Aon Hewitt Study of Talent Trends and Practices · talent. The HR priorities for the past two to...

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Aon Hewitt Study of Talent Trends and Practices 怡安翰威特人才趋势与操作调研

Aon Hewitt Talent, Rewards & Performance Proprietary and Confidential

Risk. Reinsurance. Human Resources. 2

Table of Contents 目录

Editors’ Notes 编者按 3

Survey Highlights 调研亮点 5

Top Business and HR Priorities 公司业务和人力资本策略关注重点 6

The Future of Contingent Workers 临时雇员模式的发展 7

Redefining Mission-Critical Skills 关键技能的重新定义 8

Assessing Talent 人才测评 9

Managing Performance and Identifying High-Potentials 绩效管理与高潜人才识别 11

Developing Your People 雇员发展 13

Employee Engagement 员工敬业度 16

Cultivating Corporate Culture 培育企业文化 17

Creating a Culture of Recognition 创造认可激励文化 18

About this Study 关于本调研 20

Aon Hewitt Talent Pulse 3

编者按

第一次工业革命，除了将发明了100多年的蒸汽机由试验室真正推向生产线之外，也将

以君王和教皇名义集中的低效率、低标准化的手艺人和庄稼人，分散成为各处的小作坊和私人庄园的员工。这是一个借助科技发展实现人才“分散”的时代。

交流电的稳定输出，催生第二次工业革命。工坊和庄园里的工人和农民被集中到以“流水线”为关键词的大工厂和工业化农场上。特色和个性被标准件和效率取代。这是一个生产力飞跃促进人才“合作”的时代。

计算机和互联网再一次引导工业革命，“信息去中心化”再次呼唤个性和品质。大企业们沉浸在效率和标准件的成就中，无暇顾及那些创新和独特的小企业。人们不再只有成为大企业的“螺丝钉”这一个选择。再一次，人才“分散”，各显神通。

科技发展，影响人文社会的发展，牵引人才理念的变迁。当人才“不一定”去大公司谋职渐渐成为趋势的时候，业务的挑战和HR的挑战，自然发生了变迁。拿“薪酬”举

例。这个原来雇主用以“买断雇员工作时间和加班时间”的“契约”，渐渐退化为“购买雇员与我在某一段时间合伙同行”的“彩礼”。合作的方式，由雇佣（contract）关系，逐渐演化为合伙（partnership）关系。从本调研中“freelancer”在全体就业者中比例加大可见一斑。

新的合作关系，讲究“你情我愿”，讲究各取所需，讲究共同进步。传统定义之下的“关键技能”以及对这些技能的“培训”；“绩效优异表现”、“高潜力的人才”、“如何发展人才”这些命题全部需要被重新定义。这不是简单的“九零后”劳动力的“代际阵痛”，而是社会关系变化和人类（工业）组织方式变化带来的深刻底层原因所产生的表象。

因此，“选、用、育、留”的心态和技术；提高敬业度和培育企业文化的手段和方式，虽然选项相同，但排序却因为雇主和雇员权力的日趋均衡发生了重大的位置调整。这些都是值得关注的。为了在市场变化和人才竞争变化中立于不败，业务领袖和HR领袖们必须静下心来用最新的调研结果做一次观念上的更新，以此盘点、微调或者重写自己的行动计划。请借助本报告来实现这个过程。


The first industrial revolution dispersed employees who were craftsmen and cultivators with low efficiency gathered by the name of the king and the Pope to small workshops and private estates, except of putting the steam engine with an invention history of more than 100 years from the laboratory into production line. It was an era that achieved talent dispersal with the development of science and technology. The alternating current gave rise to the second industrial revolution. The workers and farmers in the workshops and estates crowded into big factories and industrial farms which focused on the “assembly line”. Standard parts and efficiency took the place of characteristic and individuality. It was an era that the leap in productivity promoted greatly the talent cooperation. Information decentralization calls for individuality and quality again with the industrial revolution led by computer and internet. Large enterprises are immersed in the achievement of efficiency and standard parts, too busy to take those innovative and unique small businesses into account. Talent has more choices than becoming “screws” of big business. The talent disperses again and proves their worth by themselves. The development of science and technology influences the development of human society and leads the change of people’s ideas. Changes happen to challenges of business and human resources when big business is no longer the only choice for talent. Let’s take the "pay" for example. The "contract" that employer once used to "buy employees’ working and overtime hours" gradually degenerated to the betrothal gift used to "buy employees’ a certain period of time of partnership. The way of cooperation gradually evolved into partnership from the contract relationship. The proportion increase of "freelancer" in all employees is evident in this survey. The new partnership pays attention to the consensus, to the completion of both objectives and the common progress. "Key skills" as well as the "training" of these skills under the traditional definition, "excellent performance", "high potential talent", "how to develop talent," all these propositions need to be redefined. This is not simply "intergenerational analgesia" of "post-90s generation" labor force, but the image caused by the underlying causes brought about by the changes in social relations and human (industrial) organizational changes. Therefore, although the mentality and technology of “selection, use, cultivation and retention" has the same options as the means of improving engagement and cultivating the enterprise culture, but the great adjustment of the position happens to the sorting because of the increasingly balanced power between employers and employees. These are all worthy of attention. To be in an impregnable position in the market changes and in the talent competition changes, business leaders and HR leaders should use the latest survey results to renew ideas, and to inventory, fine tune or rescript the action plan. Please achieve this process with the help of this report.

