Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot

Summary
New Modes are Out to Stimulate the World: An Analysis on
the HR Service Market
An Outlook for Human Resources Management
Case Study
DDI: Commitment to Excellence in Talent Management
GUANAI TONG: The Trump Card of Enterprises
Kelly Services: Prepare for the Future
Top 100 Brands List
Company Profile
About the List
Assessment Mode and Procedure
Introduction of Evaluation Model of the List
Acknowledgement
About Research
Publishing Institution
Disclaimer
Copyright Statement
Contents
002
026
042
070
096
111
112
113
114
115

01Top 100 Human Resources Services Brands in Greater China 2013
Top 100 Human Resources
Services Brands in Greater
China

Top 100 Human Resources Services Brands in Greater China 2013002
Summary
New Modes are Out to Stimulate the World:
An Analysis on the HR Service Market
An Outlook for Human Resources Management

New Modes are Out to Stimulate
The World:
An Analysis on The HR Service Market
Affected by the financial crisis, in 2009 the global human resources and employment
services 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 global
labor market, the global human resources and employment services market began to
rebound. According to the forecast of the American market research firm IBISWorld, the
revenue of global human resources and employment services market would reach $590.1
billion 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 driving
force for future global growth, and hence increased their investment in these markets. In
June 2012, Deloitte announced a significant three-year investment program in the strategic
markets, and pledged to pump $750 million into these markets. This is a follow-up market
investment program right after the previous program implemented in fiscal years 2010-2012
whose total amount hit $500 million. Among them, more than 50% ($400 million) of the
amount will be invested in Asian markets, namely China, India, Japan, Korea and countries
in Southeast Asia.
Compared with banking, express and other industries, the HR services industry is known for
its high degree of openness. Since the limit to foreign stakes in HR-related Sino-foreign joint
ventures of 49% was abandoned in 2006, the industry has become increasingly open than
ever. At present, all the top ten global human resources services providers have opened their
businesses in China, and after eyeing for opportunities in China for more than a decade, many
leading foreign HR-related companies have pushed forward their penetration into China, and
expanding their operations from first-tier cities to second and third tier ones, while China's
domestic human resources services providers have also grown up from strength to strength in
the fierce market competition.

Big players win through. According to IBISWorld’s forecast, the world's top four giants combine to take
13.1% of the global human resources services and employment market in 2012, and this prediction has
been 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 with
deep 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 of
Taleo, IBM’s acquisition of Kenexa.
Even segmented areas are showing an impressive dose of vitality; fragmented and decentralized
development pattern will continue to exist. Big players in niche market will continue to emerge, such as
Robert Half, the professional recruiting companies focusing on the finance and accounting sector, while
Temp Holdings, Japan's largest integrated human resources services company is another example of this
kind; 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 2012
Ranking Company
Gross revenue
in2011
Year-on-year growth
rate of revenue
Operating
profit in 2011
Operating margin
for the year
1
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%

Online Recruitment
The "Employer's Recruitmemt Willingness Report Q2 2013"
released by 51jobs shows that Chinese employers will be more
active in recruitment: more than 70% of employers have said they
will hire more employees compared with the same period in 2012.
For quite a long time, the recruitment market in China as a whole
will still maintain its growth momentum, according to statistics of
Morgan Stanley, in 2015, China's online recruitment will register a
total revenue of $3.6 billion.

The Job Board Mode
The job board mode of online recruitment is on the decline, and the market share
of the enterprises that use this mode will be grabbed by enterprises embracing
other recruitment modes. Monster, the No. 1 player of the job board mode in the
world whose business has covered about 55 countries, has to drop its loss-making
subsidiaries after many years in the red; it has pulled out from a few markets such as
Brazil, Mexico and Turkey, to focus on the North America and Europe markets that
are essential to it. In the China market, its wholly owned ChinaHR.com was sold for a
rock-bottom price.
Thanks to China's huge population base and the huge recruitment needs, Chinese
online recruitment companies using job board mode are still able to maintain a certain
level of growth. After the resignation of ChinaHR.com, 51jobs and Zhaopin.com split
its 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 of
monthly 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%, helping
Zhaopin.com move one step further to the goal of going public. Meanwhile, Seek
Limited is also the parent company of JobDB, another Chinese online recruitment
company.
Since it went public, 51job has maintained excellent financial performances: in fiscal
year 2012 its revenue grew by 10.4%, and its net profit rose by 21.6%, while Recruit,
Japan's largest human resources and consumer website is the largest shareholder
of 51job. According to public information, as of the first quarter of 2011, Recruit
Company held 41.2% of the shares of 51job. Recruit registered annual revenue
of more than 800 billion yen, and it is another the parent company of Indeed, a
recruitment company that adopts the search mode: it acquired the latter in September
2012.

Social networking has changed the landscape of recruitment industry’s marketing, business and
product modes, and has created the most profound impact on traditional online recruitment. Social
networking recruitment focuses on professionals without obvious job-seeking intentions, and it
sidesteps the unspecific pattern of the Job Board recruitment but targets the top quality candidates
who are also passive job seekers.
Social networking sites allow employers accurately search candidates and quickly match candidates
with their demands, and can ensure that the information is real-time, true and reliable, so that
employers 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. in
2012 more than 90% of enterprises have adopted this mode, and more than 70% of recruiters have
developed above-the-par skills of using social networking sites to recruit, and the success rate of
recruitment increased substantially. This passive mode of recruitment can make headhunting the next
business totally reshaped by the Internet.
The financial statement of LinkedIn in 2012 shows substantial
revenue growth, of which its talent solutions--whose volume has
doubled-- accounts for 53.8% of its business.
2011 2012 Year-on-year growth
Total 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 world's largest social networking site, has also begun to test water online recruitment platform
last year, while native Chinese websitestianji.com , Renren, and Dajie have also flocked to this market.
Social Networking Recruitment Mode
Source: LinkedIn financial statements.

Job1001.com and 36.cn are representatives of another kind; they divide the job market in
accordance with the industries and geographic regions and provides many different sub-sites in over
twenty hot industries, such as auto, medical, construction, chemical, electric power and so on, while
each site is small and highly specialized but prove deep into the potential of the human resources in
the industries and enterprises and provide job seekers with more accurate job matching. According
to industry sources, job1001.com has raked in some RMB1 billion in sales volume.
The vertical pattern of recruitment focuses on segmented market, targeting highly specific
demographics 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, an
online recruitment website that faces college students and school leavers founded in 2005 by three
students 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 year
more than one million college students have landed jobs and some 200,000 college students have
found part-time internship opportunities through YingjieSheng.Com.
Industry Vertical Recruitment Mode

This mode uses the core technology of search engines to deal with massive amount of job search
and recruitment information, and match the information on supply and demand to realize successful
recruitment. This mode is changing the landscape of online recruitment. The concept of this mode is
similar to those of Google, Baidu and other search engines and the relevant websites do not compete
with each other, and they bring forth data after integrating them.
Indeed is a representative of this mode, and it is currently the world's largest online job search engine.
Indeed scout recruitment information from thousands of job sites, newspapers, job agencies, and
company websites, and allows job seekers to view all the posts when they log on. Compared with
the traditional search engine that displays only the salary lists, Indeed.com also presents other info
related to the job as well as that on the development of the company to let users make comprehensive
comparison 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 for
the first time to become No. 1 job search site in 2010. At present, its number of visits is the total of the
two sites of Monster and CareerBuilder. In January 2013, Indeed announced that its monthly figure of
visitors had topped 100 million.
Indeed was established in 2004, covering more than 50 countries and regions and supporting 26
languages. In 2012, the Japanese company Recruit acquired indeed, and made its profit-making mode
similar with the charging mode of Google.
Search Recruitment Mode

Comments-on-employer Recruitment Mode
The recruitment site Glassdoor embraces a community end-to-end communication mode, and solves the
problems of information asymmetry in the recruitment process. Glassdoor users can see the contents of
the nearly three million companies around the world, including payrolls, employee comments, and interview
experience.
In February 2012, Glassdoor introduced a new function named Inside Connections that allows users to
connect 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 info
as well as tailor made websites for employers and competitor analysis tools.
Glassdoor approaches recruitment business by virtue of forming a job community with quality recruitment
info, and China has a similar website to Glassdoor named Fenzhi. It currently has more than 800,000
companies’ information, more than four million registered users, and nearly three million pieces of info
on salary, reviews and interviews, but it is still yet to be confirmed whether the mode of fenzhi can help it
challenge the leadership of 51job.

