Programatorii Dot Net, C++, şi JAVA, inginerii seniori din industria Oil&Gas, cu 5-10 ani experienţă şi inginerii specializaţi în eficientizarea proceselor de logistică portuară pe platforme maritime sunt doar câteva exemple de specialişti rari, foarte greu de găsit pe piaţa românească. Sunt atât de rari, încât sunt vânaţi de la concurenţă. Sau din străinătate. Şi uneori, dacă sunt foarte rari, câştigă mai bine în România decât afară.

Cel mai greu de recrutat specialişti, în acest moment, pe piaţa românească sunt programatorii Dot Net, C++, JAVA şi şefii de proiecte IT, iar în sectorul industrial - guality managers, process şi sales engineers, a spus pentru ECONOMICA.NET Irina Vasile, country manager la compania internaţională de executive search Antal International Network. Antal este unul dintre jucătorii mari din executive search, la nivel mondial.

“Dificultăţile cele mai mari în recrutare apar în zona rolurilor tehnice specializate din Inginerie şi IT. Asta se datorează în primul rând ritmului rapid de modernizare a tehnologiilor şi practicilor de lucru din organizaţii, fapt ce determină apariţia unor specializări noi, nişate şi la mare căutare, în rândul angajatorilor”, a spus pentru ECONOMICA.NET Larisa Condriuc, operations manager laManpower Professional (divizia de recrutare a candidaţilor talentaţi a grupului Manpower, care este unul dintre cei mai mari jucători din piaţa de recrutare din România).

Din zona IT, web developeri cu câţiva ani de experienţă pe anumite tehnologii noi (precumDrupal, Magento), programatori Java cu experienţă de peste 3 ani în metodologia de lucru Agile şi pair programming sunt foarte greu de găsit, în acest moment, în România, ne-a spus Larisa Condriuc.
Dacă ne referim la specialiştii rari din Inginerie, cel mai greu de găsit acum pe piaţa românească sunt inginerii seniori specializaţi în mentenanţa anumitor tipuri de echipamente industriale (echipamente mari rotative din industria energetică, echipamente HVAC), ne-a mai spus Larisa Condriuc.
În categoria specialiştilor rari greu de recrutat acum, în România, intră şi inginerii seniori din industria Oil&Gas cu 5-10 ani experienţă pe platforme maritime, a adăugat ea.
Inginerii de producţie specializaţi în procese de vopsire industrială, precum şi ingineri specializaţi în eficientizarea proceselor de logistică portuară sunt, de asemenea, greu de găsit pe piaţă, a explicat pentru ECONOMICA.NET Larisa Condriuc.

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Sarah Jones

Published: China Daily, by Sarah Jones, 11/05/2012

What companies can do to overcome the burgeoning issue of relocation within China

When I was still at school, I recall my elder sister discussing with her university mate his impending move to a remote island based in the North Pacific. I didn’t know where it was then, nor have I heard of it before or after that one conversation.

Despite being a person of integrity and a man whom I hold in great esteem, his response to my sister was: “Janie, I’m relocating there for one thing – the money.” They offered him five times his salary.

Today, companies in China are focused on third- and fourth-tier cities where there has been an infusion of new wealth predominantly through manufacturing, and industries such as mining. Testament to this is the number of luxury brands with whom we are actively recruiting for locations such as Chengdu, capital of Sichuan province.

Let’s face it: with more than 300 million people living across China’s smaller cities, roughly equal to the 310 million population of the United States, these combined areas become an attractive customer base for many companies, as well as a potentially untapped talent pool for some industries. Growth is occurring at a faster rate today in the third- and fourth-tier cities than in the first-tier right now, and where there is growth, and investment, come opportunities.

The Chinese government is attempting to distribute its fortunes more evenly, offering incentives for both Chinese and foreign businesses to set up farther inland, but regardless of which city a firm wants to expand into, there still lies the issue of having the workforce in place to build, drive and sustain the local business.

One suggestion for companies is to focus on attracting “returnees” – at Antal, we use a system which is searchable based on the birthplace of candidates. This has assisted in identifying potential candidates who have already done a “stint” in the big city and could be open to a position back in the hometown. I guess what I am thinking about is: what it would take me to leave Beijing and move to any of the smaller locations?