Editors’ Notes


Spotlights 调研亮点


Top Business and HR Priorities 公司业务和人力资源策略关注重点

Top Business Priorities 公司目前面临的首要三项任务

1. Profitable growth(54%) 利润增长

2. Human capital/talent management(47%) 人力资本/人才管理

3. Revenue growth(43%) 收入增长

Top HR Priorities for the Past 2-3 Years

过去两到三年，人力资本策略里最关注的前三位要素

1. Retention(33%) 人才保留

2. High potential identification and development(32%) 高潜力人才识别和发展

3. Critical roles, skills and talent pools(31%) 关键角色，技术和人才池

“Overall profitable growth” remains a top-of-mind goal. Meanwhile, surveyed clients now view “talent management” as a top-3 business priority, ranking before the “Revenue growth”. This development has the potential to profoundly change the way companies think about and leverage their talent. The HR priorities for the past two to three years focus on “retention”, “high potential identification” and etc. “利润增长”仍旧是各公司的首要目标任务。同时，参与调研的公司将“人才管理”视为首要三项任务之一，排于“收入增长”之前。这意味着公司对于人才的观点和利用正发生着深刻的变化。基于本调研的数据，公司对人力资源策略的关注要素集中在“人才保留”和“高潜力人才的识别和发展”等方面。


The Future of Contingent Workers*

临时雇员*模式的发展

Proportion of Total Employee Population that are Contingent Workers 临时人员占员工总人数比例

30.6%

27.8%

11.1%

8.3%

5.6%

5.6%

11.1%

None

Less than 5%

5.1% - 10%

10.1% - 15%

15.1% - 20%

20.1% - 25%

More than 25%

The use of contingent workers is on the rise. At nearly 1 in 10 surveyed firms, more than 25% of employees are contingent workers. In the global market, the use of contingent workers is part of companies’ practice model. And more broadly, full-time employees are increasingly interested in more flexible arrangements. In the following years, the number and scope of contingent workers may continue to expand, which means companies will face more opportunities as well as challenges in the management of contingent workers and talent strategies. 企业雇佣临时员工呈上升趋势。每十家参与调研的公司中就有一家公司的临时员工占比超过四分之一。在全球市场中，临时员工的雇佣已经成为了很多公司的操作模式。除此之外，也有越来越多的全职员工对更加灵活的工作模式产生兴趣。在接下来的几年中，临时员工的规模和范围可能还会不断扩大。这就意味着很多企业在临时员工的管理和人才策略上将面临更多新的机遇和挑战。

*Contingent workers: People who work for a company, but is not employed permanently by it, including freelancers, temporary contract workers, independent contractors etc..

临时雇员：公司雇佣的非固定员工，包括自由职业者、临时合同员工、独立合同工等。


Redefining Mission-Critical Skills 关键技能的重新定义

44.2%

43.4%

38.8%

35.7%

32.6%

30.2%

29.5%

20.2%

18.6%

18.6%

16.3%

15.5%

11.6%

10.1%

7.8%

4.5%

3.9%

Thinking strategically 策略性思维

Demonstrating cross-functional capability 展示跨部门综合能力

Leading teams 团队领导力

Analyzing problems 分析问题

Driving change 主导变革

Communicating with impact 利用影响力实施有效沟通

Taking initiative 积极性

Influencing others 影响他人

Empowering others 鞭策和激励他人，助力成功

Implementing continuous improvements 执行连续提升

Building and sustaining relationships 建立和维持关系

Business knowledge 商业知识

Making sound decisions 做出明智选择

Displaying cultural sensitivity 显示（对其他）文化敏感性

Financial acumen 财务判断敏锐

Other 其他

Maintaining composure 保持镇定

Critical Behavioral Skills for Hard-to-Fill Positions 对招聘困难的岗位而言比较重要的关键行为或技能

Thinking strategically, cross-functional capability and Leading teams are now critical skills companies look for as they try to adapt to an increasingly volatile world. 策略性思维，跨部门综合能力和团队领导力被认为是在这个快速变化的市场中对招聘困难的岗位而言比较重要的关键行为和技能。