Human Resources Outsourcing
As early as 1989, well-known management expert Peter Drucker wrote in his book that
by any work of background support without creating turnover should be outsourced,
and any activity that does not offer advanced development opportunities to the business
should also be done by outsourcing. "
In China, as many as 90% of Chinese companies on the Fortune 500 list have adopted
Human Resources Outsourcing (HRO) but the depth of application is still far behind
their overseas counterparts.
The traditional outsourcing mode of “personnel agency” collecting a monthly service
fee has seen its profit margin much squeezed. Although the revenue of CIIC, Beijing
FESCO and Shanghai FESCO and other giants have maintained 30%-50% annual
growth rates, this is mainly due to the huge human resources outsourcing market in
China, as well as substantial growth in profit margins due to scale effects.
Foreign human resources outsourcing companies mainly adopt the Business Process
Outsourcing (BPO) practices, such as: human resources information systems
outsourcing, payroll outsourcing, talent management outsourcing, learning outsourcing
and Recruitment Process Outsourcing (RPO).

Source: HRoot Global Human Resources Service Indsutry MarketWatch, March 2013
The payroll outsourcing company ADP is the most profitable enterprise in the field of global human
resources services. ADP’s operating profit topped $1.933 billion in fiscal 2011, and its operating profit
margin hit a whopping 19.6%. ADP's financial advantages do not stop there however. As of March
31, 2012, ADP's market capitalization hit $30.96 billion, being the highest in global human resources
services industry, even higher than Marsh & McLennan, the parent company of Mercer, and Aon Group,
the parent company of Aon Hewitt.
Paychex, ADP's main competitor in North America, scored
substantial operating profit margin as high as 38.3% in fiscal
2011 although its headcounts are less than 20% of that of
ADP. Only by considering the human resources business,
Paychex is the world's second largest company in the human
resources service industry in terms of market capitalization.
The high profits of ADP and Paychex result from their unique
business mode, that is, business process outsourcing on
software platforms; client using the software platforms can
make self-service operation, reduce labor costs, improve
accuracy and speed up information delivery. This mode makes
these companies the few case of the technology-intensive,
asset-light and high cash para-financial company mode in the
human resources services industry, and has a very high return
on assets. ADP is one of the four non-financial companies
rated AAA by Standard & Poor's and Moody's.
Payroll Outsourcing
As an aggressive company, ADP apparently is still
not satisfied with this: In the second half of 2011,
ADP announced the acquisition of the world's leading
Recruitment Process Outsourcing (RPO) company, The
Right Thing. The recruitment posts of the latter is the
second largest in the world, and before acquisition it had
recruited more than 190,000 personnel for its clients.
Through the acquisition, ADP quickly entered surrounding
complementary business market, not only expanded
the scope of business of its HR business process
outsourcing, but further established its position as the
world's largest human resources outsourcing company.
Paychex has not yet entered the China, while the other
services giant NorthgateArinso (NGA) has set up offices
in Hong Kong, and Shanghai, and has established an R
& D center in Dalian.
Ranking of Market Capitalization of HR Services Providers, Mar. 2013
Rank
Company Name
in English
Company
Name in
Chinese
Code of
Exchange
Stock Exchange Stock Code
Mar. Cap.
on Mar.31,
2013 (Ori.
Currency1
)
Currency
& Unit
Mar. Cap on
Mar. 31, 2013
(USD)
Mar. Cap
on Feb.28
(USD)
Compared
with
previous
month
1 ADP 安德普翰 NASDAQ Nasdaq ADP 30960 USD,mn 30960.00 29,789.00 3.93%
2
Marsh & McLennan
Companies, Inc./
Mercer 3
威达信集团 NYSE
New York Stock
Exchange
MMC 20701 USD,mn 20701.00 20,241.00 2.27%
3 Aon 怡安 NYSE
New York Stock
Exchange
AON 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/
EURONEXT
ADEN/ADE ADEN/ADE 9595.66 CHF,mn 9809.64 10,924.53 -10.21%
6 Edenred 艾登瑞德 EPA
NYSE Euronext
(Paris)
EDEN 5761 Eur,mn 7483.54 7,264.76 3.01%
7 Randstad 任仕达 AMS
NYSE Euronext
(Amsterdam)
RAND 5496 Eur,mn 7139.30 7,276.46 -1.88%
8 Towers Watson 韬睿惠悦 NYSE
New York Stock
Exchange
TW 5478 USD,mn 5478.00 5,306.00 3.24%
9
Robert Half
International
罗致恒富 NYSE
New York Stock
Exchange
RHI 5215 USD,mn 5215.00 5,003.00 4.24%
10 ManpowerGroup 万宝盛华集团 NYSE
New York Stock
Exchange
MAN 4360 USD,mn 4360.00 4,284.00 1.77%

Recruitment 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 and
profit margin.
According to Everest Group’s "Global RPO Report 2012”, in 2011 the global RPO market reached $1.6 billion, and had
an annual growth rate of more than 25%; next to the continuous growth in North American market , the growth rate in the
European and Asian markets were the next fastest.
ManpowerGroup signed a contract to provide recruitment services for the Australian Defence Force for a period of five
years with the value of at least 4 million Australian dollars, setting a record of transaction volume in a single case in the
history of the industry.
In China, Randstad, Kelly Services, Career International, Manpower, 51job, and CIIC, as well as FESCO,SFSC are
actively exploiting the potential of the market.
In September 2011, Randstad acquired SFN Group for $770 million, and made the SourceRight Solutions of SFN's as a
part of Randstad Sourceright, a business that has entered China.
On September 13, 2012, Talent2, Australia's largest human resources business process outsourcing and management
service provider, announced that after trading at stock exchange for nine years, the company has completed its
privatization 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 can
enhance the ability of both companies to provide recruitment services and human resources outsourcing services to
customers on a global scale. Allegis Group is the third largest temporary staffing management company in the United
States 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 of
the top five HR solutions services companies in the world), opened its new office in Shanghai in December 2012, as a
move to announced the further expansion of its business.
Recruitment Process Outsourcing

Ranking
in 2012
Ranking
in 2011
logo Company
Number of recruits in
2011, x10000
1 3 PeopleScout 22
2 5 Kenexa1
5*
3 4 Adecco RPO 6*
4 1 Alexander Mann Solutions(AMS) 6.2*
5 / Randstad Sourceright2
6.5
6 6 Allegis Talent2 18
9 10 Futurestep,A Korn Ferry Company 0.9-1*
10 12 Hudson RPO 1*
11 8
Kelly Outsourcing and Consulting
Group(KellyOCG)
3*
13 11 Aon Hewitt 7.4
/ 2 SourceRight Solutions3
6.5
/ 7 The RightThing4
19
1. 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 2010
4. ADP acquired The RightThing
Source: Baker’s Dozen RPO Enterprises 2012 selected by HRO Today
The world's leading RPO providers are keenly aware that RPO market will experience
a period of rapid growth, major RPO suppliers in the following form have all entered
the China market with the only exception of PeopleScout, the company with the largest
volume of recruitment.
2012 Baker's Dozen Customer Satisfaction Ratings of HRO Today

Talent Management,
Assessment and Evaluation
In the past year, the global talent management, assessment and evaluation industry
has witnessed many significant mergers and acquisitions that have changed the market
structure.
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 measure
and 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 provides
services to more than 10,000 customers in over 111 countries, and assess 25 million
people annually, and has over 30 languages for its service. SHL was acquired by
HgCapital 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, SHL
recorded a total revenue of $209.8 million, while CEB pulled in $484.7 million.

After the merger, the main business of the two sides
are highly complementary - CEB has a wealth of best
practices, in-depth industry insight and data, and they
complements the assessment, predictive analysis, and
reliable technology platform of SHL; the merger will
expand the two companies’ market significantly and
increase the market shares and coverage in major
developed and emerging markets. CEB seeks to expand
and extend its existing platform through the technology-
driven solutions and enhance its comprehensive strength.
Mergers and acquisitions among top players are not
uncommon. In December 2012, the talent management
solutions provider Korn/Ferry International acquired PDI
Ninth House (PDINH) for $80 million in cash. PDINH is
a leading global leadership solutions provider which was
formed in 2009 by the merger of PDI and Ninth House.
PDINH is also a major competitor of DDI in the United
States. Though the acquisition, PDINH will become a
part of the international leadership and talent consulting
business of Korn/Ferry.
Korn/Ferry International is known for its Executive Search
services, but in recent years, through frequent adjustments
of its business, it has extended its business to CEO and
managers search, executive coaching, talent management,
leadership consulting and managerial talent assessment.
Korn/Ferry’s landmark achievements include the completion
of one million executive assessment. The company now
provides decision-making style assessment, evaluation and
investigation products like Via EDGE, Choices Architect,
LFE, Voices, forward-looking assessment, SIE, coaching
effectiveness survey.
In August 2012, IBM invested $1.3 billion for the acquisition
of integrated human resources service providers Kenexa, a
move that riveted attention in the industry. The acquisition
will further consolidate IBM's service competitiveness and
help clients improve their social commercial capabilities.
Kenexa will bring IBM consulting services that combine
human efforts and workflow, at the same time it will combine
them with the cloud technology to produce more intelligent,
optimized human resources solutions for critical business
fields.
Beisen, a leader in talent assessment, unveiled in 2010
new SaaS-based recruitment services. With companies
increasingly focus on the efficiency of internal management,
recruitment management software market in China will
embrace a period of rapid development. Currently, Beisen’s
assessment products can seamlessly integrate with various
recruitment systems.

