Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot
SummaryNew Modes are Out to Stimulate the World: An Analysis onthe HR Service MarketAn Outlook for Human Resources ManagementCase StudyDDI: Commitment to Excellence in Talent ManagementGUANAI TONG: The Trump Card of EnterprisesKelly Services: Prepare for the FutureTop 100 Brands ListCompany ProfileAbout the ListAssessment Mode and ProcedureIntroduction of Evaluation Model of the ListAcknowledgementAbout ResearchPublishing InstitutionDisclaimerCopyright StatementContents002026042070096111112113114115
01Top 100 Human Resources Services Brands in Greater China 2013Top 100 Human ResourcesServices Brands in GreaterChina001Top 100 Human Resources Services Brands in Greater China 2013
Top 100 Human Resources Services Brands in Greater China 2013002SummaryNew Modes are Out to Stimulate the World:An Analysis on the HR Service MarketAn Outlook for Human Resources Management
003Top 100 Human Resources Services Brands in Greater China 2013New Modes are Out to StimulateThe World:An Analysis on The HR Service MarketAffected by the financial crisis, in 2009 the global human resources and employmentservices market swung into heavy losses and gross revenues of the industry fell by 23%.Thanks to the rapid growth of emerging markets and the gradual recovery of the globallabor market, the global human resources and employment services market began torebound. According to the forecast of the American market research firm IBISWorld, therevenue of global human resources and employment services market would reach $590.1billion in 2012, and it will continue to grow in the next five years.A growing number of global players have made emerging markets as their strategic drivingforce for future global growth, and hence increased their investment in these markets. InJune 2012, Deloitte announced a significant three-year investment program in the strategicmarkets, and pledged to pump $750 million into these markets. This is a follow-up marketinvestment program right after the previous program implemented in fiscal years 2010-2012whose total amount hit $500 million. Among them, more than 50% ($400 million) of theamount will be invested in Asian markets, namely China, India, Japan, Korea and countriesin Southeast Asia.Compared with banking, express and other industries, the HR services industry is known forits high degree of openness. Since the limit to foreign stakes in HR-related Sino-foreign jointventures of 49% was abandoned in 2006, the industry has become increasingly open thanever. At present, all the top ten global human resources services providers have opened theirbusinesses in China, and after eyeing for opportunities in China for more than a decade, manyleading foreign HR-related companies have pushed forward their penetration into China, andexpanding their operations from first-tier cities to second and third tier ones, while Chinasdomestic human resources services providers have also grown up from strength to strength inthe fierce market competition.
Top 100 Human Resources Services Brands in Greater China 2013004Big players win through. According to IBISWorld’s forecast, the worlds top four giants combine to take13.1% of the global human resources services and employment market in 2012, and this prediction hasbeen confirmed by the "HRoot Global 50 Human Resources Services Providers 2012.”In the past few years, mergers and acquisitions in the industry is on the rise, in which industry giants withdeep pockets have been winning over rookie, changing their business directions, or improving their whole-industry chain products and services, such as SAP’s acquisition of SucessFactors, Oracle’s acquisition ofTaleo, IBM’s acquisition of Kenexa.Even segmented areas are showing an impressive dose of vitality; fragmented and decentralizeddevelopment pattern will continue to exist. Big players in niche market will continue to emerge, such asRobert Half, the professional recruiting companies focusing on the finance and accounting sector, whileTemp Holdings, Japans largest integrated human resources services company is another example of thiskind; the company is a household name in Japan, but it keeps a low profile in other markets.Top 10 Global HR Service Providers in 2012 (unit: USD, million)Source: HRoot Top 50 Global HR Service Providers 2012Ranking CompanyGross revenuein2011Year-on-year growthrate of revenueOperatingprofit in 2011Operating marginfor the year1德科（Adecco）28,567 15.1% 1,061 3.7%2任仕达（Randstad）22,560 19.6% 347 1.5%3万宝盛华集团（ManpowerGroup）22,006 16.6% 524 2.4%4安德普翰（ADP）9,880 10.7% 1,933 19.6%5必胜（Kelly Services）5,551 12.1% 58 1.0%6瀚纳仕（Hays）5,222 25.7% 183 3.5%7怡安翰威特（Aon Hewitt）4,501 113.2% 448 10.0%8中智（CIIC）4,484 33.4% 55 1.2%9美世（Mercer）3,782 8.7% / /10罗致恒富（Robert Half）3,777 19.0% 250 6.6%
005Top 100 Human Resources Services Brands in Greater China 2013Online RecruitmentThe "Employers Recruitmemt Willingness Report Q2 2013"released by 51jobs shows that Chinese employers will be moreactive in recruitment: more than 70% of employers have said theywill hire more employees compared with the same period in 2012.For quite a long time, the recruitment market in China as a wholewill still maintain its growth momentum, according to statistics ofMorgan Stanley, in 2015, Chinas online recruitment will register atotal revenue of $3.6 billion.
Top 100 Human Resources Services Brands in Greater China 2013006The Job Board ModeThe job board mode of online recruitment is on the decline, and the market shareof the enterprises that use this mode will be grabbed by enterprises embracingother recruitment modes. Monster, the No. 1 player of the job board mode in theworld whose business has covered about 55 countries, has to drop its loss-makingsubsidiaries after many years in the red; it has pulled out from a few markets such asBrazil, Mexico and Turkey, to focus on the North America and Europe markets thatare essential to it. In the China market, its wholly owned ChinaHR.com was sold for arock-bottom price.Thanks to Chinas huge population base and the huge recruitment needs, Chineseonline recruitment companies using job board mode are still able to maintain a certainlevel of growth. After the resignation of ChinaHR.com, 51jobs and Zhaopin.com splitits former market share, and push the competition from first-tier to second- and third-tier cities.Since Zhaopin.com revised its interface in August 2011, its website traffic, number ofmonthly coverage and visits improved steadily. In January 2013, its parent company,the Australian recruitment group Seek Limited announced an increase in its stake,and it would spend $105 million to increase its stake from 55.5% to 72.3%, helpingZhaopin.com move one step further to the goal of going public. Meanwhile, SeekLimited is also the parent company of JobDB, another Chinese online recruitmentcompany.Since it went public, 51job has maintained excellent financial performances: in fiscalyear 2012 its revenue grew by 10.4%, and its net profit rose by 21.6%, while Recruit,Japans largest human resources and consumer website is the largest shareholderof 51job. According to public information, as of the first quarter of 2011, RecruitCompany held 41.2% of the shares of 51job. Recruit registered annual revenueof more than 800 billion yen, and it is another the parent company of Indeed, arecruitment company that adopts the search mode: it acquired the latter in September2012.
007Top 100 Human Resources Services Brands in Greater China 2013Social networking has changed the landscape of recruitment industry’s marketing, business andproduct modes, and has created the most profound impact on traditional online recruitment. Socialnetworking recruitment focuses on professionals without obvious job-seeking intentions, and itsidesteps the unspecific pattern of the Job Board recruitment but targets the top quality candidateswho are also passive job seekers.Social networking sites allow employers accurately search candidates and quickly match candidateswith their demands, and can ensure that the information is real-time, true and reliable, so thatemployers can easily conduct background checks. Employers can also be charged as per the effects.The percentage of U.S.-based companies adopting social recruitment is the highest in the world. in2012 more than 90% of enterprises have adopted this mode, and more than 70% of recruiters havedeveloped above-the-par skills of using social networking sites to recruit, and the success rate ofrecruitment increased substantially. This passive mode of recruitment can make headhunting the nextbusiness totally reshaped by the Internet.The financial statement of LinkedIn in 2012 shows substantialrevenue growth, of which its talent solutions--whose volume hasdoubled-- accounts for 53.8% of its business.2011 2012 Year-on-year growthTotal operating income 522.1 972.3 86%Revenue of Recruitment Solutions 260.8 523.6 100%Financial Data of LinkedIn (Unit: USD, million)Facebook, the worlds largest social networking site, has also begun to test water online recruitment platformlast year, while native Chinese websitestianji.com , Renren, and Dajie have also flocked to this market.Social Networking Recruitment ModeSource: LinkedIn financial statements.
Top 100 Human Resources Services Brands in Greater China 2013008Job1001.com and 36.cn are representatives of another kind; they divide the job market inaccordance with the industries and geographic regions and provides many different sub-sites in overtwenty hot industries, such as auto, medical, construction, chemical, electric power and so on, whileeach site is small and highly specialized but prove deep into the potential of the human resources inthe industries and enterprises and provide job seekers with more accurate job matching. Accordingto industry sources, job1001.com has raked in some RMB1 billion in sales volume.The vertical pattern of recruitment focuses on segmented market, targeting highly specificdemographics to help job seekers and businesses realize fast and efficient communication.The job websites of this recruitment mode focus on segmented markets, such as Yingjiesheng, anonline recruitment website that faces college students and school leavers founded in 2005 by threestudents of Shanghai Jiao Tong University. They were hunting for jobs while perfecting the website,and won venture capital in 2006, and started to make profit in 2008. According to statistics, each yearmore than one million college students have landed jobs and some 200,000 college students havefound part-time internship opportunities through YingjieSheng.Com.Industry Vertical Recruitment Mode
009Top 100 Human Resources Services Brands in Greater China 2013This mode uses the core technology of search engines to deal with massive amount of job searchand recruitment information, and match the information on supply and demand to realize successfulrecruitment. This mode is changing the landscape of online recruitment. The concept of this mode issimilar to those of Google, Baidu and other search engines and the relevant websites do not competewith each other, and they bring forth data after integrating them.Indeed is a representative of this mode, and it is currently the worlds largest online job search engine.Indeed scout recruitment information from thousands of job sites, newspapers, job agencies, andcompany websites, and allows job seekers to view all the posts when they log on. Compared withthe traditional search engine that displays only the salary lists, Indeed.com also presents other inforelated to the job as well as that on the development of the company to let users make comprehensivecomparison and selection. It also allows diverse searches, by industry, region or keyword.According to the statistics of the market research firm comScore, Indeed has exceeded Monster forthe first time to become No. 1 job search site in 2010. At present, its number of visits is the total of thetwo sites of Monster and CareerBuilder. In January 2013, Indeed announced that its monthly figure ofvisitors had topped 100 million.Indeed was established in 2004, covering more than 50 countries and regions and supporting 26languages. In 2012, the Japanese company Recruit acquired indeed, and made its profit-making modesimilar with the charging mode of Google.Search Recruitment Mode
Top 100 Human Resources Services Brands in Greater China 2013010Comments-on-employer Recruitment ModeThe recruitment site Glassdoor embraces a community end-to-end communication mode, and solves theproblems of information asymmetry in the recruitment process. Glassdoor users can see the contents ofthe nearly three million companies around the world, including payrolls, employee comments, and interviewexperience.In February 2012, Glassdoor introduced a new function named Inside Connections that allows users toconnect Facebook accounts make use of the job networks between friends.The traffic of Glassdoor grew by 160% in the past year, and it has 13 million visitors per month, while 40%of the traffic is concentrated in Canada, India, the United Kingdom, France, Singapore and other places.Glassdoor’s revenue grew by 175% in the past year, mainly from display ads, accurate delivery of job infoas well as tailor made websites for employers and competitor analysis tools.Glassdoor approaches recruitment business by virtue of forming a job community with quality recruitmentinfo, and China has a similar website to Glassdoor named Fenzhi. It currently has more than 800,000companies’ information, more than four million registered users, and nearly three million pieces of infoon salary, reviews and interviews, but it is still yet to be confirmed whether the mode of fenzhi can help itchallenge the leadership of 51job.
