中国企业人力资源行情研究报告

1、1copyright 2003 cbc only for internal use.2copyright 2003 cbc only for internal use.lresearch backgroundresearch objectivesresearch methodologylsample classificationlbackground information lexecutive summaryresearch findingsconclusionldetailed findings3copyright 2003 cbc only for internal use.lhuman

2、 resources is the essence of a healthy company. recruiting the right person for the job is crucial to a companys performance, invigorating it and maximizing efficiency. lshanghaichinas most prosperous cityattracts more and more foreign companies to its soil, giant corporations and small startups ali

3、ke. they demand professional hr agencies to help recruit ideal personnel and build an hr system. lwith aim to understand the current needs and attitudes of foreign companies/joint ventures (jvs) towards hr services in shanghai, in may 2003 cbc marketing research undertook a comprehensive study of hu

4、ndreds of foreign companies from a variety of sectors. lthe research results intend to guide hr service companies to better understanding their clients needs.4copyright 2003 cbc only for internal use.this study covers the following topics: lawareness of hr agencies & hr agencies/headhunters amon

5、g foreign companies/jvs in shanghailrate of turnover in various major departmentslattitudes towards current hr agencies/headhunterslsatisfaction levels regarding current hr agencies/headhunterslcurrent client retention and new client potential for hr agencies/headhunters for clevel recruiting5copyri

6、ght 2003 cbc only for internal use.lcomputer aided telephone interviews (cati)city coverageshanghaisample sizea total of n=261 cati surveys were conductedtarget respondentshuman resources managers in the shanghai branches of foreign companies/jvs6copyright 2003 cbc only for internal use.lcompany own

7、ership jv joint venturefop foreign wholly owned private fol foreign wholly owned limited lindustries: alllcompany scale: small/medium/large based on the number of employees in chinasmall below 50 employeesmedium 51300 employeeslarge over 300 employeeslrespondent typeclevel ceo, coo,cfo,cto, cio, etc

8、.m level middle managerial levellother termsdk=dont knowaided response=a prompted response; tests passive recognition onlyunaided response=an unprompted response; tests active recognition7copyright 2003 cbc only for internal use.n= 261base：all respondentsmore than half of interviewed companies were

9、fols, and nearly 1/3 were jvs. they encompassed nine industries. the light industry and consulting/services sectors composed more than half of all completes.other2%foreignwhollyownedlimited63%foreignwhollyownedprivate6%jointventure29%ownershipindustryconsultingservices20%it8%telecom3%sales rep.5%eng

10、ineer-ing5%others4%fmcg3%heavyindustry11%lightindustry41%8copyright 2003 cbc only for internal use.n= 261base：all respondents63% of respondent companies employed over 2000 staff worldwide. 1/3 of these companies employed over 500 in china alone. 10,001-50,00025%50,000+15%dk4%0-50017%501-2,00016%2,00

11、1-10,00123%employee counts worldwide500+34%301-5009%101-30023%0-2010%21-5010%51-10014%employee counts in china 9copyright 2003 cbc only for internal use.10copyright 2003 cbc only for internal use.lno single hr agency or headhunter dominates the shanghai market. local hr agencies have greater awarene

12、ss than local headhunters. nearly 80 hr agencies/headhunters were mentioned unprompted. 51job had the greatest awareness, followed by zhaopin and fesco. three local shanghai agencies had unaided awarenesses of around 4%. 51job and zhaopin also led in aided awareness (awareness90%). manpower and staf

13、f service received relatively higher awareness among foreign hr agencies/headhunters. large companies had significantly higher awareness of 上海经营者人上海经营者人才服务才服务 (shanghai executive search consulting), 科锐咨询科锐咨询 (chinacareer), and manpower.11copyright 2003 cbc only for internal use.ltechnical staff have

14、 a higher rate of turnover than department managers. on average, 3.6 new department managers are hired per company per year. the average for technical staff: 13.7 positions. ldepartment turnovers mixedfinance/administration departments had the lowest turnover, while sales/marketing departments had t

15、he highest.jvs had significantly lower rates than fop and fol companies. however, fop non-finance/administration departments rates were significantly higher than those of jvs, fols. more than 1/3 of hr managers were unclear on the turnover rate in production, engineering, and customer service depart

16、ments.12copyright 2003 cbc only for internal use.lrespondents evaluated 4 channels: recruitment websites, recruitment newspapers, staff/friend recommendations, and the hr service market. they were basically satisfied with the performance of all. staff/friend recommendations and recruiting newspapers

