THE MRIC ANNUAL TALENT ENVIRONMENT INDEX 2012

2012 Greater China Region and SingaporeTalent Environment Report Produced by the MRI China Group

33.2%Yes15.5%

No

51.3%Maybe

38.1%Yes13.5%

No

48.4%Maybe

27.8%Yes21.1%

No

51.1%Maybe

39.5%Yes

17.8%No

42.7%Maybe

Are you seeking to make a job change in the next 12 months? By location

Mainland Hong Kong Taiwan Singapore

Talent on the move

Survey respondents profiles

Respondents’ profiles from Mainland China, Hong Kong, Taiwan and Singapore

9.6

8.6

14.6

7.5

15.4

3.8

3.4

7

2.4

3.7

1.7

1.4

3.6

0.7

2.5

33.6

34.9

31.2

33

23.4

10.3

10.9

8.1

8.4

9

41.7

42.1

38.9

44.9

38.5

89.7

89.1

91.9

91.6

91

16

15

18.2

15

26.2

4.8

4.6

4.7

4.8

8.3

10.8

7.1

31.6

18.8

13.5

54.8

59.7

26.3

44.8

51.7

16

16.1

20.3

13.7

8.8

7.2

7.1

3.7

14.7

8.1

4968

3811

532

294

325

Tota

l

Top m

anagement

Senior m

anagement

Middle m

anagement

Junior m

anagers

Other

Financia

l servi

ces

Industry &

tech

nology

Consumer a

nd reta

il

Profe

ssional s

ervice

s

Other

30 years

old or less

or more

Life sc

iences &

healthca

re

Total

Mainland China

Hong Kong

Taiwan

Singapore

Industry sectors Age

31 years

old

Management levels

% in numerals

79.5%

Male

Female

Fore

ign companies

Mainland China

in Mainland China

Mainland China

Bejing

Shanghai

Guangzhou

All oth

er in

Total

Mainland China

Hong Kong

Taiwan

Singapore

LocationGender Born in...

72.1

74.9

60.2

65.5

65.6

27.9

25.1

39.8

34.5

34.4

82.3 17.7

Mainland China

in Mainland China

outside

Company type

Loca

l Company

20.579.5 20 4.645.9 29.4 89.8

85.8

91.6

84.0

Undergraduate degree or higher*

in Singapore

in Mainland China

UG degree or h

igher

in North

Americ

a

in Hong K

ong

in Taiw

an

New Zealand

in Europe

in Austr

alia/

1.9

1.0

76.7

0.7

73.2

4.0

0.8

6.6

4.0

41.7

0.4

2.1

3.0

2.1

2.0

37.8

3.2

10.1

0.8

16.7

10.6

25.8

27.3

8.7

10.7

21.4

7.2

19.1

89.8

85.8

91.6

84.0

*some respondents attended universities in more than one location% in numerals

Introduction

Based on respondents’ feedback of

almost 5,000 talent across Mainland

China, Hong Kong, Taiwan and

Singapore, their desire to change

jobs in 2012 remains very strong.

Talent retention in 2012 will remain

a core concern for employers.

Offers and compensation levels

received in 2011 explain such

confidence as well as two market-

driven reasons:

1. A natural knock-on effect from

talent movement during the

2008/2009 global economic crisis.

Having been in the roles that they

landed in for a solid three years,

Asia talent is ready for a career

step and the Year of the Dragon

is a good time to consider career

moves; and

2. The strength with which most

sectors in Asia are weathering the

more recent economic crisis and

China’s rise to the second largest

economy in the world, has created

confidence at a mid-management

level and below that China - and

the countries that are major Asia

business partners - are coming

of age, while North America and

Europe flounder.

That said, the reality, and more

specifically compensation levels,

may be tempered by the global

economy and its impact on this

region; this makes it even more

interesting to look into the drivers

and motivations of a workforce

which is, nevertheless, structurally

on the move for a better

“something.”

The objective of this survey is to

help business and HR leaders to

understand what is on the mind

of professional people in this

region so that they approach their

retention and attraction strategies

in the most effective way.

This research is in evolution.

We added two geographies,

Taiwan and Singapore, and

more respondents to our survey,

enabling us to go deeper in

various workforce segments. We

also explored the dimension of

work/life balance, a key finding of

increasing sensitivity in 2010, and

also company culture which, in

our recruiters’ experience, is a key

driver of success or failure beyond

any technical expertise.

Clear patterns emerged albeit

with nuances across markets,

generations or gender:

• Besides compensation, people

stay in their company because

of the career development

opportunities, the company

culture and a good work/life

balance.

• Work life-balance remains a key

motivator to move to a new role

but unlike in 2010 – perhaps a

reflection of more uncertain times

- confidence in the leadership

and strategic direction of the

prospective employer becomes

more important than work/life

balance.

