Connecting...

在我们的主要市场 – 香港、新加坡、上海和北京找到最新的招聘信息和人才前景报告。

市场动态

作为思想领袖,我们会提供与您所处市场相关的深刻见解和战略研究。

W1siziisijiwmtgvmtivmjevmdmvmtevmdkvmtk0l3rhbgvudc10cmvuzhmtc3f1yxjllmpwzyjdlfsiccisinrodw1iiiwimtawmhg1mdajil1d

2018年投后赋能人才趋势报告

前言 当前,全球进入“超竞争”的新时代,我国经济也已由高速增长阶段转向高质量发展阶段。中国要实现高质量发展、实现“强起来”的伟大飞跃,提高原始创新能力,破解关键领域核心技术,归根到底还是要依靠高层次人才。自党中央部署实施创新驱动发展战略,“大众创业、万众创新”(以下简称“双创”)蓬勃开展,不仅促进了已有市场主体的发展,更重要的是催生了大量新的市场主体且日益活跃。市场竞争更加激烈,企业也面临更加严峻的考验和挑战。因此,企业必须以全新的意识创造全新的竞争条件来吸引高层次人才,才能在激烈市场竞争中立于不败之地,并获得持续发展。 高层次人才已然成为推动企业科技创新进步和提升市场核心竞争力的关键所在。另外,在“双创”的浪潮下,初创企业数量增长迅速,股权投资行业受到越来越多关注,“高收益”等特征也吸引更多资金涌入,竞争激烈的股权投资市场迫使VC/PE 机构寻求差异化发展路线,高级复合型投资人才成为投资机构实现创新发展,捕获明星企业,获得亮点投资业绩的关键所在。在此背景下,各类企事业单位对高级管理人才和高级技术人才的需求量大幅增加,用人单位通过高级人才寻访(猎头)服务寻觅高级人才成为满足需求的主要方式之一。猎头服务能够充分发挥自身在企业资源和人才智力资源方面的优势,通过精准匹配的方式,有效解决人才市场上信息不对称问题,实现整个社会中高端人才市场资源的再分配。 1.“双创”氛围浓厚催生创新主体,人才需求释放猎头市场活力 自“双创”提出以来 ,在全国范围内形成了良好的“双创”氛围。随着时间的推移,我国双创向更大范围、更高层次、更深程度迈进,各地政府积极做好就业创业服务的同时,依托打造“双创”升级版,拓展更多新业态和就业岗位,出台支持灵活就业系列措施,促使市场主体数量增多、创新活力增强。市场主体的大量涌现,也带动了人才需求的持续释放。 根据中华人民共和国国家市场监督管理总局数据,2018 年上半年,市场主体总量突破1 亿大关,达到1.03 亿户。 其中新设市场主体998.3 万户,同比增长12.5%,新设企业327.4 万户,同比增长12.5%,日均新设企业1.81 万户。据人社部测算,仅2016 年年初,初创企业新增招聘岗位数超过240 万个,对新增招聘岗位的贡献率达到18.7%。未来,随着企业数量的不断增多,人才需求也将不断攀升,猎头服务将迎来蓝海市场。 2. 优质初创企业不断涌现,投资机构积极寻找复合型人才 在“双创”广泛开展的情况下,中国新设市场主体数量持续增长,尤其是创新型企业数量的增多,成为“双创”的重要风向标,同时也为VC/PE 机构培育了一批可投新主体。据波士顿咨询公司、阿里研究院、百度发展研究中心和滴滴政策研究院联合发布的《中国互联网经济白皮书:解读中国互联网特色》显示,中国有46% 的互联网初创企业在2 年内成长为独角兽企业,而美国地区这一比例仅为9%。在短期内成长为独角兽的高科技初创企业,成为投资机构竞相争逐的对象。另外,国内VC/PE 机构数量的逐年攀高也进一步加剧了资本市场对优质项目资源的争夺。 根据中国证券投资基金业协会数据,截至2018 年6 月底,已登记私募股权、创业投资基金管理人14,309 家,基金规模达7.95 万亿元。为成功斩获明星项目,提高基金投资收益,获取亮点投资业绩,高级复合型投资人才成为 VC/PE 机构成功的关键一环。基于此,投资机构对高级复合型人才需求持续释放,市场对猎头公司的需求不断扩大。 3. 猎头有效解决市场人才竞争需求,推动人力资源流动和合理配置 在企业和投资机构等市场主体招聘需求持续高涨的情况下,猎头行业的市场容量也加速增长。根据《人力资源服务行业发展报告》显示,2016 年,全国人力资源服务市场行业全年营业总收入达11,850 亿元,同比增加22.4%,保持了近几年20% 以上的高增长态势。此外,高级人才寻访(猎头)服务成功推荐选聘各类高级人才116 万人,同比增长12.9%。 随着经济的不断发展和完善,市场对专业的技术人才和优秀的高级管理人员有着强烈需求。基于此,猎头凭借高超的交际技巧,采取隐蔽猎取、快速出击等主动竞争方式,为客户精准匹配所需人才,有效解决客户优秀人才缺乏问题。另外,猎头公司聚集了大量市场精英等人力资源数据,已经成为猎头市场中的核心部分。猎头公司在最低的风险下,为客户群体解决了信息不对称的问题。猎头在促进就业创业和优化人力资源配置方面发挥越来越重要的作用。 课题一: 人才趋势及特点 1.1 人才跨界趋势明显 在互联网行业及创业型企业迅猛发展的今天,行业与行业的边界,其人才与人才的边界也愈发交融,体现在人才的流动趋势上,人才的行业跨界趋势愈发明显。跨界的人才通常在原有的专业或者行业内都表现得非常优秀,例如在传统零售与新零售交融的今天,大众的消费行为已愈发没有线上或线下的消费边界。 传统零售行业的人才跨界新经济领域尤其明显,例如星巴克,苹果,耐克等公司的企业高管们,加入互联网公司为其搭建线下新型零售平台,与线上零售平台进行打通和结合,一起助力新零售行业的生意发展的现象尤为明显。 