Assessing Talent 人才测评

40.8%

35.2%

33.8%

29.6%

28.2%

21.1%

6.0%

Director 总监

EVP, SVP, VP

执行副总裁，高级副总裁，副总裁 Manager

经理 C-Suite

最高管理层 All Levels 所有层级

Individual Contributor 一般员工（无管理职）

Other 其他

Prevalence of Companies Using Assessments on Potential Hires by Level 公司对哪些级别的求职者使用人才测评工具

53.3%

45.1%

33.6%

0.8%

Talent Promotion and Development 人才晋升与发展

Experienced Hire 社会招聘

Camps Hire 校园招聘

Other 其他

Prevalence of Companies Using Assessments by Purpose 公司使用测评工具的目的

Talent assessments provide companies with a powerful tool for determining how employees align with the corporate culture and business priorities. Three-quarters of the companies in our survey use talent assessments. Of those firms, over half(58%) use assessments for new hires. However, many companies are beginning to use assessments for reasons other than recruiting. About 53% of the surveyed companies use assessments for talent promotion and development. The data shows the use of assessments for promotion and development drops at lower levels of the organization compared with the use of those for new hires. 人才测评工具能够很好地帮助识别符合企业文化和业务重点的人才。

近四分之三的参与公司会使用人才测评工具。而在这些公司中，近六成的公司（58%）会在“招聘过程”中使用人才测评工具。许多公司正在使用人才测评工具来达到更多招聘以外的其他目的。例如大约53%的参与公司会在“人才晋升与发展”过程中使用人才测评工具。

数据显示，与在人才晋升与发展过程中使用人才测评工具相比，公司更倾向于在招聘过程中向低级别的求职者使用测评工具。


Assessing Talent (continued) 人才测评（续）

When using assessment tools, over half (75%) of the companies are using standard assessment tools while 40% of the companies are using customized assessment tools. Around half of the respondents say the assessment tools in use are “just so so” both for the recruitment and the promotion and development. The difficulties when using assessment tools focus on the interviewers’ interpretation on the results and the application of the results. And most surveyed companies hope the tools can be customizable. 四分之三的参与公司（75%）使用标准化测评工具，40%的参与公司使用定制化测评工具。大约一半（48%）的公司对目前在招聘和人才晋升与发展过程中使

用的人才测评工具评价一般。在使用人才测评工具过程中遇到的主要困难集中在招聘者对测评结果的解读与使用，同时大多数参与调研的公司都希望测评工具能够满足定制化的需求。

41.5%

24.5%

17.0%

6.0%

Foreign Enterprise 外资公司

Internet Companies 互联网公司

Domestic Companies 内资公司

Other 其他

main partner(s) of talent assessment 公司在人才测评中的主要合作伙伴

76%

20%

3% 1%

Within 100,000

10万以内 Between 100,000 and 300,000

10万-30万之间 Between 300,000 and 500,000

30万-50万之间 More than 500,000

50万以上

Annual budget for using assessment tools 公司在使用人才测评工具方面年度投入的预算


Managing Performance and Identifying High-Potentials 绩效管理与高潜人才识别

Frequency of Formal Assessment Reviews

实施正式评估的频率

Approaches to Performance Management 绩效考核的评估方法

83.2%

15.9% 0.9%

Employees are provided a rating/label 给雇员评定绩效等第/分类 Employees are NOT provided a rating/label, but behind the scenes there is still

some form of descriptor/level of impact assessed for employees 不明确出具针对雇员个人的绩效等第，然而（作为留底或过程文件）仍然保留一定形式的评估意见或影响力评估等绩效结果意见 Employees are NOT provided a rating/label, and there is no other individual

assessment(s) conducted behind the scenes 不明确出具针对雇员个人的绩效等第，也确实不存在任何其他形式的（留底或过程文件）评估。可视为全面放弃个人绩效评估

59.8%

33.9%

2.7%

0.9%

0.9%

0.9%

0.9%

Annually 每年

Semi-annually 每半年

Other 其他

Monthly 月度

Manager-determined 经理决定

Project-based 基于项目（进度或周期）决定

No formal assessment reviews 无正式评估综述

83.2% of firms we surveyed assign a rating or label to their people, with 15.9% providing some degree of performance assessment to employees without using a rating or label; only 0.9% have no ratings or assessments. Most companies(91.2%) conduct performance conversations between managers and team members. 83.2%参与调研的公司会给雇员评定绩效等第/分类，15.9%的参

与公司会对雇员进行绩效评估但不明确出具针对雇员个人的绩效等第。只有0.9%的参与公司不对雇员进行任何形式的绩效评估。大多数公司（91.2%）会让直线经理与雇员进行正式或非正式的沟通来确定个人绩效考核结果。


