价码,以457亿美元收购基因泰克(Genetech)
  • 巴黎的赛诺菲-安万特(Sanofi-Aventis)可能收购纽约制药公司百时美施贵宝(Bristol-Myers Squibb)
  • 新泽西州的强生(Johnson & Johnson)和伦敦的阿斯利康(AstraZeneca)据说也坐不住了

这些全球规模最大的制药公司拥有1000亿美元左右的现金和短期投资,正在寻求并购机会来取代840亿美元的产品销售,这些产品已经接近于专利寿命的尽头。

随着许多大型制药公司在2011年或2012年都将面临专利“悬崖”,业界认为,当全球制药业竞争日趋激烈之时,合并似乎成为了药企的救命稻草,或将引发制药行业新一轮并购潮。而金融危机中,制药企业的大量现金储备也被认为可为其并购提供支持。 

这些交易带来的一些副作用:

  • 投资银行很开心:高盛大摩小摩或瓜分默沙东交易的咨询费用1.46亿美元
  • 员工很不开心:默沙东和先灵葆雅随后宣布将裁员16,000

德卡咨询 (www.dacare.com)