011Top 100 Human Resources Services Brands in Greater China 2013Human Resources OutsourcingAs early as 1989, well-known management expert Peter Drucker wrote in his book thatby any work of background support without creating turnover should be outsourced,and any activity that does not offer advanced development opportunities to the businessshould also be done by outsourcing. "In China, as many as 90% of Chinese companies on the Fortune 500 list have adoptedHuman Resources Outsourcing (HRO) but the depth of application is still far behindtheir overseas counterparts.The traditional outsourcing mode of “personnel agency” collecting a monthly servicefee has seen its profit margin much squeezed. Although the revenue of CIIC, BeijingFESCO and Shanghai FESCO and other giants have maintained 30%-50% annualgrowth rates, this is mainly due to the huge human resources outsourcing market inChina, as well as substantial growth in profit margins due to scale effects.Foreign human resources outsourcing companies mainly adopt the Business ProcessOutsourcing (BPO) practices, such as: human resources information systemsoutsourcing, payroll outsourcing, talent management outsourcing, learning outsourcingand Recruitment Process Outsourcing (RPO).
Top 100 Human Resources Services Brands in Greater China 2013012Source: HRoot Global Human Resources Service Indsutry MarketWatch, March 2013The payroll outsourcing company ADP is the most profitable enterprise in the field of global humanresources services. ADP’s operating profit topped $1.933 billion in fiscal 2011, and its operating profitmargin hit a whopping 19.6%. ADPs financial advantages do not stop there however. As of March31, 2012, ADPs market capitalization hit $30.96 billion, being the highest in global human resourcesservices industry, even higher than Marsh & McLennan, the parent company of Mercer, and Aon Group,the parent company of Aon Hewitt.Paychex, ADPs main competitor in North America, scoredsubstantial operating profit margin as high as 38.3% in fiscal2011 although its headcounts are less than 20% of that ofADP. Only by considering the human resources business,Paychex is the worlds second largest company in the humanresources service industry in terms of market capitalization.The high profits of ADP and Paychex result from their uniquebusiness mode, that is, business process outsourcing onsoftware platforms; client using the software platforms canmake self-service operation, reduce labor costs, improveaccuracy and speed up information delivery. This mode makesthese companies the few case of the technology-intensive,asset-light and high cash para-financial company mode in thehuman resources services industry, and has a very high returnon assets. ADP is one of the four non-financial companiesrated AAA by Standard & Poors and Moodys.Payroll OutsourcingAs an aggressive company, ADP apparently is stillnot satisfied with this: In the second half of 2011,ADP announced the acquisition of the worlds leadingRecruitment Process Outsourcing (RPO) company, TheRight Thing. The recruitment posts of the latter is thesecond largest in the world, and before acquisition it hadrecruited more than 190,000 personnel for its clients.Through the acquisition, ADP quickly entered surroundingcomplementary business market, not only expandedthe scope of business of its HR business processoutsourcing, but further established its position as theworlds largest human resources outsourcing company.Paychex has not yet entered the China, while the otherservices giant NorthgateArinso (NGA) has set up officesin Hong Kong, and Shanghai, and has established an R& D center in Dalian.Ranking of Market Capitalization of HR Services Providers, Mar. 2013RankCompany Namein EnglishCompanyName inChineseCode ofExchangeStock Exchange Stock CodeMar. Cap.on Mar.31,2013 (Ori.Currency1)Currency& UnitMar. Cap onMar. 31, 2013(USD)Mar. Capon Feb.28(USD)Comparedwithpreviousmonth1 ADP 安德普翰 NASDAQ Nasdaq ADP 30960 USD,mn 30960.00 29,789.00 3.93%2Marsh & McLennanCompanies, Inc./Mercer 3威达信集团 NYSENew York StockExchangeMMC 20701 USD,mn 20701.00 20,241.00 2.27%3 Aon 怡安 NYSENew York StockExchangeAON 18780 USD,mn 18780.00 18,928.00 -0.78%4 Paychex NASDAQ Nasdaq PAYX 12850 USD,mn 12850.00 12,041.00 6.72%5 Adecco 德科SWX/EURONEXTADEN/ADE ADEN/ADE 9595.66 CHF,mn 9809.64 10,924.53 -10.21%6 Edenred 艾登瑞德 EPANYSE Euronext(Paris)EDEN 5761 Eur,mn 7483.54 7,264.76 3.01%7 Randstad 任仕达 AMSNYSE Euronext(Amsterdam)RAND 5496 Eur,mn 7139.30 7,276.46 -1.88%8 Towers Watson 韬睿惠悦 NYSENew York StockExchangeTW 5478 USD,mn 5478.00 5,306.00 3.24%9Robert HalfInternational罗致恒富 NYSENew York StockExchangeRHI 5215 USD,mn 5215.00 5,003.00 4.24%10 ManpowerGroup 万宝盛华集团 NYSENew York StockExchangeMAN 4360 USD,mn 4360.00 4,284.00 1.77%
013Top 100 Human Resources Services Brands in Greater China 2013Recruitment Process Outsourcing (RPO) business has been favored by a number of human resources services giant,not only because of its large and fast-growing demand, but also because of its very high potential gross margin andprofit margin.According to Everest Group’s "Global RPO Report 2012”, in 2011 the global RPO market reached $1.6 billion, and hadan annual growth rate of more than 25%; next to the continuous growth in North American market , the growth rate in theEuropean and Asian markets were the next fastest.ManpowerGroup signed a contract to provide recruitment services for the Australian Defence Force for a period of fiveyears with the value of at least 4 million Australian dollars, setting a record of transaction volume in a single case in thehistory of the industry.In China, Randstad, Kelly Services, Career International, Manpower, 51job, and CIIC, as well as FESCO,SFSC areactively exploiting the potential of the market.In September 2011, Randstad acquired SFN Group for $770 million, and made the SourceRight Solutions of SFNs as apart of Randstad Sourceright, a business that has entered China.On September 13, 2012, Talent2, Australias largest human resources business process outsourcing and managementservice provider, announced that after trading at stock exchange for nine years, the company has completed itsprivatization program, and formed a joint venture with the Allegis Group. The Asia Pacific market of Talent2 and Allegis’mainstream market in North America, Europe, Middle East, Africa can be mutually complementary, and the move canenhance the ability of both companies to provide recruitment services and human resources outsourcing services tocustomers on a global scale. Allegis Group is the third largest temporary staffing management company in the UnitedStates that registers nearly $ 10 billion in revenue.To expand its business of outsourcing in China, Kelly Outsourcing & Consulting Group, a brand of Kelly Services (one ofthe top five HR solutions services companies in the world), opened its new office in Shanghai in December 2012, as amove to announced the further expansion of its business.Recruitment Process Outsourcing
Top 100 Human Resources Services Brands in Greater China 2013014Rankingin 2012Rankingin 2011logo CompanyNumber of recruits in2011, x100001 3 PeopleScout 222 5 Kenexa15*3 4 Adecco RPO 6*4 1 Alexander Mann Solutions(AMS) 6.2*5 / Randstad Sourceright26.56 6 Allegis Talent2 189 10 Futurestep,A Korn Ferry Company 0.9-1*10 12 Hudson RPO 1*11 8Kelly Outsourcing and ConsultingGroup(KellyOCG)3*13 11 Aon Hewitt 7.4/ 2 SourceRight Solutions36.5/ 7 The RightThing4191. Kenexa was acquired by IBM in Aug. 2012;2-3. Sourceright Solutions of SFN group was renamed Randstad Sourceright after its acquisition by Randstad.* data in 20104. ADP acquired The RightThingSource: Baker’s Dozen RPO Enterprises 2012 selected by HRO TodayThe worlds leading RPO providers are keenly aware that RPO market will experiencea period of rapid growth, major RPO suppliers in the following form have all enteredthe China market with the only exception of PeopleScout, the company with the largestvolume of recruitment.2012 Bakers Dozen Customer Satisfaction Ratings of HRO Today
015Top 100 Human Resources Services Brands in Greater China 2013Talent Management,Assessment and EvaluationIn the past year, the global talent management, assessment and evaluation industryhas witnessed many significant mergers and acquisitions that have changed the marketstructure.In July 2012, the leading membership-based consultancy firm Corporate Executive Board(CEB) shelled $660 million in cash for the acquisition of SHL, a leading talent measureand cloud management solutions company.The SHL is headquartered in the United Kingdom whose branches spread over Europe,Asia, Africa, Australia, New Zealand and the United States. The company providesservices to more than 10,000 customers in over 111 countries, and assess 25 millionpeople annually, and has over 30 languages for its service. SHL was acquired byHgCapital in 2006, while after its merger in 2011 with the talent assessment firm PreVisor,VeronisSuhler Stevenson (VSS) fund became one of its its joint investors. In 2011, SHLrecorded a total revenue of $209.8 million, while CEB pulled in $484.7 million.