Managing Performance and Identifying High-Potentials (continued) 绩效管理与高潜人才识别（续）

Prevalence of Employees Rated as High-Potentials 公司中属于“高潜人才”的雇员占全员比例

45.5%

28.6%

14.3%

6.3%

2.7% 2.7%

Less than 10%

不高于10%

10%-15%

10%到15%之间

N/A

不清楚

16%-20%

16%到20%之间

21%-30%

21%到30%之间

Other

其他

Seventy-four percentage of the respondents’ rate of high-potentials is under 15%. And 46% of these companies’ rate is under 10%. Over half(58%) of the respondents say that the employees don’t know when they are designated as "high potential“. Based on the data collected, accelerating promotion and rotational assignments(including international rotation) are the most common practice to differentiate high-potentials from the other employees. Meanwhile, higher bonus and increase rate are offered to the high-potentials. Most companies also tend to provide personalized training and development programs to those employees. 近四分之三（74%）的参与公司中属于“高潜人才”的雇员占全员比例低于15%，46%的参与公司此比例低于10%。并且有超过一半（58%）的公司表示雇员并不知情当他被公司认定为“高潜人才”。

基于调研数据，加速晋升和轮岗项目（包括海外轮岗）是公司在差异化对待“高潜人才”时最普遍的操作。同时，公司也会向高潜人才提供更高的奖金和调薪。大部分公司也会倾向于给这些雇员提供定制化的个人培训和发展项目。


Developing Your People 雇员发展

A majority of companies we polled provide employees with developmental assignments as part of their development opportunities. That’s followed by rotational assignments and special assignments that require mobility. Roughly half of companies use rotational assignments; while such programs often receive high marks from employees, they can be very costly to carry out. According to the survey result, most development opportunities focus on task assignments based on company development rather than the employee him/herself. A large majority of companies (75.6%) say they focus on the manager job level for employee development. 56.5% of companies have a formal succession management process, with 81% of those firms extending succession planning down to the manager level. 大部分参与调研的公司会将发展性指派项目/任务作为雇员发展内容的一部分。轮岗项目和某些需要机动性的特殊指派项目/任务也紧随

其后。几乎一半的参与公司都会向雇员提供轮岗项目，虽然这样的项目常常会受到雇员很高的评价但设施这样的项目代价也是高昂的。

从调研结果来看，大多数公司所提供的雇员发展项目更多集中于以公司发展为核心的任务指派，以雇员个人发展为核心的发展项目在排位上略显靠后。超过四分之三（75.6%）的参与公司关注经理层级的雇员发展。超过一半（56.5%）的公司有继任者管理/培养计划，其中81%的公司在经理级推广继任者管理计划。


Developing Your People(continued) 雇员发展（续）

Prevalence of Companies Offering Various Development Opportunities 公司向员工提供的雇员发展机会

61.3%

44.5%

42.9%

40.3%

37.8%

34.5%

28.6%

26.1%

13.4%

9.2%

3.0%

2.5%

2.5%

Developmental assignments 发展性指派项目/任务 Rotational assignments

轮岗项目 Special assignments that require mobility 某些需要机动性的特殊指派项目/任务

Special projects/teams 特殊项目/团队

Mentorship opportunities 导师制机会

Signature development programs 独具本公司特色的发展项目

Coaching 带教教练

E-learning modules 网上学习模块

Diversity and inclusion training “多元化和包容性”主题培训

Mobile mini courses 移动微课

Other 其他

Gamification “游戏化”职业发展项目

Corporate philanthropy exercises 合作慈善活动

Focus Areas For Employee Development by Level 贵公司关注哪个（哪些）层级的雇员发展工作

75.6%

52.9%

29.4%

24.4%

15.1%

Manager 经理

Director 总监

Individual Contributor 一般员工（无管理职能）

EVP, SVP, VP 执行副总裁，高级副总裁，副总裁

C-Suite 最高管理层


Developing Your People - Leadership 雇员发展 - 领导力

73.9%

53.8%

49.6%

47.1%

44.5%

42.0%

39.5%

28.6%

27.7%

26.9%

24.4%

21.8%

21.8%

21.0%

9.2%

3.4%

0.8%

Leading teams 团队领导力

Thinking strategically 策略性思维

Empowering others 鞭策和激励他人，助力成功

Demonstrating cross-functional capability 展现跨部门综合能力

Communicating with impact 利用影响力实施有效沟通

Driving change 主导变革

Influencing others 影响他人

Taking initiative 积极性

Analyzing problems 分析问题

Financial acumen 财务判断敏锐

Implementing continuous improvements 执行连续提升

Building and sustaining relationships 建立和维持关系

Making sound decisions 做出明智选择

Business knowledge 商业知识

Displaying cultural sensitivity 展现其（对其他）文化敏感性

Maintaining composure 保持镇定

Other 其他

Leadership Skills Companies Trying to Develop through Leadership Development Programs 希望借助领导力项目提升和加强的领导力科目

