By Lucille Wu 由露西儿（ Lucille武

Finding a common language 寻找共同语言

Working in China requires new HR techniques and practices, which take into account Chinese values and culture. 在中国工作，需要新的人力资源技术和做法，其中考虑到中国人的价值观和文化。 HR professionals should collect and review employee data regularly in a culturally sensitive way to inform decision making (a theme which will be explored later in this document), which will help them develop successful employee attraction and retention strategies. HR专业人士应收集和审查员工数据，定期在文化敏感的方式告知决策（一主题，将探讨后，在本文件中） ，这将帮助他们开发成功的员工吸引和留住人才的策略。

The importance of understanding candidates’ views are confirmed by the results of a recent Employee Engagement and Retention Survey, commissioned by Manpower China and conducted by Right Management. 必须了解候选人的意见，确认的结果，最近的雇员接触，并保留调查，委托人力和中国进行正确的管理。 The survey sought the views of candidates that had left organizations and/or were actively seeking employment, and HR professionals’ views on the same questions. 调查征求意见的考生表示，已经离开组织和/或正在积极寻找工作，以及人力资源专业人士的意见，对同样的问题。

The survey showed that while HR professionals were able to predict the reasons why employees left organizations, they placed different emphasis to the employees themselves on the importance of each of these reasons. 该调查显示，尽管HR专业人士能够预测为何员工离开组织，他们还在重点有所不同，以员工对自己的重要性，每一项理由。 HR professionals also cited reasons HR专业人士还列举理由
which candidates did not say featured in their reasons for leaving. 哪位候选人并没有说，特写，在他们离港的原因。 The main reason candidates gave for leaving is that they want career development opportunities, followed by advancement opportunities and then a better pay and benefits package (see graph I). 主要原因是候选人了，为留下的是他们想要的职业发展的机会，其次是晋升机会，然后更好的薪资和福利（见图表一） 。

The relationship was explored between 30 work culture factors and employee retention and engagement in the survey. 这种关系是探索之间的30个工作文化因素与员工保留和接触，在这次调查中。 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. 由此可以看出，显着的差距HR专业人士的看法和意见，由候选人;群体有不同的收视率为23的30个工作文化报表。 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. 最大的差异在观感举行，由两组分别与职业发展，学习和发展，晋升机会，就业保障和雇员的承诺。 (see graph II) （见图表2 ）

Explicit ‘push and pull’ factors for employees 显'推拉 ' 因素，为员工

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.组织，在中国开展业务应当知道，有一些重要的'推拉'因素影响员工吸引和保留，并应纳入人力资源战略。 Investment in these areas will retain employees as well as attract them.在这些地区投资将保留雇员以及吸引他们。

In a country where demand for talent is outstripping supply, it is not surprising that senior and mid level manager salaries are escalating. 因为在那里，对人才的需求是远远超乎我们的供应，这是不足为奇的高级和中级型中级经理的薪酬正不断增大。 But Chinese employees do not just want a large wage packet. 但中国员工不要只想要一个大包工资。 They are also looking for opportunities to advance and develop their career, better compensation and benefits, and quality leadership and management. 他们也在寻找机会，推动和发展自己的职业生涯中，更好地补偿和效益，质量的领导和管理。

When candidates were asked what they were looking for in a future employer, they said they wanted: 当应征者被询问什么，他们希望在未来的雇主，他们说，他们希望：
• Career development opportunities (64 percent) •职业发展机会（ 64 ％ ）
• Better compensation/benefits package (48 percent) •更好地补偿/福利方案（ 48 ％ ）
• Advancement opportunities (40 percent) •晋升机会（ 40 ％ ）
• Quality leadership and management (37 percent). •质量的领导和管理（ 37 ％ ） 。

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. 一，在五个候选国表示，他们将寻找一个匹配他们的个人和组织的价值观和比赛之间的工作，技能和工作作风。

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. 不出所料，前三个因素将吸引员工未来的组织相对应，与前三名的原因，员工设法离开他们目前的组织。 Furthermore, candidates planning on leaving their organizations were asked to agree or disagree with cultural statements about their employer. 此外，候选人的规划，使他们的组织被要求同意或不同意与文化的陈述，他们的雇主。 Low numbers of candidates agreed with the following statements: 人数较少的候选人，同意以下声明：
• My organization invests in the learning and development of its employees •我的组织，投入，在学习和发展的员工
• There are career development opportunities for me at my organization •有职业发展机会，我在我的组织
• The compensation/pay I receive is competitive with similar jobs in other organizations •补偿/付我接受的是竞争与同类工作，在其他组织
• There are advancement opportunities for me at my organization. •有晋升机会，对我来说在我的组织。 (See graph III) （见图表三）