• A good company culture, across

markets and generations is

defined primarily as a company

that has a clear vision for the

business and that supports

promotion on merit.

• Health and benefits are also key

components of work/life balance

and of attraction, considered in

Mainland China to be as critical as

compensation.

• About 40% of respondents are

willing to relocate overseas,

primarily to North America and

Europe, with Shanghai being the

top destination in Asia.

We hope that you will find this

report of interest and that you

will feel better informed to deal

with the talent challenges ahead.

I would like to thank our survey

respondents, our clients who

kindly provided insights on our

findings and Anthony Pettifer of

Brandstorm Asia who supported us

on questionnaire design and data

analysis.

In November 2011, MRIC / The MRI China Group conducted its second online survey contacting over 120,000 professionals and managers in our database.

1

or more

New Zealand

2

31.2%No offers

23.1%

Resigned but then accepted counter offer

40.1%Offer not accepted

5.7%

Accepted offer

7.3%

46%Offer not accepted

28.4%

18.3%No offers

Accepted offer


20.9%



10.9%

23.0%No offers

Accepted offer

17.1%

49.6%Offer not accepted 11.1%

22.2%No offers

Accepted offer


Job offers and acceptances in the last 18 month: by location

Mainland Hong Kong Taiwan Singapore

Job markets were active until the

end of 2011 since 70 to 80% of

respondents had received at least a

job offer in the last 18 months and

only 40% to 50% of respondents had

declined a move. Behaviors on counter

offers are similar in Mainland China

and Taiwan where their success rate

is about one third. In Hong Kong

and Singapore, respondents are

significantly less responsive to

counter offers.

“The economy of China is still developing fast and high caliber candidates are still very difficult to find and attract; every one of our competitors is also looking for good talent.”

Tools and automotive products company, China

Companies are still at war for talent

2012 Talent Environment Report – Greater China Region and Singapore

“In 2012, we will spend even more time to understand staff needs and look for possible restructuring to keep staff happy and show them that they have a prospect in the firm.”

Financial company, China

In Mainland China, work/life balance is also key and in both locations, company culture ranks highly.

Compensation is also a key retention

driver in Hong Kong, ahead of the

career opportunity. Conversely, in

Mainland China, the opportunity for

career development prevails over

compensation.

In both places, company leadership

and strategic direction are also

important, well ahead of the

conventional belief that a company

brand image and the immediate

reporting line are motivators that

count most.

Progress is a key measure of

satisfaction. Every high-potential,

highly-rated talent aspires to

progress in his career and accordingly

in income. These data show the

importance of holding career

conversations and managing

expectations with timelines and steps

toward career development. Not

surprisingly, people want to feel good

at work with like-minded colleagues;

for most, a good workplace is also

an environment that helps them

fulfill, or blends nicely with, their life

interests.

Retention: career opportunity matters most in Mainland China, work/life balance in Hong Kong

3

“Staying in current job”% of respondents citing motivator as one of their ‘top 2’

Most important motivators to stay in current job: Mainland China and Hong Kong

Op

po

rtu

nit

y to

in

crea

se

resp

on

sib

ility

/ch

alle

ng

es C

lear

er

care

er p

ath

Loca

tio

n

Bet

ter

imm

edia

te

rep

ort

ing

lin

e In

crea

sed

co

mp

ensa

tio

n/

com

mis

sio

n

Bet

ter

ben

efits

p

acka

ge

Bet

ter

com

pan

y/cu

ltu

re/

peo

ple

Bet

ter

wo

rk/li

fe

bal

ance

Lead

ersh

ip/

stra

teg

ic

dir

ecti

on

Bet

ter

bra

nd

imag

e

Job

sec

uri

ty

Trai

nin

g p

rog

ram

s/fu

ture

ed

uca

tio

nal

re

imb

urs

emen

t

Ove

rsea

s as

sig

nm

ent

po

ten

tial

CompanyIndividual Financial

Low base of sample size in Singapore and Taiwan respondents ‘staying in current job’

Mainland China Hong Kong

Greater China Region and Singapore

4

Clear strategies for corporate and personal success are as high on change agenda as compensation

“I have consciously implemented a better benefits program (compared with rest of Asia) when we started in China. It results in more net take-home pay.”

Chemicals company, China

“The China market is hot and good candidates have a lot of opportunities and they are comparing not only the salary, but also benefits and working environment, like annual leave, housing and car allowance, trip allowance.”

