中国科技行业求贤若渴：高管薪酬水平直逼硅谷
编者按 ： 张劭谦（Norman Chang）是知名人才管理顾问咨询公司 PCI Executive Search 驻北京顾问。
根据中国政府公布的数据，2015 年第一季度中国 GDP 同比增长 7%。尽管这一数据远低于前几年的两位数增速，但仍然能吸引外国公司对中国科技市场进行投资。
结果，中国科技公司高管的薪酬待遇也水涨船高，逼近美国硅谷的水平。因此，为中国科技公司工作，如今对外国科技行业高管也颇具吸引力。
中国：“新硅谷”？
曾几何时，“雇用本地人”一词意味着薪酬和福利都要低于海外人才。今天，中国的薪酬现状则向我们讲述了一个完全不同的故事：中国科技行业的“本地人”薪水已经接近于硅谷高管的水平。
对于应届毕业生，美国的薪酬标准比中国应届毕业生的薪酬标准高出 4.5 万美元。随着他们开始走上不同层次的领导岗位，双方的薪酬差距开始显著缩小，最终两条线在“主管”级别几乎相交。
除了固定的现金收入，多家中国公司还向中高层管理人员提供不同标准的补贴，表面看来他们的收入低于美国同行，但由于住房、餐饮和交通等各个方面的补贴，其收入实际上并未下降。
为了吸引人才，中国本土科技公司如今正采用激进的薪酬方案。中国本土公司提供的激励方案，比他们看中的目标人选当前薪水高出 30%甚至 100%。
中国科技公司究竟在寻找哪方面的人才？
除了对技术和管理技能的标准条件外，求职者若想让中国科技公司对他们求贤若渴，还必须对多元化有深刻的了解。从这层意义上讲，多元化被分为两类：工作多元化和文化多元化。
多元化的工作经验意味着你在外国接受过教育，或是在国际化大公司工作过，包括为一家中国大型跨国公司工作或是在国外工作过。
文化多元化是指与拥有不同管理与领导风格的人共事的经历和弹性。例如，大型跨国公司向来以拥有严格的标准化操作程序著称，而本地企业在取得内部和外部目标时，胜在速度、灵活性和进取精神。
毋庸置疑，具有多元化工作和文化背景的人才，对中国科技公司就更具吸引力了。理想的候选者不仅可以实现中国市场战略的“本地化”，而且还能充分利用他们在大型跨国公司学到的技能。
做好职业生涯规划
将自己定位于一个具有竞争力的人才，在任何一个快速发展的人才市场，都是必不可少的。你一定要做好自己的人生规划，在职业生涯的每一个阶段都要挑选最适合自己的公司。参加过大型跨国公司严格的员工培训项目，会有利于一个人在职业生涯早期的发展。
中国本土企业向来以垂青“招之即用型人才”著称，并且认为这种方法对他们的成功发挥了关键作用，因此会从大型跨国公司中寻找这样的人才。若想保持竞争力，一个人必须要拥有在两种不同企业结构下发展而来的技能和经验。
在像中国科技行业这样的快速发展的市场，经验丰富的人才供不应求，而且报酬丰厚。虽然中国经济发展前景最近充满了不确定性，但中国科技市场对颇具竞争力的优秀人才的整体需求依旧十分强劲。
选择合适的人才咨询顾问服务，可以帮助求职者轻松应对中国复杂多变的人才市场，可以帮助他们评估各种新的机遇。
China Draws Executives From Silicon Valley
Norman ChangCrunch Network Contributor
Norman Chang is a consultant at PCI Executive Search Consultants in Beijing.
China recently published its GDP growth for Q1 of 2015 at 7 percent. While this figure is drastically lower than the double-digit growth seen in previous years, it has still attracted foreign companies to invest and enter into the Chinese technology market.
As a result, salary and compensation packages for executives at Chinese tech companies are approaching those of Silicon Valley, and working for Chinese technology companies is now a viable and competitive alternative for technology executives.
China: The New Silicon Valley?
In the past, the term “local hire” indicated relatively low salaries and benefits as compared to expatriate packages. Today, compensation in China tells a much different story, and “local hire” salaries in China’s technology sector are nearly the same as those seen in Silicon Valley at the senior executive level.
The U.S. has a salary benchmark for recent graduates that is US$45,000 higher than salaries paid to recent Chinese graduates. As talent progresses through the levels of leadership, the pay gap decreases significantly, and salaries almost intersect at the Director level.
Beyond fixed cash salaries, several Chinese companies offer allowance quotas available to middle- and senior-level executives, which permit income deductions for housing, food and transportation costs.
These deductions can reach upwards of 30-35 percent. Local Chinese tech companies are employing aggressive compensation strategies to attract talent. Local companies offer incentives that range from a 30 percent increase to doubling a candidate’s current salary.
What Are Tech Companies In China Looking For?
Beyond the standard prerequisites of technical and managerial skills, an attractive candidate for a Chinese technology company must have a strong understanding of diversity. Diversity in this sense is broken down into two classes: work diversity and cultural diversity.
