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1、9-411-029REV:SEPTEMBER14,2011HEIDIK.GARDNERHiringProfessionalsinChina:APractitioner'sGuideTheoperationsofprofessionalservicefirmsinChinahaveexpandedrapidlyinrecentyearsandareprojectedtocontinuegrowingwellintothefuture.By2015,forexample,managementconsultingfirmsareexpectedtogrowby12%.1Tocapitaliz
2、eonthisgrowthandaddresstheuniquechallengesassociatedwithdeliveringclientservicesinChina,professionalservicefirmshavedevelopedasetofmanagementpracticesthatcombineleading-edgethinkingfromglobalfirmswithtried-and-truelocalprocesses.Theobjectiveofthisnoteistoexplorebestpracticesforoneparticularmanag
3、ementchallengefacingprofessionalservicefirmsinChina:hiringexceptionalprofessionalswhowillsucceedinbuildinghigh-qualityclientrelationships,deliverappropriatelyinnovativethinking,andhelptheirfirmsgrowandimproveperformance.China’spoliticalandculturalcontextmeansthatfirmsrarelysucceedbymerelyreplica
4、tingWesternpractices,inpartbecausehiringandtalentmanagementnormsareatdifferentstages.Thisnotecapturespreliminaryfindingsfromongoingresearchonthistopic.Itismeanttostimulatethinkinganddiscussionratherthantoserveasadefinitiveanswertotheissues.Anumberofotherresourcesprovideguidestobestpracticesinthe
5、hiringprocessoutsidetheChinacontext,aimedeitherathiringemployeesingeneralorprofessionalservicefirmmembersinparticular.2BuildingonaframeworkdevelopedbyFernandez-Araoz,Groysberg,andNohria(2009)thatoutlinessevenstagesofthehiringprocess,thisdocumentfocusesprimarilyonthefacetsoftheprocessthatarediffe
6、rentinChinacomparedwithstandardorbestpracticesintheWest.Alongsideareviewoftherelevantliterature,wehaveinterviewedprofessionalsinanumberofestablishedservicefirmspresentlyoperatinginChina.Todate,interviewsrepresentstrategyconsulting,accounting,andexecutivesearchfirms;allintervieweeshaverepresented
7、theChina-basedofficesofWesternfirms.Weintendtoexpandourresearchtoincludelocalfirms.Yourinput,feedback,andideasarewelcome.Pleasecontacttheauthordirectlyviaemail:hgardner@hbs.edu.AnticipatingtheNeedInthisstage,professionalserv