63% of the respondents don’t utilize a defined leadership competency model or other formal description of excellent leadership. According to the leadership development program that companies pay attention to, companies prefer “leading teams”, “thinking strategically” and etc. than “business knowledge” and other skills. 超过六成（63%）的参与公司没有明确的领导力模型或

者其他正式的卓越领导力的描述。从公司希望提升和加强的领导力科目来看，公司相比“商业知识”等技能更注重“团队领导力”和“策略性思维”等能力。


Employee Engagement 员工敬业度

Nearly half (49%) of surveyed companies formally measure employee engagement。 Over half of the respondents choose external vendor to measure engagements levels at the organization. About 47% of the respondents track engagement at the individual leader/functional head level . And 67% of the respondents are considering enhance engagement tracking. 近一半（49%）的参与公司会正式衡量员工敬业度。超过一半的参与公司选择外部供应商来衡量敬业度水平。47%的参与公司针对领导者级别进行个人层面的追踪敬业度。67%的参与公司考虑加强敬业度跟踪。

Frequency of Measuring Global Employee Engagement 衡量全球敬业度的频率

56.4%

18.2%

10.9%

3.6%

3.6%

2.3%

1.8%

1.8%

Annually 年度

Bi-annually 双年度

Spontaneous 不定时

Quarterly 季度

Semi-annually 半年度

Other 其他

Weekly 每周

Monthly 月度

My Organization Integrates Employee Engagement Data With Business Outcomes

我的组织把员工敬业度数据和其他的重要业务结果进行有效整合

47.2%

26.4%

18.9%

5.7% 1.9%

Agree

同意

Neutral

中立

Strongly agree

强烈同意

Disagree

不同意

Strongly disagree

强烈不同意


Cultivating Corporate Culture 培育企业文化

Most Effective Vehicles for Driving Culture 推行公司文化最有效的工具

56.8%

55.9%

44.9%

38.1%

35.6%

22.9%

Internal communications group 内部交流团体

Middle management communication 管理中层交流

CEO/leadership communication CEO/领导交流

Total rewards linkage 全面薪酬激励

Employee recognition programs 雇员认可项目

Workforce 劳动力

88% of the participants publish values/a value statement to help drive culture. Moreover, internal communications group and middle management are regarded as the most powerful ones for driving culture. 超过八成（88%）的参与公司会正式发布价值观/价值观描

述来帮助推行和固化企业文化。同时企业认为内部交流团体和中层管理这是对企业文化最有力的推行者。

88.2%

11.8%

Yes

No

Does your organization publish values/a value statement to help drive culture

贵公司是否正式发布价值观/价值观描述来帮助推行和固化企业文化


4% 3%

12%

27% 54%

Greater than 2% 大于2%

1.6%-2%

1.1%-1.5%

0.5%-1%

Not dedicate 无明确分配

Percentage of Payroll Spent on Recognition Programs 以现金形式的认可项目在工资总额中的占比

85% of the survey respondents report that they offer recognition vehicles. Recognition awards, in both monetary and non-monetary forms, are delivered far more frequently than salary increases and bonus payouts, giving them the potential to serve as engagement and retention boosters throughout the year. Most (64%) of the companies say both monetary and non-monetary forms of recognition are equally effective. Of the top five recognition vehicles identified, “public recognition”, “symbolic awards” and “certificates” are non-monetary vehicles, while “gift” and “cash” are momentary in nature. 16% of the respondents say they will change the organizations’ recognition vehicles. 85%的调研参与公司会向雇员提供认可激励工具。现金形式和非现金形式

的认可激励会比调薪和奖金发放频率更高，更高频率的认可方式能够对全年的敬业度和员工保留起到积极作用。大多数（64%）的参与公司认为现金形式和非现金形式的认可激励都同样

有效。调研中排名前面五的认可激励形式中，“公开表彰”、“象征性奖励”和“证书”皆为非现金形式的认可激励工具，而“礼物”和“现金”本质上都是现金形式的认可激励工具。 16%的参与公司表示将会改变认可激励工具。

Creating a Culture of Recognition 创造认可激励文化


0.8%

0.9%

1.7%

4.3%

6.9%

7.8%

10.3%

12.9%

12.9%

18.1%

19.0%

19.8%

20.7%

20.7%

41.4%

44.8%

45.7%

51.7%

55.2% Public recognition by senior leadership 公司高管公开表彰

Trophies and symbolic awards 奖杯和象征性奖励

Gift/merchandise 礼物/商品

Cash 现金

Certificates 证书

Handwritten notes 手写感谢信

Internal social media recognition 内部社交媒体认同

Vacation or company-paid trip 假期或公费旅游

E-card 电子卡

One on one time with leader 与高层一对一交流

Thank you from peers, managers or next-level manager, or senior executives

同伴，经理或高一级经理或公司高管的致谢信 Company stock

公司股份 Retail gift cards

礼物卡 Redeemable points system

可兑现点数系统 Event tickets

活动门票 Pre-paid cards (Visa, Unipay, etc.)