Honestly? Money would play a large factor, because I would be asking myself the question that many executives we deal with on a daily basis do – what benefit would I get out of moving to a remote place where there’s poverty, farmland and a lack of basic services, and where hospitals and schools are backward in comparison. Would my Internet connection allow me to Skype my mum and dad each week?

That’s combined with the thought of not being able to shop in a store with at least some Western goods – the irony being that I could probably still pop into Gucci to purchase some new arm-candy.

An underlying trait that any person going to relocate inland must have is a sense of adventure, an open mind; they need to be able to deal with situations that are completely out of their control, and in most situations, their understanding, and forge ahead.

To relocate you have to have the confidence in your survival techniques, on both a business and personal level. Many of my colleagues in other international recruiting firms are in agreement that China is one of the hardest places for expats to succeed – the main reason is the lack of cultural fit.

It would be absurd, in my opinion, to place an expat into a third- or fourth-tier city without them having already dipped their toes into this exhilarating yet equally frustrating country. Within four months of my relocation to Shanghai from London, 80 percent of the office staff had resigned – cultural differences definitely – and the impact this had on me was immense; despite having been in the international recruitment business for 12 years I felt that I had failed.

Fortunately my CEO had picked the right person to grow the brand, as over the following months the Shanghai business grew to almost three times the size, and all with local Chinese. Selecting the right person for the job is paramount – and companies need to look hard and fast at the people they are thinking about relocating, and to look at not just their ability to do the job, get it done, but also the impact such a move would have on them being able to do the job assigned to them.

Costs for expats are already much higher than on face value – having an employee in China can be up to three times their base salary, so companies just cannot afford to make a mistake.

Even relocating local Chinese has rocketed; one senior consultant from our automotive division remarked that relocation is a massive problem for many candidates in comparison to two years ago. As many car manufacturers have set up offices and plants across second- and third-tier cities, they begin to open up more job opportunities for locals.

However even though they are offering more money, and better job titles, they soon miss their home, and leave after a year or less. It is of course easier for the better known, more established brands to attract the more sought-after candidates; however, no company logo will quash anyone’s desire to be with their loved ones.

As for those newcomers to the China market, many are now just realizing the labor costs are indeed much higher than anticipated, we all too often deal with companies which are just not prepared to pay the price, and thus lose out on experienced executives.

There is no overnight solution; however, the starting point for any company is to choose the right location not just on transportation and logistics, but with strong consideration to the workforce, ask yourselves the question would you live here?

Secondly make sure that the elite team you have chosen is well briefed on what to expect – if you want them to sign a long-term contract (three years plus) you need to be honest with them up-front. You need to provide them with up to date information about living in these cities, including all important life issues, such as healthcare, education, and crime.

Managing expectations is a key element; they will respect you for it. Training is most definitely in our top three – especially for expats.

Companies must provide an insight into the Chinese culture, and the importance of history and culture in social and business environments. Once they are on board, the ongoing advice, support, and guidance that you give your staff will ensure your company’s success and continued growth after all it’s the people that make a business. As for money, well offering three or four times someone’s salary to “relocate” them elsewhere does sound good but in reality is that method of attraction sustainable?

The author is head of operations for Asia, Antal International, China, a recruitment firm. The views do not necessarily reflect those of China Daily.

Antal setzte sich im Wettbewerb um die Auszeichnung gegen die Konkurrenz durch. Die Auszeichnung wird als Anerkennung für das Unternehmen verliehen, das ganzheitliche, internationale Recruitment-Lösungen für viele der weltweit aufstrebensten und anspruchsvollsten Unternehmen bietet.

“Wir sind derzeit mit mehr als 100 Büros in über 30 Ländern vertreten”, sagt Antal Group Managing Director Graeme Read, “und wir haben das Recruitment von Fach- und Führungskräften in mehr Märkten implementiert als praktisch jeder andere. Es ist großartig zu sehen, dass die Leistungen, die Qualität und die Bemühungen unserer Teams weltweit mit einer solchen Auszeichnung belohnt werden.”