鲸准数据库中收录了新零售公司合计966 家,这些企业的创始人和高管很多都来自于传统零售企业,我们通过数据检索发现,有40 家企业的45 位创始人或高管曾就职于传统零售商全球100 强(仅包括渠道商,不包括品牌商);比如盒马鲜生的联合创始人侯毅曾任职京东的物流总监,再如131 便利店的CEO 薛波曾任职于沃尔玛,家乐福等;从收录到的数据看,2015 年和2017 年是传统零售人加盟新零售公司的大年,这与2015 年“双创”大潮和2017 年新零售行业的火爆是分不开的。 1.2 人才优先于行业早期头部企业 近五年创业市场的环境愈发成熟,很多创业型企业在短短几年内迅速成长为独角兽企业,由独角兽企业成长为巨型独角兽或成熟型上市企业。因而各个行业早期进入赛道的人才在几年后成为行业老兵,在企业后期或退出后因谋求更大的自我价值实现,而选择自主创业或加入新的行业风口再次入场,形成市场出现人才复用、风口迭代过程中伴随的人才迭代为上一风口的头部人才的现象。 拿O2O 行业举例,绝大部分近年来新的风口市场包括大众出行、共享经济、新零售、互联网金融和B2B 类电商等行业的公司寻找的候选人还是来自于一些鼻祖公司和黄埔军校平台,人才寻访还是聚焦在类似新美大、饿了么、58 同城等公司。 同时近一两年来共享经济的生态里还是以类似滴滴这样的新型巨型独角兽企业的人才最为抢手。这些公司经历了快速发展的过程,靠市场的敏锐度和团队的决断力在几年的时间内迅速赢得市场,独占鳌头,中间经历的辛苦很多也不足外人道。那么陪伴公司走过这个过程的,并且证明自己在过程中产生有效价值的人才就成为了市场上不同赛道公司的抢手人才。 鲸准数据库中,大众出行、共享经济、新零售、互联网金融、B2B 电商等行业的创业公司去重后合计约有5000 家,这些公司中曾就职于美团点评、饿了么、58 同城、滴滴出行等公司的创始人及高管有75 人(如前文所述,因数据库的不完整性,导致统计结果不可避免的会少于实际数量),具体数据和典型人物代表如下图: 1.3 人才选择投后企业趋于谨慎,CEO选择人才趋于理性,创业公司招人更难,供求关系极度不平衡 随着近10 年的互联网行业投资市场和投后市场的蓬勃发展,视频、游戏、电商等行业经历了PC 到移动的转型,同时各类创业型企业的商业模式也在经历着不断的迭代和创新,仅拿O2O 行业举例,从8 年前的团购行业的兴起,到后期残酷的O2O 百团大战到后期出行浪潮,共享经济到最新2017 年下半年到2018 年上半年新涌出的新零售、 B2B 类电商各类细分市场类平台,商业模式的内核的相似性,决定了市场的流动也伴随着人才的流动。从创业型企业到独角兽企业,到超级独角兽企业的人才战争也在同步打响。 随着企业的内生系统和外部环境均日趋成熟和市场化,人才的吸引和选取渐趋于理性,职业经理人对加入创业型企业的选择,或已加入创业型企业的人才对再加入创业型企业的选择也渐趋于谨慎。导致早期创业型企业招人较难,而独角兽企业和巨型独角兽因为要求更高,招人则更为困难。同行业各阶段企业目标候选人来源类似,商业模式本质类似的各风口行业目标候选人来源类似,决定了近年市场和人才的供求关系极度不平衡,导致很多巨型独角兽的招聘团队高薪挖取资深猎头顾问加入担任招聘专家,专门负责中高管层级人才的招聘。 2017 年第四季度,人才需求与同期相比增加了15.6 万人,增长了3.9%,而求职人数减少了17.3 万,下降4.8%,招聘求职比达到1.22。对于企业来说,越来越难招到合适的人才,招聘成为一种挑战。 1.4 中前期企业,管理团队年轻化核心人员大部分是呈现螺旋式成长轨迹 同时,随着近几年互联网用户日趋年轻化,为对用户行为的了解、分析和把握极具敏锐度的年轻创始人,提供良好的成长土壤。近几年风口性企业的创始团队年龄也日趋年轻化,从早期的75 后创业者,到后期80 后、85 后创业者,到目前行业内较多的90 后创业者,年轻化的团队体系下,打破了之前其联合创始人或后期引入合伙人多为成熟型企业或大型企业职业经理人背景特点,中前期团队的核心人员以螺旋式培养早期加入成员,让其成长为企业核心管理团队的情况增多。 因为创业企业创始人的年龄数据较难获得,我们从一些少壮派富豪的年龄上观察到创业者年轻化的趋势,2017 胡润全球少壮派白手起家富豪榜显示,中国身家超过10 亿美金的白手起家少壮派有18 位,比2016 年增长了5 位,18 位上榜的年轻富豪的平均年龄不到38 岁,80 后已经正式成为创业市场的中坚力量,90 后的创业者也已经开始登上时代的舞台。 而此类管理团队虽市场经验较少或在大型企业的资深度欠缺,但靠其与创始人CEO 一致的对市场用户的敏锐度、对品牌市场定位的创新度以及团队极强的凝聚力和执行力,迅速增长公司业绩并占领市场。知用户者得天下,目前行业内相对公平的竞争机制,一定程度上给了这些年轻的创业者们成长的机会和造梦的舞台。 1.5 创始人/CEO 对人力资源管理更加重视,HR 和业务配合更紧密 创业公司创始人/CEO 越来越意识到,创业不同于成熟商业的最大区别之一,就是人才在企业早期阶段中发挥的作用和带来的价值。因此创始人和CEO 对人力资源愈发重视,包括人力资源本身,也包括企业的人力资源人才。越来越 多的案例证明,人力资源人才对早期企业带来的价值,是不可替代的。特别是在核心人才引入、人力组织搭建及优化、企业文化价值观传递等部分,是绝大多数创始人最关注的领域。 