Automotive products company, China

Op

po

rtu

nit

y to

in

crea

se

resp

on

sib

ility

/ch

alle

ng

es C

lear

er

care

er p

ath

Loca

tio

n

Bet

ter

imm

edia

te

rep

ort

ing

lin

e

Bet

ter

ben

efits

pac

kag

e In

crea

sed

co

mp

ensa

tio

n/

com

mis

sio

n

Incr

ease

d jo

b

secu

rity

Bet

ter

trai

nin

g

pro

gra

ms/

futu

re

edu

cati

on

al

reim

bu

rsem

ents

Bet

ter

com

pan

y/cu

ltu

re/p

eop

le

Lead

ersh

ip/

stra

teg

ic d

irec

tio

n

Bet

ter

wo

rk/li

fe

bal

ance

Bet

ter

bra

nd

imag

e

Ove

rsea

s as

sig

nm

ent

po

ten

tial


Bet

ter

ben

efits

pac

kag

e In

crea

sed

co

mp

ensa

tio

n/

com

mis

sio

n

Financial

“definitely seeking”% of respondents citing motivator as one of their ‘top 2’

Most important motivators to change jobs: by location

“definitely & maybe seeking”


SingaporeTaiwan


Unsurprisingly in Mainland China, people definitely seeking to change jobs are primarily attracted to a new job for the same reason that retains them: more responsibility and challenge, and promotion opportunity.

A good company culture is as important

as compensation in Mainland China. In

Taiwan, it is company leadership and

strategic direction that prevails over

compensation.

When we include respondents “maybe

seeking” to change jobs, financial drivers

prevail across all locations.

In Hong Kong and Singapore, clear

strategic direction and a clear career

path for the prospective employee are

important ‘soft’ drivers over the promise

of a better company culture, but a bit

less prevalent than compensation.

The attraction of a better benefits

package seems to be higher in Mainland

China than compensation. Taiwan also

reflects similar sentiment.

Finally, work/life balance, which is

an important driver of retention in

Mainland China and Hong Kong,

is not as important a consideration

for people seeking a change. This

could be explained by the fact that

economic change is still moving at

both a personal and corporate level in

China at a fast pace. Talent perceive a

greater opportunity of increasing their

overall quality of life over the longer

term by putting career development

ahead of work/life balance in the short

term, to enhance overall life quality for

themselves and their family.

What does it mean for prospective

employers?

• There seem to be differences in terms

of talent behaviors in Mainland China

and Taiwan, on one hand, and Hong

Kong and Singapore, on the other,

but the ability to articulate a good

career plan is essential everywhere and

could potentially mitigate demands for

increased compensation.

• A good benefits package seems to be a

cost-effective attraction tool, especially

in Mainland China.

• The ability to articulate the strategic

direction of the business and what

makes the company culture, is a plus to

attract prospective candidates. They are

looking for a successful business where

they can cultivate their career. At MRIC,

we find that prospective employers,

especially hiring managers, are not

always aware of that and may not

articulate their company “story” well

enough.

“In 2012, we will implement a Talent Integration Strategy that entails understanding of organizational capabilities, workforce planning, recruitment, onboarding and integration of staff. Overall career development will be closely tracked.”

Industrial company, Singapore

5


6


Wanted: a clear vision and meritocracy

For all respondents in the Greater China region and Singapore, a clear vision of where their company is going is the most important aspect of company culture.

This is particularly strong in Taiwan

and consistent with the high rating

of Taiwanese respondents on

the leadership/strategic direction

dimension as a driver of job change;

there may be a proclivity in this

country towards strong leadership

figureheads at the helm of businesses.

“For senior people, a culture of collaboration is a big driver. The ability to get work done efficiently is very important..”

Global bank, Hong Kong

“Leadership, culture, and values become equally important drivers for employees to stay with the company.”

Global industrial company, Taiwan

Most important aspects of company culture: by location

% of respondents citing aspects as one of their ‘top 2’


SingaporeTaiwan

Cle

ar v

isio

n

of

wh

ere

it is

go

ing

Bel

ief

in

fair

nes

s an

d

pro

mo

tio

n

on

mer

it

The

peo

ple

th

at m

ake

up

th

e co

mp

any

A s

et o

f va

lues

th

at a

re li

ved

u

p t

o b

y al

l

Ad

mir

ed

lead

ersh

ip

Tran

spar

ency

an

d c

orp

ora

te

go

vern

ance

Bra

nd

imag

e

Co

rpo

rate

cit

izen

ship

Envi

ron

men

tal

con

cern

In talent management terms, a clear

vision of where a company is going

can be associated with the need

and the pride of understanding the

common purpose of the group and

of participating in the achievement

of such a goal. More pragmatically,

our respondents may see a direct

correlation to their ability to

control and manage their career

development within a company. If

there is a clear vision, transparency

and merit- based promotion, then

an employee can ascertain whether

the company has strong potential to

“hook their star upon” and whether,

if they work hard and add value,

they can advance and take additional

responsibility.