Top 100 Human Resources Services Brands in Greater China 2013016After the merger, the main business of the two sidesare highly complementary - CEB has a wealth of bestpractices, in-depth industry insight and data, and theycomplements the assessment, predictive analysis, andreliable technology platform of SHL; the merger willexpand the two companies’ market significantly andincrease the market shares and coverage in majordeveloped and emerging markets. CEB seeks to expandand extend its existing platform through the technology-driven solutions and enhance its comprehensive strength.Mergers and acquisitions among top players are notuncommon. In December 2012, the talent managementsolutions provider Korn/Ferry International acquired PDINinth House (PDINH) for $80 million in cash. PDINH isa leading global leadership solutions provider which wasformed in 2009 by the merger of PDI and Ninth House.PDINH is also a major competitor of DDI in the UnitedStates. Though the acquisition, PDINH will become apart of the international leadership and talent consultingbusiness of Korn/Ferry.Korn/Ferry International is known for its Executive Searchservices, but in recent years, through frequent adjustmentsof its business, it has extended its business to CEO andmanagers search, executive coaching, talent management,leadership consulting and managerial talent assessment.Korn/Ferry’s landmark achievements include the completionof one million executive assessment. The company nowprovides decision-making style assessment, evaluation andinvestigation products like Via EDGE, Choices Architect,LFE, Voices, forward-looking assessment, SIE, coachingeffectiveness survey.In August 2012, IBM invested $1.3 billion for the acquisitionof integrated human resources service providers Kenexa, amove that riveted attention in the industry. The acquisitionwill further consolidate IBMs service competitiveness andhelp clients improve their social commercial capabilities.Kenexa will bring IBM consulting services that combinehuman efforts and workflow, at the same time it will combinethem with the cloud technology to produce more intelligent,optimized human resources solutions for critical businessfields.Beisen, a leader in talent assessment, unveiled in 2010new SaaS-based recruitment services. With companiesincreasingly focus on the efficiency of internal management,recruitment management software market in China willembrace a period of rapid development. Currently, Beisen’sassessment products can seamlessly integrate with variousrecruitment systems.
017Top 100 Human Resources Services Brands in Greater China 2013Human Resource Consulting,Talent DispatchGiven the huge demand of the HR industry, the headhunting industry, in spite of the influence of economiccycles, is still in a state of rapid development. The Big Five human resources consulting agencies, i.e., Mercer,Hewitt, Watson Wyatt, Towers Perrin, Aon) are showing strong development momentum after their mergerin the previous few years, and they have a bright future ahead of them. Towers Watson, Marsh & McLennan(Mercers parent company), Aon (Aon Hewitts parent company) have seen their share prices hit record high inthe past 10 years (Marsh & McLennan saw a 5-year high) .As Hewitt has developed in China for a longer time than others and has strong customer connections and veryhigh brand awareness, Aon Hewitt, although only as a business rather than an independent subsidiary of Aon, ithas its independent brand while operating in Greater China.The temporary staffing industry experienced dramatic decline, as the unemployment rate in the Europeanmarket remains high. Eurostat data show that euro-zone countries and the EU-27 unemployment rate reached11.6% and 10.6% in September 2012, Spain and Greece, the unemployment rate exceeded 25%. Chinapersonnel deployed encounter legal regulation, the new labor contract law for the first time in five years, tomodify, to modify on dispatching provisions from the law strictly regulate labor dispatching, the industry is full ofvariables.An endless stream of new business modes is emerging. Through various institutional changes in the humanresources industry, quality human resources service provides will win through in heated competitions.
Top 100 Human Resources Services Brands in Greater China 2013018An Outlook for HumanResources ManagementAs competition for talent intensifies, the level of human resources management hasbecome a determinant of the success or failure of enterprise in the competition in thefuture. In an era of globalization known for complex market environment, companiesneed to constantly change the management of human resources, to continue to addvalue to human capital to navigate the uncertainties in the future competition, and toreshape the future of the human resources management.
019Top 100 Human Resources Services Brands in Greater China 2013Tremendous Impact Brought by SocialNetworkingThe explosive growth of information makes modern society largely an "informationsociety", and the emergence of social media has had a profound impact on thecommercial, political and cultural landscape.There is no doubt that social media have determined the modes and effects of informationdissemination. Before the advent of social media, the dissemination of information showeda linear pattern: information was provided by communicators through certain channels ofcommunication to the audience in a process of one-way flow.The emergence of Facebook, Twitter, YouTube and other social media have subvertedthe traditional mode of dissemination. A unique "node - broadcast" mode of transmissionof social media has opened up an entirely new mode of transmission. In social networks,users are accustomed to record and share ideas in the form of "short messages" forreleasing something new, and the formation of such user behavior has in turn, impactedon the expression of the information, in particular, to change one-way linear mode oftransmission into node-interaction. Thus, the advantage of social media has providedinformation dissemination a two-way communication channel rather than the unidirectionalflow in the traditional sense.
Top 100 Human Resources Services Brands in Greater China 2013020Strong Ties and Weak Ties TheoryWith the advent of mobile media, it is more convenient for audience to contactand to use social media, which has enhanced the reliance and affinity ofthe public on social media, and sped up the dissemination of information.Meanwhile, social media tend to form "weak links" in interpersonal relationships.American sociologist Mark Granovetter believed that interpersonal networkcan fall into two categories: “strong ties” and “weak ties”. “Strong ties” meansthe people are in homogeneous groups (in terms of jobs, the informationconvergence); they have close relationships between them,and there are strongemotional factors that maintain interpersonal relationships. On the contrary,”weak tie” relationship is characterized by the heterogeneity of an individualssocial network (that is, the network is very wide and the people in contact maycome from all walks of life, and the information obtained are multi-faceted); theinterpersonal relationship are not very strong, or involve many emotional ties.The strength of the relationship determines the nature of the information and thepossibility for individuals to achieve its goal of its actions.The study also has found that: In fact, among one’s social relations theclosest relationship in ones work and career is not “strong ties”, but moreoften the "weak ties". "Weak ties" are not as closely knit as “strong ties”, butare very fast, with low-cost and high-performance communication efficiency.In one of his books, Granovetter comes to this conclusion: weak ties arevery useful in looking for career opportunities, because weak ties can passbetween the different groups non-repetitive information, and give socialnetwork members a wealth of information resources. In fact LinkedIn’stheoretical foundation lies in the theory of weak ties.In addition, Granovetter also proposed the "strength of weak ties"hypothesis. He believes that weak ties tend to connect actors with people ofhigher heterogeneity, in a form of a "relational bridge." They can relay non-repetitive information to different groups, expanding the range of informationtransfer and achieving better dissemination results. Macroscopically, asa new platform for the dissemination of information, social networkingallows a large number of ordinary users to participate in the disseminationof information, and this is changing the landscape of media and publicopinions.The public’s increasing dependence on social media has greatly changed the mode of information dissemination.Meanwhile, the process of obtaining information of the public is not a complete one, but sampling interesting fragments,or dubbed “fragmentation existence of the audience.”
021Top 100 Human Resources Services Brands in Greater China 2013Six Degrees of Separation TheoryIn 1967, Harvard University psychology professor Stanley Milgram designed a chainletters experiment, proving that on average only six people are needed to get anytwo Americans know each other. Basing on this, Milgram proposed the six degrees ofseparation theory, believing that to establish contact between any two people in theworld, a maximum of only six people are involved. This also means that between youand any stranger there are no more than six people, In other words, through six peopleat most you will be able to get to know any stranger.In fact, the theoretical basis of social network is the "six degrees of separation." Thetheory suggests that in the society "weak link" relationships prevail, but they play a verypowerful role. However, Facebook found via researchers at the University of Milan, Italywho studied 721 million active users, that the average number of people between anytwo independent persons in the world is 4.74.
Top 100 Human Resources Services Brands in Greater China 2013022Cloud Computing to Lead theTransformation of Human ResourceManagementAs the Internet and technology are advancing by leaps and bounds, cloud computing technology,the development of mobile Internet technology has greatly changed and affected peoples livesand behavior. Meanwhile, the Internet technologies have subverted the modes of the operationsof enterprises.Cloud computing is the mode of increase, use and delivery of services based on the Internet,which usually involves easily expandable and virtual resources that can be provided with theInternet. It is so named as the characteristics and nature of cloud services on the Internet issimilar to the the water cycle in the Nature. The three modes of cloud computing services are:Software as a Service (SaaS), Platform as a Service (PaaS), Infrastructure as a Service (IaaS),which have the following characteristics:On-demand self-serviceAccess to the Net anytime, anywhere and with any Net deviceResource pool shard by multiple peopleFlexibility of rapid re-deploymentMonitor-able and measure-able service
023Top 100 Human Resources Services Brands in Greater China 2013As cloud computing becomes mature, people can safely share data, a move that can savea lot of time and cost. For example, when companies need to play video in their trainingprocesses a decade ago, they need to hire a professional video production company todo recording, processing, production of CD or video tapes and so on, requiring enormoushuman, material and financial resources. Now, companies can take advantage of some high-quality, low-cost tool or websites to produce their own videos, and post them on the Net; aprime example is the very successful Khan Academy, which has a collection of more than 3,500teachers videos of Khan teachers in its online library and offers free, high-quality teachingresources to users around the world. Therefore, the cloud platform has changed the waysof corporate training, simplified their training mode, and greatly saved the cost of training,creating a tremendous impact on corporate training and staff learning.Cloud storage is a new concept deriving and developed from the concept of cloud computing.The clustered applications and grid or distributed file system and other functions bring a largevariety of different types of storage devices to work together with application software andjointly provide the function of data storage and business access in one system. When thecloud computing system computing and processing core is a large amount of data storageand management, cloud computing systems need to configure a large number of storagedevices, making the cloud computing system a cloud storage system. Hence cloud storage isa cloud computing system basing on data storage and management. The advantages of cloudstorage are that you can keep the synergy of a variety of devices; it is bound to be a populartrend in the future. In the foreseeable future, all data of businesses and individuals will bemoved to the "cloud". Currently, leading cloud storage service providers on the market includeDropbox, iCould, ZipCloud, justcloud.com, Yunpan 360, Kuaipan, Vdisk and so on.
