Article in Xin Wen Chen Bao, on February 19th, 2009
1. What are the effects of the global economic crisis on the future of design talents in China?
An economic slowdown calls for fewer people with better skills. People with excellent creative thinking abilities, graphic skills, and striving talent will have the upper hand. On an ever increasing level, design talents will need to ask "how" instead of answering yes or no, be comfortable with doing things that they have not done before, and embrace a variety of media with particular focus on any imaginable space between the brand and its consumers.
2. What is the career outlook for creative talents in China?
China's GDP is still expected to grow for many years to come. Secondly, marketing, branding, and connecting to the customers are essential to drive business. Therefore, I am positive about the industry's future and opportunities for creative talents with a strong work ethic and client orientation.
3. What are the major weaknesses of local designers in China?
The main weaknesses of local designers are relatively weak conceptual and English skills. These weaknesses can be overcome by studying and practicing different kinds of art forms, actively engaging in brainstorming sessions, and being committed to continuous learning. In the early career stage, local designers should concentrate on enhancing design skills, learning to manage time and project challenges effectively and efficiently, demonstrating high quality standards consistently, and striving to understand brand essence.
4. What does TBWA\Group\China do to retain creative professionals?
We provide our Employees with opportunities to work on fun, challenging, and exciting projects for world class brands and offer competitive salary and compensation packages with an environment conducive for initiative, creativity, and collaboration. Training and development are also strong pillars of our culture. Last year we launched many new initiatives including Performance Conversation Model, an Organizational Climate Survey as part of the Workforce Scorecard, and RedSlash Awards (employee recognition program). What's more, we create opportunities to build stronger bonds in the workplace. People that easily integrate into our culture are ambitious, open-minded, and honest; while disruption (our philosophy, methodology, and cultural glue) continuously helps us to attract them.
5. What role does Raffles Design Institute play in training creative professionals for the industry?
I appreciate all relationships that TBWA\Group\China has with the educational community in Shanghai. Raffles has been successful at identifying, educating, and inspiring new talent and is one of our key recruitment destinations. In the past, we have been very lucky to work with some of the best students from Raffles. Currently, nearly 10% of our Employees come from our UN-intern program which Raffles and other tertiary institutions partake in.
Tuesday, March 24, 2009
Tuesday, March 10, 2009
Internship Programs
Few organizations in China have Internship programs that are thoroughly conceptualized and implemented by the company. Instead, internships are approached on an ad-hoc basis and Interns are hired mostly to off-set headcount shortages. As a result, companies may face low Intern satisfaction scores and consequently high Intern turnover rates that invariably create disturbances to team effectiveness while training efforts do not pay off.
Therefore, it would be beneficial for organizations to design an Internship program that would help the company position itself as a good Employer and not as an exploiter of cheap labor, achieve consistent and quality experiences for Interns, and give Managers a roadmap for Internship arrangements. In order to do so, proper consideration must be given to the following questions:
• What are the expected benefits of the program to the company?
• What are the expected benefits of the program to the Interns?
• What are the objectives of the Intern program?
• How long should the Internship take to be recognized as a valuable experience?
• Who are eligible candidates? What are the minimum requirements?
• What could be the benefits of offering Internship positions to overseas Chinese or foreigners?
• What is the selection process for an Internship position?
• What sort of induction program would be helpful for the Intern to gain a comprehensive understanding of the department, team, and business?
• Should an Intern work on a specific project or help out with any added workload that emerges? What should be the Interns’ tasks?
• Should Interns work OT? How much OT is normal or permitted?
• Should Interns be allowed to use their personal computers at work?
• What level of remuneration appears to be fair for the value Interns create during their Internship?
• What are the expectations of Managers? To what degree will Managers be held responsible for creating a positive and rewarding experience for the Intern?
• What is the most appropriate approval process?
• What quality control tools will be instituted (e.g. Intern Satisfaction Survey, Intern Exit Interview)?
Therefore, it would be beneficial for organizations to design an Internship program that would help the company position itself as a good Employer and not as an exploiter of cheap labor, achieve consistent and quality experiences for Interns, and give Managers a roadmap for Internship arrangements. In order to do so, proper consideration must be given to the following questions:
• What are the expected benefits of the program to the company?
• What are the expected benefits of the program to the Interns?
• What are the objectives of the Intern program?
• How long should the Internship take to be recognized as a valuable experience?
• Who are eligible candidates? What are the minimum requirements?
• What could be the benefits of offering Internship positions to overseas Chinese or foreigners?
• What is the selection process for an Internship position?
• What sort of induction program would be helpful for the Intern to gain a comprehensive understanding of the department, team, and business?
• Should an Intern work on a specific project or help out with any added workload that emerges? What should be the Interns’ tasks?
• Should Interns work OT? How much OT is normal or permitted?
• Should Interns be allowed to use their personal computers at work?
• What level of remuneration appears to be fair for the value Interns create during their Internship?
• What are the expectations of Managers? To what degree will Managers be held responsible for creating a positive and rewarding experience for the Intern?
• What is the most appropriate approval process?
• What quality control tools will be instituted (e.g. Intern Satisfaction Survey, Intern Exit Interview)?
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