“Culture fit is very important for employees, and it is not affected by gender or age.”

Aerospace components

company, China

7

Another important finding is indeed

the importance of fairness and

promotion based on merit as being

among the top aspects of company

culture, alongside people and values.

In Singapore and Hong Kong, the

people who make up the company are

a top aspect.

The comparison in Mainland China

between Mainland-born and Foreign

respondents is astonishing with

Mainland-born respondents showing

more concern about meritocracy and

foreign respondents showing more

concern about value-based behavior

in Mainland China, than they show in

Hong Kong, Taiwan and Singapore.

Most important aspects of company culture: Mainland China local-born and foreign-born


Mainland China local-bornMainland China foreign-born

Cle

ar v

isio

n

of

wh

ere

it is

go

ing

Bel

ief

in

fair

nes

s an

d

pro

mo

tio

n

on

mer

it

The

peo

ple

th

at m

ake

up

th

e co

mp

any

A s

et o

f va

lues

th

at a

re li

ved

u

p t

o b

y al

l

Ad

mir

ed

lead

ersh

ip

Tran

spar

ency

an

d c

orp

ora

te

go

vern

ance

Bra

nd

imag

e

Co

rpo

rate

cit

izen

ship

Envi

ron

men

tal

con

cern


8

Most important aspects of company culture: by age - Mainland China 30 years and below compared with all Mainland China


All Mainland ChinaMainland China 30 years and below

Cle

ar v

isio

n

of

wh

ere

it is

go

ing

Bel

ief

in

fair

nes

s an

d

pro

mo

tio

n

on

mer

it

The

peo

ple

th

at m

ake

up

th

e co

mp

any

A s

et o

f va

lues

th

at a

re li

ved

u

p t

o b

y al

l

Ad

mir

ed

lead

ersh

ip

Tran

spar

ency

an

d c

orp

ora

te

go

vern

ance

Bra

nd

imag

e

Co

rpo

rate

cit

izen

ship

Envi

ron

men

tal

con

cern

“Cultural aspects are more important for those in more senior positions compared to the junior ones. The latter still consider monetary benefit as most important.”

Global industrial company - Singapore

The people who make up the

company and demonstrate the

company values are also important

dimensions of company culture. In

a way this is a logical finding which

simply reinforces the need to recruit

people that both demonstrate skills

and capabilities, as well as being like-

minded in sharing the same behaviors

and live values.

It is most unfortunate to note

that corporate citizenship and

environmental concern are the least

important aspects of company culture,

even among the young generations

in Mainland China (our sample size

did not allow us to verify this point in

other markets).

The young generation focus, in

Mainland China, is much higher

on the fairness dimension of their

promotion opportunities; it is

otherwise interesting to note that

for this young generation, while

the brand image of their employer

has a bearing, they share the same

ideas about what makes a company

culture, including a clear vision on the

company’s direction.


Most important aspects of work/life balance: by location


Mainland ChinaHong Kong

SingaporeTaiwan

Mee

tin

g t

he

nee

ds

of

fam

ily

ob

ligat

ion

s

Hea

lth

(e

.g. fi

tnes

s fa

cilit

ies/

med

ical

se

rvic

es)

Ben

efits

(e

.g. r

etir

emen

t p

ensi

on

/ ed

uca

tio

nal

fu

nd

/ho

liday

ap

artm

ent)

Pers

on

al

dev

elo

pm

ent

(e.g

. lan

gu

age

clas

ses/

edu

cati

on

al

cou

rses

)

Mee

tin

g t

he

nee

ds

of

flex

ible

w

ork

ing

(e

.g. w

ork

ho

urs

/sa

bb

atic

als)

Co

nve

nie

nce

o

f o

ffice

loca

tio

n

(e.g

. eas

e o

f co

mm

ute

)

Mee

tin

g t

he

nee

d t

o c

are

for

dep

end

ents

(e

.g. d

ay c

are/

par

enta

l lea

ve)

Op

po

rtu

nit

y fo

r se

con

dm

ent

to

char

itie

s o

r G

ov.

O

rgan

izat

ion

s

Most important aspects of work/life balance: Mainland China local-born and foreign-born


Local-bornForeign-born

Mee

tin

g t

he

nee

ds

of

fam

ily

ob

ligat

ion

s

Hea

lth

(e

.g. fi

tnes

s fa

cilit

ies/

med

ical

se

rvic

es)

Ben

efits

(e

.g. r

etir

emen

t p

ensi

on

/ ed

uca

tio

nal

fu

nd

/ho

liday

ap

artm

ent)

Pers

on

al

dev

elo

pm

ent

(e.g

. lan

gu

age

clas

ses/

edu

cati

on

al

cou

rses

)

Mee

tin

g t

he

nee

ds

of

flex

ible

w

ork

ing

(e

.g. w

ork

ho

urs

/sa

bb

atic

als)

Co

nve

nie

nce

o

f o

ffice

loca

tio

n

(e.g

. eas

e o

f co

mm

ute

)

Mee

tin

g t

he

nee

d t

o c

are

for

dep

end

ents

(e

.g. d

ay c

are/

par

enta

l lea

ve)

Op

po

rtu

nit

y fo

r se

con

dm

ent

to

char

itie

s o

r G

ov.

