上点中土白领劳务市场的数据八。



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送交者: skipper3 于 2006-4-08, 21:34:56:

C-ed and P-ed from Business Forum China, a bi-monthly publication by German Industry & Commerce. Data is compiled from studies conducted by leading consulting and HR firms. Online edition is not available.

A. Corporate HR Priorities for the year afead:
- Maintaining a highly engaged and motivated workforce
- Building stronger relationship with customers
- Providing a vision for the organisations's future
(source: BFC survey)
B. Factors with the greatest impact on the organisation's ability to succeed:
- Employee motivation and engagement
- Quality of leadership
- Acquisition and retention of talent
- Talented management and management skills
- Organisational culture
(cource BFC survey)

C. Percentage of organisations experiencing talent shortage(2005 data, appox-ed from figure):
..........................Best employers....Rest employers
- Leadership..............70................57
- Proj Mgmnt..............20................32
- Client Mgmnt............10................22
- IT&E-Biz sjills.........20................12
- Marketing...............40................30
- Sales...................32................28
- Specialist Tech skills..40................58
- General Tech Skills.....10................18
(Source: Hewitt Best Employers In China)

Employee Turnover Rate In China(appox-ed from figure):
............Average......Medium
2001........8.4%.........7.6%
2002........12.2%........9.8%
2003........11.8%........9.4%
2004........11.6%........9.8%
2005........14.2%........11.6%
(Source: Hewitt China TCM Study)

Year on Year Employee Turnover - Shanghai(appox-ed from figure):
2003: 10.3%
2004: 11.0%
2005: 14.6%
(Source: unspecified)

2005 SH Turnover Rate by Level(Non-Manufacturing)(appox-ed from figure):
Manual Worker: -
General Staff: 12.0%
Professional: 18.0%
Supervisor/Sr. Professional: 17.0%
Mid. Mgmnt: 14.5%
Top Mgmnt: 6.5%
(Source: unspecified)

SH Turnover Rate by Function (non-mfg)(appox-ed from figure):
2003: Sales-20.3%, HR-14.9%, Logistics-14.5%
2004: Sales-16.0%, Marketing-13.3%, Engineering-12.9%
2005: Sales-18.1%, Marketing-17.6%, HR-16.0%
(Source: unspecified)

Employee Engagement Factors and Career Drivers:
(Pa-Pay,Pr-Processes, CO-Career Opportunities, WT-Work Tasks, Po-Policies, VP-Valuing People, Re-Recognition)
.............Number 1...Number 2...Number 3
China........Pa.........Pr.........CO
HK...........CO.........Po.........Pr
Thailand.....WT.........Po.........VP
Malaysia.....CO.........Re.........VP
Singapore....CO.........Po.........Re
(Source: unspecified)

China Salary Increases(%):
1995-96---97---98---99--00--01--02--03--04--05
30.8-23.2-19.3-12.7-7.3-7.6-8.1-7.4-7.6-7.6-8.4
(Source: Hewitt)

Local Executive Pay Comparism Asia(RMB/YR)
JP..........1.52M
HK..........1.4M
AUS.........1.15M
SK..........0.97M
CH..........0.88M
Tailand.....0.64M
India.......0.56M
Malaysia....0.54M
Philipines..0.42M
(Source: Hewitt)

% of Companies Using Variable Pay
2001: 80.5%
2002: 82.2%
2003: 84.5%
2004: 88.0%
2005: 92.9%
(Source: Hewitt)

% of Companies Using Benefit Programmes Non-MFG 2005
Saving Plan: 6.0
Supp. Housing: 22.0%
Supp. Pension: 20.0%
Supp. Insurance: 88.0%
Supp. Medical: 84.0%
(Source: Hewitt)

Average Salary Increase by City 2005
-2nd Tier Cities:
Chongqing: 11.5%
Hangzhou: 11.5%
Changdu: 10.5%
Suzhou: 10.0%
Nanjing: 9.5%
Dalian: 9.3%
Wuxi: 9.1%
Tianjing: 9.1%
Wuhan: 8.8%
-1st Tier Cities:
Xiamen: 8.5%
Shanghai: 8.4%
Beijing: 8.3%
GuangZhou: 7.6%
Shenzhen: 7.4%
(Source: Hewwitt)





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