与此同时,随着更多优秀的人力资源管理人才加入创业企业,探索如何更好地对早期企业进行赋能的过程,也使得 HR 从业者和创始人/CEO,相较过去合作得更加紧密。这既对HR 从业者提出了对于业务理解深度的更高挑战,也为他们其中的佼佼者提供了由HR 转型为业务管理者的机会。特别是在中后台职能管理、运营、海外业务拓展,这一类对从业者的公司内部资源整合能力、综合管理素质等要求高于业务专业能力的职位。虽然成功的个案是包含很多偶然因素在内,但这从另一个角度反映出人力资源和业务发展的紧密结合,是助力创业企业成功的重要且必要条件。 课题二: 不同类型和不同阶段公司的人才特点 2.1 不同类型公司的人才特点 目前市场常见的互联网创业企业的类型,从商业模式上基本分为三类,包括以人力运营导向即劳动相对密集形的企业,技术产品为驱动的2B 端人工智能大数据等高科技产品企业和2C 端Hero APP 产品类型的企业,以及以IP、内容为驱动的文娱、媒体、游戏的企业。每类创业型企业的行业和企业特点、人才特点和相应痛点均不相同。 人力运营导向型的企业行业特点为,因为前期行业技术产品壁垒未形成,产品和服务同质性较高,在同一赛道里玩家和竞品较多,企业增长速度极快、人员规模较大,因而企业一线员工普遍教育背景和职业背景较低,流动率较高,组织和绩效管理是人力资源管理上最大的挑战。同时因为公司文化比较营销和业绩导向,高管压力也较高,稳定性也较差。 建议分阶段引入人力资源的不同工具帮助企业进行管理,招聘此行业成熟型企业的专业人力资源从业者帮助企业提升内部人力管理体系。 技术产品导向型的企业,因为多数为知识密集型企业,技术,产品,运营是其核心竞争力,且创始团队背景以技术产品背景居多,整体风格前期相对保守、扩张速度较平稳,但由于前期企业多以技术产品类人才招聘为主,吸引招聘人才难度大,所以建立团队的内生系统、提升CEO 个人对人才招聘、早期企业品牌建设和人才激励的重视,尤为关键和重要。 以 IP、内容为驱动的文娱、媒体、游戏的企业,由于内容是公司业务的核心,个人的创造力和团队创造力非常重要,文化的建立是最大的难点。且多数创始人并非市场化人才或在市场化的企业工作过,对如何吸引市场化高管人才和定位岗位要求方面,存在较少的经验和一定的迷茫。建议不断培训企业内部员工,提升员工内生系统,给予内部团队更多的空间,孵化更多新业务的团队,同时尝试并行市场化团队的引入,形成文化的冲突和后期的交融。 2.2 不同阶段公司人才特点 除了商业模式之外,创业公司在发展的不同阶段,企业的管理模式、商业模式和内部机制都各不相同,因此也产生了人员管理的不同特点以及在高端人才需求方面所呈现的差异。 在B 轮之前的早期阶段企业,人员规模不会超过二三百人,此时是搭班子、组团队的重要时期,基本上属于团伙作战,管理雏形还未成形,管理机制相对简单。此时的商业模式主要在于如何抓住核心业务,打磨出产品的稳定性,因此在技术和产品方面产生了第一次大规模的人才需求。而且这个阶段加入的早期员工,彼此之间信任度非常高,所以公司对于外部高管的招聘需求其实嫌贵嫌少,还是以培养和稳固内升系统的人才更为重要。 而企业从B 轮到D 轮阶段,企业开始获得更多融资,随着资本的逐步介入,企业开始加大投入,通过各种变现渠道以及大范围扩张,迅速提高业绩和利润。从而产生迅速的扩张和发展,人员规模会快速增长至几百甚至上千人规模。 这个时期的商业模式主要在业务渠道的迅速扩张,加强品牌和营销,同时持续在产品技术和运营方面的硬实力的提高。 这个时候随着人员规模的增加,企业内部开始建立分层协作,流程管理以及授权体系开始逐步建立。因此,企业在这个阶段对销售、市场及运营等方面的高级管理人才需求开始增加,并且倾向于引入优秀的外部人才。 当企业在D 轮结束后进入到Pre-IPO 阶段,对于生态链和产业链的战略布局就显得尤为重要,很多企业都开始通过并购的方式打造更加完整的产业链条,从单一产品转型至多产品条线,趋向于集团化的多元模式管理。因此,在借鉴母体公司的制度基础之上,不同事业部开始搭建针对各自独立业务的管理机制。这个阶段的企业,基础业务的盈利及管理基本步入正轨,企业为未来的IPO 做准备,在外部头部人才的引入过程中,更多关注风控、法务、财务和人力资源等中后台管理职能岗位。 而成功IPO 之后的企业,各子公司相对开始独立运作,逐步开启国际化步伐,涉及更多出海业务,企业需要定期的回访来诊断发展的健康程度,因此更关注在投资并购、战略、政府关系、CFO 以及董秘等方面的高级管理人才。 如需查看完整报告,请点击这里 北京团队介绍 如需了解更多投后赋能相关资讯,请联系我们: 魏然,总监 Winni Wei, Director T: +86 10 8514 8001 E: wwei@profileasia.com 冯天玉,副总监 Even Fang, Associate Director T: +86 10 8514 8003 E: efeng@profileasia.com 明珞,副总监 Ming Ming, Associate Director T: +86 10 8514 8002 E: mming@profileasia.com
Read More  
W1siziisijiwmtkvmdevmdgvmdcvmjgvmzmvndkxl21lbnrhbc13zwxsymvpbmcty292zxitymxvy2suanbnil0swyjwiiwidgh1bwiilci1mdb4ntawiyjdxq