O

rgan

izat

ion

s

In all markets, work/life balance is primarily about flexible working hours and meeting family obligations.

Flexible working hours is relatively less

important in Mainland China where

health and benefits aspects are equally

important.

Flexible working is highest rated in

Singapore and Hong Kong, well over

personal development. This could be

related to the fact that they are more

mature markets where people are

skill-appropriate for their roles, rather

than having been promoted very fast.

Singapore and Hong Kong also have

experience with more mature work

models and are more western work

trend-savvy, and thus probably follow

the flexible workforce trend in the US

and Europe more closely than workers

in China.

Our company offers more vacation days. Compared to the same position in other countries, employees in China face more pressure and enjoy fewer vacations.”

Private equity company, China

“Staff are free to organize their private life in a flexible manner without affecting their work.”

Private bank, Hong Kong

We’ve lost people because we haven’t been able to give them the flexibility they want.”

Global law firm, Hong Kong

For more mature markets, flexible working hours are most important in work/life balance

9


10

Apart from Hong Kong, extremely high appetite to move

“The high tax rate and many government restrictions in Mainland China account for the appetite to move.”

Private equity company, Hong Kong

Respondents’ top 15 destinations for a career move: by location

Looking to relocate to*

Shanghai

Singapore

Hong Kong

North America

Beijing

Europe

Australia/New Zealand

Japan

Other ASEAN Countries

Tianjin

Nanjing

Shenzhen

Suzhou

Xiamen

Macau

(can choose more than one)


Singapore

Shanghai

North America

Taiwan


Beijing

Europe


Japan

Guangzhou

Shenzhen

South Korea

Macau

Qingdao

South Asia


Actively looking to relocate from current location

Mainland China respondents – 44.9%


Shanghai

North America

Hong Kong

Europe

Singapore

Beijing


Suzhou

Shenzhen

Hangzhou

Guangzhou

Qingdao

Taiwan

Chengdu

Nanjing



Hong Kong respondents – 29.4%


Taiwan respondents – 50.8%



Europe


Shanghai

Hong Kong

North America

Taiwan

Japan

Beijing

South Korea

Guangzhou

Shenzhen

Macau

Middle East/Africa

Suzhou



Singapore respondents – 44.2%

* % of those actively seeking to relocate


11

“It’s difficult to move people to inland cities if they are not originally from there; we provide additional benefits to the employees if we need to relocate them and design a career development plan for them.”


The willingness to relocate is extremely high with the large international centers of Shanghai, Hong Kong and Singapore remaining top destinations in this region.

Much has been said about the

appetite for relocation of the

Mainland Chinese who can afford to

emigrate via investment for reasons

such as their children’s education.

This data confirms this trend from a

job market perspective. (To be noted

that the majority of respondents work

in international firm) However, it is

noted that such appetite for overseas

relocation is just as strong in Taiwan

and Singapore as it is in Mainland

China. Shanghai remains a top

destination.

Australia/New Zealand are top

destinations for Singaporean residents

but less so for Greater China region

residents. For example, they rank

#7, well behind North America

and Europe for Mainland China

respondents.

Mainland China respondents are

showing a preference for North

America as their top overseas

destination and Shanghai as their top

inland destination. It is interesting to

note, however, that Europe is their

fourth preferred destination unlike

Taiwan respondents who rank Europe

#6 only, below Beijing.

In our research, we noted a potential

correlation between preferred

destinations and place of education;

for example, the ratio of Singapore

respondents educated in Australia

is comparatively higher as well as

the ratio of Mainland respondents

educated in Europe.

It is also interesting to note the

relatively lower ranking overall of

Beijing among top destinations,

especially for Singapore residents

and the low ranking of Guangzhou,

at #10 on the list for Hong Kong

respondents and #11 for Mainland

China respondents, behind Suzhou,

Hangzhou and Shenzhen. An

attraction challenge which we also

note in recruitment.