“Aber wir werden uns sicherlich nicht auf unseren Lorbeeren ausruhen. Wir haben einige sehr ehrgeizige Pläne für 2012 und 2013 wie zum Beispiel eine drastische Ausweitung unseres globalen Netzwerks, die Weiterentwicklung unserer RPO und Training Solutions in China sowie eine noch größere Durchdringung in den Schlüsselmärkten wie CEE, Westeuropa, Indien und China zusammen mit anderen APAC Ländern. Wir sehen uns bei der Preisverleihung im nächsten Jahr! “

Claudia Massolini

By Claudia Massolini, Consultant – Banking Division

Mai come negli ultimi anni, in una situazione economica e finanziaria incerta, anche nel credito, come nel mercato delle grandi corporate, la Direzione Acquisti sta assumendo una valenza strategica importante.

Fino a pochi anni fa gli istituti di credito hanno lavorato in prevalenza sulla riduzione del personale come prima modalità finalizzata al contenimento dei costi.

Negli ultimi anni, invece, con lo scopo di recuperare redditività, si è cercato di agire anche su altre tipologie di costi come ad esempio quelli associati ai servizi di information technology, alle forniture di materiali di consumo piuttosto che su quelli associati ai processi delle aree operative.

L’obiettivo comune di tutti gli istituti di credito sembra essere, infatti, la massima efficienza al minor costo.

Specialmente in questa situazione critica di mercato, le banche pongono una maggiore attenzione alla funzione Acquisti, con la chiara consapevolezza di quanto tale funzione sia effettivamente indispensabile per il raggiungimento degli obiettivi strategici e degli utili.

A tale scopo, si sono messi in atto una serie di cambiamenti all’interno della Direzione Acquisti di numerose banche.

Il principale riguarda la costruzione di una funzione strutturata ed in rapporto diretto con la Direzione Generale o con l’AD.

Questa scelta presenta potenzialmente alcuni vantaggi. In primo luogo uno snellimento del processo decisionale, nonchè la condivisione degli obiettivi con i centri di responsabilità della spesa e la dettagliata conoscenza di questi.

In secondo luogo, si favorisce una comunicazione più efficace e diretta verso l’alto con una massimizzazione del supporto al top management.

Infine si crea una maggiore trasparenza nell’attribuzione di responsabilità nel processo di acquisto puntando a garantire l’immediata efficacia del risparmio in conto economico.

Anche i nostri clienti confermano l’importanza e l’attenzione posta su queste tematiche.

Ci hanno infatti coinvolto in  ricerche di personale, finalizzate all’inserimento di figure di Senior Buyer, con una consolidata esperienza nel ruolo, provenienti anche da settori diversi da quello bancario.

In particolare un settore interessante da cui attingere candidature si e’ dimostrato quello dell’industria – settore che nel corso degli anni si è evoluto in modo significativo in termini di messa a punto di consolidati strumenti, prassi e processi di acquisto che possono essere rapidamente studiati, adattati e adottati anche nell’ambito bancario.

Le competenze richieste a questo tipo di figure sono numerose.

In primo luogo si ricerca un elevato grado di conoscenza dei processi operativi tipici, una profonda conoscenza e capacità di valutazione dei fornitori sul territorio, oltre alla propensione alla condivisione degli obiettivi e degli strumenti con le altre strutture aziendali. Fondamentali anche la capacità di comprendere i bisogni dei clienti interni e l’abitudine alla gestione di progetti ordinari e straordinari, abitudine che si concretizza nella capacità di gestione delle complessità ed in un forte orientamento al business.

Si guarda con interesse a figure di middle e senior management: quadri direttivi soprattutto, che in funzione del ruolo specifico abbiano maturato tra i 7 e i 10 anni di esperienza, con competenze tecniche ed allo stesso tempo manageriali.

In particolare nei grandi istutiti di credito, a questi professionisti viene richiesta una professionalità di natura specialistica, in relazione al tipo di forniture direttamente gestite. Le figure più ricercate sono quelle da dedicare agli acqusiti di servizi in genere, sia core che non-core, piuttosto che agli acquisti associati al patrimonio immobiliare dell’istituto, in particolare per la gestione ordinaria e la manutenzione.

La mission degli specialisti del Procurement si sostanzia, dunque, nel presidio delle leve e delle strategie atte ad ottenere una riduzione dei costi mantenendo inalterata l’efficienza della struttura bancaria, verificando la fattibilità e la coerenza dei processi e delle attività di pertinenza.