谢谢王梦婷的精心收集！

Quote : http://crystalwongaiesec.spaces.live.com/ 

Choice is an illusion...

那天搜集資料，發現一個類似印度新東方之類的網站。說話語氣都是巨現實又顯得巨牛那樣的。舉的例子也很象～一個在印度一間世界頂級的投行工作而且已經在印度獲得MBA學位的人，申請美國所有Top5，都被拒了。可能，這就是發展中國家無法避免的學歷病吧－想用高學歷來給自己換一個人生－邊際效應就是學歷的無效性。

 

廢話少說，這裡分享一下我覺得很有趣的幾個發現：

把不同國家的不同排名MBA分成好幾個層次。可憐的英國直接就去了第四層了。澳洲和新西蘭簡直抬不起頭。雖然衰弱而無法回避的黃金美國夢。

 

Business Schools	Infozee rankings
Top 5 Schools in U.S.	Tier 1
10-15 ranked schools in U.S. Top 3 schools in Europe Indian Institute of Management (IIM's)	Tier 2
15-25 schools in U.S.	Tier 3
25-50 schools in U.S. Business Schools in Canada Business Schools in U.K.	Tier 4
Other Business Schools in U.S.A. Business Schools in Canada Business Schools in Australia Business Schools in New Zealand	Tier 5

 

美國和加拿大作為最大的移民國家，仍然對優秀的學生採取鼓勵的措施。其實英國真的要想一想，通過法律歧視來保護國內勞工，還能保護多久？世界經濟的大開放是遲早的事。

	Australia	Canada	New Zealand	U.K.	U.S.A.
Chances of employment	Fair	Good	Fair	Fair	Good
Work Permit	Not so easy	Easy	Fair	For 2 years	Easy

 

讀書費用 - 一分價錢一分貨。象讀H校，兩年花費１２０萬人民幣，其實是很多的－可以買一部BMW新系列了。那麼我支付學費，大概就要靠自己打工積攢，父母贊助，獎學金，貸款和打工各種途徑解決了。
Cost Figures in Indian Rupees (Lakhs)

	Australia	Canada	New Zealand	U.K.	U.S. (Public)	U.S. (Private)
Tuition Fees (full cost)	8.00	9.30	7.00	8.5	10.35	19.35
Living Costs (annual)	4.00	3.10	2.50	4.5	5.40	5.40
Duration	12-18 months	18-24 months	12-15 months	1 year	2 years	2 years
Total Cost	12.00	15.50	9.5	13.00	21.15	30.15

畢業后工資-美國西海岸比東海岸工資略高。H校畢業后平均工資是１２９萬人民幣，稅后每年可以存４０－６０萬－兩年還清學費是不成問題的。   Rank '06 Rank '05 3 yr. rank Business school name Country Audit year Salary today ($) Weighted sal. ($) Salary inc. (%) Value Careers Aims achieved Placements Employment Recommends Wom. faculty Wom. students Wom. board Intl. faculty Intl. students Intl. board Intl. mobility Intl. course Languages PhD faculty PhD rank Research 1 1 1 1 University of Pennsylvania: Wharton U.S.A. 2003 161,834 160,497 132 77 36 83 19 91 (97) 1 19 36 6 36 45 68 44 25 0 100 1 2 2 4 3 3 Columbia Business School U.S.A. 2003 158,051 149,230 144 82 39 83 20 94 (95) 8 12 35 9 60 42 36 57 74 0 98 20 5 3 2 1 2 Harvard Business School U.S.A. 2003 161,375 156,672 113 83 41 83 31 94 (99) 2 22 35 47 37 33 14 39 56 0 95 21 1 3 3 4 3 Stanford University GSB U.S.A. 2005 166,997 167,744 118 99 23 86 11 94 (99) 3 18 32 18 38 43 21 65 35 0 99 4 4 5 5 5 5 London Business School U.K. 2004 135,221 135,522 122 96 26 83 66 96 (98) 5 14 28 15 77 88 56 5 10 1 99 17 11 結論就是：雖然昂貴，但是名聲＋畢業后前景＋國家的吸引性，非美國名校不讀啊。

  sex always sells !

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  www.StellaArtois.com Blurb - Le Courage
   
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I have also uploaded the following video onto    http://www.myspace.com/artoisfamily  &  http://www.youtube.com/watch?v=EclrkrwPjyA  ...