Top 100 Human Resources Services Brands in Greater China 2013024HR Software Giants are Embracing SaaSand Talent ManagementWith the popularization and application of cloud computing, corporate talent management market is becoming one of thenew growth engines of the software industry. One of the main application mode of cloud computing technology, SaaS(Software as a Service) products are mainly used in the consumer market; users only need to pay a certain amount ofrental fees, they can get appropriate hardware, software and maintenance services via the Internet.Human capital management and SaaS has been gathering pace in recent years. In December 2011, with $3.4 billion,SAP completed its acquisition of SuccessFactors, a trailblazer of the SaaS model in the HR software industry. In February2012, Oracle acquired cloud service provider Taleo, with a purchase price of $1.9 billion. In August 2012, IBM spent $1.3billion in the acquisition of Kenexa. Kenexa is a cloud-based human resources software provider, committed to helpingcustomers improve recruitment efficiency, enhance employee productivity and retention, and improve managementdecision-making capacity. In the human resources software market, SuccessFactors, Taleo, Kenexa, Workday, etc., haveall adopted the cloud computing platform known as SaaS to achieve corporate talent management, which has becomean important reason for these enterprises to be acquired by the software giants like SAP, Oracle, IBM, etc.The acquisition of IBM is seen as a counterattack on SAP and Oracle. IBM said that Kenexa can obtain a wealth ofinformation from social networking sites to gain insight into industry trends, thus helping enterprises and employeescommunicate better on social networks. The acquisition therefore greatly enhanced the competitiveness of IBM in thefield of social services. These acquisitions show that human capital management will be the next battlefield of softwareproviders.
025Top 100 Human Resources Services Brands in Greater China 2013Embracing Cloud Computing andSaaS is Becoming the TrendThe "cloud" era has come and cloud computing has ushered in great changes in humanresources. The application of cloud computing and mobile Internet in the field of humanresources services set off a wave of integration and changes in human resources andecological industry chain, which greatly enhance the efficiency of enterprise human resourcemanagement.For enterprises, traditional human resource management is relatively backward, as manycompanies can only passively respond to changes in payroll, social security, recruitment andother relevant policies and regulations. Meanwhile, the enterprises ready to build their owntalent pool and management system, have to make heavy investment in hardware, software,and manpower for data integration and processing. The emergence of cloud computingwould help companies effectively solve the problem, so that enterprises can enjoy efficienthuman resources solutions without high cost.In China, the talent management market is still in its early stages. However, many small andmedium-sized enterprises have begun to establish their own human resources managementsystem, and domestic human resources service providers have also test-watered the cloudcomputing technology. At present, domestic human resources service providers Beisen,NoamStar, hirede and OurArts and other companies have also joined the ranks of cloudcomputing.In fact, state-of-the-art cloud computing technology platform can help summarize hugehuman resources data in the network database. It can facilitate centralized, efficient andtimely processing and management of information, and can also facilitate the continuousmonitoring of human resources services, i.e., the level of the salary fluctuation and turnoverin an industry in a region in a certain period, etc. for the strategic planning of corporatehuman resources, making human resources management more efficient, fast and flexible.
Top 100 Human Resources Services Brands in Greater China 2013026Big Data Set off a Revolutionin Human ResourcesThe advent of the era of cloud and Big Data has also attracted more and more attention.Peter Drucker, the father of modern management, once said that the best way to predict thefuture is to invent the future. There is no doubt that the surging wave of incoming data is animportant tool to accelerate business innovation and changes.As early as 1980, the famous futurist Alvin Toffler predicted in his book "The Third Wave" thatBig Data will be the "third wave" to change the world. Big Data or, information loads of hugeamount, refers to the amount of data--too huge to pass mainstream software tools--reachmanagement undergoing processing, finishing and become information that help businessdecision-making. In short, the "Big Data" needed new modes of processing before they canbe info assets with decision-making power, insights and optimization capabilities. To someextents, Big Data is the cutting-edge technology of data analysis. The characteristic of the BigData is reflected in four aspects: volume, variety, value, and velocity.The USA Internet Data Center points out that the data on the Internet increase by 50% ayear, and they double every two years, and more than 90% of the worlds data appeared onlyin recent years. The strategic significance of the Big Data is not to master the huge amount ofdata but process the significant data with specialized treatment.
027Top 100 Human Resources Services Brands in Greater China 2013Data Speak LoudAccording to the market research firm Gartner’sforecast, data analysis products and services willhave a market size as high as $ 3.7 trillion in 2015,and generate 4.4 million new jobs. In addition,according to the analysis of Bersin, a Deloitte-branded talent management consultancy, Big Datahas huge market potential in the field of humanresources, especially in personnel analytics.For a long time until recently, most moves ofrecruitment, human resource management,promotion and awarding are based on the subjectivefeeling, personal experience, and value system.While most companies have a large amount ofhuman resources and employee performance data,companies are not able to extract useful info fromthe vast amounts of data. The research also showsthat there are over ten resume formats in the humanresources systems, while their core systems are notupgraded for many years, it is difficult to get thesedata extracted and analyzed. Therefore, companiesneed to have necessary tools of analysis andexperience. Simply put, through big data, managerscan quantify everything and put the companysbusiness under control, and thus enhance thequality of decision-making and performance.Some high-tech companies such as Google andAmazon have made very early attempts at Big Datatechnologies. At Google, the human resourcesdepartment is known as the "People Operations",or "Pops". The core of the POPS is a complexemployee data tracking project designed to improvethe human resource management through with dataanalysis. At the same time, Google has hired socialscientists to research this company. For example,designing a more scientific remuneration package,calculate the optimal size and shape of a cafeteriatable, as well as the ideal lunch queue length.In addition, social scientists and human resources teamshave formed the "PiLab" (People & Innovation Lab)team, which finds the best way about the managementof large companies through experiments by dozens ofemployees. For example, the People Analytics team withinPOPS’ streamlined Googles hiring process through dataanalysis. In its early years, Google suffered criticism fortedious job interview process, which not only slowed downthe recruitment efficiency, but also damaged Google’semployer brand image in the minds of candidates. To thisend, Google’s human resources department made dozensof decision analysis, tracking the score given by theinterviewer after interviewing a candidate. After a carefulstudy of the data they found the best “interview rate"- thatis, the average number of interviews candidate receivedbefore the final score is figured out is four. Once morethan four interviews are conducted, the interview processwill process a marginal effect of "diminishing returns." Inthe face of concrete data, Google line managers decidedto reduce the number of interviews, accelerate the processof recruitment, thus the efficiency has also been greatlyenhanced.In addition to recruitment, companies can also adoptBig Data technologies to improve human resourcesmanagement. In the process of project design, especiallyin the design of the training systems, enterprises cantake advantage of the Big Data technologies to identifybetween employees’ ability, knowledge and skills gap.As technology advances, the staff got to use moretechnologies and equipment for learning. When employeesuse different technologies and equipment, through theanalysis of computer processed huge amounts of data,companies can identify employees needs and preferredlearning style.
Top 100 Human Resources Services Brands in Greater China 2013028Changes in Decision-making:Decision-Making Based on Data AnalysisThere is no doubt that Big Data can affect thedecision-making process, and help businessesmake more accurate decisions. Althoughthe business environments are complex andvolatile, corporate executives, still rely more onpersonal experience and intuition in decisionmaking rather than basing on data. Onereason is because that in the past, the costof gaining access to information is very highand on the other hand, corporate executivesare not aware of the importance of the dataanalysis. For businesses, the use of data byprecise quantification and management canhelp make more reliable forecasts and moreinformed decision-making and gain greatercompetitive advantage.IBM for white paper research, “Analysis: Big Data in the Real World” shows that, all walks of life and organizationsaround the world have begun to carry out the work of the "Big data" in a pragmatic way. Although these organizations arestill in the early stages of acceptance, some of the best have begun to get great value from their "Big Data" project.In addition, the survey also shows that most businesses have realized the potential of "Big Data" to improve the decision-making processes and business results, but they do not know how to start. Among all organizations implementing theproject of "Big Data", less than half have conducted data collection and analysis on social media and external datasources. At the same time, enterprises, upon obtaining the data, have to deal with the more difficult task of analyzingand integrating them. In this regard, professionals recommend that in obtaining data sources, enterprises can makechanges to their human resources management through internal and external data. Internal data are what organizationcan most easily get, the most mature, and easiest to understand. These data come from years of resource planning,data management, business intelligence applications and other related work, and they have undergoing integration andstandardization. Interpretation of the data from customer transactions, business contacts, events, and internal data of thee-mails with analytical techniques can help organizations develop valuable insight.There is no doubt that, just like the revolutionary impact of information technology brings to enterprises, the big datatechnology can prompt changes in enterprise business models with epoch-making significance. However, Big Datatechnologies have brought huge challenges to business operations. Companies need to do integration and analysis of“fragmentation" of the mass data before they can find value Big Data can bring to the enterprise. At the same time, facedwith different data, companies also need to protect the confidentiality of employee information and their privacy. In anycase, it can be predicted that the excellent performance of Big Data in the field of technical and commercial sectors willvery impressive.