预付卡（维萨信用卡，银联等） No recognition programs

无认可项目 Charitable donation

慈善捐助 Other 其他

Recognition Vehicles Used 公司使用的认可工具

Based on the survey result, most participants offer “public recognition” and “gift/merchandise”, those items such as “E-card”, “one on one time with leader” and “event ticket” that can be helpful to the employees’ future are less mentioned.

基于调研结果，大多数参与公司给予员工的认可工具为“公开表彰”、“礼物/商品”等对员工的即时奖励

。“电子卡”、“与高层一对一交流”和“活动门票”等可能会对雇员未来发展产生帮助的项目则较少被使用。


About this Study 关于本调研

Research Scope

调研范围

The 2017 Aon Hewitt Talent Survey includes submissions from 134 companies.. 2017年怡安翰威特人才调研共有134家公司参与。

High Technology

高科技, 19.4%

Auto Mobile

汽车, 16.4%

Pharmaceuticals

医药, 16.4%

Consumer Goods and Retail

消费品和零售, 14.2%

Machinery

机械, 8.2%

Logistics

物流, 6.7%

Finance

泛金融业, 6.0%

Chemicals

化工, 4.5%

Engineering

工程, 2.2%

Other

其他, 2.2%

Real Estate

房地产, 2.2% Hotel

酒店, 0.7%

Internet

互联网相关, 0.7%

Survey Participants 参与公司名单

Anji-CEVA Automotive Logistics Co., Ltd. 上海安吉汽车零部件物流有限公司

NETGEAR 美国网件公司

Arup International Consultants (shanghai) Co., Ltd. 奥雅纳工程咨询（上海）有限公司

Sisley (Shanghai) Cosmetics Trading Co., Ltd. 希思黎（上海）化妆品商贸有限公司

Lansen Pharmaceutical Holdings Limited 朗生医药控股有限公司

Finisar Wuxi 菲尼萨光电通讯科技（无锡）有限公司

Shanghai Cereson Digital Technology Co., Ltd. 上海华屹数码科技有限公司

Rockwell Collins International Inc. 罗克韦尔柯林斯（上海）航空电子贸易有限公司

CHEP (China) Company Limited 集保物流设备（中国）有限公司

Continental Automotive Wuhu Co., Ltd. 大陆汽车电子（芜湖）有限公司

Huntsman Polyurethanes Shanghai Ltd. 上海亨斯迈聚氨酯有限公司

MSC Industrial Direct Co., Inc. 美国斯得工具公司

Newegg Technology (Chengdu) Co., Ltd. 新蛋科技（成都）有限公司

C&A (China) Co.,Ltd. 西雅衣家（中国）商业有限公司

Premium Sound slutions (shenzhen) Co., Ltd. 普瑞姆扬声器系统（深圳）有限公司

Changan Ford Automobile Co., Ltd. 长安福特汽车有限公司

Berry Plastics 贝里塑料

Shanghai Roche Pharmaceuticals Ltd. 上海罗氏制药有限公司

Jiangyin Cnorsafe Glass Company Limited 江阴挪赛夫玻璃钢有限公司

Rockwell Automation 罗克韦尔自动化（中国）有限公司


Qoros Auto Co., Ltd. 观致汽车有限公司

Chia Tai Pharmaceutical (Beijing)Co., Ltd. 正大制药投资（北京）有限公司

Elektroskandia (Shanghai) Co., Ltd. 斯堪的亚（上海）有限公司

SCHüTZ Container Systems (Shanghai) Co., Ltd. 舒驰容器（上海）有限公司

Habia (Changzhou) Cable Co., Ltd. 哈博（常州）电缆有限公司

Ping An Sencurities Co., Ltd. 平安证券股份有限公司

Honda Motor (China) Investment Co., Ltd. 本田技研工业（中国）投资有限公司

Linamar (Tianjin) Co., Ltd. 利纳马（天津）有限公司

NCS Information Technology-Chengdu Co., Ltd. 新电信息科技（成都）有限公司

Volvo Penta (Shanghai) Engine Co.,Ltd. 沃尔沃遍达（上海）发动机有限公司

McDonald's (China) Co., Ltd. 麦当劳（中国）有限公司

Cummins (China) Investment Co., Ltd. 康明斯（中国）投资有限公司

Rogers Technologies (Suzhou) Co., Ltd. 罗杰斯科技（苏州）有限公司

UCB Pharma Limited 优时比制药

Bossard Industrial Fasteners int'l Trading (Shanghai) Co., Ltd.