* % of those seeking to relocate

Mainland China respondents’ top 15 foreign destinations for a career move:


Mainland China local-born respondents – 43.5%

(can choose more than one)Looking to relocate to*

North America

Europe

Hong Kong

Singapore


Taiwan

Japan

Macau


Central/South America

South Korea

Middle East/Africa

Russia/Central Asia

South Asia


Job offers and acceptances in the last 18 month: Mainland China by company type

Foreign companies

20%

45.8%Offer not accepted 10.3%

23.9%No offers

Accepted Offer


Local companies

25.7%42.1%Offer not accepted

13.8%

18.4%No offers

Accepted offer


Are you seeking to make a job change in the next 12 months?Mainland China by company type

Local companies

38.8%Yes15.8%

No

45.4%Maybe

Foreign companies

31.6%Yes15.4%

No

53%Maybe

“Most senior executives are being actively groomed

and the company spends resources on helping them

do their job better. Therefore, compensation becomes

less of a concern as advancement/development

activities are more prized.”

Foreign-owned chemicals company, China

12

What was your total compensation package increase in the new offer you accepted? Mainland China by company type

Local company*

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

15.9

8.9

13.4

17.8

16.6

11.5

15.9

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

10.5

10.9

14.5

25.6

18.4

9.4

10.7

Foreign company*

* % of those accepting new job

The determination to make a job change is higher in local companies than in foreign-owned companies

2012 Talent Environment Report – Mainland China

19.4%39.7%Offer not accepted 12%

28.8%No offers

Accepted Offer


21.8%42.4%Offer not accepted

11.4%

24.5%No offers Accepted

Offer


10.1%


21.6%

19.2%No offers

Accepted Offer


18.6%



4.1%

13.4%No offers

Accepted offer

Job offers and acceptances in the last 18 month: Mainland China by management level

Top management Senior management Middle management Junior managers

32.1%Yes17%

No

50.9%Maybe

Are you seeking to make a job change in the next 12 months?Mainland China by management level

Top management Senior management Middle management Junior managers

27.4%Yes26.5%

No

46.2%Maybe

34.7%Yes13.8%

No

51.5%Maybe

34.2%Yes13.8%

No

52.1%Maybe

Talent churn: middle and senior management most at risk

Top management respondents are still the most sought

after, with 51% of them receiving at least three offers.

They seldom accept counter offers.

13

Mainland China

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

In terms of compensation, mid-

level managers received the highest

increases, generally between 20%

and 40% more. Going forward, top

managers will be relatively more

stable but the appetite for change

remains high overall.

“In 2012 we roll out our Talent Integration Strategy. Plan,

source, hire, onboard, integrate - career development.”

Engineering/energy company, China

“We will create a new retention system to encourage long

term commitment, an additional part of the monthly salary will

be put into a pool for retention purpose.”


14

Great majority of middle to senior management who accepted offers received over 20% increases

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

11.1

22.2

5.6

22.2

11.1

11.1

16.7

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

14.6

11.2

11.2

20.2

14.6

16.9

11.2

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

10.6

8.2

12.0

26.4

20.9

11.0

11.0

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

14.2

9.7

18.2

21.5

16.6

6.9

13.0

What was your total compensation package increase in the new offer you accepted? Mainland China by management level

Top management* Caution: low base Senior management*

Middle management* Junior managers*



32.2%Yes16.3%

No

51.5%Maybe

33.3%Yes16.5%

No

50.2%Maybe

38.2%Yes

10.9%No

50.9%Maybe

Are you seeking to make a job change in the next 12 months?Mainland China by city

Beijing Guangzhou Shanghai

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%

What was your total compensation package increase in the new offer you accepted?Mainland China by city

Beijing* Guangzhou* Caution: low base Shanghai*

no change

1-10%

11-20%

21-30%

31-40%

41-50%

51 +%


15

Mainland China

Looking to relocate to*Shanghai

North America Hong Kong

EuropeSingapore

Australia/New ZealandTianjinTaiwan

QingdaoChengdu

ShenzhenJapan

GuangzhouHangzhou

Suzhou

Labor mobility remains a challenge for companies expanding their operations across China, particularly into second tier cities that offer attractive real estate and tax treatment.

The survey indicates that more mature

talent - typically sought after for

management positions in geographic

expansion - have clear views on their

preference for relocation. These views

typically involve an ‘upgrade’ to a city

that is perceived as offering career

advancement and is more attractive

as a family destination, (for example

in terms of a quality lifestyle and

children’s education).

The ‘lowest’ compensation increases

for job changes were received in

Guangzhou which may fuel a higher

future appetite for change (38.2%)

and for relocation (59.3%)

16

People aspire to move to Shanghai; those already there seek a move away from Mainland China

Respondents’ top 15 destinations for a career move: By location


Beijing respondents – 38.2%


Guangzhou respondents – 59.3%


Looking to relocate to*Shanghai

Hong Kong

Beijing

Singapore


Shenzhen

North America

Europe

Zhuhai

Taiwan

Chengdu

Chongqing

Dongguan

Hangzhou



(can choose more than one) Looking to relocate to*North America

Hong KongEurope

SingaporeAustralia/New Zealand

BeijingSuzhouTaiwan

JapanChengdu

HangzhouOther ASEAN Countries

ShenzhenGuangzhou

Qingdao


Shanghai respondents – 39.2%



Guangzhou respondents, many of

whom are already immigrants to

the city from surrounding regions,

are less ‘internationally-minded’;

North America and Europe are not

among the top destinations unlike for

respondents from Beijing or Shanghai.