029Top 100 Human Resources Services Brands in Greater China 2013The Future of Human ResourceManagementWith the continuous emergence of new technologies of social networking, cloudcomputing, big data, mobile technology, natural user interface, business intelligence,Internet of Things, voice control, human resources management will usher in aprofound revolution. In the future, corporate human resources management willpresent a lot of features different from the past:First, the human resource management willcontinue to increase investment in informationtechnology.In its “Human Resources Trends Report 2013”, the Society of Human ResourceManagement (SHRM) predicts that enterprises will pool more investment in humanresources information.Information technology is an important means to achieve effective and strategicmanagement, and the application of new information technologies will further speedup the information-related process of enterprises. In the future, human resourcemanagement will shift from a transactional role to a strategic partner role. In thisprocess, information technology can help human resources departments obtain aunique competitive edge.
Top 100 Human Resources Services Brands in Greater China 2013030Second, corporate human resourcesmanagement will rely more on business processoutsourcing, and will pay more attention to themanagement of outsourcing providers.HR outsourcing can help companies reduce the cost of payroll management, andpromote the transformation of human resources, and eventually lead to less cost inhuman resources management processes, drafting statements and management.IDC, the most authoritative international market research firm, points out in its Chinahuman resources outsourcing services market forecast and analysis 2011-2015that, due to the growing customer demand and the government policies tendency forbusiness process outsourcing (BPO), China’s human resources outsourcing (HRO)market continued to prosper in the past 30 years with an annual growth rate of morethan 15%. In addition, when enterprises are doing human resources outsourcing,they need to do a good job in the selection and management of providers. At present,the process of outsourcing services has gradually formed a service standard - SLA,or, Service-Level Agreement. Companies must ensure appropriate managementprocesses to manage provider relations.Third, companies need to referto the zero-sum game theory todevelop new talent competitionstrategies."Zero-sum game" is a concept of the game theory versusnon-zero-sum game, and it is a non-cooperative game inwhich game parties are engaged in fierce competitions andnecessarily lead to the loss of the other party. The sum of thebenefits, gains and losses of the game is always "zero". Inother words, they do not have the possibility of cooperation.For enterprise human resource management, if they can’thave excellent talent in recruitment or retain them, talentedpeople may well join the competitive company. Therefore, thetraditional practice of “finding the right people for positions”will be changed; companies need to develop new talentcompetition strategies, i.e., "setting up positions for the rightpeople”: Companies need to set up positions tailored for somehigh-performance people so as to effectively retain talents.
031Top 100 Human Resources Services Brands in Greater China 2013Fourth, enterprises will gradually rely on trans-border and virtual organizations to do humanresources management.Virtual human resource management is different from traditional management mode,which is the connection of market stakeholders in the face of market changes.It stresses on the alliance between information, resources, and knowledge,and stakeholders are required to have core technologies, and be mutuallycomplementary. To guarantee the core competitive advantage of the stakeholders,it requires organizations to pool their internal intelligence and resources in activitiesrelated to core competence. The development of modern information network andcommunication technology has made possible virtual human resource management.Through virtual human resources management, companies can effectively integrateinternal and external resources, complement their advantages, and save cost toachieve the integration of resources "beyond borders." Moreover, flexible "virtualorganizations" can avoid negative impact dramatic changes that the environmentsbring to the organizations.Fifth, the development of new technology humanresource management will make a huge change.Mobile technology, social networking and cloud computing are changing thecontact between people, businesses and enterprises in an ever-increasing scope.From social networking to mobile technology, the emergence of new technologiesis constantly rewriting the history of human resources management. With theapplication of new technologies, human resource management efficiency has beenincreasing.In addition, human resource management will also produce new organizationalstructures and management modes; enterprises need more data-based analysis fordecision-making, for example, they should establish model of relationship betweensatisfaction and recruitment budget. The new technologies will also reshapetalent management system, according to which companies need to establishtalent management systems on the basis of process rather than division of work.Meanwhile, more interdisciplinary theories will change the practices of humanresources management. For example, companies need to integrate the theoriessuch as the total cost of ownership of supply chain, microeconomics pricing model,integrated marketing communications, customer experience, sociology, psychology,ergonomics and other diversified knowledge, and constantly make changes to thehuman resource management practices.
Top 100 Human Resources Services Brands in Greater China 2013032Case StudyDDI: Commitment to Excellence in Talent ManagementGUANAI TONG: The Trump Card of EnterprisesKelly Services: Prepare for the Future
033Top 100 Human Resources Services Brands in Greater China 2013Since 1970, the US-headquartered Development Dimensions International (DDI) ,has established 42offices in 26 countries around the world with more than 1,200 consultants and executive support staff, andhas proved to be a leading global human resources consulting firm. As a leading global provider of talentmanagement strategies, DDI boasts systematic creative ways to help companies upgrade their existingstaff to become the pillars who can successfully implement the companys future business strategies. DDI’stwo major areas of strength are: design and implement talent selection system to help you quickly hiretalented people; discover and develop outstanding leadership talent to build high-performance work team.More than 2,000 organizations in over 60 countries around the world are using DDI’s systems and servicesto build efficient and dedicated team. In China, DDI has set up branches in Hong Kong, Taiwan, Shanghai,and Beijing.As a leading human resources consulting firm, for more than forty years, with the benefit of accurateinterpretation of the local cultures and business practices, DDI has provide enterprises with superior talentmanagement solutions that have helped businesses make more accurate hiring and promotion decisionsand accelerate the growth of leaders, thus helping enterprises achieve better results and maintain customerloyalty for a long time. All this has built their own unparalleled competitive advantage in the industry.Commitmentto Excellence inTalent Management033Top 100 Human Resources Services Brands in Greater China 2013
Top 100 Human Resources Services Brands in Greater China 2013034A business advantage of DDI is to help enterprises with the selection and training of high performance talent, andthis an advantage has translated into positive word-of-mouth: 96% of its customers will recommend DDI to otherenterprises. In fact, DDI has benefited from its customer-oriented service philosophy, establishment of partnershipswith customers, and constantly create their own unique core competitive advantage.The China market has been occupying a very important position in DDI’s global business operations. For the Chinamarket, DDI makes continuous investment in the China market while research and development is a top priority.DDI has pooled resources into R&D twice the industry average, making it indisputably an expert in the field oftalent management. DDI boasts the industrys largest global consulting team, with over 200 doctorate involved inits R & D and innovations. DDI also has its Center for Applied Behavior Research (CABER) that focuses on globalresearch and development.Meanwhile, treating China as a priority market, DDI seeks to providing Chinese customers with excellent servicethrough its localized strategies. In China, DDI provides customers with integrated talent management solutionsthat are different from single solutions available on the market. Through a package of services it helps enterprisescontinuously upgrade their level of talent management. DDI attaches special emphasis on professional research inthe China market, make in-depth understanding of the current situation of Chinese enterprises’ talent management,trends and challenges they face, and research and develop training products and solutions applicable to Chineseenterprises, to effectively help Chinese enterprises explore and develop key talent, improve business execution tohelp achieve its business objectives.Word-of-Mouth Brings Branding Advantage
035Top 100 Human Resources Services Brands in Greater China 2013Create Competitive Edge in theField of Talent AssessmentIn 1970, two psychologists Dr. William C. Byham and Dr. Douglas W. Bray founded the DDI assessment centers in the United States for the purposeof providing assessment data for staff recruitment, promotion and employees management. For forty years, DDI has always been committed to theresearch on its talent assessment system to improve it.A companys success not only depends on its strong business strategies, but also its talent strategies. To collect and summarize informationfrom talent assessment will have a huge impact on the success of organizations. For enterprises, regardless of their business needs, accurateassessment can help businesses find, select and place the right personnel to help enterprises grown rapidly. At the same time, effective assessmentcan reduce the decision-making errors that occur in the process of selection of candidates, and increase the probability of determining a suitablecandidate for a particular job, so that personnel with ability, power, talent and experience can come to the fore. At the same time, it can providevaluable insights to accelerate the growth of talented people. To this end, DDI has been committed to making full use of the assessment is to createa competitive advantage.As an assessment center, a very important function is to provide customers with accurate assessment standards, especially to provide thestandards about talent helpful with the sustainable growth of enterprises. As a professional talent assessment services institution, DDI deliversservices of different standards according to the different needs of the companies and customers. In the face of the complexity due from differentcountries and different cultures, DDI also gives full consideration to these factors in the design of the assessment criteria, reflected in the contents ofthe assessment system. Before introducing its assessment system into different countries, DDI makes changes to the contents of the assessmentsystems according to different situations to ensure the cultural adaptability.At the same time, DDI always improves the reliability and validity of its evaluation, and constantly improves the accuracy of its evaluation. After DDIclearly defines key capabilities of each post / quality model, it uses a variety of selection tools and methods for talent assessment for managementpersonnel; in addition to using personality tests and other measurement tools, it also taps into 360-degree feedback, behavioral observations, thereality simulation assessment center technology. Required by the implementation of a variety of techniques, from behavioral, personality, and thepeople around them feedback multi-angle positions competency, capacity standard assessment. Talent selection process more objective evaluationresults closer to the real situation. The information collected from the industry point of view, to measure the use of assessment tools selection ofpersonnel in the performance of their jobs, DDI provides the reliability and validity of the assessment tools, become the leader in the field of talentevaluation deserved.035Top 100 Human Resources Services Brands in Greater China 2013