柏中工业固定器国际贸易（上海）有限公司

Nantong Kinedyne Limited. 南通凯瑞德机械有限公司

HUTCHINSON (Suzhou) Automotive Rubber Products Co., Ltd.

哈金森工业橡胶制品苏州有限公司

Beijing Skyrizon Aviation Industry Investment Co., Ltd. 北京天骄航空产业投资有限公司

CSSC Shipping Leasing Co., Ltd. 中国船舶(香港)航运租赁有限公司

Hawley & Hazel Chemical Co. (Zhongshan) Ltd. 好来化工有限公司


Hydraforce Hydraulic Systems (Changzhou) Co., Ltd. 海德福斯液压系统（常州）有限公司

SAP Software China Ltd. 思爱普软件中国有限公司

Ecolab Limited 艺康化工有限公司

Amec Foster Wheeler Energy Management (Shanghai) Company Limited

阿美科福斯特惠勒能源管理（上海）有限公司

e.l.f. Cosmetics 俪馥（上海）贸易有限公司

IKEA (China) Investment Co., Ltd. 宜家（中国）投资有限公司

Vandewiele (China) Textitle Machinery Co., Ltd. 范德威尔（中国）纺织机械有限公司

Weiss-Rohlig China Co., Ltd. 伟士德诚运输（中国）有限公司

Perennial (Shanghai) Retail Management Co., Ltd. 鹏瑞利（上海）商业管理有限公司

Changzhou Kangdi Medical Stapler Co., Ltd. 常州市康迪医用吻合器有限公司

Global Logistic Properties 普洛斯投资管理（中国）有限公司

Tianan Insurance Co., Ltd. 天安财产保险股份有限公司

McDonald's (China) Company Limited Headquarters 麦当劳（中国）有限公司总部

Changzhou Biomet Medical Device Co., Ltd. 常州巴奥米特医疗器械有限公司

NSF China 上海禾邦认证有限公司

EMC Corporation (Shanghai) Co., Ltd. 易安信信息技术研发（上海）有限公司

Arvato Logistics Services China Limited (Shenzhen) 深圳欧瑞特物流服务有限公司

OBI Group Sourcing (Shanghai) Limited 欧倍德贸易（上海）有限公司

Wallenius Wilhelmsen Logistics China Ltd. 华轮-威尔森（中国）物流有限公司

UPM (China) Co., Ltd. 芬欧汇川（中国）有限公司


Analog Devices 亚德诺半导体技术（上海）有限公司深圳分公司

Hua Medicine 华领医药技术（上海）有限公司

WorleyParsons China 北京沃利帕森工程技术有限公司

Laird Technologies (Tianjin) Ltd. 天津莱尔德电子材料有限公司

MGI Luxury Trading (Shanghai) Co., Ltd. 美吉莱商贸（上海）有限公司

Hershey Foods International Trade (Shanghai) Co.,Ltd. Shanghai Representative Office 好时巧克力上海办事处

Shanghai Behr Thermal Systems Co., Ltd. 上海贝洱热系统有限公司

Evonik Degussa (China) Co., Ltd. 赢创德固赛（中国）有限公司

ADVANCED ENERGY INDUSTRIES 优仪半导体设备（深圳）有限公司

Manulife Business Processing Services (MBPS) Chengdu 枫国宏利信息科技服务（成都）有限公司

Biomerieux Shanghai Office Shanghai 梅里埃诊断产品（上海）有限公司上海

Sirona Dental Equipment Trading (shanghai) Co., Ltd. 西诺德牙科设备商贸（上海）有限公司

Eli Lilly Trading (Shanghai) Co., Ltd. 礼来国际贸易（上海）有限公司

Huatai Asset Management Co., Ltd. 华泰资产管理有限公司

TE Connectivity 泰科电子

Sciclone Pharmaceuticals (China) Ltd. Shanghai Branch Office 赛生贸易（中国）有限公司

ASUS Technology (Suzhou) Co., Ltd. 华硕科技（苏州）有限公司

INTERSPORT Development (Shenzhen) Co., Ltd. 英特体育发展（深圳）有限公司

Analogue 安乐工程集团

Wuhu Valeo Automtive Lighting Systems Co., Ltd. 芜湖法雷奥汽车照明系统有限公司


Kerry China 凯爱瑞配料贸易（上海）有限公司

Shenzhen Accord Pharmaceutical Co., Ltd. 国药集团一致药业股份有限公司

Whealthfields Lohmann (Guangzhou)Co.,Ltd. 威莱日化（广州）有限公司

Zheshang Property and Casualty Insurance Company Limited Headquarter 浙商财产保险股份有限公司总部

