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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
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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.
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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
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Event: 'Coaching Cultures - How do they add value?'

PROFILE BREAKFAST PANEL DISCUSSION WITH ICF HK: 'COACHING CULTURES - HOW DO THEY ADD VALUE?' In partnership with the International Coach Federation Hong Kong (ICF HK), we hosted a Breakfast Panel Discussion on: 'Coaching Cultures – How do they add value?' The panel consisted of four Talent and HR experts (see below for bios) and was facilitated by Daniel Hutchinson, an ICF HK Board Member. Each panellist shared their experience on what has and hasn't worked when engendering a coaching culture within organisations. Some of the key topics discussed include: Why do organisations invest in coaching? How do you get your business case approved? How to practically implement and assess the impact to the bottom line? The event was held on Thursday, 11th October 2018 at the China Club in Hong Kong. It was a fantastic turnout with more than 100 Talent and HR professionals in attendance. From left to right: Facilitator Daniel Hutchinson with panellists Carolyn Yim, Philip Wixon, Fiona Wong and Stephen Pennicott. The panellists provided deep insight and led an interesting discussion, with attendees given the opportunity to partake and ask questions. From left to right: Facilitator Daniel Hutchinson, panellists Carolyn Yim and Stephen Pennicott, Profile's co-founder Richard Letcher, and panellists Fiona Wong and Philip Wixon. THE PANELLISTS Carolyn Yim, Head of Learning, Standard Chartered Bank After 12 years' working in senior Talent Management and Leadership Development roles in a global capacity for Deutsche and UBS in New York, Carolyn has recently returned to Hong Kong, where she first started her career in Learning with Merrill Lynch. In 2018 Carolyn took up the Head of Learning role at Standard Chartered Bank. Fiona Wong, VP, Head of Talent, Asia, MetLife Spanning a career of 20 years in both Asia and the US, Fiona has broad experience across the HR and Talent functions including a group level Talent Management role at PepsiCo in New York and a Head of HR role for L’Oreal’s Consumer Products Division in Shanghai. For the last 3 years Fiona has been with Metlife as their Head of Talent, Asia. Philip Wixon, SVP, PMO and Group Executive Office, Li & Fung Philip is an accomplished consultant and business leader with over two decades of management, IT and HR consulting experience gained at companies such as Andersen, Infosys and Hewitt Associates. He has worked and led projects across Asia, the Middle East, UK and Australia. Philip currently