Top 100 Human Resources Services Brands in Greater China 2013036Outstanding Talent Selection SystemFor businesses, well-designed and effectively implemented selection process (includinghiring, promotion and succession management) has a very important impact onorganizational effectiveness. If you find a suitable candidate for a particular job, theorganization can maximize its operational efficiency. DDI can build and implement a high-performance talent selection system, and can thus help companies quickly recruit highcaliber talent, discover and develop outstanding leaders.DDI has been upholding its customer-oriented policy; it refers to each companysspecific positions, specific requirements, specific functions of the department to developappropriate standards to help organizations with their talent selection. Typically, in theselection of corporate executives, DDI will provide a full-day evaluation items for theselection.Its Leadership Development Center assesses the potential of candidates, and helpenterprises with the selection, promotion and development of employees at all levels.Through the integrated use behavior simulation, interviews, quizzes and other meansof measurement, the Center will subject participants to fair condition and let them fullydemonstrate their ability to work and job related behavior modes.DDI’s Leadership Development Center has an important program of talent evaluationnamed "Real Day", which has been applied to thousands of candidates. Participantsare supposed to shoot the problems as leaders, participant in activities and decisionmaking. Participants will then receive a feedback report that list their strengths, areasto be improved and the procedures and methods to improve. The enterprise will havemore in-depth understanding of their personnel, understand that with the current andfuture business strategies, the strengths and weaknesses of these people. Interviews,comprehensive/360 degree evaluations and test results are also integrated into theprocess as important basis for the conclusion. This helps the enterprises fully understandthe candidates, eliminate bias and increase the accuracy of their conclusions.Upon receiving the assessment and reporting feedback, DDI will launch the "strategictalent assessment" part of the Leadership Development Center and work with corporateleaders in the analysis of the evaluation information. In the selection of personnel, personalevaluation information will be placed in the context of the target positions while beingexamined. While developing the staff, evaluation information will be used to developeffective on-the-job training programs, and as a basis for future post adjustment.At the same time, DDI will use its own assessment tools for DDI’s own internal talentassessment and management, to develop different selection criteria according to theparticular internal conditions. In the new employees’ 100-day project management, DDIuses a series of measures of talent management to achieve zero turnover rate of itspersonnel. DDI has developed programs for primary, middle and senior managementwithin the company,Theever-changingglobalbusinessenvironmenthasmadetalentmanagementatoppriority,DDIwillhelpenterprisetotranslatepersonnelevaluationinformationintoinsightsintotalentanddiscoveranddevelopthepotentialofpersonnel,andultimatelyhelpcompaniesachievemeasurableandsustainablegrowth.Top 100 Human Resources Services Brands in Greater China 2013036
037Top 100 Human Resources Services Brands in Greater China 2013GUANAITONG:The TrumpCard ofEnterprisesUnder the CIIC, GUANAI TONG is the firstinstitution in China to provide enterprises witha one-stop non-cash incentive and recognitionsolutions. GUANAI TONG thoroughly understandhow a successful enterprises should take careof its staff, tap into social resources. With itsworlds leading IT platform technology, it providestotal solutions that include contents, products,customer service, logistics in one overall solutionto helping companies express how they careabout their employees in an institutionalized,transparent, personalize in real-time manner,and give full play to the greatest strength ofthe enterprises. GUANAI TONG has receivedmultiple awards, notably the" Best FlexibleBenefit Solutions", the “Best Human ResourcesConsultancy Firm (wages and benefits)” and the“Best Benefit Outsourcing Service Provider inGreater China”, among others.037Top 100 Human Resources Services Brands in Greater China 2013
Top 100 Human Resources Services Brands in Greater China 2013038As an enterprise to provide employeecare solutions, from the beginning of theestablishment the brand upholds the beliefof being "people-oriented" is an importantproductivity and capital", through the solution ofthe successful employee care, it not only caresabout the staff and care about the staff but alsorelays social care. For employees GUANAITONG meets the different needs with differentprograms to establish a targeted customercare system; For enterprises, GUANAI TONGPursuit of ExcellentEmployee Carehas its CRM management program, to combine online and offline efforts to effectively transfer care;even by leveraging their own brand of social influence it attracts more enterprises and employeesto work together to care for the community. GUANAI TONG uses this multi-faceted brand marketingapproach to convey to the entire market the infinite possibilities of care are the core value of thebrand.
039Top 100 Human Resources Services Brands in Greater China 2013GUANAI TONG strives to achieveexcellence for its own products andservices, and has a clear positioning-the brand behind the company thatplays the role of support and help.Under the premise of clear positioning, itmobilizes multi-channel, multi-media toconvey to all stakeholders connotationof the brand of GUANAI TONG and topromote products and services. Online,it makes full use of the search engine,microblogging, weixin and other newmedia and new SNS tools to createa higher brand transparency and theopportunity of exposure.Clearly Positioning andPrecise MarketingIn the off-line activities, GUANAI TONG taps into various platforms ofhuman resources service industry and participates in the seminars,to share and interact with human resources professionals to improvethe GUANAI TONG brand image, and to create points of contactwith customers, government and the media; in terms of service, ithas its 400- customer service hotline to shoulder responsibilities ofreplying to questions, to ensure peace-of-mind services; technically,GUANAI TONG has an exclusive interactive platform based onInternet companies that enables the exchange of information andinteraction with customers, to keep abreast of the feedback of thecustomers using the product. In this way, the organic integrationof precision marketing through online and offline means is madepossible, making user closers to greatly diminish the distance of thetarget audience and GUANAI TONG brand.
Top 100 Human Resources Services Brands in Greater China 2013040Experience has been the focus of GUANAI TONG. For any benefit product,bad experience will make employee care nothing but empty talk. Therefore,GUANAI TONG attaches great emphasis on employee satisfaction to helpcustomers win more employee satisfaction through employee care, Onthe one hand, it provides the right products with characteristics to suit thecustomers products, such as the introduction of staff privileges plan EPP,with the elements of game to meet the individual needs of employees inthe new generation. On the other hand, on the basis of characteristics itfocuses on elements of entertainment: the topic, entertainment, timelinessIn the use of various new media. It uses small games in the e3mploytmentof new technologies, thus what it offers are more than just a product, not justa one-way care but to let more customers to experience the fun, happiness,so that employees can use it every day, forming the two-way interactionmechanisms to enhance customer experience. And fine operation, andcommitment to 100% satisfaction of customer can make them aware of theintimate, fast, attractive, high-quality brand of GUANAI TONG.Welfare Programs relieson Experience First
041Top 100 Human Resources Services Brands in Greater China 2013GUANAI TONG has 20 years experience in human resources, and it hasmore in-depth understanding of customer needs, and understand their brands.GUANAI TONG dynamically tracks customer needs and does extensivemarket research; and build employee care platforms, and strives to makestrategies that are based on customer needs.Customer’s brand loyalty has further raised their awareness of the brand andexperience, making it possible for consumers to become repeat purchases,and thus becoming brand communicators. GUANAI TONG services 2,000companies and 250,000 employees, including many Fortune 500 companies,and rapidly developing ones in the industry.Develop In-depthUnderstanding to Achieve aWin-win Situation
Top 100 Human Resources Services Brands in Greater China 2013042Strategically, GUANAI TONG focuses on establishing partnership with suppliers, and alsoattaches importance to government departments, associations and influential enterprises,institutions in the industry,, and is committed to building an ecosystem: Associate industrypartner’s, pool resources together to create the products and services of GUANAI TONG. Atthe same time, GUANAI TONG has sub-brands to create personalized and shoulders socialresponsibility, enhance the brand influence through the operation of the various sub-brandsto convey a philosophy of care and attract more customers and individual users to sharelove and deliver care to more groups in the community. The effort in brand building earned ita good reputation, and also helps the industry and potential customers to have more directunderstanding of its core brand value, and ultimately makes it a brand with rallying force.Pool resources togetherto Enhance the Influence
043Top 100 Human Resources Services Brands in Greater China 2013Kelly Services :Prepare for the FutureKelly Services is ranked in among the American 500 companies,and it is also one of the top five HR solutions services companies inthe world. In 1946 Mr. Kelly pioneered temporary staffing industry,adhering to the principle of being people-oriented, which won himcustomers around the world. Kelly provided jobs for more than560,000 employees annually. Since it carried out business in China in2007, it now has seven branches in China to help many enterpriseswith their recruitment of senior professionals and recruitment processoutsourcing services. Its recruitment business focuses on financeand accounting, automobile manufacturing, banking and financialservices, chemicals, fast moving consumer goods, medical and lifesciences, human resources, industrial and manufacturing, and Internetcommunications and many other industries.About KellyOCG (Kelly Outsourcing & Consulting Group)As early as 1995, KellyOCG began to provide for Fortune 500companies labor consulting outsourcing and talent supply chainmanagement solutions. In 2007, recruitment process outsourcing,KellyOCG’s main business for the first time entered China,and it attracted world-renowned companies in medical, FMCG,manufacturing and other industries.043Top 100 Human Resources Services Brands in Greater China 2013
Top 100 Human Resources Services Brands in Greater China 2013044Kelly Services, founded in 1946, has a long history and a rich culture of brand, and is a leading global humanresources services company. With more than 2,600 branches in 39 countries and regions around the world, itprovides jobs for more than 560,000 employees. “To provide enterprises with leading global human resourcemanagement solutions” is not only the companys goals, but also its services commitment. Kelly Services NorthAsia COO said that, brand is the life, and it is necessary to continuously inject new vitality into it. Brand is alsoa trusted promise. Kelly Services not only brings quality products and services of high quality to enterprises, italso taps into global resources advantage and excellent business processes to consistently provide customerswith innovative human resources recruitment, retention policies, and the worlds leading consulting andoutsourcing services, including recruitment process outsourcing, business process outsourcing and otherservices. It is continuing to lead the industry in innovation, give customers more tools and techniques, suchas putting forward the concept of talent supply chain to review global talent management in an microscopicview and to help customers save resources and achieve the best recruitment results. Kelly Services helpscustomers meet the challenges of the global workforce, not just by providing innovative and effective solutions,but also tailor make solutions to meet the need of special personnel placement programs. Worldwide, KellyOCG is now a world leader in employment solutions,A Trusted Partner
045Top 100 Human Resources Services Brands in Greater China 2013Relentless Pursuit of InnovationAs an industry leader, Kelly Services has introduced new products,developed innovative marketing strategies to lead the developmentof the industry. In the world, Kelly Services has implementedan innovative project to set up a special operation group to visitits branches in various countries and regions, have the staff tobrainstorm, to contribute their views to the companys development.The moves give full play to their initiative and form innovative,transparent corporate culture within the company. The companytraces the adoption and implementation of suggestions staff proposes,and implements outstanding suggestions in the development of thecompany.While building the corporate brand, Kelly Services focuses on thebrand’s professionalism and influence, and it issues industry reportsand white papers, publishes research results on a regular basis,holds media conference on a regular basis, to demonstrate the latestresearch results for the industry to bring more knowledge to share;Kelly also publishes global workforce index survey, salary guide,employment guide. In the building of employer branding, the companyasks a number of industry leaders to deliver valuable speech tobring some valuable industry forecasts to help them enhance theirleadership and many other capabilities. For example, in Novemberlast year, the company carried out a forum of employer brand andcorporate culture to give customers many best practice cases.Kelly Services develops unique marketing programs, suchas helping customers order professional books, organizecustomers to visit a helipad, organize various salons aboutleadership: All of these not only have brought professionalservices for customers, but also brought customers morepersonalized experiences.Today, social media is popular in China. In the UnitedStates, Kelly Services organized a special team to handlenew media marketing work, and has secured its leadershipposition in the industry: all of these have achieved goodresults. The social media team members will publish on aregular basis industry contents and will introduce advancedideas and technologies to promote the development andprogress of the industry. In China, the company also haspooled multi-faceted resources,to strengthen social mediaand it refers to successful experience of foreign countries,to enhance the companys exposure on Sina Weibo andLinkedIn; these ways of promotion through social medialet more gifted people to join the company, and have morepeople understand Kelly Services.
