Recruiting in China

There are many types of job seekers, and knowing which you¡¯re recruiting for can make your job attracting the right applicants and getting them through to the offer process much easier. Here¡¯s a profile of 3 major types.

The High Maintenance Job Seeker
High maintenance job seekers tend to increase when the stakes are higher. These might be for senior talent or leadership positions. In fact, it¡¯s perfectly appropriate for these job seekers to be higher maintenance ¨C there¡¯s more on the line for both the employee and the company.

The high maintenance job seeker is marked by the need for more attention, more information, more interview time, more decision making time, and more negotiation. The reason for the extra time is simple ¨C money is not as important. When a senior talent or leader is thinking of joining your organization, the employer brand, culture and peer group are exponentially more important. It takes time for a person to decide if the employer brand is real and if the employees that surround them will match the personal needs of the job seeker.

By tailoring your recruiting strategy to the high maintenance job seeker for the appropriate positions, you¡¯ll be more able to understand their unique wants and needs and have more success in converting them to employees.

The Habitual Job Seeker
Being a habitual job seeker is not necessarily a bad thing. Most of these people should probably be consultants, but not all of them may qualify. At the lower levels of employment and maybe at the senior levels, habitual job seekers may not be desirable. At the lowest level it may not actually matter, but you don¡¯t really want to train receptionists and administrative assistants on an ongoing basis. Similarly with senior leadership positions, they will need enough time to execute on their strategy and see it successful.

In the middle tier, there might be need for short and mid term employees for specific projects or to act as turnaround agents. These are the perfect spots for habitual job seekers. They enjoy new challenges and get bored easily if they don¡¯t constantly try new things. Occasionally you¡¯ll find a habitual job seeker that is worth hanging on to (in fact there are many out there who are wonderful ¨C they just have commitment problems). This is where your recruiting department¡¯s partnership with talent management is critical. Transferring these employees from project to project or allowing them a growth path unrestricted by manager¡¯s desires to ¡°hold on¡± to them can give you the benefits of these employees for a much longer time.

What¡¯s important about the habitual job seeker is that the work is important, but not the employer brand, culture, or other employees.

The Indifferent Job Seeker
The indifferent job seeker may be the most problematic. Even with alternatives where high degrees of employer brand exist, the indifferent job seeker is really looking for the highest wage. This employee is hard to engage and will easily choose to leave when a better wage opportunity exists. Identifying and avoiding these types of job seekers early in the process and certainly before you offer them a job will save you much headache in the future.

Experience and education are the two pieces of information that most recruiters use to determine whether someone is a fit for a job. These two measures are easy to understand, widely accepted and easy to communicate. They are perfect measures of a likelihood that someone will be able to do a great job. Except for the fact that, in the Creative Age, they don't work.

Regardless of which age it is, it is hard to describe all the factors that go into deciding whether someone is a good fit for a job: personal factors, relative maturity, diversity of background in experience, comfort with learning, flexibility and openness to change and reaction in difficult situations are all important. None of them can be described by looking at a diploma or a resume.

In the Creative Age, a person's ability to create / produce under highly unique and individualized situations is the single most critical factor in deciding whether someone can produce in your situation. So how do you determine this if you can't use experience and education? A portfolio.

Artists of all types have been using portfolios to show their ability since before the renaissance. It's now time to expand that concept to all candidates. When I talk with someone about a project management job, or a software engineering job, or even an administrative job, I ask them for examples of their work. I am always very specific with them: don't share something that is proprietary or confidential. If they say they don't have any examples I ask them what kinds of work they have done in the past. No matter the type of work, they always have some example somewhere. Once you lead them through how to ¡°clean out¡± any confidential data (take out names, dates, descriptors, etc.) they can usually come up with a great portfolio.

Once you have the portfolio in hand, you need to review each piece while asking behavioral questions about each piece:

1 - Describe the situation in which you did this work. What was the specific outcome that was demanded? By who? What specification or instructions did they give you?
2 - Who did you work with on this project? Describe at least one conflict that happened during this project and what it was about. How did you resolve it? Where is that exhibited in this work you have given me?

And so on. Use the portfolio as a way to guide the discussion. Finally, ask for references that can verify that the candidate did the work.

The information you get out of a portfolio and subsequent question session will be much more valuable than simple statements about education and experience.

couple of weeks ago in The Job Search Obstacle Course, we discussed how difficult it can be for job candidates to find the right type of recruiter. There are several different categories of recruiters out there, and if you¡¯re working with the wrong type, your search is going to encounter some problems.

The situation for recruiters isn¡¯t all that different. There are various types of candidates out there, and different tactics need to be employed to successfully recruit each one. Systematic HR recently provided an overview of their ¡°3 major types¡± of job candidates and how to recruit each one:

¡±The high maintenance job seeker is marked by the need for more attention, more information, more interview time, more decision making time, and more negotiation. The reason for the extra time is simple ¨C money is not as important¡­

¡±In the middle tier, there might be need for short and mid term employees for specific projects or to act as turnaround agents. These are the perfect spots for habitual job seekers. They enjoy new challenges and get bored easily if they don¡¯t constantly try new things. Occasionally you¡¯ll find a habitual job seeker that is worth hanging on to (in fact there are many out there who are wonderful ¨C they just have commitment problems)¡­

¡±The indifferent job seeker may be the most problematic¡­Identifying and avoiding these types of job seekers early in the process and certainly before you offer them a job will save you much headache in the future.¡±