Human Resource Consulting,
Talent Dispatch
Given the huge demand of the HR industry, the headhunting industry, in spite of the influence of economic
cycles, 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 merger
in the previous few years, and they have a bright future ahead of them. Towers Watson, Marsh & McLennan
(Mercer's parent company), Aon (Aon Hewitt's parent company) have seen their share prices hit record high in
the 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 very
high brand awareness, Aon Hewitt, although only as a business rather than an independent subsidiary of Aon, it
has its independent brand while operating in Greater China.
The temporary staffing industry experienced dramatic decline, as the unemployment rate in the European
market remains high. Eurostat data show that euro-zone countries and the EU-27 unemployment rate reached
11.6% and 10.6% in September 2012, Spain and Greece, the unemployment rate exceeded 25%. China
personnel deployed encounter legal regulation, the new labor contract law for the first time in five years, to
modify, to modify on dispatching provisions from the law strictly regulate labor dispatching, the industry is full of
variables.
An endless stream of new business modes is emerging. Through various institutional changes in the human
resources industry, quality human resources service provides will win through in heated competitions.

An Outlook for Human
Resources Management
As competition for talent intensifies, the level of human resources management has
become a determinant of the success or failure of enterprise in the competition in the
future. In an era of globalization known for complex market environment, companies
need to constantly change the management of human resources, to continue to add
value to human capital to navigate the uncertainties in the future competition, and to
reshape the future of the human resources management.

Tremendous Impact Brought by Social
Networking
The explosive growth of information makes modern society largely an "information
society", and the emergence of social media has had a profound impact on the
commercial, political and cultural landscape.
There is no doubt that social media have determined the modes and effects of information
dissemination. Before the advent of social media, the dissemination of information showed
a linear pattern: information was provided by communicators through certain channels of
communication to the audience in a process of one-way flow.
The emergence of Facebook, Twitter, YouTube and other social media have subverted
the traditional mode of dissemination. A unique "node - broadcast" mode of transmission
of 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" for
releasing something new, and the formation of such user behavior has in turn, impacted
on the expression of the information, in particular, to change one-way linear mode of
transmission into node-interaction. Thus, the advantage of social media has provided
information dissemination a two-way communication channel rather than the unidirectional
flow in the traditional sense.

Strong Ties and Weak Ties Theory
With the advent of mobile media, it is more convenient for audience to contact
and to use social media, which has enhanced the reliance and affinity of
the 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 network
can fall into two categories: “strong ties” and “weak ties”. “Strong ties” means
the people are in homogeneous groups (in terms of jobs, the information
convergence); they have close relationships between them,and there are strong
emotional factors that maintain interpersonal relationships. On the contrary,
”weak tie” relationship is characterized by the heterogeneity of an individual's
social network (that is, the network is very wide and the people in contact may
come from all walks of life, and the information obtained are multi-faceted); the
interpersonal relationship are not very strong, or involve many emotional ties.
The strength of the relationship determines the nature of the information and the
possibility for individuals to achieve its goal of its actions.
The study also has found that: In fact, among one’s social relations the
closest relationship in one's work and career is not “strong ties”, but more
often the "weak ties". "Weak ties" are not as closely knit as “strong ties”, but
are very fast, with low-cost and high-performance communication efficiency.
In one of his books, Granovetter comes to this conclusion: weak ties are
very useful in looking for career opportunities, because weak ties can pass
between the different groups non-repetitive information, and give social
network members a wealth of information resources. In fact LinkedIn’s
theoretical 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 of
higher heterogeneity, in a form of a "relational bridge." They can relay non-
repetitive information to different groups, expanding the range of information
transfer and achieving better dissemination results. Macroscopically, as
a new platform for the dissemination of information, social networking
allows a large number of ordinary users to participate in the dissemination
of information, and this is changing the landscape of media and public
opinions.
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.”

Six Degrees of Separation Theory
In 1967, Harvard University psychology professor Stanley Milgram designed a chain
letters experiment, proving that on average only six people are needed to get any
two Americans know each other. Basing on this, Milgram proposed the six degrees of
separation theory, believing that to establish contact between any two people in the
world, a maximum of only six people are involved. This also means that between you
and any stranger there are no more than six people, In other words, through six people
at 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." The
theory suggests that in the society "weak link" relationships prevail, but they play a very
powerful role. However, Facebook found via researchers at the University of Milan, Italy
who studied 721 million active users, that the average number of people between any
two independent persons in the world is 4.74.

Cloud Computing to Lead the
Transformation of Human Resource
Management
As the Internet and technology are advancing by leaps and bounds, cloud computing technology,
the development of mobile Internet technology has greatly changed and affected people's lives
and behavior. Meanwhile, the Internet technologies have subverted the modes of the operations
of 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 the
Internet. It is so named as the characteristics and nature of cloud services on the Internet is
similar 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-service
Access to the Net anytime, anywhere and with any Net device
Resource pool shard by multiple people
Flexibility of rapid re-deployment
Monitor-able and measure-able service

As cloud computing becomes mature, people can safely share data, a move that can save
a lot of time and cost. For example, when companies need to play video in their training
processes a decade ago, they need to hire a professional video production company to
do recording, processing, production of CD or video tapes and so on, requiring enormous
human, 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; a
prime example is the very successful Khan Academy, which has a collection of more than 3,500
teachers videos of Khan teachers in its online library and offers free, high-quality teaching
resources to users around the world. Therefore, the cloud platform has changed the ways
of 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 large
variety of different types of storage devices to work together with application software and
jointly provide the function of data storage and business access in one system. When the
cloud computing system computing and processing core is a large amount of data storage
and management, cloud computing systems need to configure a large number of storage
devices, making the cloud computing system a cloud storage system. Hence cloud storage is
a cloud computing system basing on data storage and management. The advantages of cloud
storage are that you can keep the synergy of a variety of devices; it is bound to be a popular
trend in the future. In the foreseeable future, all data of businesses and individuals will be
moved to the "cloud". Currently, leading cloud storage service providers on the market include
Dropbox, iCould, ZipCloud, justcloud.com, Yunpan 360, Kuaipan, Vdisk and so on.

HR Software Giants are Embracing SaaS
and Talent Management
With the popularization and application of cloud computing, corporate talent management market is becoming one of the
new 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 of
rental 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 February
2012, Oracle acquired cloud service provider Taleo, with a purchase price of $1.9 billion. In August 2012, IBM spent $1.3
billion in the acquisition of Kenexa. Kenexa is a cloud-based human resources software provider, committed to helping
customers improve recruitment efficiency, enhance employee productivity and retention, and improve management
decision-making capacity. In the human resources software market, SuccessFactors, Taleo, Kenexa, Workday, etc., have
all adopted the cloud computing platform known as SaaS to achieve corporate talent management, which has become
an 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 of
information from social networking sites to gain insight into industry trends, thus helping enterprises and employees
communicate better on social networks. The acquisition therefore greatly enhanced the competitiveness of IBM in the
field of social services. These acquisitions show that human capital management will be the next battlefield of software
providers.

Embracing Cloud Computing and
SaaS is Becoming the Trend
The "cloud" era has come and cloud computing has ushered in great changes in human
resources. The application of cloud computing and mobile Internet in the field of human
resources services set off a wave of integration and changes in human resources and
ecological industry chain, which greatly enhance the efficiency of enterprise human resource
management.
For enterprises, traditional human resource management is relatively backward, as many
companies can only passively respond to changes in payroll, social security, recruitment and
other relevant policies and regulations. Meanwhile, the enterprises ready to build their own
talent pool and management system, have to make heavy investment in hardware, software,
and manpower for data integration and processing. The emergence of cloud computing
would help companies effectively solve the problem, so that enterprises can enjoy efficient
human resources solutions without high cost.
In China, the talent management market is still in its early stages. However, many small and
medium-sized enterprises have begun to establish their own human resources management
system, and domestic human resources service providers have also test-watered the cloud
computing technology. At present, domestic human resources service providers Beisen,
NoamStar, hirede and OurArts and other companies have also joined the ranks of cloud
computing.
In fact, state-of-the-art cloud computing technology platform can help summarize huge
human resources data in the network database. It can facilitate centralized, efficient and
timely processing and management of information, and can also facilitate the continuous
monitoring of human resources services, i.e., the level of the salary fluctuation and turnover
in an industry in a region in a certain period, etc. for the strategic planning of corporate
human resources, making human resources management more efficient, fast and flexible.