Instead, they would prefer to move

to Shanghai, Hong Kong, Beijing and

Singapore.

The appetite from Beijing respondents

is very high for a relocation to

Shanghai but the reciprocity is not

as strong, although Beijing remains

far more attractive than Suzhou for

Shanghai residents.

The appetite for a few Mainland

inland destinations seems to be

increasing, compared with last

year’s findings - Suzhou, Hangzhou,

Qingdao, Shenzhen, Guangzhou,

Chengdu, Wuxi, Nanjing, Tianjin were

cited by more than 10% of Mainland

born respondents. But there is still

a lot to do for the promotion of

other cities.

“In 2nd/3rd tier cities, we hire locally. We do not hire from 1st tier cities and ask them to move inland.”

Chemical company, China


Mainland locally born respondents – 43.5%

Respondents’ top 31 Mainland China destinations for a career move:

(can choose more than one) Looking to relocate to*Shanghai

BeijingSuzhou

HangzhouQingdao

ShenzhenChengdu

GuangzhouWuxi

NanjingTianjin

XiamenDalian

ChongqingZhuhai

(can choose more than one)Looking to relocate to*NingboWuhan

ChangzhouXi’an

TaicangShenyang

ZhongshanDongguan

HaikouFoshan

TaizhouHefei

ChangchunXuzhou

HuizhouFushou


17

Mainland China

People stay in their current company for the career progression opportunity.

The survey indicates that employees

of local companies are retained

through their benefits package, more

than their compensation level, with

significant factors being the leadership

of the company and work/life

balance. Whereas foreign companies

employees focus more on the culture

of the company and a good work life

balance.

“At SOEs, benefits could include highly subsidized accommodation.”

State owned enterprise, China

“The China market is hot and good candidates have a lot of opportunities and they are comparing not only the salary, but also benefits and working environment, like annual leave, housing and car allowance, trip allowance.”

“Culture fit is very important for employees, and it is not affected by gender or age.”

Aerospace components company, China

18

Career opportunity a stronger motivator to stay than compensation

“Staying in current job”% of respondents citing motivator as one of their ‘top 2’

Most important motivators to stay in current job: Mainland China by company type

Op

po

rtu

nit

y to

in

crea

se

resp

on

sib

ility

/ch

alle

ng

es C

lear

er

care

er p

ath

Loca

tio

n

Bet

ter

imm

edia

te

rep

ort

ing

lin

e In

crea

sed

co

mp

ensa

tio

n/

com

mis

sio

n

Bet

ter

ben

efits

p

acka

ge

Bet

ter

com

pan

y/cu

ltu

re/

peo

ple

Bet

ter

wo

rk/li

fe

bal

ance

Lead

ersh

ip/

stra

teg

ic

dir

ecti

on

Bet

ter

bra

nd

imag

e

Job

sec

uri

ty

Trai

nin

g p

rog

ram

s/fu

ture

ed

uca

tio

nal

re

imb

urs

emen

t

Ove

rsea

s as

sig

nm

ent

po

ten

tial


Foreign companyLocal company


Most important aspects of company culture: Mainland China by management levels


Cle

ar v

isio

n

of

wh

ere

it is

go

ing

Bel

ief

in

fair

nes

s an

d

pro

mo

tio

n

on

mer

it

The

peo

ple

th

at m

ake

up

th

e co

mp

any

A s

et o

f va

lues

th

at a

re li

ved

u

p t

o b

y al

l

Ad

mir

ed

lead

ersh

ip

Tran

spar

ency

an

d c

orp

ora

te

go

vern

ance

Bra

nd

imag

e

Co

rpo

rate

cit

izen

ship

Envi

ron

men

tal

con

cern

Top managementSenior management

Junior managersMiddle management

Top managementSenior management

Junior managersMiddle management

Most important aspects of Work Life Balance: Mainland China by management levels


Mee

tin

g t

he

nee

ds

of

fam

ily

ob

ligat

ion

s

Hea

lth

(e

.g. fi

tnes

s fa

cilit

ies/

med

ical

se

rvic

es)

Ben

efits

(e

.g. r

etir

emen

t p

ensi

on

/ ed

uca

tio

nal

fu

nd

/ho

liday

ap

artm

ent)

Pers

on

al

dev

elo

pm

ent

(e.g

. lan

gu

age

clas

ses/

edu

cati

on

al

cou

rses

)

Mee

tin

g t

he

nee

ds

of

flex

ible

w

ork

ing

(e

.g. w

ork

ho

urs

/sa

bb

atic

als)

Co

nve

nie

nce

o

f o

ffice

loca

tio

n

(e.g

. eas

e o

f co

mm

ute

)

Mee

tin

g t

he

nee

d t

o c

are

for

dep

end

ents

(e

.g. d

ay c

are/

par

enta

l lea

ve)

Op

po

rtu

nit

y fo

r se

con

dm

ent

to

char

itie

s o

r G

ov.