此广告宣传片是为即将在2007年9月18日公布的Stella Artois全球新网站 www.stellaartois.com 特别制作的。 在公司的允许下，我把它放在这片blog中，让大家抢在世界的前头看看.....

  有的人 看后会问，这个大片效果的网站跟啤酒有什么关系？ ........... 其实这个网站借电影的形式讲述了Stella Artois的600年多年传承下来的经典... 现在，Stella Artois已经不仅仅意味着世界第5大销量的啤酒，她传载了比利时自1366年起的酿酒文化，她象征着一个艺术成分十足的魅力品牌........... 我们传播的是Stella Artois品牌精华，而“啤酒“仅仅是她的最重要的一个载体...

.............不多说了，点击下面的“开始键”看看这个网站的震撼力吧......一定要把电脑的音量调到最佳立体声效果！ ........................( 视频的右侧是3个户外广告的设计，他们也均取自网站的场景)

 （ plus,此广告选在我在myspace.com上的新博客 http://www.myspace.com/artoisfamily  或者在YouTube上 http://www.youtube.com/watch?v=EclrkrwPjyA  ）

  Le Courage   www.stellaartois.com  2007年9月18日 格林尼治时间17：00全球公映

Retaining Your Chinese Talent

By LIU, Shuo    

                             18th March 2007

Human resources issues have been pervasive problems for most Europe based companies in China. Among the HR problems, the most prevalent one is nothing more severe than RETENTION.   

Those who have worked in China would have unanimous agreement that there is an incredibly capable workforce in mainland China.  However, at the same time, it has been always a curious topic to discuss and figure out why do Chinese white-collar frequently change their jobs and what possible strategies companies could use to prevent such tremendous loss. 

A Different World

The most common scenario is that Chinese white-collars stay two or three years with prestigious MNCs to add the name of those well-respected company to their CV, then look for a “better-packaging” jobs. Some 40% annually turnover rate in mainland China confused European headquarters. They have never predicted that the new growing China is even different from other Chinese territories--Hong Kong and Taiwan. China is not a country but a different world.

Employees' Loyalty Is No Better than the Extremely Low Consumers' Loyalty

Generically speaking, it is likely that Chinese people’s extremely low consuming loyalty could, in some way, indicate their loyalty towards foreign employers. It is particularly true that in consuming product industry, whenever there is new trend/design/product/ in every named market, Chinese people would simply like to compete to be the first triers. Explanations to “Product Loyalty” seem to have never appeared in their philosophy bible. Plus, demonstrating the capability of affording the trendy would be an incomparably satisfaction to fulfill most of Chinese people’s amour-propre.

The similar mentality would better explain the reasons they change their jobs. As long as those changes could bring them additional benefits to allow them to feel proud of, either financial attraction or spiritual appeal will work. They may move from a Fortune 500 company to a Fortune 100 one; from a supervisor position in company X to a project manager position in the same sized company Y; or, simply from a 550 Euros/month payment job to a 600 Euros/month one. However, what is surprisingly scaring, those better offers may simple be the fundamental motivation. For lots more cases, Chinese people may change jobs:

§         when they lost promotion opportunities;

§         when they cannot foresee a PERFECT future career development;

§         when they feel bored of the same work after a while;

• §         when they feel profiles of colleagues are not qualified enough;
• §         when start to distrust of their superiors or company;
•       when team leader/department head is leaving;

§         when the company is stuck in crises;

§         when they feel insecure caused of one-year contract system.

It happens in all possible ways. Nowadays, Chinese people always dissatisfied with their current situation and never slow down the speed to seek better opportunities. They are not only seeking for financial success, but also for social status fulfillment. Thus, the so-called quick solution--high salary/bonus, is definitely not enough to settle down Chinese talents.

Retaining Chinese Talent -- International HR Principles Combined with Local-Appealing Strategic Retention System

Although brand-new could be a coverall word to describe China, the existing international standard HR principles in hiring, training, and promoting is still a key advantage to start an effective retention system. Yet facing the culture fact that Chinese talent have : 1) high expectation/ambition in career development; 2) hunger for learning and self-capacity building; sensitivity of ‘lose face’; 3) desires of social status; 4) importance of employer-employee “Guanxi (means and emotional connection and personal relationship)” , a localized strategic retention system would be necessarily important to decrease the turnover rate.