Futuris Automotive Components (Wuxi) Co., Ltd. 富卓汽车零部件（无锡）有限公司

Micropoint Bioscience Inc. 深圳微点生物技术服务有限公司

Embraer (China) Aircraft Technical Services Co., Ltd. 巴航（中国）飞机技术服务有限公司

ZF Chassis Systems (Beijing) Co., Ltd. 采埃孚汽车底盘系统（北京）有限公司

Pacific Allianz Health Insurance Co., Ltd. 太保安联健康保险股份有限公司

GAC Fiat Chrysler Automobile Sales Co., Ltd. 广汽菲亚特克莱斯勒汽车销售有限公司

Aegon THTF Life Insurance Co., Ltd. Shanghai Headquarter 同方全球人寿保险有限公司上海总部

Heidenhain (China) Co., Ltd. 约翰内斯.海德汉博士（中国）有限公司

SAIC Volkswagen Automotive Co., Ltd. 上汽大众汽车有限公司

Jacobs (Suzhou) Vehicle Systems Co., Ltd. 皆可博（苏州）车辆控制系统有限公司

Chrysler Asia Pacific Investment Co., Ltd. 菲亚特克莱斯勒亚太投资有限公司

Xi'an AVIC Hamilton Sundstrand Aviation Electric Co., Ltd. 西安中航汉胜航空电力有限公司

Keppel Land China Limited 吉宝置业中国有限公司

DHL-Sinotrans International Air Courier Ltd. 中外运-敦豪国际航空快件有限公司

JAS Forwarding (China) Co., Ltd. 捷爱士国际货运运输代理（上海）有限公司

Merit Medical(Beijing)Co., Ltd. 麦瑞通医疗器械(北京)有限公司


Shenzhen Hepalink Pharmaceutical Co., Ltd. 深圳市海普瑞药业股份有限公司

Concentrix Informantion Technologies (Dalian) Co., Ltd. 聚思鸿信息技术服务（大连）有限公司

guangdong hongfa investment group CO., LTD. 广东鸿发投资集团有限公司

Fullerton Credit Services Co., Ltd. 富登信实商务服务有限公司

Inductotherm Industries (Wuxi) Co., Ltd. 无锡应达工业有限公司

Kao (China) Holding Co., Ltd. 花王（中国）投资有限公司

HOYA LENS SHANGHAI LTD 豪雅（上海）光学有限公司

South Air International Co., Ltd. 南方英特空调有限公司

A123 Systems (China) Materials Co., Ltd. 常州高博能源材料有限公司

Ferrero Trading (Shanghai) Co., Ltd. 费列罗贸易（上海）有限公司

Johnson & Johnson Medical (Shanghai) Ltd. 强生（上海）医疗器材有限公司

Ambu Ltd. 安保（厦门）塑胶工业有限公司

Royal Caribbean Cruises Service (China) Company Limited 皇家加勒比游轮船务（中国）有限公司

Praxair (China) Investment Co., Ltd. 普莱克斯(中国)投资有限公司

Eaton Industries (Wuxi) Co., Ltd. 伊顿工业(无锡)有限公司

Grundfos Pumps (Suzhou) Ltd. 格兰富水泵苏州有限公司

Okaidi (Shanghai) Commercial & Trading Co., Ltd. 欧开蒂（上海）商贸有限公司

Wuxi MitraStar 无锡盟创研勤

Dongfeng Peugeot Citroen Automobile Co., Ltd. 神龙汽车有限公司

Colgate Palmolive (China) Co., Ltd. 高露洁棕榄(中国)有限公司


Continental Brake System (Shanghai) Co., Ltd. 大陆制动系统有限公司

Auchan (China) Investment Co., Ltd. 欧尚（中国）投资有限公司

Suzhou Sullair Air Equipment Co., Ltd. 苏州寿力气体设备有限公司

Analogic Medical Equipment (Shanghai) Co., Ltd. 安络杰医疗器械（上海）有限公司

Orient Overseas Container Line (China) Co., Ltd. South 东方海外货柜航运（中国）有限公司南方区

Magneti Marelli (China) Co., Ltd. 马瑞利（中国）有限公司

CooperVision Optical Trading(Shanghai) Company 酷柏光学产品贸易（上海）有限公司

Nissitech Advanced Co., Ltd. 尼西半导体科技（上海）有限公司

Shanghai Pratt&Whitney Aircraft Engine Maintenance Co., Ltd. 上海普惠飞机发动机维修有限公司

Stago Diagnosis Trading (Shanghai) Co., Ltd. 北京思塔高诊断产品贸易有限责任公司

Grupo Antolin Shanghai Investment Co., Ltd. 安通林（中国）投资有限公司

Concentrix Informantion Technologies (Dalian) Co., Ltd. 聚思鸿信息技术服务（大连）有限公司

Leica Microsystems Trading Limited Shanghai 徕卡显微系统（上海）贸易有限公司

UTC Climate Controls Security Group 联合技术公司气候控制及安防集团

Aon Hewitt Study of Talent Trends and Practices · talent. The HR priorities for the past two to...

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