Mental Wellbeing in the Workplace

This article first appeared in the December 2018 edition of Human Resources, the official journal of the Hong Kong Institute of Human Resource Management. ​ With Hong Kong's workforce showing high levels of depression and anxiety – 2.5 times above the global average, the city's frenetic work culture is a key culprit, impacting both the mental well-being of workers and their productivity. In spite of support groups calling for greater awareness to help sufferers, a competitive culture, strong stigma and a lack of understanding among employers mean that mental health issues are largely overlooked in Hong Kong. Mental health is a sensitive topic globally and particularly so across many cultures in Asia. There are often taboos associated with openly mentioning the topic of mental health, which in turn leads to the lack of discussion and initiatives around mental well-being in the workplace. In Hong Kong, a quarter of the workforce show levels of depression and anxiety – 2.5 times above the global average – according to a 2015 survey jointly conducted by the Hong Kong Occupational Safety and Health Council and the Whole Person Education Foundation. Workplace stress is a huge contributor to poor mental health. Collating data from a survey of more than 2,000 respondents in Asia, part of the 2018 Profile Search & Selection and The Roffey Park Institute "Working in Asia" survey found that a heavy workload and a lack of support are both major contributors to mental health issues. Stress at work has been linked to a drop in productivity, an increase in absenteeism, and even in presenteeism – a condition where employees work when they are ill or work longer hours than necessary, but not performing as well as they should be when they are at work. The culture of presenteeism is also associated with lower staff morale, employee errors and higher employee turnover rates, which is certainly not in any organisation's best business interests. To add weight to this, the City Mental Health Alliance Hong Kong (CMHA HK) – a not for profit member-led organisation supporting businesses to create mentally healthy workplaces – reported that 76% of employees they surveyed said they would still go to the office while suffering poor mental health. Of those, 21% admitted their work suffered as they are unable to function at the normal expected level. Through various company-initiated Employee Assistance Programmes (EAPs), however, the CMHA HK has noted that a number of respondents now have access to counselling and coaching services, and in some cases are able to attend mental health awareness talks. While this represents a positive step forward, EAPs tend to be offered as part of an organisation's well-being policies which creates grey areas around how often these programmes are utilised, evaluated for purpose or measured for effectiveness over the longer term. Furthermore, while a third of managers in Hong Kong reported to have been involved in supporting staff suffering from poor mental health, Profile Search & Selection and The Roffey Park Institute data reveals that more than 50% of managers in general do not feel equipped to support or assist those suffering from mental illness. What is more, less than 50% feel comfortable discussing mental health issues with colleagues. So, while there is a gradual and increased awareness towards mental health, far more needs to be done. Opening up about mental health in the workplace As the driver of employee engagement across an organisation, the HR function can play a leading role in raising awareness about mental health problems and ensuring the right channels are in place to help those that suffer from mental illness. Through working with management, for example, the HR function can help to put into action a top-down approach to help organisations to shift mindsets and company cultures. Recognising the importance of mental health and well-being is key to fostering a supportive working environment – quite simply because it is not just a medical issue as much as inherent to the culture and productivity of the entire workplace. The HR function is also in a strong position to encourage an organisation-wide culture of openness and dialogue on the topic of mental illness to reduce common misconceptions and reassure inclusivity by giving employees a voice without fear of reprisal. This is an important step to establishing a sustainable supportive environment and the foundation for future prevention, or at least, early intervention. There are some simple initiatives that could be launched internally to get discussions started. Mind HK, a charitable organisation in Hong Kong set up to raise awareness and increase understanding of mental illness issues, has launched the #LetsTalk campaign, encouraging people to share a photo with the hashtag and then tag it back to #LetsTalk#MindHK. As Hannah Reidy, CEO of Mind HK states "It’s time to start talking". Part of the taboo around mental well-being is the misplaced concept that those affected are in some way weaker, less resilient or lack determination. To combat this, the HR function could work to improve the perceptions of mental health by encouraging education on the topic as well as engaging in refining the language and discourse associated with mental health. For example, in the same way as the concept of "wellness" has gained mainstream focus within organisations –which is reflected through better work-life balance initiatives – organisations, and employees should understand that mental well-being is simply an extension of the same concept. Mental health awareness at work We all have good days and bad days and we all have times in which we are physically fitter than at others. Mental well-being is the same – sometimes exacerbated by work-related stress and sometimes external factors - but ultimately, we all need to understand that it is okay to not be okay. The more people understand the topic, the more confident they will be in talking about it, which is the next step to being able to practically assist someone struggling. As Olivia Parker, Board Member of Mind HK comments "colleagues who see you every day are the best-placed people to tell if your behaviour is out of character, because sometimes they are easier to talk to as they are one step removed from your home life". That said, a robust framework needs to be in place to effectively help line managers support employees that report to them and help employees in general cope with stress-related illnesses. While some employees do attend mental-health talks, CMHA HK studies indicate that 70% of its respondents had never received any form of mental health training. More HR practitioners should receive mental health training – and in fact HR departments could work towards being able to offer all managers the opportunity to receive relevant training and support. Managers are critical in driving change and by equipping them with these skills, they may be able to notice when an employee is experiencing difficulties. Training could mean employing external support or also form part of the firm’s internal processes. Working with managers and leaders to support employee mental health Furthermore, the HR function could work with senior leaders to promote and demonstrate their clear commitment by supporting those who need it and in doing so, show that mental health matters. The HR function could identify and work with a senior employee to be a sponsor or champion to drive the commitment forward and even develop an internal committee or group to support mental health awareness. Taking another positive step, the HR function could assist to promote the committee as part of the organisation's cultural DNA and could adjust or review relevant mission and values policies and workplace Codes of Conduct to reflect this support. In so doing, the HR function could play a greater role in embedding a culture of acceptance, collaboration and mutual education into the organisation's Employee Value Proposition (EVP). As a result, mental health awareness could be built into all induction programmes, and discussions can be encouraged on employees’ mental health during performance reviews, team discussions and regular one-on-one catch ups. They can also be imbedded into engagement surveys and a firm’s mental health can be subsequently measured and tracked. Job content and roles could be reviewed to ensure they are appropriate and conducive to productive work. HR can also ensure there is a process in place to help people return to work smoothly after a time of absence. On an ongoing basis, the HR function could encourage healthy behaviours, promoting well-being activities such as taking lunch breaks, exercising, getting enough sleep and enjoying a balanced diet. It is commonly accepted that organising company events to strengthen working relationships improves collaboration, trust and openness. Corporate Social Responsibility events for example are acknowledged to have a positive impact on general well-being. On the good news front, while many companies in Hong Kong are only at the very early stages of their journey to improve mental health in the workplace, there are undoubtedly signs of positive change. If HR departments in Hong Kong worked to implement just one initiative within their organisation during the coming year, it could make all the difference to a healthier and more productive workforce. For more information on mental health in the workplace, please contact Amanda Clarke, Director, Profile Search & Selection.
Read More  
W1siziisijiwmtgvmtevmtivmdqvmjivmtivodgyl1nwb3rsawdodf81mdb4ntawlw1pbi5qcgcixsxbinailcj0ahvtyiisijuwmhg1mdajil1d