Top 100 Human Resources Services Brands in Greater China 2013046Be People-Oriented while Thinking BigKelly Services implements an open and transparent, healthy and happy corporate culture, and invest a lot of resources incareer development and helps achieve career success of employees, so that each employee can get the best development.Kelly Services provides staff with a perfect career path, different types of employees can choose a unique developmentplan, and they can choose work that can realize the value of their own work. In addition, the company will prepare a varietyof cultural activities for employees, for example, the company actively participates in the the Jinqiao marathon running and"Giving Tree welfare activities”. Through a variety of team activities, dissemination of limitless energy, and positive corporateimage, more people are concerned about Kelly Services, thus helping shape a responsible corporate impression to gain thetrust of more customers.With the rise of a new generation, companies will face the post-85, and 90 generation, Kelly Services has prepared for youngpeople the internship program, Young people can experience a period of time in the company to choose whether or not itis good for them to join Kelly Services; in accordance with the characteristics of the new employees, a number of culturalactivities are held regularly so that new employees can love their work, to improve the stability of the staff and the contributionrate. Kelly Services North Asia COO said: "We cannot foresee the future changes, but let internal staff fully develope, andstaff has always maintained a leading level of business in the industry can ensure our customer service is also maintained ata high level, so that we can bring more products of differences to have the company maintain a strong competitive edge." Forexample, Kelly services APAC has arranged for the entire Asia-Pacific region the LEADING LEADERS development plan,which gives high potential high-quality staff training, so that they can have a wealth of industry knowledge and unique skills;Secondly, the company will provide more career opportunities for employees, give a lot of advice and resources to the futurecareer development of employees. At present, the executive search industry suffers from a high turnover rate, but given thecontinuous efforts of Kelly Services, the workforce of Kelly is relatively stable, a stable internal talent helps Kelly Services toensure to obtain a leading position and competitive advantage in the industry.
047Top 100 Human Resources Services Brands in Greater China 2013Embrace the Futureon the Basis of thePresentAt present, the human resources service industry’sdevelopment speed is very fast, the future human resourcesservice industry market is tentative. It requires companiesin this industry to keep constant learning, innovation andchanges in order to meet more challenges. Kelly Servicesbegan business in China since 2007 and now has sevenbranches, for many enterprises in China to providerecruitment and outsourcing services for senior professionals,in the future, Kelly Services will accelerate the pace ofdevelopment in China, and gradually covering the secondand third tier cities, and apply mature business models inoverseas markets to China.Kelly Services has always been providing leading integratedhuman resources services to help customers be successfulin their fields, and according to customer demand to givecustomers more segmented, differentiated services solutions,Kelly Services has a long history in its development and itscorporate culture, its successful experiences in the world andresults will in the future inject more fresh blood into its sub-brands, Kelly OCG (Outsourcing Consulting Group) started in1995 to provide customers with labor consulting outsourcingand talent supply chain management services. Last year KellyOCG’s China offices moved to a new site. but also a symbolof a new start for this business, enter new journey, and bringmore value to its customers.
Top 100 Human Resources Services Brands in Greater China 20130482013大中华区人力资源服务机构品牌100强Top 100 HR Services Brands in Greater ChinaRank in2013Rank in2012Company nameCompany CountryYear offoundingHeadh-untingRecru-itmentHRconsultingTalentassessmente-HR Others Total scoreListed Stock exchangeManagementtrainingMain businessMainbusinessHR outsourcingand talentTOWERS WATSONCiiCrandstadCAREER INTERNATIONALMERCERKRONOSshlKELLYIBMMARTINSENaccenture智睿企业咨询
Top 100 Human Resources Services Brands in Greater China 20130502013大中华区人力资源服务机构品牌100强Top 100 HR Services Brands in Greater ChinaRank in2013Rank in2012Company nameCompany CountryYear offoundingHeadh-untingRecru-itmentHRconsultingTalentassessmente-HR Others Total scoreListed Stock exchangeManagementtrainingMain businessMainbusinessHR outsourcingand talentTAIHE CONSULTINGfenzhi.comdebonowww.36.cncegosHEIDRICK&STUGGLEShiredeNormStarHayGroupindeedKORN/FERRYINTERNATIONAL
Top 100 Human Resources Services Brands in Greater China 20130522013大中华区人力资源服务机构品牌100强Top 100 HR Services Brands in Greater ChinaRank in2013Rank in2012Company nameCompany CountryYear offoundingHeadh-untingRecru-itmentHRconsultingTalentassessmente-HR Others Total scoreListed Stock exchangeManagementtrainingMain businessMainbusinessHR outsourcingand talentKPMGWolters KluwerROBERT WALTERSVISTAGEcareerbuilder.com.cnRight Managementcyberwisdomwww.job1001.comCHINA STAR CORPinforpwc
Top 100 Human Resources Services Brands in Greater China 20130542013大中华区人力资源服务机构品牌100强Top 100 HR Services Brands in Greater ChinaRank in2013Rank in2012Company nameCompany CountryYear offoundingHeadh-untingRecru-itmentHRconsultingTalentassessmente-HR Others Total scoreListed Stock exchangeManagementtrainingMain businessMainbusinessHR outsourcingand talentTACSENvanguardAmropOurATSEgonZehndertalent2Myjob.comBLUESEAYIKANGopendb.com.cnRUSSELL REYNOLDSASSOCIATESintebank
Top 100 Human Resources Services Brands in Greater China 2013056Rankingin 2013Rankingin 2012LOGOCompany namein ChineseCompanyListedcompanyCountryYear offoundingMain businessHR outsourcing andtalent dispatchHeadhunting RecruitmentManagementtrainingHR con-sultingTalentassessmente-HR OthersListedcompanyStock exchange Total score1 1 安德普翰 ADP Yes 1948HR outsourcing & talentdispatch√ Yes New York 8.13 3 中智 CiiC No 1987HR outsourcing & talentdispatch√ √ √ √ √ √ No / 7.954 2 任仕达 randstad Yes 1960HR outsourcing & talentdispatch√ √ Yes Amsterdam 7.91255 4 万宝盛华 ManpowerGroup Yes 1956HR outsourcing & talentdispatch, headhunting√ √ Yes New York 7.8759 6 北京外企 FESCO No 1979HR outsourcing & talentdispatch√ √ √ √ √ No / 7.2310 11 怡安翰威特 AON Hewitt Yes 1982HR outsourcing & talentdispatch, HR consulting√ √ √ Yes New York 7.213 9 上海外服 SFSC No 1984HR outsourcing & talentdispatch√ √ √ √ √ No / 7.0814 12 科锐国际CAREERINTERNATIONALNo 1996headhunting, HRoutsourcing & talentdispatch√ √ √ No / 7.0518 17 埃森哲 accenture Yes 1989HR consulting, HRoutsourcing & talentdispatch√ √ Yes New York 6.1923 34 上海必胜人力资源有限公司KELLY Yes 1946HR outsourcing & talentdispatch, headhunting√ √ Yes Nasdaq 6.09526 30 德科 Adecco Yes 1957HR outsourcing & talentdispatch, headhunting√ √ √ YesNew York, Paris,Zurich5.72533 36 英格玛 Engma No 2002HR outsourcing & talentdispatch√ √ No / 5.3738 60 薪得付 CDP No 2004HR outsourcing & talentdispatch√ No / 5.277543 45 易才 CTG No 2003HR outsourcing & talentdispatch√ No / 5.2358 84 罗致恒富 Robert Half Yes 1948HR outsourcing & talentdispatch√ √ Yes New York 4.8970 66 中国四达CHINA STARCORPNo 1986HR outsourcing & talentdispatch√ √ √ No / 4.670 68 中企人力 HR-Channel No 2001HR outsourcing & talentdispatch√ √ √ No / 4.6HR Outsourcing and Dispatch