Big Data Set off a Revolution
in Human Resources
The 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 the
future is to invent the future. There is no doubt that the surging wave of incoming data is an
important tool to accelerate business innovation and changes.
As early as 1980, the famous futurist Alvin Toffler predicted in his book "The Third Wave" that
Big Data will be the "third wave" to change the world. Big Data or, information loads of huge
amount, refers to the amount of data--too huge to pass mainstream software tools--reach
management undergoing processing, finishing and become information that help business
decision-making. In short, the "Big Data" needed new modes of processing before they can
be info assets with decision-making power, insights and optimization capabilities. To some
extents, Big Data is the cutting-edge technology of data analysis. The characteristic of the Big
Data 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% a
year, and they double every two years, and more than 90% of the world's data appeared only
in recent years. The strategic significance of the Big Data is not to master the huge amount of
data but process the significant data with specialized treatment.

Data Speak Loud
According to the market research firm Gartner’s
forecast, data analysis products and services will
have 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 Data
has huge market potential in the field of human
resources, especially in personnel analytics.
For a long time until recently, most moves of
recruitment, human resource management,
promotion and awarding are based on the subjective
feeling, personal experience, and value system.
While most companies have a large amount of
human resources and employee performance data,
companies are not able to extract useful info from
the vast amounts of data. The research also shows
that there are over ten resume formats in the human
resources systems, while their core systems are not
upgraded for many years, it is difficult to get these
data extracted and analyzed. Therefore, companies
need to have necessary tools of analysis and
experience. Simply put, through big data, managers
can quantify everything and put the company's
business under control, and thus enhance the
quality of decision-making and performance.
Some high-tech companies such as Google and
Amazon have made very early attempts at Big Data
technologies. At Google, the human resources
department is known as the "People Operations",
or "Pops". The core of the POPS is a complex
employee data tracking project designed to improve
the human resource management through with data
analysis. At the same time, Google has hired social
scientists to research this company. For example,
designing a more scientific remuneration package,
calculate the optimal size and shape of a cafeteria
table, as well as the ideal lunch queue length.
In addition, social scientists and human resources teams
have formed the "PiLab" (People & Innovation Lab)
team, which finds the best way about the management
of large companies through experiments by dozens of
employees. For example, the People Analytics team within
POPS’ streamlined Google's hiring process through data
analysis. In its early years, Google suffered criticism for
tedious job interview process, which not only slowed down
the recruitment efficiency, but also damaged Google’s
employer brand image in the minds of candidates. To this
end, Google’s human resources department made dozens
of decision analysis, tracking the score given by the
interviewer after interviewing a candidate. After a careful
study of the data they found the best “interview rate"- that
is, the average number of interviews candidate received
before the final score is figured out is four. Once more
than four interviews are conducted, the interview process
will process a marginal effect of "diminishing returns." In
the face of concrete data, Google line managers decided
to reduce the number of interviews, accelerate the process
of recruitment, thus the efficiency has also been greatly
enhanced.
In addition to recruitment, companies can also adopt
Big Data technologies to improve human resources
management. In the process of project design, especially
in the design of the training systems, enterprises can
take advantage of the Big Data technologies to identify
between employees’ ability, knowledge and skills gap.
As technology advances, the staff got to use more
technologies and equipment for learning. When employees
use different technologies and equipment, through the
analysis of computer processed huge amounts of data,
companies can identify employees' needs and preferred
learning style.

Changes in Decision-making:
Decision-Making Based on Data Analysis
There is no doubt that Big Data can affect the
decision-making process, and help businesses
make more accurate decisions. Although
the business environments are complex and
volatile, corporate executives, still rely more on
personal experience and intuition in decision
making rather than basing on data. One
reason is because that in the past, the cost
of gaining access to information is very high
and on the other hand, corporate executives
are not aware of the importance of the data
analysis. For businesses, the use of data by
precise quantification and management can
help make more reliable forecasts and more
informed decision-making and gain greater
competitive advantage.
IBM for white paper research, “Analysis: Big Data in the Real World” shows that, all walks of life and organizations
around the world have begun to carry out the work of the "Big data" in a pragmatic way. Although these organizations are
still 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 the
project of "Big Data", less than half have conducted data collection and analysis on social media and external data
sources. At the same time, enterprises, upon obtaining the data, have to deal with the more difficult task of analyzing
and integrating them. In this regard, professionals recommend that in obtaining data sources, enterprises can make
changes to their human resources management through internal and external data. Internal data are what organization
can 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 and
standardization. Interpretation of the data from customer transactions, business contacts, events, and internal data of the
e-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 data
technology can prompt changes in enterprise business models with epoch-making significance. However, Big Data
technologies 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, faced
with different data, companies also need to protect the confidentiality of employee information and their privacy. In any
case, it can be predicted that the excellent performance of Big Data in the field of technical and commercial sectors will
very impressive.

The Future of Human Resource
Management
With the continuous emergence of new technologies of social networking, cloud
computing, big data, mobile technology, natural user interface, business intelligence,
Internet of Things, voice control, human resources management will usher in a
profound revolution. In the future, corporate human resources management will
present a lot of features different from the past:
First, the human resource management will
continue to increase investment in information
technology.
In its “Human Resources Trends Report 2013”, the Society of Human Resource
Management (SHRM) predicts that enterprises will pool more investment in human
resources information.
Information technology is an important means to achieve effective and strategic
management, and the application of new information technologies will further speed
up the information-related process of enterprises. In the future, human resource
management will shift from a transactional role to a strategic partner role. In this
process, information technology can help human resources departments obtain a
unique competitive edge.

Second, corporate human resources
management will rely more on business process
outsourcing, and will pay more attention to the
management of outsourcing providers.
HR outsourcing can help companies reduce the cost of payroll management, and
promote the transformation of human resources, and eventually lead to less cost in
human resources management processes, drafting statements and management.
IDC, the most authoritative international market research firm, points out in its China
human resources outsourcing services market forecast and analysis 2011-2015
that, due to the growing customer demand and the government policies tendency for
business process outsourcing (BPO), China’s human resources outsourcing (HRO)
market continued to prosper in the past 30 years with an annual growth rate of more
than 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 management
processes to manage provider relations.
Third, companies need to refer
to the zero-sum game theory to
develop new talent competition
strategies.
"Zero-sum game" is a concept of the game theory versus
non-zero-sum game, and it is a non-cooperative game in
which game parties are engaged in fierce competitions and
necessarily lead to the loss of the other party. The sum of the
benefits, gains and losses of the game is always "zero". In
other words, they do not have the possibility of cooperation.
For enterprise human resource management, if they can’t
have excellent talent in recruitment or retain them, talented
people may well join the competitive company. Therefore, the
traditional practice of “finding the right people for positions”
will be changed; companies need to develop new talent
competition strategies, i.e., "setting up positions for the right
people”: Companies need to set up positions tailored for some
high-performance people so as to effectively retain talents.

Fourth, enterprises will gradually rely on trans-
border and virtual organizations to do human
resources 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 mutually
complementary. To guarantee the core competitive advantage of the stakeholders,
it requires organizations to pool their internal intelligence and resources in activities
related to core competence. The development of modern information network and
communication technology has made possible virtual human resource management.
Through virtual human resources management, companies can effectively integrate
internal and external resources, complement their advantages, and save cost to
achieve the integration of resources "beyond borders." Moreover, flexible "virtual
organizations" can avoid negative impact dramatic changes that the environments
bring to the organizations.
Fifth, the development of new technology human
resource management will make a huge change.
Mobile technology, social networking and cloud computing are changing the
contact between people, businesses and enterprises in an ever-increasing scope.
From social networking to mobile technology, the emergence of new technologies
is constantly rewriting the history of human resources management. With the
application of new technologies, human resource management efficiency has been
increasing.
In addition, human resource management will also produce new organizational
structures and management modes; enterprises need more data-based analysis for
decision-making, for example, they should establish model of relationship between
satisfaction and recruitment budget. The new technologies will also reshape
talent management system, according to which companies need to establish
talent management systems on the basis of process rather than division of work.
Meanwhile, more interdisciplinary theories will change the practices of human
resources management. For example, companies need to integrate the theories
such 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 the
human resource management practices.