17、 were perceived as slightly better than the other two channels.lhr managers use different recruitment methods/channels to recruit at the c-, m-, and technical staff levels.headhunters are used more than any other hr service channel to recruit c-levels. however, over one third of respondents were not

18、 involved in c-level recruitment. only 8% of small respondent companies often seek hr agencies/ headhunters help recruiting c-level personnel. 13copyright 2003 cbc only for internal use.postings on recruitment websites and newspapers are 2 major ways to attract m-level candidates (29% and 21%, respe

19、ctively). about 1/5 of companies also recruit m-level candidates with the help of hr agencies/headhunters. 14% of m-level recruits come from internal promotions. technical staff are largely recruited through recruitment websites and newspapers (39% and 27% of all channels, respectively).limplication

20、s:hr agencies and hr agencies/headhunters should take advantage of the potential market in hunting c-level and m-level personnel in medium and large foreign companies. 14copyright 2003 cbc only for internal use.lciic and fesco are both major market players in the c and mlevel recruiting markets. nev

21、ertheless, plenty of small hr agencies/headhunters also compete. 39% of companies use services provided by ciic to recruit c-levels, and 19% use fesco. no one hr agency/headhunter has a strong share of this market. with 67% of the total shanghai market share, ciic and fesco dominate the citys m-leve

22、l recruiting service market. lsatisfaction levels regarding clevel and mlevel recruiting services were about the same. most hr managers were “somewhat satisfied” with the performance of current hr agency/headhunter partners.15copyright 2003 cbc only for internal use.lword of mouth among hr managers

23、is crucial for the success of hr agencies/headhunters.friends referrals (46%) serve as the major channel for hr managers to choose their hr agencies/headhunters. business visits (37%) to hr managers also influenced selection of the hr agency/headhunter.lvalued hr agency/headhunter services:service e

24、fficiency is perceived as the most important quality, and other value-added service the least. communication skills are also important. consulting experience and brand name are not as important.lheadhunters need to provide more than just recruitment services. hr managers showed interest in reference

25、 checking and follow-up services.16copyright 2003 cbc only for internal use.lthe headhunter market is dynamic, characterized by a combination of low current user loyalty and high potential for new future client cooperation. about 1/3 of current clients plan to change headhunters in the near future.

26、41% of companies interviewed plan to begin using a headhunter. lhr managers prefer jv or local headhunters for clevel recruiting. nearly 2/5 of hr managers would consider jv headhunters in the future. in combination with local headhunters, these “local” entities hold 56% of the market share.only 8%

27、of hr managers would choose foreign-wholly owned headhunters.17copyright 2003 cbc only for internal use.18copyright 2003 cbc only for internal use.19copyright 2003 cbc only for internal use.totaln= 261%19149544434242base：all respondentswithout prompt, 42% of hr managers cannot recall any hr agencies

28、/headhunters. among those mentioned, 51job received the most mentions. unaided awareness51job 前程无忧zhaopin 招聘网fesco 外企服务cae 中消研(hr market) 人才交流中心s.e.s.c. 上海经营者人才服务shanghai shencai 上海申才择业manpower 万宝华others(3%)dont know20copyright 2003 cbc only for internal use.totaln= 261%base：all respondentswith prom

29、pt, 51job and zhaopin had very high awareness among respondents. about were aware of manpower and staff service, which had higher awareness levels than other hr agencies/headhunters.total awareness (unaided + aided awareness)51job 前程无忧zhaopin 招聘网s.e.s.c. 上海经营者人才服务shanghai shencai 上海申才择业jing ying精英企业

30、管理咨询china cae 中消研manpower 万宝华staff service 仕达富mriconferry 光辉国际浩竹猎头969352433530262617161121copyright 2003 cbc only for internal use.22copyright 2003 cbc only for internal use.totaln= 261%37151533base：all respondentson average, three times more technical staff than department managers were recruited i

31、n the past year.department managers13 (2)36 (5)6+ (6)none 4823524technical staff110(5)1050(25)50+ (50)noneaverage number: 3.613.723copyright 2003 cbc only for internal use.many hr managers did not know the turnover rates of their production, engineering, and customer service departments. turnover ra

32、tes in finance/administration departments are low. totaln= 261sales/marketingengineer-ingcustomer service finance/ administration production%average turnover level rating: 2.422.08242223254919141515181213151011686126434714423836425dk5=highest turnover4321=lowest turnover24copyright 2003