Once you know the type of candidate you¡¯re working with, you¡¯ll have a much better idea of how to successfully recruit them and match them to the right job. But how do you know exactly which category they fall into? Slowly but surely, recruiters and hiring managers are realizing that the simple resume doesn¡¯t quite do it any more:

¡±Artists of all types have been using portfolios to show their ability since before the renaissance. It¡¯s now time to expand that concept to all candidates. When I talk with someone about a project management job, or a software engineering job, or even an administrative job, I ask them for examples of their work.¡±
(From Simply Hired)

Recruiters should have the same advantages as hiring authorities. They should have access to candidates¡¯ ¡°portfolios¡± before committing their time and energy to the recruiting process. With a fuller representation of a candidate¡¯s history, education, skills, etc. it will be much easier to identify which type of candidate they are, and it will make recruiting them or choosing not to recruit them a much faster and more effective process.

In this ¡°flat¡± world, you gain competitive advantage by capturing the best talent, wherever they are. In Indiana or India. Gone are the days when recruiting was an administrative activity. Now it needs to be repositioned as a strategic weapon. You need to remove the gloves. Attack. And counter-attack.

Leading global recruiting strategist Dr. John Sullivan will show you how. His aggressive presentation includes topics like:

Why "but we are different" is no longer a valid excuse
How to use talent poaching to disarm competitors
How to identify, improve and build these capabilities
How to prioritize internal recruitment needs and external recruitment opportunities
How to block your employees from being poached
Get ready for an experience that will challenge your ideas about recruiting and turn you into a winner in the global war for talent.

Dec.18 - China next year is to introduce 30,000 overseas specialists that the country is most in need of but also is in great shortage, according to the Ministry of Personnel.

"The government is to fund the introduction of 10,000 economic and technical specialists and 20,000 educational, health and scientific specialists in 2007," said Minister of Personnel Zhang Bolin.

Zhang said China should further explore international intelligence resources which has provided strong support to the country's overall development.

China has recruited a total of 400,000 specialists from overseas, Hong Kong and Macao special administrative regions and Taiwan, and has dispatched nearly 40,000 qualified personnel to study overseas.

The Chinese government will fund 10,000 Chinese talents to go and study overseas in 2007, Zhang said.

He calls for more preferential policies for returning students from overseas study so as to draw more Chinese students back to the motherland.

Since 1978, more than 400,000 Chinese students have studied abroad, with more than 100,000 returning to the country over the last two decades.

Official statistics show that government scholarships have allowed 26,658 Chinese to go and study overseas since 1996, and 97 percent of them returned to China after completing study.

Most students go to top notch universities and research institutes in the United States, Great Britain, Germany, Australia and Canada.

Just because the job market is a good one doesn't mean you can or should get cocky about getting the job you want. If you want some control over your opportunities, consider this next section your homework¡ªit's advice employers¡ªthe people who are recruiting and hiring¡ªoffer. Most of the following sounds like common sense, but you might be surprised by the number of job candidates who blow off these details (and employers can tell which students/new graduates have taken their advice seriously).

Research
Take 60 minutes, go online, and learn everything you can about any company you might want to work for. Your goal is to be able to articulate how you will be a good fit within the company. If you have trouble putting your research into words, ask a career services counselor for help.

Experience
Do you know what you want to do? An internship or co-op experience (or several of these positions) on your resume will tell an interested employer that you've tested your career up close and you've learned some of the basics of the workplace. Almost three-quarters of employers say they prefer to hire students who have relevant work experience, and a little less than a fifth of employers said they are willing to consider any type of real-workplace experience.

If you're an underclassman, line up your experience as early in your college career as possible (go to your career center for leads on internships and co-op positions). Some employers recommend getting that first internship during your freshman year so that you get to know a company well and have your "foot in the door" at graduation!

Prepare
Employers rate the influence of attributes when choosing between two equally qualified candidates Attributes Rating
Has held leadership position 4.0
Major 4.0
High GPA (3.0 or above) 3.7
Has been involved in extracurricular activities (clubs, sports, student government, etc.) 3.7
Has done volunteer work 3.2
School attended 3.0
(5-point scale, where 1=no influence at all, 2=not much influence, 3=somewhat of an influence, 4=very much influence, and 5=extreme influence)
You'd think getting organized and ready to apply for jobs would come naturally, but it doesn't. Just because you learned to write a nice thank-you note in sixth grade or put together a rudimentary resume in "career class" in high school doesn't mean you have the skills to crank out the appropriate cover letters or build resumes that attract employers. Among the skills you need to learn in college include:

how to write a cover letter that markets you to employers.
how to compose a well-written, error-free resume that articulates your skills and course work as a match for the company and position.
how to interview and explain the value you can bring to a potential employer.
Take advantage of the resources on your campus provided by the career center. Trained, professional staff are available to guide you through the process and teach you how to take the various steps in the process with success. Plus, these career counselors know the employers¡ªthey work with them on a regular basis¡ªand can put you in touch with the organizations where you'd like to work.

Don't be fooled. A career counselor won't find you a job or "place" you in a position. They're on campus to teach you something more important: the tools and contacts to successfully find a job today¡ªand in the future when you're looking for your second, third, or 10th position!

Research, experience, and preparation: If you have these, you won't need "good luck" to be successful in your job search.