Spotlight on China - Asset Management Outlook, November 2018

PHASE II - GLOBAL FIRMS CONTINUE TO VIE FOR TALENT IN A CROWDED MARKETPLACE In this report, we seek to explore how the market is changing and how the challenges are evolving as time passes. We are looking to share our experience of multiple hires and ongoing searches across the WFOE market; however, we also thought it important to engage CEOs, COOs, GMs and HR personnel involved in the process to share their views directly via Q&A. We hope you find this an interesting read and we are happy to field any questions. For investors backing the China growth story, recent road-bumps such as the ongoing stock market turmoil and rising trade tensions with the US have been a sobering reality this year. However, anyone watching the race for human capital within the on-shore asset management landscape would be forgiven for thinking that market sentiment is anything but bullish. The growing crop of international fund houses looking to plant flags or deepen existing roots in China has shown a real belief in – and commitment to – this long-term and compelling opportunity. This is clear from the ever-growing list of firms setting up wholly foreign-owned enterprises (WFOEs), applying for private fund management (PFM) licences and launching products targeting onshore high net worth individuals and institutional investors. This activity has simply exacerbated the human capital pressures arising from the relative scarcity of talent that we highlighted in our Spotlight on China six months ago. The significant challenge of attracting, hiring and retaining the right individuals, across the front-office and infrastructure positions, continues to be one of the big barriers to firms being able to capitalise on the business potential onshore. We are entering what we are calling “Phase II” of the recruitment landscape. The big difference being that the first movers had to either relocate staff or search from an onshore talent pool, but there were no PFM WFOEs to hunt from; heading into 2019 this is now very different. Established WFOE need to equally focus on Talent Retention as well as Talent Acquisition; new comers will hunt in the PFM WFOE pool as a first port of call; and we are now seeing WFOE to WFOE moves. There has been added complexity to the process of setting up or staffing a WFOE, however as of now these complications do not seem to have had a material impact on the appetite of the overseas asset managers. Recent changes to the Individual Income Tax (IIT) Law for foreign passport holders working in China (although now resolved) could have had a genuine impact, but the reality is a “wait and see”; whilst the slowing down of the approval process from the regulators again appears simply to be an issue to be navigated and not one to change tact. Whilst China remains a difficult market to navigate, and it still not possible to follow a strict formula for developing the WFOE (beware “experts” with concrete advice), the landscape for human capital is maturing. Attracting the right people is difficult (but not impossible), and a local lens does need to be applied. OUR SEVEN OBSERVATIONS As already mentioned, the onshore market is moving so quickly right now that we are in uncharted waters as regards to human capital challenges. Below are seven themes we have identified as being relevant and consistent in the past few months, and as we head into the end of the year. 1. Shift in talent pool means a shift in priorities It seems simple to point out, but the reality of the evolving market means that those firms entering China in 2019 are facing different recruitment challenges and opportunities to those faced by the first movers in 2016 and 2017. The first movers had to either relocate staff or hire from JVs, Chinese Mutual Funds or Advisory/Research WFOEs; and the challenge of culture and operating in an international environment were always seen as a critical part of the hiring decision. Those looking to enter in 2019 will naturally look to hire (in part) from the existing PFM WFOEs as a logical first step, a luxury not given to the early arrivals. This means that the first movers need to focus very hard on Talent Retention over the coming 12 to 24 months; this does not mean simply competitive compensation, but good people management and following through on the strategy that attracted the team in the first place. 2. Sought-after staff still hard to find For new WFOEs, the priority remains a general manager. Since this individual will spearhead the business, it is a decision that will impact the ability to hire within the group going forward. As a result, foreign fund houses face a dilemma: while the available talent for them to consider is shrinking in number, they know that hiring the wrong GM is probably the costliest human capital mistake they can make. In addition, there is an increasing focus on expanding the various front-office and infrastructure roles. Competition is hottest for compliance professionals, traders and portfolio managers. In terms of the latter, however, many global players are now opting to bring on board what some practitioners call “shadow PMs” – where a global fund house puts in place a less experienced individual on-the-ground, with a more senior PM offshore having oversight. 3. Regulatory changes to JV structures to create new openings Recent regulatory changes in China to loosen restrictions on foreign investors’ ownership in joint venture (JV) fund structures are the source of further competition. There is uncertainty around the outcome of existing JVs based on ongoing negotiations, bargaining power and the existence (in some cases only) of previous agreements between the foreign and Chinese parties. As a result, many senior candidates from JV mutual funds are now more active in the job market. Many foreign firms are trying to look to the potentially-larger commercial opportunities outside the PFM world and see this as a journey where the map is becoming clearer over time. 4. Demand moves beyond Shanghai Whilst Shanghai undoubtedly remains the hub for the PFM WFOEs, increas­ing business needs in Beijing especially for foreign managers are apparent. We see a shift in demand among our clients towards Beijing-based executives, which represents an evolution from the previous focus on hiring only in Shanghai. Among the drivers of these trends are: a need for replacement staff; gaps left by individuals leaving current representative offices; and new roles created as a result of recently-established advisory WFOEs in Beijing. The current market environment is also challenging international asset managers to tap the existing, relatively-shallow talent pool. Some other foreign funds setting up WFOEs are run by life insurers and even private banks. 5. Sequencing of hiring is becoming critical As the number of international asset managers with WFOEs grows, we are seeing a sequenced and pragmatic approach to human capital becoming more prevalent. Best practice in today’s market seems to be hiring the GM and Chief Compliance Officer first, with the top-picks being individuals who possess a combination of strong government relations, deep market knowledge, relevant contacts and an ability to interface with management in offshore offices. A second wave of hires will tend to consist of heads of legal, operations and trading. Firms then need to decide on the type and size of Investment teams they want onshore. Sales hires are now more likely to be much later in the process to avoid staff being hired who are unable to perform their duties while waiting for regulatory approval. 6. Differentiation starting to pay From an investment perspective, many investment management WFOEs are looking to differentiate themselves by offering a more diversified range of products today than they did a year ago. In line with investor demand, these include, for example, quant strategies, commodity trading advisors (CTAs), multi-asset funds, real estate, private equity and fund of funds. To achieve this, these WFOEs need to either hire local talent onshore, or relocate employees from outside of China, including Hong Kong. Another option is to acquire local private funds or mutual funds. 7. Buy or build? We have observed a number of overseas firms exploring the possibility of buying existing fund management companies in China. This seems to be driven by a desire to either turbo-charge an organic build, or to short-circuit the organic build altogether. The strategy seems simple in theory, but execution appears fraught with complexity. In China’s vast fund industry, the foreign presence is still small. To date, a total of 14 foreign managers have received permission to launch products that invest onshore to domestic professional investors. However, this is out of 9,000 PFM licence holders, according to recent statistics from the Asset Management Association of China (AMAC). Foreign managers have launched 16 funds aimed at domestic professional investors out of 36,000 total products available. This poses an interesting question to global firms: is it better to buy a PFM-licensed firm or a local mutual fund to leapfrog the process via the existing track record and AUM? LATEST FUND ACTIVITY The current WFOE landscape offers multiple opportunities for international asset management firms to access the local base of institutional and high net worth investors. The business scope depends on the specific category of licence: Qualified Domestic Limited Partnership (QDLP) licences apply to managers that have only registered a QDLP WFOE with AMAC Private funds are for managers that have only registered an investment management WFOE as an onshore private fund manager with AMAC Dual-track applies to managers that have registered both a QDLP WFOE and an investment management WFOE with AMAC There are also firms with an unconfirmed status – a licenced QDLP and/or investment management WFOE but which have yet to register a WFOE with AMAC. Approved QDLP managers in 2018 ​International fund houses with PFM licences ​​ Q&A WITH LEADERSHIP GROUP As the market moves quickly and the competition for the best staff intensifies, we conducted confidential interviews with three senior industry decision-makers to gather comment directly from individuals responsible for hiring staff for their PFM WFOEs onshore. Below is the summary of this cross-section of views based on the same six questions around human capital opportunities and challenges. Respondents A Hong Kong-based CEO of a fund manager that has built a WFOE (CEO) A Shanghai-based General Manager of a leading WFOE (GM) A Hong Kong-based Chief Human Resources Officer of a fund manager that has built a WFOE (HR) Q&A Attracting talent What do you see as the most significant barriers to hiring the right talent in China’s asset management market? CEO – Cost and candidates with sufficient and relevant experience, such as in asset management, both locally (ideally in private funds and mutual funds) and globally. GM – There are certainly challenges today, but not in comparison with those I expect to see in the future, once WFOEs move in to the direct