Verstehende chinesische Angestellte
Durch Lucille Wu
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Das Arbeiten in China erfordert neue Stunde Techniken und Praxis, die in Betracht chinesische Werte und Kultur ziehen. Stunde Fachleute sollten Angestelltdaten in einer kulturell empfindlichen Weise regelmäßig sammeln und wiederholen, Beschlußfassung (ein Thema, welches später in diesem Dokument erforscht wird), zu informieren, die ihnen hilft, erfolgreiche Angestelltanziehung und -zurückhaltenstrategien zu entwickeln.
Der Wert des Verstehens Bewerber' Ansichten werden durch die Resultate einer neuen Angestellt-Verpflichtung und Zurückhalten-übersicht bestätigt, beauftragt von Manpower China und geleitet vom rechten Management. Die übersicht suchte die Ansichten der Anwärter, die linke Organisationen hatten und/oder aktiv Beschäftigung suchten, und Stunde Fachleute' sieht auf den gleichen Fragen an.
Die übersicht zeigte die, während Stunde Fachleute in der Lage waren, die Gründe vorauszusagen, warum Angestellte Organisationen ließen, sie legten unterschiedlichen Nachdruck zu den Angestellten selbst auf dem Wert von jedem dieser Gründe. Stunde Fachleute zitierten auch Gründe
welche Anwärter nicht sagten, kennzeichneten in ihren Gründen für das Verlassen. Die Hauptgrundanwärter gaben für das Verlassen ist, daß sie Karriereentwicklunggelegenheiten wünschen, folgte von den Zuführung Gelegenheiten und dann von einem besseren Bezahlung und Nutzenpaket (sehen Sie Diagramm I).
| Angestellt-Verpflichtung und Zurückhalten-übersicht
Menschliche Arbeitskraft China partnered mit rechtem Management, um die übersicht im Mai 2006 zu leiten. Die Zielsetzung der übersicht war, die Faktoren zu kennzeichnen und zu verstehen, die zur Angestelltverpflichtung, -anziehung und -zurückhalten wichtig sind. Die Bewerberübersicht wurde über eine Woche mit einer Probe von 312 Leuten geleitet, die über Arbeitskraftbüros in Shanghai, in Beijing und in Guangzhou erreicht wurden. Die Majorität der Anwärter (53 Prozent) waren mittlere oder ältere Manager. The phone-poll HR professionals survey was conducted in one week on a sample of 141 companies on the Manpower client database based primarily in Shanghai, Beijing and Guangzhou. Further demographic breakdowns of the candidate and HR professional sample are available. The survey can be downloaded from www.manpower.com.cn. |
The relationship was explored between 30 work culture factors and employee retention and engagement in the survey. This revealed significant disparities between HR professionals’ perceptions and the views expressed by candidates; the groups had different ratings for 23 out of 30 work culture statements. The greatest differences in perceptions held by the two groups were associated with career development, learning and development, advancement opportunities, employment security and employee commitment. (see graph II)
Explicit ‘push and pull’ factors for employees
Organizations operating in China should be aware that there are a number of important ‘push and pull’ factors which affect employee attraction and retention and should be incorporated into HR strategies. Investment in these areas will retain employees as well as attract them.
In a country where demand for talent is outstripping supply, it is not surprising that senior and mid level manager salaries are escalating. But Chinese employees do not just want a large wage packet. They are also looking for opportunities to advance and develop their career, better compensation and benefits, and quality leadership and management.
When candidates were asked what they were looking for in a future employer, they said they wanted:
≺ Career development opportunities (64 percent)
≺ Better compensation/benefits package (48 percent)
≺ Advancement opportunities (40 percent)
≺ Quality leadership and management (37 percent).
One in five candidates said they would look for a match between their personal and organizational values and a match between the job, skills and their work style.
Unsurprisingly, the top three factors which would attract employees to future organizations correspond with the top three reasons why employees seek to leave their current organizations. Furthermore, candidates planning on leaving their organizations were asked to agree or disagree with cultural statements about their employer. Low numbers of candidates agreed with the following statements:
≺ My organization invests in the learning and development of its employees
≺ There are career development opportunities for me at my organization
≺ The compensation/pay I receive is competitive with similar jobs in other organizations
≺ There are advancement opportunities for me at my organization. (See graph III)
Nearly seventy five percent of candidates surveyed said they would prefer to work for a wholly foreign-owned company, which not only offers employees instant social kudos, but better wages, training and working conditions. A joint venture company was the next best
option but it received less than 10 percent of responses. Clearly this will make it even harder for China’s domestic companies to attract talent.
Key factors affecting employee attraction and retention
To increase employee attraction and retention, HR professionals in China should focus on the key drivers of employee engagement. Employee engagement is a critical measure of the connection between the employee and the organization. It is defined as the employee’s emotional and intellectual involvement in contributing to the organization and its success.
Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health. Engaged employees work harder and are retained, satisfy customers, attract sales and employees, and contribute to long-term performance and growth. Therefore, achieving full employee engagement should be high on the list of business priorities for organizations.
In China, employees are more engaged than employees elsewhere and indicate high commitment levels. Cultural factors may explain this; traditionally, the Chinese have been loyal to their employers and emotionally still feel a sense of commitment, even though the days of a job for life, known as the ‘iron rice bowl’ in China, are long gone.
This provides an important insight for employers and HR professionals in China. They should be aware that asking employees about their commitment levels in an employee survey will probably not give them an accurate indication of how likely their employees are to leave the
organization.
Right Management measured employee engagement levels as part of its survey and the results bear this out. Twenty four percent of the candidates surveyed were fully engaged (based on five key measures10). These engagement scores are more than double Right Management’s global database average of 11 percent for employees planning to leave their organization in the next 12 months.
Therefore, HR professionals should still measure overall employee engagement, but have higher targets for engagement levels in China than they would have in other countries. Since demand for talent is outstripping supply, organizations in China need to aim for the highest possible levels of engagement to retain employees.
To increase employee attraction and retention, employers in China should also focus on the subconscious drivers that can also affect employee engagement. For example, understanding what would have increased the engagement of employees that have recently left the organization, or boost engagement among those intending to leave the organization.
The survey by Right Management proved that the following drivers have the most positive impact on employee engagement: (see graph IV)
≺ Linking employee work objectives to business goals
≺ Ensuring that employees have confidence in senior leaders’ ability to make the organization successful
≺ Providing a competitive compensation/benefits package
≺ Ensuring employees receive ongoing performance feedback from immediate managers.
The survey demonstrated that there are multiple factors at play that affect employee attraction and retention. It is not as simple as asking employees why they leave or why they want to work for another employer, as this is only one piece of the puzzle. While this information may help organizations to attract and/or retain employees in the short term, organizations must also make sure that employees are engaged to ensure that they are committed to the long-term success of their organization, and stay with the organization to honor this commitment.
Lucille Wu, Managing Director of Manpower Greater China
"Understanding Chinese Employees" is a part of the Manpower White Paper "The China Talent Paradox". Next week we will publish part II.