works as a SVP, PMO and Group Executive Office at Li & Fung. Stephen Pennicott, Group Head of Talent and Development, Nord Anglia Education Stephen has over 20 years’ experience working in APAC, predominately in senior Leadership and Talent Development roles. For 10 years he worked at the Swire Group, developing and implementing key talent programs across the Group. In 2018 he joined Nord Anglia Education as their Group Head of Talent & Development. ABOUT ICF HK The ICF HK Chapter exists to lead the advancement and highest degree of excellence of the coaching profession in Hong Kong (we will do it “Together as One”). ​To learn more about ICF HK, please visit http://www.icfhk.org.
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2018年9月供应链和运营市场情报分析

以下报告提供了我们所观察到的中国供应链和运营市场就业最新趋势,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。 经济形势 2018年第二季度,中国经济同比增长6.7%,与市场预期相符,但略低于2018年第一季度实现的6.8%的增长率。这是自2016年第三季度以来最慢的增长速度,原因在于当时中美贸易战不断升级、面临债务去杠杆化的压力和金融风险。 按季度计算,2018年第二季度经济增长1.8%,与上一季度1.4%的增长率相比有所提升,超出市场预期1.6%。 失业率在2018年第二季度下降至3.83%,为2002年以来的最低水平,与上一季度的3.89%相比进一步下降。 市场趋势 由于中国的研发类采购人才存在人才短缺,一些制药公司甚至从日本市场招聘人才。越来越多的本土和跨国制药公司都更加重视研发职能和在资源方面的投资。 私营医院需要拥有采购和供应链背景的专业人才。自2012年以来,该领域一直存在人才短缺的现象,尤其是在类似行业中具有研发采购,如药品类采购经验的人才短缺。 在中国,对具有APO(Advanced Planner and Optimizer,EPR系统)或电子商务项目经验的供应链专业人才的需求不断增长,具备跨职能知识成为额外优势。在新加坡物色APO的供应链人才比在中国更容易,而在中国,食品饮料、零售和医疗保健OTC行业一直在积极招聘电子商务人才。 间接采购专业人才在中国备受青睐,尤其是在营销相关行业类别(如:数字、电子商务、创意、活动和公关)具有丰富经验的专业人才。医疗保健、消费和零售企业积极物色具备上述要求的候选人。 越来越多的消费和零售行业的公司将其IT和物流经费集中投入至企业间接采购职能部门。公司倾向于雇用无采购经验的IT和物流专业人才,这为考虑职业转型的人才创造了良好的机会。 企业对具有业务合作能力的人员需求越来越大,对于采购部门来说尤为如此。这一领域的公司持续积极物色具有敏锐商业头脑以及在管理和吸引商业职能用户方面具有丰富经验的人才。 食品饮料和OTC行业的增长主要受到电子商务爆炸式增长的推动。消费者期待在其经济能力范围内获得便利、灵活和快捷的现代式零售体验。这一需求使得人才市场对在最后一英里交货解决方案方面有经验的物流专业人才的需求日益增长。服装行业也呈现了类似的趋势。 快速消费品和化工行业的公司对于在供需计划方面具有扎实经验的专业人才的需求日益增长,因为许多公司都希望改善其供应链和运营流程。 由于企业持续推动流程改善以及供应链和运营职能部门的成本节约工作,经证实在降低企业成本方面具有良好记录的流程改善专业人才将会增加。市场对项目经理以及在实施持续改善和解决方案方面通过相关认证(PMP项目管理、LEAN精益 /Six Sigma六西格玛)的专业人才的需求仍然旺盛。 工资和奖金 今年,约6%至8%的平均工资增长率对供应链和运营专业人才而言已是常态。ATL(Above the line)线上采购方面,零售、消费、食品饮料和医疗保健行业中的高绩效人才的工资可获增15%的高增幅。 在奖金方面,绩效较好的行业,如:医疗保健、化工、高科技和电子商务以及本土生物制药公司,较其他行业的奖金更高。 至于求职者,2017年的薪资增幅因个人才能和行业形势而异,对于迁往中国的公司,员工薪资基数普遍增长了15%至25%。上述情况与今年迄今为止在中国收集的数据相符。 未来 鉴于中国经济形势良好,企业对供应链、运营以及采购专业人才的需求预计在今年剩余时间内将保持相对强劲的态势。 根据国际金融协会和中国银行的数据,今年迄今为止,新成立的外资企业已达5,179家,2018年外商直接投资预计将增长3%。这一光明的前景意味着中国今年的就业市场将继续保持活跃。 中美之间持续紧张的贸易态势对高度整合和全球化的供应链产生了重大影响。 为与时俱进,供应链和运营专业人才必须紧跟AI、区块链、云和物联网等领域的技术进步步伐,为日新月异的零售环境、更智能的物流行业以及工业4.0做好准备。 值得注意的招聘信息 在我司的供应链和运营招聘简介中,近期搜索的职位包括: 采购部副总裁 供应链副总裁助理 采购首席代表 采购总监 采购业务伙伴 间接采购经理 高级物流总监 物流总监 供应链经理 区域计划经理 需求规划经理 客服经理 仓库经理 主要联系人 如欲了解与中国招聘趋势有关的更多信息,请联系供应链和运营团队。 总监 Cherry Zhu, Director 电话号码: +86 21 6080 0615 电子邮件: czhu@profileasia.com 高级顾问 Amber Zhang, Senior Consultant 电话号码: +86 21 6080 0617 电子邮件: azhang@profileasia.com
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News: Artificial intelligence at work - Is senior leadership ready for change?