O

rgan

izat

ion

s

The company culture chart by

management levels is fascinating in

the sense that it shows the evolution

of employees needs at the work

place. Top management does not put

a strong emphasis on meritocracy

and transparency/governance, which

is probably a lesser personal need.

The challenge of top management,

however, is to recognize this need

among their management workforce

and enforce both at the same time

as a clear vision for the business. It

is also notable that more mature

managers demonstrate less interest in

environmental concerns.

Junior managers in Mainland China

aspire to personal development and

to a lesser extent to flexible working

hours and time for family obligations.

Health is a common concern at all

levels, while benefits are a stronger

concern for senior managers.

“Most senior executives are being actively groomed and the company spends resources on helping them do their job better. Therefore, compensation becomes less of a concern as advancement / development activities are more prized.”

Foreign-owned chemicals company,

China

Company culture: management levels’ priorities are at odds

19

Career opportunity a stronger motivator to stay than compensation

Mainland China

20

The MRI China Group

The MRI China Group provides

executive recruitment services

and through its subsidiary, Talos,

recruitment outsourcing solutions.

The MRI China Group has operations

in Mainland China (Beijing, Shanghai,

Guangzhou and Chengdu), Hong

Kong, Taiwan and Singapore with

over 200 staff.

MRIC specializes in:- Consumer & Retail- Financial Services- Functional Experts- Industrial & Technology- Life Sciences- Talos Outsourcing

Solutions

It is part of the MRI Network, one

of the largest executive search and

recruitment organizations in the

world, providing executive search and

recruitment services, talent market

intelligence and recruitment process

outsourcing solutions to clients in

every major industry. The MRI China

Group serves multinational, regional

and local companies on a global basis.

The MRI China Group has been

awarded CCH/China Staff Recruitment

Firm of the Year, China in 2003,

2005, 2006, 2007, 2009 and 2010 and

HCM Magazine’s Best Recruitment

Company, Greater China 2009/2010.

Contact:

Hong Kong and Mainland China

Christine Raynaud CEO

2/F Wilson House

19-27 Wyndham Street

Central, Hong Kong

Tel: (852) 2656 5888

Email: [email protected]

Singapore

BL Seah

112 Robinson Road

#04-02

Singapore 068902

Tel: (65) 6222 3088

Fax: (65) 6222 3077


Taiwan

Dennis Lee

12F-1, No.51 Henyang Road

Taipei, Taiwan. R.O.C. 100

Tel: (886 2) 2313 1361

Fax: (886 2) 2313 1362


Media contact:

For further information please

contact our PR firm:

Leon Choi

P&L Communications Group

Mob: (852) 5411 2929

Fax: (852) 2440 0225


www.mric.asia

www.mric.asia

Beijing Office

Room 2101-2102. Sk Tower

No. A6, Jianguomenwai Avenue

Chaoyang District

Beijing 100022

P.R. China

Tel: (86 10) 6563 0015

Fax: (86 10) 6505 9176


Guangzhou Office

Suite 2505, North Tower

World Trade Centre Complex

371-375 Huanshi Dong Road

Guangzhou 510095

P.R. China

Tel: (86 20) 8769 6161

Fax: (86 20) 8769 6260


Hong Kong Office

2/F, Wilson House

19-27 Wyndham Street

Hong Kong

Tel: (852) 3656 5888

Fax: (852) 2530 9905


Shanghai Office

1101 Shui On Plaza

333 Huai Hai Zhong Road

Shanghai 200021

P.R. China

Tel: (86 21) 6390 6007

Fax: (86 21) 6386 7472


16 March 2012

Singapore Office

112 Robinson Road

#04-02

Singapore 068902

Tel: (65) 6222 3088

Fax: (65) 6222 3077


Taiwan Office

MRI Worldwide Hong Kong –

Taiwan Branch

12F-1, No.51 Henyang Road

Taipei, Taiwan. R.O.C. 100

Tel: (886 2) 2313 1361

Fax: (886 2) 2313 1362


THE MRIC ANNUAL TALENT ENVIRONMENT INDEX 2012

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