Finding the right workforce is only one part of a complex equation

Acquiring and keeping talent is important to any organization, no matter where. Even if you have a perfect business plan, have analyzed your market niche and competitors and come to China with a defined project ready to be implemented, you won't succeed if you fail to attract the most suitable workforce and make the most of it.

In my day-to-day job as a recruitment consultant at Antal I don't simply deliver the most suitable and qualified candidates to my clients, I also help them become influential in the market in terms of finding people - particularly my clients located in Europe who have just started to develop their companies in China.

The first step is to understand how the Chinese market is evolving in attracting and retaining talent and how to define and use a client's selling points by taking its project plan and making it work in the Chinese culture. Then we look at what it needs and how a new candidate will influence its project. Finally we look at the disciplines and find the appropriate candidates for the business in China by defining the skills set and taking into account the hiring market for its sector. We benchmark a salary structure to suit the organization and the market and help it to negotiate so it is competitive.

But sometimes after all this hard work clients fail to cement their team in China. Foreign companies can pump a lot of money into recruitment yet leave feeling frustrated. A recent report showed that more than a third of Chinese employees are considering job-hopping. So what are we missing here? How can you succeed in developing your team in China? By widening your perception of the marketplace. In my experience, developed through talking to clients and candidates every day, financial reward is by no means the sole preoccupation of Chinese in their work. In fact their main focus is their long-term career path and professional and personal development. Any company that can grasp that and is prepared to make the change has the potential to become a leader in the market.

The first thing employers must understand is that in a booming market like China, which has grown incredibly in the last few years, with the consequent rise in job opportunities, there are more recruitment choices than ever for candidates and companies.

Because of this, retaining staff and developing loyalty involves all employees from human resources to all line managers and C-level executives. This should be a priority for every organization.

What are the critical benchmarks that Chinese employees use in judging their employers?

Employees with one to three years' working experience will be highly focused on a company's reputation and on training. The priorities of such candidates are promotion and the potential to upgrade their technical skills. They are the big force that drive the future of corporations and candidates are looking to be part of an experienced team and to be led by experienced managers from whom they can be guided and learn. The first working years are the most important in their development. Access to big projects, training programs in the organization, the chance to go to headquarters for training and so on will all be factors in their considerations.

So how can you get an employee to be committed to your organization? First of all you must understand that gaining employee loyalty is no easy task. From the very beginning you must have a clear set of objectives for them, introduce them to everybody and offer them all the resources they need to meet these objectives. With the cooperation of all departments you must work step by step to empower the employee and give them a sense of belonging in their team and the company. Coach them and support them to be responsible for their own growth and development and you will be surprised how much value they can add to your organization.

Employees with four to 10 years' working experience have already demonstrated their value in their particular roles. A company must recognize they have more to offer, respect this and provide an environment beneficial to all. With these employees there will be a greater focus on promotion and life/work balance. Many will be in their 30s and probably already in senior roles so will be looking to further solidify their careers and personal development.

What really motivates them is a challenging position in a growing organization in which they can further their experience, demonstrate their commitment and develop skills to grow with the organization. They will respect the company for what it has achieved in China, for its development plans, for the quality of its services or products and for its having an open environment in which ideas can be shared, working with other teams.

I have had a few cases where candidates have accepted a pay cut because a new opportunity gave them the chance to face more relevant challenges and responsibilities. They were able to be more involved in the growth and strategies of the company, or the employer was offering them a relationship based on mutual trust and was committed to their career development in the organization.

So to keep these employees, engage them and make them part of your company growth.

Finally, candidates with more than 10 years' work experience will be more focused on job satisfaction and their own personal sense of achievement. They want to work for a company or in a project in which they can have the challenge of setting up a new office, plant, team or developing a new market or new products. The most important aspect in keeping such candidates motivated is to ensure that before you hire them you can manage their expectations in the short, mid and long term.

All of that must be backed up by a reasonable salary and benefit structure that shows that you value them. In developing a salary policy appropriate for the Chinese market it should not be forgotten that there are still big disparities, particularly between different cities and sectors.

I recommend that employers have an estimated salary range but seek professional services to ensure their range is realistic and competitive. It is worth bearing in mind that with junior roles, while salary is always important, the opportunity for growth and development is far more influential than a large base salary. Mid-senior employees focus on not just their base salary but their potential earnings in targeted bonuses and commission structures. Companies that can offer these things are in a better position to hire good talent and, most importantly, keep it.

So what are the key points to developing a strong team and a mutually committed relationship in China to further your business?

Keep HR positioned at a strategic level in your organization to be successful in hiring, creating and managing teams, developing team commitment, belonging and loyalty.

When bringing your project to China take into account Chinese culture and do not underestimate the impact that small cultural misunderstandings can have on your business.

Develop a plan for recruitment. That is, don't become too focused on day-to-day hiring and lose sight of your global team vision.

Walk the walk, talk the talk. Chinese employees do care about management and leadership style. If you fail to act in the correct way you will lose them.

The author is a senior consultant of Antal International, an HR consulting company. The views expressed in the article do not necessarily represent those of China Daily.