The Human Resources Online article, 'Artificial intelligence at work: Is senior leadership ready for change?’, discusses key findings from our ‘Working in Asia’ 2018 report. The article is extracted below. ARTIFICIAL INTELLIGENCE AT WORK: IS SENIOR LEADERSHIP READY FOR CHANGE? One-third of managers across Singapore (37%), Hong Kong (36%), and China (32%) are fairly on-the-fence about the impact of artificial intelligence (AI) at the workplace – saying it will create and destroy roughly an equal numbers of jobs. This data was unveiled at the launch of research by Roffey Park and Profile Search & Selection, titled Workplace in Asia: Key HR and leadership priorities for 2018, attended by Human Resources. It features views from managers and non-managers across Singapore (1,064), Hong Kong (584), and mainland China (283). Unfortunately, more than half of managers in all three regions do not think their organisations currently have the skills and expertise to take advantage of AI (56%, 55%, and 51% respectively - see below). The common thread in the research comments on this aspect is around senior leaders recognising AI as an opportunity; however the gap exists between this recognition and being able to take action and make full use of those opportunities. Seen here is Alex Swarbrick, regional director of Roffey Park Asia Pacific: Another aspect of preparedness surveyed was diversity, where an overwhelming majority in the three regions surveyed (79%, 85%, 81%) agreed that their organisation is accepting of differences. Over three in five respondents also believed their organisation is effective at attracting, recruiting and retaining individuals from diverse backgrounds. Respondents were also relatively more confident in managers becoming more skilled at working with people from diverse backgrounds compared to a year ago. However, save for mainland China (57%), fewer than half of managers across Singapore (46%) and Hong Kong (42%) agreed that their senior leadership team has sufficient diversity. Additionally, when the survey was first launched in 2014 in Singapore, HR managers deemed diversity and multi-generational issues not as important at that time. But they thought that it will become more pertinent in five years. Standing at almost the five-year mark today, the data suggests that HR managers think it’s still a concern for the future: ​ To view the original article, please click here.
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中国财务就业市场最新资讯 – 2018年8月

以下报告提供了我们所观察到的中国财务市场就业最新趋势,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。 经济形势 2018年第二季度,中国经济同比增长6.7%,与市场预期相符,但略低于2018年第一季度实现的6.8%的增长率。 这是自2016年第三季度以来最慢的增长速度,因为当时与美国的关税战不断升级、面临债务去杠杆化的压力和金融风险。 按季度计算,2018年第二季度经济增长1.8%,与上一季度1.4%的增长率相比有所提升,超出市场预期的1.6%。 失业率在2018年第二季度下降至3.83%,为2002年以来的最低水平,与上一季度的3.89%相比进一步下降。 市场趋势 财务规划与分析仍是求职者趋之若鹜的领域,因为其涉及范围广,而且接近企业的核心。企业也一直在招募对创收和提高盈利能力具有丰富经验的专业人士。 越来越多的国内企业加入了企业经营转型的队伍,从单纯站在会计角度做决策的传统财务模式转为鼓励专业人士与企业领导者密切合作实现共同组织目标的业务合作伙伴模式。因此,企业一直在寻找有能力重组该模式并将其发展成前瞻性模式的人才。其中有许多企业在寻找掌握变革管理和企业财务合作技能的专业人士,希望借助他们的力量,发展更先进的业务合作伙伴模式。那些具备突出财务分析能力,特别是能够在管理决策上提供宝贵的洞察性意见的专业人士,将从众多人才中脱颖而出。 反观那些对传统会计模式青睐有加的企业,一直在通过实施集中式共享服务中心(SSC)进行(或考虑进行)企业经营转型。在亚太地区,中国是企业建立共享服务中心或将已有的国内会计团队外包给第三方的关键枢纽。因此,对在设计、建立或管理共享服务中心或外包方面能力突出的高级专业人才一直有着旺盛的需求,尤其是那些有区域经验的人士。 近年来,由于初创企业和高科技企业的发展,市场迅速扩大,对于财务总监级别的人员招聘、融资、并购和IPO经验已成为企业招聘的基本要求。 工资和奖金 今年,财务人才的平均工资涨幅约为8%到10%,表现优异者以及某些行业可达到15%。 在奖金方面,业绩更优的行业,比如高科技、支付、医疗保健行业等比其他行业的涨幅更大。 2017年,跳槽者的工资增长幅度因个人资质和行业不同而异,从一家公司换到另一家公司一般能有15%到20%的基本增长。这也符合年初至今的统计数据。 未来 鉴于中国稳固的经济格局,今年对财务人才的需求有望继续保持相对强劲的势头。 根据中国银行国际金融研究所的研究结果,迄今为止,已新设立了5,179家外商投资企业,2018年外商直接投资预计将增加3%。前景喜人,也意味着今年中国的就业市场仍将保持活跃。 随着国家提出“互联网+”战略以及在线和移动支付解决方案和金融科技行业的迅速崛起,2018年下半年对熟悉在线支付技术和数字平台的财务人才的需求将进一步增加。 许多国内综合企业纷纷受益于中国政府的“一带一路”政策,该政策让本地企业可以更轻松、更快地与其他国家建立贸易往来。因此,国内企业取得了更显著的业务增长,也给求职者带来了更丰厚的薪酬福利。另一方面,由于总部一般位于本地,所以具有更大的决策权。基于这些优势,国内企业对许多专业人才来说已然成为比跨国企业更好的选择。
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