Case Study
DDI: Commitment to Excellence in Talent Management
GUANAI TONG: The Trump Card of Enterprises
Kelly Services: Prepare for the Future

Since 1970, the US-headquartered Development Dimensions International (DDI) ,has established 42
offices in 26 countries around the world with more than 1,200 consultants and executive support staff, and
has proved to be a leading global human resources consulting firm. As a leading global provider of talent
management strategies, DDI boasts systematic creative ways to help companies upgrade their existing
staff to become the pillars who can successfully implement the company's future business strategies. DDI’s
two major areas of strength are: design and implement talent selection system to help you quickly hire
talented 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 services
to 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 accurate
interpretation of the local cultures and business practices, DDI has provide enterprises with superior talent
management solutions that have helped businesses make more accurate hiring and promotion decisions
and accelerate the growth of leaders, thus helping enterprises achieve better results and maintain customer
loyalty for a long time. All this has built their own unparalleled competitive advantage in the industry.
Commitment
to Excellence in
Talent Management

A business advantage of DDI is to help enterprises with the selection and training of high performance talent, and
this an advantage has translated into positive word-of-mouth: 96% of its customers will recommend DDI to other
enterprises. In fact, DDI has benefited from its customer-oriented service philosophy, establishment of partnerships
with 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 China
market, 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 of
talent management. DDI boasts the industry's largest global consulting team, with over 200 doctorate involved in
its R & D and innovations. DDI also has its Center for Applied Behavior Research (CABER) that focuses on global
research and development.
Meanwhile, treating China as a priority market, DDI seeks to providing Chinese customers with excellent service
through its localized strategies. In China, DDI provides customers with integrated talent management solutions
that are different from single solutions available on the market. Through a package of services it helps enterprises
continuously upgrade their level of talent management. DDI attaches special emphasis on professional research in
the 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 Chinese
enterprises, to effectively help Chinese enterprises explore and develop key talent, improve business execution to
help achieve its business objectives.
Word-of-Mouth Brings Branding Advantage

Create Competitive Edge in the
Field of Talent Assessment
In 1970, two psychologists Dr. William C. Byham and Dr. Douglas W. Bray founded the DDI assessment centers in the United States for the purpose
of providing assessment data for staff recruitment, promotion and employees management. For forty years, DDI has always been committed to the
research on its talent assessment system to improve it.
A company's success not only depends on its strong business strategies, but also its talent strategies. To collect and summarize information
from talent assessment will have a huge impact on the success of organizations. For enterprises, regardless of their business needs, accurate
assessment can help businesses find, select and place the right personnel to help enterprises grown rapidly. At the same time, effective assessment
can reduce the decision-making errors that occur in the process of selection of candidates, and increase the probability of determining a suitable
candidate for a particular job, so that personnel with ability, power, talent and experience can come to the fore. At the same time, it can provide
valuable insights to accelerate the growth of talented people. To this end, DDI has been committed to making full use of the assessment is to create
a competitive advantage.
As an assessment center, a very important function is to provide customers with accurate assessment standards, especially to provide the
standards about talent helpful with the sustainable growth of enterprises. As a professional talent assessment services institution, DDI delivers
services of different standards according to the different needs of the companies and customers. In the face of the complexity due from different
countries and different cultures, DDI also gives full consideration to these factors in the design of the assessment criteria, reflected in the contents of
the assessment system. Before introducing its assessment system into different countries, DDI makes changes to the contents of the assessment
systems 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 DDI
clearly defines key capabilities of each post / quality model, it uses a variety of selection tools and methods for talent assessment for management
personnel; in addition to using personality tests and other measurement tools, it also taps into 360-degree feedback, behavioral observations, the
reality simulation assessment center technology. Required by the implementation of a variety of techniques, from behavioral, personality, and the
people around them feedback multi-angle positions competency, capacity standard assessment. Talent selection process more objective evaluation
results closer to the real situation. The information collected from the industry point of view, to measure the use of assessment tools selection of
personnel in the performance of their jobs, DDI provides the reliability and validity of the assessment tools, become the leader in the field of talent
evaluation deserved.

Outstanding Talent Selection System
For businesses, well-designed and effectively implemented selection process (including
hiring, promotion and succession management) has a very important impact on
organizational effectiveness. If you find a suitable candidate for a particular job, the
organization can maximize its operational efficiency. DDI can build and implement a high-
performance talent selection system, and can thus help companies quickly recruit high
caliber talent, discover and develop outstanding leaders.
DDI has been upholding its customer-oriented policy; it refers to each company's
specific positions, specific requirements, specific functions of the department to develop
appropriate standards to help organizations with their talent selection. Typically, in the
selection of corporate executives, DDI will provide a full-day evaluation items for the
selection.
Its Leadership Development Center assesses the potential of candidates, and help
enterprises with the selection, promotion and development of employees at all levels.
Through the integrated use behavior simulation, interviews, quizzes and other means
of measurement, the Center will subject participants to fair condition and let them fully
demonstrate their ability to work and job related behavior modes.
DDI’s Leadership Development Center has an important program of talent evaluation
named "Real Day", which has been applied to thousands of candidates. Participants
are supposed to shoot the problems as leaders, participant in activities and decision
making. Participants will then receive a feedback report that list their strengths, areas
to be improved and the procedures and methods to improve. The enterprise will have
more in-depth understanding of their personnel, understand that with the current and
future business strategies, the strengths and weaknesses of these people. Interviews,
comprehensive/360 degree evaluations and test results are also integrated into the
process as important basis for the conclusion. This helps the enterprises fully understand
the candidates, eliminate bias and increase the accuracy of their conclusions.
Upon receiving the assessment and reporting feedback, DDI will launch the "strategic
talent assessment" part of the Leadership Development Center and work with corporate
leaders in the analysis of the evaluation information. In the selection of personnel, personal
evaluation information will be placed in the context of the target positions while being
examined. While developing the staff, evaluation information will be used to develop
effective 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 talent
assessment and management, to develop different selection criteria according to the
particular internal conditions. In the new employees’ 100-day project management, DDI
uses a series of measures of talent management to achieve zero turnover rate of its
personnel. DDI has developed programs for primary, middle and senior management
within the company,
Theever-changingglobalbusinessenvironmenthasmadetalentmanagementatoppriority,
DDIwillhelpenterprisetotranslatepersonnelevaluationinformationintoinsightsintotalent
anddiscoveranddevelopthepotentialofpersonnel,andultimatelyhelpcompaniesachieve
measurableandsustainablegrowth.

GUANAITONG:
The Trump
Card of
Enterprises
Under the CIIC, GUANAI TONG is the first
institution in China to provide enterprises with
a one-stop non-cash incentive and recognition
solutions. GUANAI TONG thoroughly understand
how a successful enterprises should take care
of its staff, tap into social resources. With its
world's leading IT platform technology, it provides
total solutions that include contents, products,
customer service, logistics in one overall solution
to helping companies express how they care
about their employees in an institutionalized,
transparent, personalize in real-time manner,
and give full play to the greatest strength of
the enterprises. GUANAI TONG has received
multiple awards, notably the" Best Flexible
Benefit Solutions", the “Best Human Resources
Consultancy Firm (wages and benefits)” and the
“Best Benefit Outsourcing Service Provider in
Greater China”, among others.

As an enterprise to provide employee
care solutions, from the beginning of the
establishment the brand upholds the belief
of being "people-oriented" is an important
productivity and capital", through the solution of
the successful employee care, it not only cares
about the staff and care about the staff but also
relays social care. For employees GUANAI
TONG meets the different needs with different
programs to establish a targeted customer
care system; For enterprises, GUANAI TONG
Pursuit of Excellent
Employee Care
has 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 employees
to work together to care for the community. GUANAI TONG uses this multi-faceted brand marketing
approach to convey to the entire market the infinite possibilities of care are the core value of the
brand.

GUANAI TONG strives to achieve
excellence for its own products and
services, and has a clear positioning
-the brand behind the company that
plays the role of support and help.
Under the premise of clear positioning, it
mobilizes multi-channel, multi-media to
convey to all stakeholders connotation
of the brand of GUANAI TONG and to
promote products and services. Online,
it makes full use of the search engine,
microblogging, weixin and other new
media and new SNS tools to create
a higher brand transparency and the
opportunity of exposure.
Clearly Positioning and
Precise Marketing
In the off-line activities, GUANAI TONG taps into various platforms of
human resources service industry and participates in the seminars,
to share and interact with human resources professionals to improve
the GUANAI TONG brand image, and to create points of contact
with customers, government and the media; in terms of service, it
has its 400- customer service hotline to shoulder responsibilities of
replying to questions, to ensure peace-of-mind services; technically,
GUANAI TONG has an exclusive interactive platform based on
Internet companies that enables the exchange of information and
interaction with customers, to keep abreast of the feedback of the
customers using the product. In this way, the organic integration
of precision marketing through online and offline means is made
possible, making user closers to greatly diminish the distance of the
target audience and GUANAI TONG brand.