A diverse work experience represents an overseas education or international work experience, and includes working for a large multi-national corporation in China or abroad.
Cultural diversity refers to experience and flexibility in working with different management and leadership styles. For example, large multi-national corporations are known for their strict standard operating procedures; local companies operate with speed, agility and aggressiveness in achieving internal and external goals.
Set a strategic course by selecting the right organization for each stage of your career.
A blend of work diversity and cultural diversity demonstrates substantial competence to a Chinese tech company. An ideal candidate can “localize” strategy for the Chinese market, but also leverage skills learned from a large multi-national corporation.
Planning Career Growth
Positioning oneself as competitive is essential in any fast-paced talent market. Set a strategic course by selecting the right organization for each stage of your career. Learning from large multi-national corporations’ rigorous employee training programs can serve a candidate well early in their career.
Local Chinese companies are known for their “hire ready” strategy, believed to have played a critical factor in their success, and look to large multi-national corporations for strong talent. To remain competitive, a candidate must possess skills and experience developed from both structures.
In a fast-paced market such as China’s technology sector, experienced talent is in high demand and generously compensated. Despite recent economic instability, the overall need for exceptional and competitive talent in China’s technology market remains strong.
Working with a search consultant can guide candidates through the rapidly changing talent market in China, and can help assess new opportunities.
来源：techcrunch
科技行业
2015年08月24日
科技行业
解决科技行业多元化问题的关键在于留住员工
科技行业的多元化对话往往更关注于“交流途径”，让更多少数族裔的员工跨过这道门槛。不过，这只是第一步。第二步、也是最为关键的一步是，让他们留下来。如果具有不同背景的员工不能给公司创造一种包容性和友好的环境，那么公司就没有必要耗费资源来聘请这样的员工了。
“这并不是说你不应该重视招聘，而是说你不仅要重视招聘，还要把精力放在留住员工上面，这就像你正在填满漏水的水桶一样。”Paradigm 的首席执行官乔利·埃莫森（Joelle Emerson）告诉我。
Paradigm 是一个专注于多元化问题的咨询公司。目前 该公司正在与一些高速发展的公司合作 ，例如 Pinterest 和 Slack，用以培育并保留多样化的工作场所。这是因为，如果企业不能有效留住背景不同的人才，那便是对金钱和资源的大量浪费了。事实上，根据美国进步中心（Center for American Progress）的 研究 ，招聘和雇佣新员工的成本通常在员工年薪中占到 20%。
Twitter 工程部经理莱斯利·米莱（Leslie Miley）是位黑人，他告诉我：“我认为，即便不是更重要的一个问题，但留住员工也很重要，因为你不想挖掘具有不同背景的员工。因为如果你拥有了背景不同的员工，这便和你的文化有很大关系了。不想拥有这种员工的企业，将永远无法增强自身的多元化。这听起来很简单，但是真的很有趣，有些公司还没弄清楚这一点。”
米莱谈到，流失这样的员工可能意味着几件事。一是表明公司的企业文化没有意识到员工多元化的重要性，二是说明公司有“害群之马”，让员工在这里呆不下去了。
“事实上，我之前遇见过这样的情形，在我的职业生涯中，有人只会给有色人种创造让人寒心的环境，”米莱说道。“例如有这样一家公司——但我不会说出这个公司的名字——当他们意识到问题的时候，一切都太晚了。”
虽然米莱并未指名道姓提到 Dropbox，但我敢打赌，他指的就是 Dropbox 前员工安吉利卡·科尔曼（Angelica Coleman）遭遇的情况。科尔曼称，由于 Dropbox 工作环境对女性不友好，她最终离开了这家公司。
根据《哈佛商业评论》实施的 一项调查 ，女性离开科技公司的比例是男性的两倍。最常见的原因就是工作环境，例如得不到晋升、工作时间长以及工资低等。
埃莫森表示，若想解决员工留存问题，一个办法就是确定你的公司是否可能存在这种问题，做到这一点并不难，通过对员工进行调查即可。这种调查应该问员工几个问题，如他们打算在公司工作多长时间，他们如何看待公司的多元化和包容性问题，他们是否看到获得晋升的机会等等。若想让具有不同背景的员工们明白他们会有晋升的机会，那就是确保公司有少数族裔背景的人在领导岗位上。
埃莫森指出，企业还必须意识到，具有不同背景的员工留存率高，并不意味着企业做的任何事情都是对的。员工有可能会出于经济方面的考虑被迫留在公司里，而不是因为他们真的很享受在那里工作。“如果人们并没有离开，企业有时可能自我感觉不错，但事实并非如此，”埃莫森说。
团队任务管理平台 Asana 是与埃莫森有合作关系的另一家高增长型创业公司，该公司已经认识到多元化员工的留存重要性，但它并没有试图通过建立一套有效的机制，将员工留在公司里。
Asana 人力资源部门主管安迪·斯托（Andy Stoe）说：“我们并不是依靠我们作为‘北极星’的自我价值，让我们各司其职，相反，我们还试图打开‘黄手铐’（golden handcuff），这样员工会出于合理的考虑留在 Asana。”
斯托所说的“金手铐”是指各种公司福利，比如说股票期权及其他丰厚的奖励等，旨在鼓励员工不要离开公司。Asana 尝试放松“金手铐”的束缚，改变标准的劳资协议条款，令其适用于公司新的股票期权规定。
以前，Asana 员工离职后，只有三个月时间来执行股票期权，过后即丧失期权。如今，从 Asana 授予其股权之日起，员工将有 10 年时间来执行期权，即便他们任职未满 10 年就离开了公司。
最终，科技公司必须对两个问题进行深入思考，一是创造哪种工作环境，二是如何能让背景多元的员工寻找和获得晋升的机会。此外，企业还必须要知道激励员工留下来的原因是什么。是企业包容、健康的工作环境，还是说员工手腕上的“金手铐”？如果是因为后者他们才留了下来，那么企业就必须做出改变了。
Hacking Diversity In Tech By Emphasizing Retention
Conversations around diversity in tech often focus on the “pipeline” and getting more people from underrepresented groups through the door. But that’s just a first step. The next, most critical step is retention. There’s no point in a company using its resources to hire a diverse people if they’re not going to offer them an environment that is both supporting and nurturing.
