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Talent shortage in China
By Liu Jie (China Daily)
Updated: 2008-05-19 10:14 Basic characteristics There are a few dynamics really important for business leadership in China. One is an ability to build strong business partnerships, which includes building partnerships with the government. "This is something you might not do in another area of the world, but here you should think about your relations with the government and what you can do to aid the society," says Eagan. Companies also have to work with suppliers and customers - as well as sometimes with competitors - so partnership building is very critical. Furthermore, a leader should have clear vision and sense of purpose, because there are so many unexpected, frequent changes in China that a business leader needs to be able to clearly articulate his or her direction. A leader also needs to manage change and be able to put the steps in place to help people and encourage them to all move in the same direction. "If you don't change your company under these market dynamics, it means your company probably dies," she says. A corporate leader in China should also be really resilient, she says. "If you hit a wall, you don't fall back and say 'Oh, no', you just stand there and ask yourself, 'Yes, how do I go around it, how do I go over it?' says Eagan, adding that a leader has to be somebody who can absorb negative experiences and keep going. Solution
As one of the world's leading executive recruitment and related consulting services firms, NASDAQ-listed Hudson has over 148 offices in more than 20 countries and regions and 3,600 staff worldwide with 1,500-plus in Asia Pacific. Its revenue exceeded $1.4 billion in 2006. Entering China in 2000, the firm has three offices under two brands in China: two Hudson offices in Shanghai and one in Hong Kong called Tony Keith which is in IT recruitment and acquired by Hudson last year. Eagan says her pride in Hudson China comes from "exceptional people". There are about 180 staffers in its China offices aged mostly 33 to 35. More than 90 percent are local consulting talents. "We value our people, who are really good and professional," say Eagan, adding that Hudson cares great deal about training and growing its people. The firm has a large database, a professional research team and senior consulting service talents. Consultants work with researchers to make sure they get the full picture of the industries that are looking for employees. Then they interview candidates, offering reports and suggestions for the clients. They negotiate with the clients and candidates on salary packages, positions and contracts. Ultimately they help the two sides seal contracts and related agreements. "We typically run all process within four months, it's very fast (compared with the average industrial level)," says Eagan. To help retain and grow talent, Hudson has a talent management division to identify and train leaders and future leaders to take senior positions within three to four years. (For more biz stories, please visit Industries)
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