Experience 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 help
customers win more employee satisfaction through employee care, On
the one hand, it provides the right products with characteristics to suit the
customers products, such as the introduction of staff privileges plan EPP,
with the elements of game to meet the individual needs of employees in
the new generation. On the other hand, on the basis of characteristics it
focuses on elements of entertainment: the topic, entertainment, timeliness
In the use of various new media. It uses small games in the e3mploytment
of new technologies, thus what it offers are more than just a product, not just
a 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 interaction
mechanisms to enhance customer experience. And fine operation, and
commitment to 100% satisfaction of customer can make them aware of the
intimate, fast, attractive, high-quality brand of GUANAI TONG.
Welfare Programs relies
on Experience First

GUANAI TONG has 20 years experience in human resources, and it has
more in-depth understanding of customer needs, and understand their brands.
GUANAI TONG dynamically tracks customer needs and does extensive
market research; and build employee care platforms, and strives to make
strategies that are based on customer needs.
Customer’s brand loyalty has further raised their awareness of the brand and
experience, making it possible for consumers to become repeat purchases,
and thus becoming brand communicators. GUANAI TONG services 2,000
companies and 250,000 employees, including many Fortune 500 companies,
and rapidly developing ones in the industry.
Develop In-depth
Understanding to Achieve a
Win-win Situation

Strategically, GUANAI TONG focuses on establishing partnership with suppliers, and also
attaches importance to government departments, associations and influential enterprises,
institutions in the industry,, and is committed to building an ecosystem: Associate industry
partner’s, pool resources together to create the products and services of GUANAI TONG. At
the same time, GUANAI TONG has sub-brands to create personalized and shoulders social
responsibility, enhance the brand influence through the operation of the various sub-brands
to convey a philosophy of care and attract more customers and individual users to share
love and deliver care to more groups in the community. The effort in brand building earned it
a good reputation, and also helps the industry and potential customers to have more direct
understanding of its core brand value, and ultimately makes it a brand with rallying force.
Pool resources together
to Enhance the Influence

Kelly Services :
Prepare for the Future
Kelly Services is ranked in among the American 500 companies,
and it is also one of the top five HR solutions services companies in
the world. In 1946 Mr. Kelly pioneered temporary staffing industry,
adhering to the principle of being people-oriented, which won him
customers around the world. Kelly provided jobs for more than
560,000 employees annually. Since it carried out business in China in
2007, it now has seven branches in China to help many enterprises
with their recruitment of senior professionals and recruitment process
outsourcing services. Its recruitment business focuses on finance
and accounting, automobile manufacturing, banking and financial
services, chemicals, fast moving consumer goods, medical and life
sciences, human resources, industrial and manufacturing, and Internet
communications and many other industries.
About KellyOCG (Kelly Outsourcing & Consulting Group)
As early as 1995, KellyOCG began to provide for Fortune 500
companies labor consulting outsourcing and talent supply chain
management 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.

Kelly Services, founded in 1946, has a long history and a rich culture of brand, and is a leading global human
resources services company. With more than 2,600 branches in 39 countries and regions around the world, it
provides jobs for more than 560,000 employees. “To provide enterprises with leading global human resource
management solutions” is not only the company's goals, but also its services commitment. Kelly Services North
Asia COO said that, brand is the life, and it is necessary to continuously inject new vitality into it. Brand is also
a trusted promise. Kelly Services not only brings quality products and services of high quality to enterprises, it
also taps into global resources advantage and excellent business processes to consistently provide customers
with innovative human resources recruitment, retention policies, and the world's leading consulting and
outsourcing services, including recruitment process outsourcing, business process outsourcing and other
services. It is continuing to lead the industry in innovation, give customers more tools and techniques, such
as putting forward the concept of talent supply chain to review global talent management in an microscopic
view and to help customers save resources and achieve the best recruitment results. Kelly Services helps
customers 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, Kelly
OCG is now a world leader in employment solutions,
A Trusted Partner

Relentless Pursuit of Innovation
As an industry leader, Kelly Services has introduced new products,
developed innovative marketing strategies to lead the development
of the industry. In the world, Kelly Services has implemented
an innovative project to set up a special operation group to visit
its branches in various countries and regions, have the staff to
brainstorm, to contribute their views to the company's development.
The moves give full play to their initiative and form innovative,
transparent corporate culture within the company. The company
traces the adoption and implementation of suggestions staff proposes,
and implements outstanding suggestions in the development of the
company.
While building the corporate brand, Kelly Services focuses on the
brand’s professionalism and influence, and it issues industry reports
and white papers, publishes research results on a regular basis,
holds media conference on a regular basis, to demonstrate the latest
research 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 company
asks a number of industry leaders to deliver valuable speech to
bring some valuable industry forecasts to help them enhance their
leadership and many other capabilities. For example, in November
last year, the company carried out a forum of employer brand and
corporate culture to give customers many best practice cases.
Kelly Services develops unique marketing programs, such
as helping customers order professional books, organize
customers to visit a helipad, organize various salons about
leadership: All of these not only have brought professional
services for customers, but also brought customers more
personalized experiences.
Today, social media is popular in China. In the United
States, Kelly Services organized a special team to handle
new media marketing work, and has secured its leadership
position in the industry: all of these have achieved good
results. The social media team members will publish on a
regular basis industry contents and will introduce advanced
ideas and technologies to promote the development and
progress of the industry. In China, the company also has
pooled multi-faceted resources,to strengthen social media
and it refers to successful experience of foreign countries,
to enhance the company's exposure on Sina Weibo and
LinkedIn; these ways of promotion through social media
let more gifted people to join the company, and have more
people understand Kelly Services.

Be People-Oriented while Thinking Big
Kelly Services implements an open and transparent, healthy and happy corporate culture, and invest a lot of resources in
career 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 development
plan, and they can choose work that can realize the value of their own work. In addition, the company will prepare a variety
of 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 corporate
image, more people are concerned about Kelly Services, thus helping shape a responsible corporate impression to gain the
trust of more customers.
With the rise of a new generation, companies will face the post-85, and 90 generation, Kelly Services has prepared for young
people the internship program, Young people can experience a period of time in the company to choose whether or not it
is good for them to join Kelly Services; in accordance with the characteristics of the new employees, a number of cultural
activities are held regularly so that new employees can love their work, to improve the stability of the staff and the contribution
rate. Kelly Services North Asia COO said: "We cannot foresee the future changes, but let internal staff fully develope, and
staff has always maintained a leading level of business in the industry can ensure our customer service is also maintained at
a high level, so that we can bring more products of differences to have the company maintain a strong competitive edge." For
example, 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 future
career development of employees. At present, the executive search industry suffers from a high turnover rate, but given the
continuous efforts of Kelly Services, the workforce of Kelly is relatively stable, a stable internal talent helps Kelly Services to
ensure to obtain a leading position and competitive advantage in the industry.

Embrace the Future
on the Basis of the
Present
At present, the human resources service industry’s
development speed is very fast, the future human resources
service industry market is tentative. It requires companies
in this industry to keep constant learning, innovation and
changes in order to meet more challenges. Kelly Services
began business in China since 2007 and now has seven
branches, for many enterprises in China to provide
recruitment and outsourcing services for senior professionals,
in the future, Kelly Services will accelerate the pace of
development in China, and gradually covering the second
and third tier cities, and apply mature business models in
overseas markets to China.
Kelly Services has always been providing leading integrated
human resources services to help customers be successful
in their fields, and according to customer demand to give
customers more segmented, differentiated services solutions,
Kelly Services has a long history in its development and its
corporate culture, its successful experiences in the world and
results will in the future inject more fresh blood into its sub-
brands, Kelly OCG (Outsourcing Consulting Group) started in
1995 to provide customers with labor consulting outsourcing
and talent supply chain management services. Last year Kelly
OCG’s China offices moved to a new site. but also a symbol
of a new start for this business, enter new journey, and bring
more value to its customers.