“It’s not to say that you shouldn’t focus on [hiring], but to focus on that and not focus on retention, it’s like you’re filling up a leaky bucket,” Paradigm CEO Joelle Emerson tells me.
Paradigm is a consulting startup that focuses on diversity. It’s currently working with high-growth companies like Pinterest and Slack on fostering and retaining a diverse workplace. That’s because if companies can’t effectively retain diverse people it’s a huge waste of money and resources. In fact, the cost of recruiting and hiring a new employee is typically 20 percent of the annual salary for that person, according to the Center for American Progress.
“I think that [retention is] as important if not more important because you don’t want to churn out diversity,” Twitter Engineering Manager Leslie Miley, who is black, tells me. “Because if you churn out diversity, that says a lot about your culture. Companies that do churn out diversity will never be able to increase their diversity. It sounds very simple, but it’s really interesting to see that some companies haven’t figured that one out.”
Losing diverse employees could mean a couple of things, Miley says. It could mean either that it’s a culture that doesn’t recognize diversity matters, or it could be that there’s just a bad apple driving people out the door.
“I have actually seen that previously in my career where one person can create an environment that is just chilling for people of color,” Miley says. “There’s one example, but I won’t name the company, by the time they realized that there was a problem, it was too late.”
Even though Miley didn’t specifically call out Dropbox, my bet is that he was referring to the situation with former Dropbox employee Angelica Coleman, who says she left the company because of its unsupportive environment.
Women leave tech companies at twice the rate of men, according to a study by the Harvard Business Review. The most common reason is the working conditions (e.g. no advancement, number of hours, low salary).
One way to combat retention issues is by determining if your company is at risk of them, which can be accomplished through surveys, Emerson says. These surveys should ask employees things like how long they plan to be at the company, how they perceive diversity and inclusion in the company, and if they are aware of opportunities for advancement. And one way to signal to diverse employees that there are opportunities for advancement is to ensure there are people from underrepresented backgrounds in leadership roles.
Companies also need to recognize that a high retention rate of diverse employees doesn’t necessarily mean the company’s doing anything right, Emerson says. People might be forced to stay on at a company because of financial reasons, not because they actually enjoy working there. “If people aren’t leaving, companies sometimes make the assumption that everything is fine, and that’s not always the case,” Emerson says.
Productivity startup Asana, another high-growth company that Emerson works with, recognizes that retention of diverse employees is really important, but it tries not to create mechanisms just to keep people at the company.
“Instead we rely on our own values as the north star, and literally hold ourselves accountable, Asana Head of Recruiting Andy Stoe says. “We also try to remove the ‘golden handcuffs’ so people want to stay at Asana for the right reasons.”
The “golden handcuffs” Stoe is talking about are the benefits, like stock options and other deferred payments, that aim to discourage people from leaving the company. Asana has tried to loosen the handcuffs by changing the standard terms that apply to the company’s new stock options.
In the past, employees had just three months after leaving Asana to exercise their options before they were forfeited. Now, employees have 10 years to exercise those options from the date Asana grants them, even if they leave the company before that time.
Ultimately, tech companies need to be thoughtful about the kind of work environment they create, and how they enable diverse employees to seek and attain opportunities for advancement. Companies also need to be aware of what is incentivizing people to stay. Is it because of the company’s supportive, nourishing environment? Or, are employees staying because of the golden handcuffs around their wrists? If it’s the latter, something needs to change.
来源：techcrunch
科技行业
科技行业
科技行业
科技行业
科技行业
科技行业
科技行业
科技行业
科技行业
科技行业
扫一扫 加微信
hrtechchina
