HOW DO YOU INFLUENCE YOUR STAFF? How do you get them to go the extra mile? According to Jeff Tan, founder of REV, a China based coaching firm, says the responsibility ultimately lies with the manager. He sees managers blame their subordinates and ultimately damage their staff’s engagement levels. Instead, says Tan, managers should ‘suck&hellip

ONE MAN’S TRASH CAN BE ANOTHER MAN’S TREASURE. For one Indian man, his traditional rugs no longer had a market in his home country, while in Finland they were winning design awards. Dr Pia Polsa, former Dean of Hult International Business School Shanghai campus, describes this modern day ‘rags to riches’ story that has more than&hellip

THERE ARE OVER 513,000,000 INTERNET USERS IN CHINA. Nevertheless, there is still a huge shortage in experienced, marketing savvy junior and middle managers to fill the increasing employment gap in digital marketing. For those companies engaged in this booming market, Pete Wong, has some advice – you have to micro-manage your team! Pete Wong has&hellip

THE PERFORMANCE MANAGEMENT PROCESS IS BROKEN. Performance appraisals, when done at all, are normally only once or twice a year, and often result in demotivated staff. The process is not transparent, and objectives are locked down for the year without any flexibility relevant to the changing market conditions. As a consequence, it is no surprise&hellip

INNOVATION AND CHINA ARE NOT COMMONLY USED TOGETHER. And yet, it has been the Chinese who had lead major breakthroughs, from the compass through to gunpowder, and even printing. So it should come as no surprise that there is a Chinese philosophy regarding innovation. Cathy Huang is the President of innovative company CBi China Bridge.&hellip

SOMETIMES YOU NEED TO FAIL ON PURPOSE. So says Jason Pecotic, director of WMC Group, an importer of buses from Suzhou, China into Australia. His company imports buses from Higer, a Chinese automotive company, and in the early years of their cooperation WMC had a difficult time convincing the Chinese engineers that their product was roadworthy,&hellip

ACCORDING TO WILLIAM WU, Vice President of Universum, a employer branding firm with offices across Asia, the Chinese 90’s generation is interested in more than just money – they want work/life balance and to be understood! Universum is a corporation that surveys 700,000 students and professionals and provides Ideal Employer ™ research, full-service communication and&hellip

PROVIDING FEEDBACK SHOULD NOT ONLY BE LIMITED to negative feedback. Feedback should be both positive and negative. This is especially true for the ’90’s Generation’ who crave attention. So says Sai Yan, senior trainer and project director for ClarkMorgan Ltd. Yan assists in the development of the ’90’s Generation’ across China, in order to develop their&hellip

IN ASIAN CULTURES providing positive feedback is not usual. So says Jinming On, Chief Accounting Officer for Luxottica in China. However, Jinming, a Malaysian born Chinese, believes that the benefits of providing positive feedback far outweigh only being negative. Her Insight compares two of her bosses in previous companies, and the negative consequences of using&hellip

THERE IS A DIRECT LINK BETWEEN ENGAGEMENT and productivity. Happier staff put more effort into their role, as well as show ‘ownership’ in the job that they do. No where is this more important than in China – the world’s manufacturing centre. In this Insight, Kevin Liu, Lean System Director for Luxottica, highlights how simply&hellip