Top 100 Human Resources Services Brands in Greater China 2013058Rankingin 2013Rankingin 2012LOGOCompany namein ChineseCompanyListedcompanyCountryYear offoundingMain businessHR outsourcing andtalent dispatchHeadhunting RecruitmentManagementtrainingHR con-sultingTalentassessmente-HR OthersListedcompanyStock exchange Total score74 / 博尔捷 BRIDGE HR No 2003HR outsourcing & talentdispatch√ √ √ √ No / 4.480 / 关爱通 GUANAI TONG No 2008HR outsourcing & talentdispatch√ No / 4.0581 72 艾利安 ALLEGIS-BN No 1983HR outsourcing & talentdispatch√ √ No / 4.02587 97 天柏 talent2 Yes 2003 HR outsourcing √ √ √ √ √ No / 3.6389 / 蓝海集团 BLUESEA No 2008HR outsourcing & talentdispatch, HR consulting√ √ √ √ No / 3.696 90 安瑞雅 NorthgateArinso No 2007HR outsourcing & talentdispatch√ √ No / 3.48HR Outsourcing and Dispatch
Top 100 Human Resources Services Brands in Greater China 2013060Rankingin 2013Rankingin 2012LOGOCompany name inChineseCompany Listed CountryYear offoundingMain businessHR outsourcing andtalent dispatchHR con-sultingTalent e-HR Others Listed Stock exchange Total score5 4 万宝盛华 ManpowerGroup Yes 1956HR outsourcing & talentdispatch, headhunting√ √ Yes New York 7.8814 12 科锐国际CAREERINTERNATIONALNo 1996headhunting, HR outsourcing &talent dispatch√ √ √ No / 7.0523 34 上海必胜人力资源有限公司KELLY Yes 1946HR outsourcing & talentdispatch, headhunting√ √ Yes Nasdaq 6.1026 30 德科 Adecco Yes 1957HR outsourcing & talentdispatch, headhunting√ √ √ YesNew York, Paris,Zurich5.7334 21 瀚纳仕 HAYS Yes 1867 Headhunting √ √ √ Yes London 5.3645 53 海德思哲 Yes 1953 Headhunting √ √ Yes Nasdaq 5.1450 37 光辉国际KORN/FERRYINTERNATIONALYes 1969 Headhunting √ √ √ √ Yes Nasdaq 5.1353 46 华德士 ROBERT WALTERS Yes 1985 Headhunting √ Yes London 5.0056 56 翰德 Hudson Yes 1967 Headhunting √ √ √ √ Yes Nasdaq 4.9067 78 安拓国际ANTALINTERNATIONALNo 1993 Headhunting, recruitment √ √ √ No / 4.7069 70 米高蒲志国际 PageGroup Yes 1976 headhunting, recruitment √ √ Yes London 4.6578 81 安立国际 Amrop No 1977 Headhunting √ √ √ No / 4.1079 73 罗盛RUSSELLREYNOLDSASSOCIATESNo 1969 Headhunting, talent assessment √ √ √ No / 4.0782 / 班库 intebank No 2005HR consulting, Managementtraining, headhunting, Talentassessment √ √ √ √ No / 3.7085 71 亿康先达 EgonZehnder No 1964 headhunting √ No / 3.65HeadhuntingHEIDRICK&STRUGGLES
Top 100 Human Resources Services Brands in Greater China 2013062Rankingin 2013Rankingin 2012LOGOCompany name inChineseCompanyListedcompanyCountryYear offoundingMain businessHR outsourcingand talentdispatchManagementtrainingHR con-sultingTalentassessmente-HR Others Listed Stock Total score8 5 前程无忧 51job Yes 1999 Recruitment √ √ √ √ Yes Nasdaq 7.2512 14 智联招聘 zhaopin.com No 1997 Recruitment √ √ √ √ √ No / 7.135 / 分智 fenzhi.com No 2009 Recruitment √ No √ 5.3437 42 104 人力银行 104 Job Bank Yes 1996 Recruitment √ √ Yes 5.2940 / / indeed No 2004 Recruitment √ No √ 5.2741 46 应届生求职网 YingJieSheng.COM No 2005 Recruitment √ No / 5.25545 / 36 人才 www.36.cn No 2002 Recruitment √ No √ 5.142559 65 凯业必达 careerbuider.com.cn No 1995 Recruitment √ No / 4.8863 61 中国人才热线 JobsDB No 1998 Recruitment √ No / 4.865 / 一览英才网 www.job1001.com No 2006 Recruitment √ No / 4.7767 78 安拓国际 ANTAL INTERNATIONAL No 1993Headhunting,recruitment √ √ √ No / 4.769 70 米高蒲志国际 PageGroup Yes 1976Headhunting,recruitment √ √ Yes London 4.6588 / 我的工作网 Myjob.com No 2002 Recruitment √ No / 3.61596 / 公司集 opendb.com.cn No 2008 Recruitment √ No / 3.48Recruiting
Top 100 Human Resources Services Brands in Greater China 2013064Rankingin 2013Rankingin 2012LOGOCompany namein ChineseCompany Listed CountryYear offoundingMain businessHR outsourcingand talentdispatchHeadhunting RecruitmentManagementtrainingHR con-sultingTalent e-HR Others ListedStockexchangeTotalscore19 18 凯洛格 KeyLogic No 2004HR consulting,Management training √ √ No / 6.1525 35 马丁森集团 MARTINSEN No 1981Management training,HR consulting, talentassessment √ √ √ No / 5.7542 44 德博诺 debono No 1991 Management training √ No / 5.2544 59 专伟 PROWAY No 1999HR consulting,management training √ √ √ No / 5.212545 52 企顾司 cegos No 1926 Management training √ No / 5.1454 54 中欧商业在线 CEIBS No 2009 Management training √ No / 4.9954 58 伟事达 VISTAGE No 1957 Management training √ No / 4.98556 57 秦训 TACK International No 1948 Management training √ √ No / 4.962 62 睿仕管理 Right Management Yes 1980Management training, HRconsulting √ √ Yes Nasdaq 4.82564 64 汇思软件 cyberwisdom No 1986 Management training √ No / 4.7873 76 网维 NetDimensions Yes 1999 Management training √ Yes London 4.497574 / 得信咨询 TACSEN No 2002HR consulting,management training √ √ No / 4.39582 / 班库 intebank No 2005HR consulting,management training,headhunting, Talentassessment √ √ √ √ No / 3.782 / 普瑞 BOVIS No 2002 Management training √ No / 3.695100 / 耶比欧 HPO No 1973Management training, HRconsulting √ √ No / 3.3Training, Coaching and e-Learning
Top 100 Human Resources Services Brands in Greater China 2013066Rankingin 2013Rankingin 2012LOGOCompany name inChineseCompanyListedcompanyCountryYear offoundingMain businessHR outsourcingand talentdispatchHR con-sultingTalent e-HR Others ListedStockexchangeTotal score2 7 韬睿惠悦 TOWERS WATSON Yes 1934 HR consulting √ Yes New York 7.98756 13 智睿企业咨询 DDI No 1970HR consulting, Talentassessment √ √ √ No / 7.3510 11 怡安翰威特 AON Hewitt Yes 1982HR outsourcing & talentdispatch, HR consulting√ √ √ Yes New York 7.215 15 美世 MERCER Yes 1937 HR consulting √ √ √ Yes New York 6.518 17 埃森哲 accenture Yes 1989HR consulting, HRoutsourcing and dispatch√ √ Yes New York 6.1919 26 北森 Beisen No 1999HR consulting, talentassessment √ √ No / 6.1519 18 凯洛格 KeyLogic No 2004HR consulting,management training √ √ No / 6.1524 20 IBM 全球企业咨询服务 IBM Yes 1911 HR consulting √ Yes New York 6.0525 35 马丁森集团 MARTINSEN No 1981Management training,HR consulting, Talentassessment √ √ √ No / 5.7527 27 德勤—人力资本咨询 Deloitte No 1868 HR consulting √ No / 5.71531 29 太和顾问 TAIHE CONSULTING No 2002 HR consulting √ No / 5.532 25 安永 - 企业咨询 ERNST& YOUNG No 1894 HR consulting √ No / 5.39HR Consulting
Top 100 Human Resources Services Brands in Greater China 2013068Rankingin 2013Rankingin 2012LOGOCompany name inChineseCompanyListedcompanyCountryYear offoundingMain businessHR outsourcingand talentdispatchHR con-sultingTalent e-HR Others ListedStockexchangeTotal score38 40 合益集团 HayGroup No 1943HR consulting,management training √ √ √ No / 5.27544 59 专伟 PROWAY No 1999HR consulting, talentassessment √ √ √ No / 5.212545 31 诺姆四达 NormStar No 1998 HR consulting √ √ √ √ No / 5.13551 48 毕马威企业咨询 KPMG No 1897 HR consulting √ No / 5.1159 41 普华永道—人力资源咨询pwc Yes 1848Management training, HRconsulting √ Yes Nasdaq 4.87562 62 睿仕管理 Right Management No 1980HR consulting, talentassessment √ √ No / 4.82568 79 时刻计 Timer No 2010HR consulting,management training √ √ No / 4.6874 / 得信咨询 TACSEN No 2002HR consulting,management training,headhunting, talentassessment √ √ No / 4.39582 / 班库 intebank No 2005HR consulting, talentassessment √ √ √ √ No / 3.782 88 倍智 Tale Base No 2002HR outsourcing & talentdispatch, HR consulting√ √ √ No / 3.789 / 蓝海集团 BLUESEA No 2008 HR consulting √ √ √ √ No / 3.690 / 修齐 ZO No 2011Talent assessment, HRconsulting √ No / 3.5598 85 海问联合 Assess Systems No 1987Management training, HRconsulting √ √ No / 3.4100 / 耶比欧 HPO 1973 √ √ 3.3HR Consulting