retail distribution channel. When this happens, there will be direct competition between foreign and local players. At that point, language and investment skills will become more important and will be in even greater demand. HR – The challenges often depend on the role; for some, there could be language barriers, whereas for others there is a small talent pool, such as for PMs with three to six years’ experience who do traditional bottom-up investing. We find that we need to move much quicker in China than in some other markets, so we don’t have the luxury of trying to compare three or four candidates and bring them all through the process; we need to be decisive. In addition, educating internal managers that are new to working with Asia, and especially China, requires us to choose the right people, not just those who are the best communicators. Finally, the increasing tax for potential internal transfers is another challenge. Biggest talent influence in the China market Has the shortage of talent in some areas of the China market influenced the plans for expanding your business? CEO – Not yet, but the universe of decent candidates for certain functions is very small, for example in compliance. GM – Unless we have the right people, we won’t be able to launch funds across various asset classes. It is challenging to attract the right investment personnel as some of the best people work at local funds and are often managing funds of significant size, at least in comparison with the AUM of WFOE-run funds. HR – No. Hiring pain-points What would you say are the main ‘pain points’ when hiring talent in China? CEO – Cost, along with candidates who can understand the bigger, global picture. GM – Finding people who understand China and also how to work within a global franchise. Very few, if any, candidates that we speak to are going to be perfect; we need to look more at the value they can bring. We need to approach the situation with flexibility and not get too focused on someone’s ‘day one’ value. A ‘growth and potential’ mind-set is more appropriate in determining someone’s long-term value, rather than finding ‘plug and play’ talent. HR – Dealing with regulators. This can make it difficult for people to resign from current companies, depending on their previous role and what they will do at their new firm. Leadership characteristics What specific leadership characteristics do you look for in the talent you hire for your China business? CEO – The ability to see beyond China, to accommodate a global perspective and champion the culture of a global organisation within China. GM – Cultural fit is the most important characteristic. The desire to put clients first is also essential in anyone we decide to bring on board. They need to operate in a transparent way and be able to articulate themselves. They also need to be a team player. HR – Adaptability, strong communication skills and an ability to work across functions versus just being a technical expert. As there are many challenging situations that are very complex, we need someone who can navigate the ambiguity and keep internal stakeholders informed. We don’t necessarily need someone who has done this type of role before; we prefer someone who is looking to build a business, so that they are hungry and driven. We want to hire someone who really questions our business plan and strategy before they are willing to join us, since this shows they appreciate that it will not be an easy road for a foreign firm. Trade tensions Are the ongoing global trade tensions having any impact on your plans for the expansion of your asset management WFOE business in China? CEO – Not yet, but recent news about a policy shift back towards another QDLP slowdown suggests that the global trade war is now having an impact on asset management. GM – Not at the moment from the standpoint of investment into the WFOE. The only risk, for a US WFOE, is multiple licensing processes being potentially delayed in some way. However, at this stage there is no evidence this is happening. Talent retention How are you approaching talent retention in your China business? Do you have a specific strategy in what is a very competitive market? CEO – This is a work in progress. A critical success factor in talent retention will be finding a way to give Chinese employees ‘skin in the game’ via equity in the organisation. GM – We try as best as we can to bring in the right people under the right conditions in the first place. We have put in place a hiring process that places honesty and transparency at its core. We aim to ensure, through constant open and honest dialogue, that we know what people think about the direction things are going in. We also look to ensure there is a firm-wide understanding of how to engage with people in different geographies. We want to provide the right amount of support and resources for staff, so we continually seek to understand how comfortable the staff are with the business strategy, their personal progress and how they are evaluated. We try to create clear goals to which people are held accountable. Stability is key, as is the need to ensure that the views from both the Hong Kong and China perspectives are aligned. HR – We ensure they have accountability and the right level of autonomy. We also want their voices to be heard, to get lots of regional and senior leadership attention. We fully understand that there will be turnover, so we need to focus on building the right infrastructure to be able to sustain turnover and not cause issues in other functional areas. WHAT ARE BOTH SIDES LOOKING FOR We thought it would be useful to provide a recap from our previous China asset management report on the common factors and recurring themes that continue to impact the decision-making for candidates and potential employers in China. Some of these factors remain unchanged from six months ago, while some have risen in significance and others have fallen. We have included drivers for foreign employers in non-PFM WFOE structures also. Local candidates – considering a foreign employer Drivers Increasing their compensation, including potential equity participation Boosting their status in the domestic market Being part of a firm committed to growth in China Gaining autonomy to make management decisions Playing a bigger role within the development of the industry Leveraging a strong global product-set yet working within local distribution channels Deterrents Concerns over the sustainability of the target employer’s strategy in China Limited opportunities to advance beyond a mid-tier role A potential culture clash within a foreign firm Challenges in communication with offshore management Fear of not having a ‘voice’ – a lack of autonomy in devising onshore strategy Missing out on the opportunity to grow organically with a Chinese firm Senior staff do not want to be the “execution arm” of the global strategy Foreign employers – looking to hire local talent Drivers Market knowledge, experience and connectivity in the domestic market Language skills and a similar mind-set to connect with global colleagues A track-record working within global firms to understand international processes An ability to cut through red tape onshore and be effective in ‘getting things done’ Able to be a trusted advisor locally with corporate best interests at heart A strong appreciation of the overseas/HQ regulatory environment Deterrents Insufficient knowledge and/or connections within China A lack of seniority or gravitas to attract other hires and drive growth Limited (or zero) experience working within an international firm Questionable motives or loyalty stemming from a (perceived) focus mainly on money Weak communication/language skills and/or cultural awareness Unable to generate genuine levels of personal trust WHAT'S NEXT Forgive us for stating the obvious, but the market remains hugely busy; demand for talent is high and the qualified candidate pool is thin. However, behind the self-evident headline, we genuinely feel that the landscape in China is changing and the challenges that go with this are changing too. Foreign firms that are established now have a much better grip on the market and are being driven equally by their local leadership. New entrants, meanwhile, have a different talent landscape to look at, including those that have already trodden the WFOE path. 2019 promises to be a busy and eventful year. Our observation and opinion is that we are entering “Phase II” in the evolution of the WFOE story from a human capital perspective. Conclusion Both employers and potential employees understand the market better, and whilst high demand persists the slightly frenzied atmosphere of early 2018 has passed. The demand for talent in the roles of GM, Compliance, PM and Sales remains high, and fundamentally the decision-making criteria for both parties has not changed. Many foreign firms are thinking two steps ahead to majority JV control or gaining local Mutual Fund Licenses. The importance of sequencing hires and establishing goals for the next 24 months is thus paramount. Demonstrating strong commitment to the China market and to the regulators, and others who influence the issuance of licences now and in the future, is very important to those who hold the keys to success; and those foreign firms attempting to be “fast followers” will face increased challenges. The ability to clearly articulate a well-thought-out, long-term China strategy is the key to attracting the best talent; however, then having the organisational fortitude to deliver on that promise in a complicated market is crucial to either retaining, or losing them. Outlook 2019 and 2020 will inevitably see more regulatory change and the firms that are forward thinking, adaptable and nimble will continue to be the ones who make the most progress. “Talent Retention” for established WFOEs is key in 2019. We have started to observe candidates moving WFOE to WFOE to trade upon their experience gained, and this is usually at a premium. Those firms arriving in the market a little later face a double-edged sword – there is a talent pool whom have 18 months WFOE experience; but they are harder and more expensive to shift. Clear articulation of the long-term China strategy of the group is even more important in 2019 than it has been before – there are simply not 50 tier-one GMs or Heads of Sales, and the best will be discerning. Many firms are exploring innovative ways to tie in senior staff long term via incentive programs. These could be linked to equity, shadow equity or profit share in the WFOE. This is a sticky topic and a difficult one to work out, but the goal is aligning senior staff to the success of the WFOE. OUR ASSET MANAGEMEN TEAM For more information on recruitment trends, please contact our Asset Management team: Hong Kong Office - Andrew Oliver Singapore Office - Stanley Teo Shanghai Office - Yao Xiong Beijing Office - Winni Wei
Read More  
W1siziisijiwmtgvmdgvmdivmdivntkvmzavnju0l1byb2zpbgugqnvpbgrpbmcgq2hhbmdllvjlywr5ifrlyw1ziejyzwfrzmfzdcbtzw1pbmfyihdpdgggwvndlcbib25nietvbmdfodawedqwmc1taw4uanbnil0swyjwiiwidgh1bwiilci1mdb4ntawiyjdxq