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.近75 ％的候选人，受访者表示他们宁愿工作，为外商独资企业，这不仅员工提供即时的社会声誉，但改善工资待遇，培训和工作条件。 A joint venture company was the next best一家合资公司，是未来最佳
option but it received less than 10 percent of responses.期权，但得到不到百分之十的反应。 Clearly this will make it even harder for China’s domestic companies to attract talent.显然，这将使它更难了中国的国内公司，以吸引人才。

Key factors affecting employee attraction and retention 关键的影响因素员工吸引和保留

To increase employee attraction and retention, HR professionals in China should focus on the key drivers of employee engagement.为了提高员工的吸引和保留， HR专业人士，在中国应该着眼于关键驱动的雇员接触。 Employee engagement is a critical measure of the connection between the employee and the organization.雇员的参与是一个关键的措施之间的联系，雇员和组织。 It is defined as the employee’s emotional and intellectual involvement in contributing to the organization and its success.它被定义为员工的情感和智力参与贡献的组织和它的成功。

Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health. 从事员工都有一套共同的态度和信仰，它们共同反映出的一个重要方面组织的健康。 Engaged employees work harder and are retained, satisfy customers, attract sales and employees, and contribute to long-term performance and growth. 从事员工奋发工作，都得以保留，让客户满意，吸引销售额和雇员，并有助于长远的业绩和增长。 Therefore, achieving full employee engagement should be high on the list of business priorities for organizations. 因此，实现充分雇员接触，应该名列前茅的业务优先次序组织。

In China, employees are more engaged than employees elsewhere and indicate high commitment levels. 在中国，员工会更投入的雇员，比其他地方，并说明高层次的承诺。 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. 文化因素可以解释这一点;传统上，中国一直忠于他们的雇主和感情上还是觉得勇于承担，即使天的工作，生活中，被称为'铁饭碗' ，在中国，这些日子早已一去不返。

This provides an important insight for employers and HR professionals in China. 这提供了一个重要启示，让雇主和HR专业人士在中国。 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 他们应该知道，要求员工对自己的承诺水平，在每名员工的调查可能不会给他们一个准确的提示，说明可能是他们的员工离开
organization. 组织。

Right Management measured employee engagement levels as part of its survey and the results bear this out. 权管理衡量员工的接触层次，作为其调查和研究结果证明了这一点。 Twenty four percent of the candidates surveyed were fully engaged (based on five key measures10). 24 ％的考生接受调查的充分参与（基于五个关键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. 这些接触分数增加一倍以上权管理的全球数据库，平均11 ％ ，为员工计划离开他们的组织在未来12个月。

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. 因此， HR专业人士，也应该衡量员工的整体接触，但有更高的目标，接触中国各级政府都不会较于其他先进国家。 Since demand for talent is outstripping supply, organizations in China need to aim for the highest possible levels of engagement to retain employees. 由于对人才的需求是远远超乎我们的供应，组织，在中国需要的目标就是争取尽可能高层次的接触，以留住员工。

To increase employee attraction and retention, employers in China should also focus on the subconscious drivers that can also affect employee engagement. 为了提高员工的吸引和保留，雇主在中国也应侧重于潜意识司机，也可以影响到员工的参与。 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. 举例来说，了解什么会增加雇用员工表示，最近已离开该组织，或刺激的接触当中，打算离开该组织。

The survey by Right Management proved that the following drivers have the most positive impact on employee engagement: (see graph IV) 调查权管理证明下列司机最积极的影响，对员工参与： （见图表四）
• Linking employee work objectives to business goals •连接雇员的工作目标，以实现业务目标
• Ensuring that employees have confidence in senior leaders’ ability to make the organization successful •确保员工有信心，在高级领导人的能力，使该组织取得成功
• Providing a competitive compensation/benefits package •提供一个竞争性的补偿/福利方案
• Ensuring employees receive ongoing performance feedback from immediate managers. •确保员工得到持续提高绩效反馈，从眼前经理。

The survey demonstrated that there are multiple factors at play that affect employee attraction and retention. 调查表明，有多种因素在起作用，影响员工的吸引力和忠诚度。 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. 它并不是那么简单，要求员工，所以他们离开或者将他们为什么要以工作为另一名雇主，因为这只是其中的一部份。 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. 而这种信息可以帮助组织，以吸引和/或留住员工，在短期内，组织还必须确保员工从事，以确保他们决心要长期成功，他们的组织，并留在该组织的荣誉这项承诺。

Lucille Wu, Managing Director of露西儿（ Lucille武， 董事总经理 Manpower Greater China 统筹大中国区

"Understanding Chinese Employees" is a part of the Manpower White Paper " "理解中国员工"是一个部分的人力白皮书" The China Talent Paradox中国的人才悖论 ". Next week we will publish part II. "下周我们将公布第二部分。