2013大中华区人力资源服务机构品牌100强
Top 100 HR Services Brands in Greater China
Rank in
2013
Rank in
2012
Company name
Company Country
Year of
founding
Headh-
unting
Recru-
itment
HR
consulting
Talent
assessment
e-HR Others Total score
Listed Stock exchangeManagement
training
Main businessMain
business
HR outsourcing
and talent
TOWERS WATSON
CiiC
randstad
CAREER INTERNATIONAL
MERCER
KRONOS
shl
KELLY
IBM
MARTINSEN
accenture
智睿企业咨询

Rank in
2013
Rank in
2012
Company name
Company Country
Year of
founding
Headh-
unting
Recru-
itment
HR
consulting
Talent
assessment
training
Main businessMain
business
HR outsourcing
and talent
TAIHE CONSULTING
fenzhi.com
debono
www.36.cn
cegos
HEIDRICK&STUGGLES
hirede
NormStar
HayGroup
indeed
KORN/FERRY
INTERNATIONAL

Rank in
2013
Rank in
2012
Company name
Company Country
Year of
founding
Headh-
unting
Recru-
itment
HR
consulting
Talent
assessment
training
Main businessMain
business
HR outsourcing
and talent
KPMG
Wolters Kluwer
ROBERT WALTERS
VISTAGE
careerbuilder.com.cn
Right Management
cyberwisdom
www.job1001.com
CHINA STAR CORP
infor
pwc

Rank in
2013
Rank in
2012
Company name
Company Country
Year of
founding
Headh-
unting
Recru-
itment
HR
consulting
Talent
assessment
training
Main businessMain
business
HR outsourcing
and talent
TACSEN
vanguard
Amrop
OurATS
EgonZehnder
talent2
Myjob.com
BLUESEA
YIKANG
opendb.com.cn
RUSSELL REYNOLDS
ASSOCIATES
intebank

Ranking
in 2013
Ranking
in 2012
LOGO
Company name
in Chinese
Company
Listed
company
Country
Year of
founding
Main business
HR outsourcing and
talent dispatch
Headhunting Recruitment
Management
training
HR con-sulting
Talent
assessment
e-HR Others
Listed
company
Stock exchange Total score
1 1 　安德普翰 ADP Yes 1948
HR outsourcing & talent
dispatch
√ 　　　　　　　 Yes New York 8.1
3 3 　中智 CiiC No 1987
dispatch
√ √ √ √ √ √ 　　 No / 7.95
4 2 　任仕达 randstad Yes 1960
dispatch
√ √ 　　　　　　 Yes Amsterdam 7.9125
5 4 　万宝盛华 ManpowerGroup Yes 1956
dispatch, headhunting
√ √ 　　　　　　 Yes New York 7.875
9 6 　北京外企 FESCO No 1979
dispatch
√ √ √ √ √ 　　　 No / 7.23
10 11 　怡安翰威特 AON Hewitt Yes 1982
dispatch, HR consulting
√ 　　　 √ √ 　　 Yes New York 7.2
13 9 　上海外服 SFSC No 1984
dispatch
√ √ √ √ √ 　　　 No / 7.08
14 12 　科锐国际
CAREER
INTERNATIONAL
No 1996
headhunting, HR
outsourcing & talent
dispatch
√ √ √ 　　　　　 No / 7.05
18 17 　埃森哲 accenture Yes 1989
HR consulting, HR
outsourcing & talent
dispatch
√ 　　　 √ 　　　 Yes New York 6.19
23 34 　
上海必胜人力资源
有限公司
KELLY Yes 1946
√ √ 　　　　　　 Yes Nasdaq 6.095
26 30 　德科 Adecco Yes 1957
√ √ 　　 √ 　　　 Yes
New York, Paris,
Zurich
5.725
33 36 　英格玛 Engma No 2002
dispatch
√ 　　 √ 　　　　 No / 5.37
38 60 　薪得付 CDP No 2004
dispatch
√ 　　　　　　　 No / 5.2775
43 45 易才 CTG No 2003
dispatch
√ 　　　　　　　 No / 5.23
58 84 　罗致恒富 Robert Half Yes 1948
dispatch
√ 　　　 √ 　　　 Yes New York 4.89
70 66 　中国四达
CHINA STAR
CORP
No 1986
dispatch
√ 　　 √ √ 　　　 No / 4.6
70 68 　中企人力 HR-Channel No 2001
dispatch
√ √ 　 √ 　　　　 No / 4.6
HR Outsourcing and Dispatch

Ranking
in 2013
Ranking
in 2012
LOGO
Company name
in Chinese
Company
Listed
company
Country
Year of
founding
Main business
HR outsourcing and
talent dispatch
Management
training
HR con-sulting
Talent
assessment
e-HR Others
Listed
company
Stock exchange Total score
74 / 　博尔捷 BRIDGE HR No 2003
dispatch
√ √ 　 √ √ 　　　 No / 4.4
80 / 　关爱通 GUANAI TONG No 2008
dispatch
√ 　　　　　　　 No / 4.05
81 72 　艾利安 ALLEGIS-BN No 1983
dispatch
√ √ 　　　　　　 No / 4.025
87 97 　天柏 talent2 Yes 2003 HR outsourcing √ 　 √ √ √ 　 √ 　 No / 3.63
89 / 　蓝海集团 BLUESEA No 2008
√ √ 　 √ √ 　　　 No / 3.6
96 90 　安瑞雅 NorthgateArinso No 2007
dispatch
√ 　　　　　 √ 　 No / 3.48
HR Outsourcing and Dispatch

Ranking
in 2013
Ranking
in 2012
LOGO
Company name in
Chinese
Company Listed Country
Year of
founding
Main business
HR outsourcing and
talent dispatch
HR con-
sulting
Talent e-HR Others Listed Stock exchange Total score
5 4 　万宝盛华 ManpowerGroup Yes 1956
√ √ 　　　　　　 Yes New York 7.88
14 12 　科锐国际
CAREER
INTERNATIONAL
No 1996
headhunting, HR outsourcing &
talent dispatch
√ √ √ 　　　　　 No / 7.05
23 34 　
上海必胜人力资源
有限公司
KELLY Yes 1946
√ √ 　　　　　　 Yes Nasdaq 6.10
26 30 　德科 Adecco Yes 1957
√ √ 　　 √ 　　　 Yes
New York, Paris,
Zurich
5.73
34 21 　瀚纳仕 HAYS Yes 1867 Headhunting √ √ 　　 √ 　　　 Yes London 5.36
45 53 　海德思哲 Yes 1953 Headhunting 　 √ 　　 √ 　　　 Yes Nasdaq 5.14
50 37 　光辉国际
KORN/FERRY
INTERNATIONAL
Yes 1969 Headhunting 　 √ 　 √ √ √ 　　 Yes Nasdaq 5.13
53 46 　华德士 ROBERT WALTERS Yes 1985 Headhunting 　 √ 　　　　　　 Yes London 5.00
56 56 　翰德 Hudson Yes 1967 Headhunting √ √ 　 √ 　 √ 　　 Yes Nasdaq 4.90
67 78 　安拓国际
ANTAL
INTERNATIONAL
No 1993 Headhunting, recruitment 　 √ √ 　 √ 　　　 No / 4.70
69 70 　米高蒲志国际 PageGroup Yes 1976 headhunting, recruitment 　 √ √ 　　　　　 Yes London 4.65
78 81 　安立国际 Amrop No 1977 Headhunting 　 √ 　　 √ √ 　　 No / 4.10
79 73 　罗盛
RUSSELL
REYNOLDS
ASSOCIATES
No 1969 Headhunting, talent assessment 　 √ 　　 √ √ 　　 No / 4.07
82 / 　班库 intebank No 2005
HR consulting, Management
training, headhunting, Talent
assessment
　 √ 　 √ √ √ 　　 No / 3.70
85 71 　亿康先达 EgonZehnder No 1964 headhunting 　 √ 　　　　　　 No / 3.65
Headhunting
HEIDRICK
&STRUGGLES

Ranking
in 2013
Ranking
in 2012
LOGO
Company name in
Chinese
Company
Listed
company
Country
Year of
founding
Main business
HR outsourcing
and talent
dispatch
Management
training
HR con-
sulting
Talent
assessment
e-HR Others Listed Stock Total score
8 5 　前程无忧 51job Yes 1999 Recruitment √ √ √ √ 　　　　 Yes Nasdaq 7.25
12 14 　智联招聘 zhaopin.com No 1997 Recruitment √ √ √ √ 　 √ 　　 No / 7.1
35 / 　分智 fenzhi.com No 2009 Recruitment 　　 √ 　　　　　 No √ 5.34
37 42 　 104 人力银行 104 Job Bank Yes 1996 Recruitment 　　 √ 　　　 √ 　 Yes 5.29
40 / 　 / indeed No 2004 Recruitment 　　 √ 　　　　　 No √ 5.27
41 46 　应届生求职网 YingJieSheng.COM No 2005 Recruitment 　　 √ 　　　　　 No / 5.255
45 / 　 36 人才 www.36.cn No 2002 Recruitment 　　 √ 　　　　　 No √ 5.1425
59 65 　凯业必达 careerbuider.com.cn No 1995 Recruitment 　　 √ 　　　　　 No / 4.88
63 61 　中国人才热线 JobsDB No 1998 Recruitment 　　 √ 　　　　　 No / 4.8
65 / 　一览英才网 www.job1001.com No 2006 Recruitment 　　 √ 　　　　　 No / 4.77
67 78 　安拓国际 ANTAL INTERNATIONAL No 1993
Headhunting,
recruitment
　 √ √ 　 √ 　　　 No / 4.7
69 70 　米高蒲志国际 PageGroup Yes 1976
Headhunting,
recruitment
　 √ √ 　　　　　 Yes London 4.65
88 / 　我的工作网 Myjob.com No 2002 Recruitment 　　 √ 　　　　　 No / 3.615
96 / 　公司集 opendb.com.cn No 2008 Recruitment 　　 √ 　　　　　 No / 3.48
Recruiting