Event: 'Building Change-Ready Teams'

PROFILE EVENTS WITH YSC: 'BUILDING CHANGE-READY TEAMS' Profile was delighted to have Rob Morris, YSC Consulting's Chief Innovation Officer, visiting from New York to host back-to-back events in Singapore and Hong Kong on the topic of 'Building Change-Ready Teams’ in June. In addition, Rob delivered on this topic at our Shanghai events in September. See videos below to view the highlights. Rob outlined the principles for building modern teams and designing them to operate like a network. He discussed how the challenges of constant change can be countered in organisations to build a climate that promotes collaboration, smart risk-taking and equal contribution - the building blocks of change-ready teams. Co-hosted with YSC, our Breakfast Seminar and Roundtable Lunch events were held on Wednesday, 6th June 2018 at the National University of Singapore Society (NUSS) and the Tower Club in Singapore, on Thursday, 7th June 2018 at the China Club in Hong Kong, and on Thursday, 13th September 2018 at the Fairmont Peace Hotel in Shanghai. Feedback from selected professionals in attendance was extremely positive, with many expressing that the presentation was both informative and inspiring. Breakfast Seminar: Building Change-Ready Teams (Singapore) Breakfast Seminar: Building Change-Ready Teams (Hong Kong) ABOUT ROB MORRIS​ Rob draws on more than twenty years’ experience leading, consulting with, and studying organisations to develop YSC’s innovation strategy. A seasoned leadership strategy consultant and published expert in the executive development arena, he works closely with leaders of Fortune 500 and FTSE 100 companies in the areas of CEO succession and coaching, executive team alignment, and organisation change. Currently based out of New York, he has worked in more than twenty countries and across a range of industries. Rob holds a PhD in Social-Organisational Psychology from Columbia University, where he continues to serve as an Adjunct Associate Professor, and a BSc in Leadership Studies from the United States Military Academy, West Point. ABOUT YSC Founded in 1990, YSC are a leadership consulting firm, comprised primarily of consultants with backgrounds in psychology and the behavioural sciences, working with organisations to unlock the power of their people. They have over 100 consultants operating from 20 international YSC offices. ​To learn more about YSC, please visit http://www.ysc.com.
Read More  
W1siziisijiwmtgvmtavmjkvmdcvmtavndqvoti3l0hlywx0acbtzxj2awnlc181mdb4ntawlw1pbi5qcgcixsxbinailcj0ahvtyiisijuwmhg1mdajil1d