Localized Strategy 1: Recruit Younger Talent

In China, a depressing challenge is that most of professionals aged 40-plus are lack of English-language ability, which forces foreign employers shift their focus onto hiring younger generations of 20-30 into higher positions than is the corporate standard elsewhere in the world. Nevertheless, it is not always negative thing in China to have younger crowd in the organization, as they are much more eager and have energy to learn; plus their wants to show-off will never let their expatriate executives down.

Localized Strategy 2: More Hands-on & Career Development Trainings (Especially Overseas Trainings)

Hands-on training is the initial debut to make your young, aggressive Chinese feel comfortable and confident with staying in your organization, since most of them are junior and lack of professional experience than seniors. Additionally, the word “delegation” in China has double meanings—“what to do” and “how to do it”; Chinese young professionals without international experience are so much used to the style of being told of both big pictures and detailed instructions.

As mentioned before, Chinese employees are incredibly hungry for learning and development, and they place a higher value on company sponsored training than anywhere else in the world. Thus, one of the most effective solutions to stop turnover is to constantly and systematically offer professional trainings, especially overseas trainings, since Europe based companies definitely enjoy a distinct advantage to offer opportunities for international professional exposure.

Confucius’s philosophy of “to always reciprocate bestowed benefaction (‘zhi en tu bao’ in Chinese)” has been continuously demonstrated as a unchangeable cultural behavior by Chinese people for thousands of years. When they feel the company is taking seriously about their growth and career development in the company, they will naturally become loyal.

Localized Strategy 3: Advancing Their Career in a Faster Pace

A primary reason for frequent job-hopping in China is that those demanding young professionals think their career is advancing slowly in the previous company. They expect to be trained and developed. It is the very reason for them to look for opportunities in foreign companies, which also have a reputation for promoting personnel faster than do Chinese ones. However, as long as they found out their new foreign employers could not help them grow, they would soon step their feet out and search for new employers.

If managing their expectation down to a realistic level is the primarily task, creating practically challenging platform to develop their potential should be followed right afterwards. It is the fast economic growth in the past two decades that shaped Chinese young generation a mentality of “thinking big and doing things big”. It should not be a surprise to acknowledge that those 20-30 aged inexperienced professionals are so much/only interested in doing big projects. No doubt it is not happening all the time in any organizations at all sizes. However, as long as such opportunity is created, please do not let it be an “expatriates only” project and be confident to delegate it to your Chinese employees. They are capable enough to have it done wonderfully well.

Localized Strategy 4:  Handling “Guanxi (connection,relationship)”  With and Among Your Staff

Whoever does business in China would rank “Guanxi” to be the No.1 theory to learn. Yet it may take years to understand how to handle “Guanxi” well with all stakeholders. It would be an incredible threat to the turnover rate by simply ignoring the Guanxi with your Chinese staff and among them.

Chinese people’s understanding of their workplace definitely differentiates from Europeans. They see it more like the “Guanxi” with a temporary family. They expect to receive similar emotional connection from their employer as they devoted before by voluntarily overtime hard-working and nearly 100% dedication. But remember, their definition of “employer” is more referring to their direct superiors. Not like Europeans or Americans, who stays with the job because they like the company culture or the job assignment. Besides the same factor as Europeans and Americans, the additionally vital reason or motivation to keep a Chinese working hard and staying long in a company has a lot to do with personal relationship with their superiors. That is why in many a case you would see the whole team or department will leave the company together with their Chinese team leaders. Therefore, to avoid the connection vacuum and balance influences of junior Chinese management, the expatriate senior management should contribute more emotional investment to both your junior Chinese management and ground level talented employees.

In China, it is a culturally acceptable manner to measure themselves in comparison with others, which is a confusing ‘Guanxi’ among your Chinese employees. If you are the HR responsible and plan to promote some star employee, watch out others around him/her. When someone is promoted in a team, while other key players who entered the company at the same time and made a close contribution as he/she did, you will most probably lose some of them. They have no patience to wait for your systematic promotion plan. They would see it as loss of face for not being promoted, which represents certain social status that Chinese people seek for besides money. Thus, to handle this “Guanxi” diplomatically, you should once promote, do it simultaneously. It does not necessarily mean that HR must create new position and restructure the organization. However, considering your standardized organizational structure, it can be done by giving new job titles in upgraded Chinese while remaining English titles the same, which will effectively fulfill their expectation on catching up with others and the so-called social status.