33、cbc only for internal use.2.422.08012345sales/marketingproductionengineercustomerservice finance/admintotaln= 261base：all respondentsaverage score (5 point scale: 1=lowest rate of turnover, 5=highest)generally, the retention rate in different departments is neither high nor low, from the

34、 perspective of their hr managers. the turnover rate in joint ventures is lowest, while it is higher in foreign owned private companies. jv:2.242.081.982.061.88fop: 2.623.343.173.332.15fol: 2.612.282.312.252.1925copyright 2003 cbc only for internal use.26copyright 2003 cbc only for internal use.head

35、hunters21%dk36%recruitmentwebsite11%recruitmentnewspaper9%staff/friendrecomm.7%sent fromheadquarters7%internalpromotion6%hr market3%totaln= 261base：all respondentsabout one fifth of respondent companies use headhunters most often to recruit c-level staff, while only 8% of small companies often coope

36、rate with headhunters. more than one third of hr managers defer to headquarters in the recruitment of c-level staff.88% are directly managed by headquarters27copyright 2003 cbc only for internal use.totaln= 55%base：all those who use headhunters.there are four major types of agencies/headhunters on t

37、he market. foreign agencies/headhunters occupy the largest market share, with54 percent. jv agencies/headhunters and local agencies/ headhunters have equal shares.foreignheadhuntersbased inchina41%dk2%other4%foreignheadhuntersbased inregionalheadquarters13%localheadhunters20%joint-ventureheadhunters

38、20%28copyright 2003 cbc only for internal use.headhunters22%recruitmentwebsite35%recruitmentnewspaper24%staff/ friendrecomm.8%sent fromheadquarters2%hr market8%dk1%totaln= 261base：all respondentsunlike for c-levels, almost all hr managers understand middle-level recruitment. many advertise on websit

39、es and in newspapers. in addition, nearly one-fifth cooperate with hr agencies/headhunters.29copyright 2003 cbc only for internal use.headhunters6%other4%hr market9%internalpromotion2%staff/friendrecomm.6%recruitmentnewspapers27%recruitmentwebsites39%dk7%totaln= 261base：all respondentsadvertising on

40、 websites and newspaper are the major ways to recruit technical staff. only 9% of respondents use hr agencies/headhunters.30copyright 2003 cbc only for internal use.n= 261%the chart clearly shows the distinctions among recruitment methods for different kinds of personnel. 21119776336hr agencies/head

41、huntersrecruitment websitesrecruitment newspapersstaff/friend recomm.chosen by headquartersinternal promotionhr marketdkc-level m-level technical staff1929217214716392760297base：all respondents.n= 261%n= 261%31copyright 2003 cbc only for internal use.3.363.553.583.22012345recruitmentwebsitesrecruitm

42、entnewspapersstaff/friendrecommendationhr markettotaln= 261base：all respondentsaverage score (5 point scale: 1=very dissatisfied, 5=very satisfied)hr managers are basically satisfied with the recruitment channels they use. staff/friend recommendations and recruitment newspapers are as perceived bett

43、er than the other two32copyright 2003 cbc only for internal use.33copyright 2003 cbc only for internal use.n= 54%base：all those who use headhunter to recruit specific personnelmore companies chose ciic and fesco. ciic and fesco are the key market players for both c- level and m-level recruiting. nev

44、ertheless, plenty of small hr agencies/headhunters compete in the market.391941819ciicfescoconferryother (2%)dkc-level m-leveln= 48%3829444488note: base for technical staff too small for inclusion.ciicfescoconferryzhaopin培英(pei ying)斯科 (si ke)other(2%)dk34copyright 2003 cbc only for internal use.sat

45、isfaction levels of c-level and m-level recruiting services are almost the same. most hr managers are somewhat satisfied with the performance of current partner hr agencies/ headhunters.average rating: 3.93.9n= 54%c-levelm-leveln= 48%base：all those who use headhunters to recruit specific personnel71

46、2420200013862very dissatisfied 1somewhatdissatisfied 2neither satisfiednor dissatisfied 3somewhatsatisfied 4very satisfied 535copyright 2003 cbc only for internal use.n= 70%base：all those who currently use a headhunterfriends referrals most impact hr managers selection of their hr agencies/headhunte

47、rs. business visits from hr agencies/headhunters also influence selection. 4637292010020406080100friends referralbusiness visitwebsite/emailadvertisement(paper)personal relationship36copyright 2003 cbc only for internal use.service efficiency is perceived as most important, and other value-added service the least.communication skills are also crucial. consulting experience and brand name are less important.average importan