中国医疗服务行业就业最新新资讯 – 2018年11月

以下报告提供了我们所观察到的中国医疗服务行业就业最新趋势,并指出了不同行业的新兴主体,详细介绍了影响招聘和人才流动的主要因素。 政策形势 健康产业是世界上增长最快的产业之一,与发达国家相比我国健康产业仍处于初创阶段。在发达国家,比重超过15%,而我国健康产业仅占国民生产总值的4%-5%,发展空间巨大。同时在产业结构方面,发达国家已经形成较全面均衡的产业细分,而我国医疗服务产业细分严重失衡,整体处在开发初期,巨大潜力尚待全面发掘。医疗服务产业将以势不可挡的速度加速发展,预测在2020年将达到10万亿规模,成为推动经济发展的新引擎。 国家医改方针由以治病为中心变为以健康为中心,国家卫生健康委员会从组织架构上改变了过去重治疗、轻预防的功能定位,统一协调大卫生、大健康格局初步形成。 分级诊疗将会是医改下一步重点之一,普通病常见病、慢性病人、门诊病人等病源进一步向基层下沉。分级医疗与双向转诊机制的建立,行业将进行垂直化整合。 今年7月,上海发布了“健康服务业50条”,鼓励社会办医机构建立与国际接轨的医疗质量管理体系,开展国际标准认证。 市场趋势 广阔的市场增长空间:医疗需求缺口依旧扩大、人口老龄化、行业持续存在巨大增量空间。据国家卫生健康委员会的统计数据显示,2010年以来,我国非公立医疗机构数量平均复合增长率保持在15%左右。截至2018年初,全国非公立医疗机构超44.6万余家,占医疗机构总数的 45 %。全国医院共计3万余家,其中,非公立医院1.78万家,占全国医院总数的 60 %,并以平均每年2000家的数量增加。 具有国际化背景的专业人才备受亲睐,尤其是医疗临床类,越来越多的医疗服务机构会从美国,新加坡,澳大利亚等市场直接招聘人才。 以全科及专科诊所为代表的基层医疗机构正在迅速发展,其中又以儿童内科、儿童齿科市场潜力最大。目前已有多个儿童医疗门诊迅速成长为连锁品牌,走向了中产阶级和普罗大众,帮助三甲医院引流部分客源。由资本市场助力,连锁诊所将如雨后春笋般进入医疗市场。更多临床相关人才正在完全脱离体制或以多点执业方式进行接触民营医疗。 政府重点扶持康复护理等机构发展。医养结合或为未来发展主要方向,多方热钱涌入高端养老市场。部分养老机构逐渐采取轻资产策略的养老机构,其固定成本较低,能够将资金和精力放在提高整体服务质量,同时可以快速扩展,抢占市场份额。 民营医疗机构对具有临床+管理背景的人才需求越来越大,这类人才已然成为企业重要的竞争资本。 于此同时,跨国药企在过去的1年中也开始涉足线下医疗服务:诸如卒中中心,血透中心,胸痛中心,儿童雾化中心等,更多涉及2 - 4线城市。当地人才需求量有所增加,对于原先医疗资源比较分散的地域来说,人才招聘的压力会增加。 对于多数民营医疗机构来说“品牌塑造”是亟需解决的课题,在品牌建设上,民营医疗机构正把商业、公益性、社会责任等绑定在一起,力求为患者带去真正的价值。市场对有医疗及相关品牌塑造经验的专业人才的需求仍然旺盛。 目前医疗行业正处在一个发展期,对于愿意适应并且改变行业的人才来说会有非常多的机会,诸如酒店业、教育培训行业等的人才都很受医疗服务行业青睐。 工资和奖金 今年,约4%至7%的平均工资增长率对医疗服务行业人才而言已是常态。少部分高绩效人才的工资可获增15%左右的高增幅。 在奖金方面,医疗服务行业高绩效的产出不是一蹴而就,往往需要至少5年时间的蛰伏,往往有较强资本支持的医疗服务机构,较其他而已更易发放更高奖金。 至于求职者,2017年的薪资增幅因个人才能和行业形势而异,对于新筹建的公司,员工薪资基数普遍增长了15%至30%。上述情况较高于今年迄今为止在中国收集的数据。 未来 鉴于中国资本市场对于医疗服务行业的投入趋于理性,野蛮生长的趋势将有所改变,市场将重新洗牌,整体发展趋势趋于理性。 连锁民营诊所可以克服传统社区医疗的部分短板,未来过硬技术、高服务质量的连锁诊所也将快速占据市场。 根据国家医改政策,预防医学结合治疗医学的理念将逐渐深入到国民生活之中,健康管理的理念将会被更多提及。现在国内的医疗机构对于健康管理更多的还是停留在体检的层面之上,未来会更多以体检为切入,跟踪与干预作为核心。 多数资金流入了高端养老市场,高成本导致高收费使得多数中端市场的需求得不到解决。现主流养老模式主要分为3种:护理养老院、居家养老以及高端养老社区,这三类已基本能满足不同老年群体的需求。已有多家机构在原先的高端养老业务基础上,正在增加其他模式的养老业务以适应未来更为庞大的中端市场。中端服务市场将是未来老龄服务行业的主体力量。 未来民营医疗的发展重点会放在资源规范与整合上。对于连锁品牌,需要探索一套标准化的医疗品质标准,以便于对每个门诊医疗质量的控制管理;对于业务比较分散的医疗投资企业,需要整合自身资源,将分散的业务模块打造成一个医疗健康体系,使自身资源优势得到更好的发挥;而单体综合性门诊则可以从儿科业务作为切入点,实现对社群的品牌推广。 值得注意的招聘信息 在我司的医疗服务招聘简介中,近期搜索的职位包括: 运营总监 医疗事务部总监 项目总监 养老院院长 门诊经理 护理总监/护士长/护士 市场销售总监 科室主任 临床医生 临床技师 主要联系人 如欲了解与中国招聘趋势有关的更多信息,请联系医疗服务团队。 朱洁纹 总监 Cherry Zhu, Director T: +86 21 6080 0615 E: czhu@profileasia.com 沈潭玥​ 高级顾问 Kris Chen, Senior Consultant T: +86 21 6080 0611 E: kshen@profileasia.com 丁予亼 顾问 Delta Ding, Consultant T: +86 21 6080 0640 E: dding@profileasia.com To view the infographic report, please click here.
Read More  

載入中

Reached the end of blogs