Ranking
in 2013
Ranking
in 2012
LOGO
Company name
in Chinese
Company Listed Country
Year of
founding
Main business
HR outsourcing
and talent
dispatch
Management
training
HR con-
sulting
Talent e-HR Others Listed
Stock
exchange
Total
score
19 18 　凯洛格 KeyLogic No 2004
HR consulting,
Management training
　　　 √ √ 　　　 No / 6.15
25 35 　马丁森集团 MARTINSEN No 1981
Management training,
HR consulting, talent
assessment
　　　 √ √ √ 　　 No / 5.75
42 44 　德博诺 debono No 1991 Management training 　　　 √ 　　　　 No / 5.25
44 59 　专伟 PROWAY No 1999
HR consulting,
management training
　　　 √ √ √ 　　 No / 5.2125
45 52 　企顾司 cegos No 1926 Management training 　　　 √ 　　　　 No / 5.14
54 54 　中欧商业在线 CEIBS No 2009 Management training 　　　 √ 　　　　 No / 4.99
54 58 　伟事达 VISTAGE No 1957 Management training 　　　 √ 　　　　 No / 4.985
56 57 　秦训 TACK International No 1948 Management training √ 　　 √ 　　　　 No / 4.9
62 62 　睿仕管理 Right Management Yes 1980
Management training, HR
consulting
　　　 √ √ 　　　 Yes Nasdaq 4.825
64 64 　汇思软件 cyberwisdom No 1986 Management training 　　　 √ 　　　　 No / 4.78
73 76 　网维 NetDimensions Yes 1999 Management training 　　　 √ 　　　　 Yes London 4.4975
74 / 　得信咨询 TACSEN No 2002
HR consulting,
management training
　　　 √ √ 　　　 No / 4.395
HR consulting,
management training,
headhunting, Talent
assessment
　 √ 　 √ √ √ 　　 No / 3.7
82 / 　普瑞 BOVIS No 2002 Management training 　　　 √ 　　　　 No / 3.695
100 / 　耶比欧 HPO No 1973
consulting
　　　 √ √ 　　　 No / 3.3
Training, Coaching and e-Learning

Ranking
in 2013
Ranking
in 2012
LOGO
Company name in
Chinese
Company
Listed
company
Country
Year of
founding
Main business
HR outsourcing
and talent
dispatch
HR con-
sulting
Stock
exchange
Total score
2 7 　韬睿惠悦 TOWERS WATSON Yes 1934 HR consulting 　　　　 √ 　　　 Yes New York 7.9875
6 13 　智睿企业咨询 DDI No 1970
HR consulting, Talent
assessment
　　　 √ √ √ 　　 No / 7.35
10 11 　怡安翰威特 AON Hewitt Yes 1982
√ 　　　 √ √ 　　 Yes New York 7.2
15 15 　美世 MERCER Yes 1937 HR consulting √ 　　 √ √ 　　　 Yes New York 6.5
18 17 　埃森哲 accenture Yes 1989
HR consulting, HR
outsourcing and dispatch
√ 　　　 √ 　　　 Yes New York 6.19
19 26 　北森 Beisen No 1999
assessment
　　　　 √ √ 　　 No / 6.15
19 18 　凯洛格 KeyLogic No 2004
HR consulting,
management training
　　　 √ √ 　　　 No / 6.15
24 20 　 IBM 全球企业咨询服务 IBM Yes 1911 HR consulting 　　　　 √ 　　　 Yes New York 6.05
Management training,
HR consulting, Talent
assessment
　　　 √ √ √ 　　 No / 5.75
27 27 　德勤—人力资本咨询 Deloitte No 1868 HR consulting 　　　　 √ 　　　 No / 5.715
31 29 　太和顾问 TAIHE CONSULTING No 2002 HR consulting 　　　　 √ 　　　 No / 5.5
32 25 　安永 - 企业咨询 ERNST& YOUNG No 1894 HR consulting 　　　　 √ 　　　 No / 5.39
HR Consulting

Ranking
in 2013
Ranking
in 2012
LOGO
Company name in
Chinese
Company
Listed
company
Country
Year of
founding
Main business
HR outsourcing
and talent
dispatch
HR con-
sulting
Stock
exchange
Total score
38 40 　合益集团 HayGroup No 1943
HR consulting,
management training
　　　 √ √ √ 　　 No / 5.275
44 59 　专伟 PROWAY No 1999
assessment
　　　 √ √ √ 　　 No / 5.2125
45 31 　诺姆四达 NormStar No 1998 HR consulting 　　　 √ √ √ √ 　 No / 5.135
51 48 　毕马威企业咨询 KPMG No 1897 HR consulting 　　　　 √ 　　　 No / 5.11
59 41 　
普华永道—人力资源咨
询
pwc Yes 1848
consulting
　　　　 √ 　　　 Yes Nasdaq 4.875
62 62 　睿仕管理 Right Management No 1980
assessment
　　　 √ √ 　　　 No / 4.825
68 79 　时刻计 Timer No 2010
HR consulting,
management training
　　　　 √ √ 　　 No / 4.68
74 / 　得信咨询 TACSEN No 2002
HR consulting,
management training,
headhunting, talent
assessment
　　　 √ √ 　　　 No / 4.395
assessment
　 √ 　 √ √ √ 　　 No / 3.7
82 88 　倍智 Tale Base No 2002
√ 　　　 √ √ 　　 No / 3.7
89 / 　蓝海集团 BLUESEA No 2008 HR consulting √ √ 　 √ √ 　　　 No / 3.6
90 / 　修齐 ZO No 2011
Talent assessment, HR
consulting
　　　　 √ 　　　 No / 3.55
98 85 　海问联合 Assess Systems No 1987
consulting
　　　　 √ √ 　　 No / 3.4
100 / 　耶比欧 HPO 1973 　　　 √ √ 　　　 3.3
HR Consulting

Ranking in
2013
Ranking in
2012
LOGO
Company name
in Chinese
Company
Listed
company
Country
Year of
founding
Main business
HR
outsourcing
and talent
dispatch
Management
training
HR con-
sulting
Talent e-HR Others Listed Stock
Total
score
6 13 　智睿企业咨询 DDI No 1970 HR consulting, talent assessment 　　　 √ √ √ 　　 No / 7.35
19 26 　北森 Beisen No 1999 HR consulting, talent assessment 　　　　 √ √ 　　 No / 6.15
21 33 　世泓 shl No 1977 Talent assessment 　　　　　 √ 　　 No / 6.1075
consulting, talent assessment
　　　 √ √ √ 　　 No / 5.75
38 40 　合益集团 HayGroup No 1943 HR consulting, talent assessment 　　　 √ √ √ 　　 No / 5.275
45 31 　诺姆四达 NormStar No 1998 HR consulting, talent assessment 　　　 √ √ √ √ 　 No / 5.135
61 50 　全美 ATA Yes 1999 Talent assessment 　　　 √ 　 √ 　　 Yes Nasdaq 4.85
68 79 　时刻计 Timer No 2010 HR consulting, talent assessment 　　　　 √ √ 　　 No / 4.68
79 73 　罗盛
RUSSELL REYNOLDS
ASSOCIATES
No 1969 headhunting, talent assessment 　 √ 　　 √ √ 　　 No / 4.07
HR consulting, management
training, headhunting, talent
assessment
　 √ 　 √ √ √ 　　 No / 3.7
82 88 　倍智 Tale Base No 2002 HR consulting, talent assessment √ 　　　 √ √ 　　 No / 3.7
90 86 　善择 China Select No 2006 Talent assessment 　　　　　 √ 　　 No / 3.55
98 85 　海问联合 Assess Systems No 1987
Talent assessment, HR
consulting
　　　　 √ √ 　　 No / 3.4
98 / 　 / TTI SUCCESS INSIGHTS No 1984 Talent assessment 　　　　　 √ 　　 No / 3.395
Talent Assessment

Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot

Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (8)

Similar a Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot

Similar a Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot (20)

Más de anson tang

Más de anson tang (8)

Último

Último (20)

Rankings and whitepaper of TOP100 HR Services Brands in greater china 2013 by HRoot