1. 2012 Greater China Region and Singapore
Talent Environment Report
Produced by the MRI China Group

2. Survey respondents profiles
Respondents’ profiles from Mainland China, Hong Kong, Taiwan and Singapore
t y
t en og il ce
s
ss
t en s ol ta vi le
en m em er
s
ce hn re er
e ag vi ec nd & ls or
em ag an ag er t a es ld d
ag an an ls & er nc re na so ol
an m m m ia y ie ca io ar rs re
or dl
e
nc tr m sc lth ss er ea mo
l m or er us su fe ye
ta p ni id ni th na d n fe a o th y
To To Se M Ju O Fi In Co Li he Pr O 30 31 or
Management levels Industry sectors Age
Total 4968 3.8 33.6 41.7 16 4.8 10.8 54.8 16 7.2 9.6 1.7 10.3 89.7
Mainland China 3811 3.4 34.9 42.1 15 4.6 7.1 59.7 16.1 7.1 8.6 1.4 10.9 89.1
Hong Kong 532 7 31.2 38.9 18.2 4.7 31.6 26.3 20.3 3.7 14.6 3.6 8.1 91.9
Taiwan 294 2.4 33 44.9 15 4.8 18.8 44.8 13.7 14.7 7.5 0.7 8.4 91.6
Singapore 325 3.7 23.4 38.5 26.2 8.3 13.5 51.7 8.8 8.1 15.4 2.5 9 91
% in numerals
s er
i e na a gh in
a
ica
a a an Chi in a hi Ch
in in p d ny Ch in or ng er d
Ch C h
omlan
a d
p n u in d C
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ia n
d d i o e an n po pe al la
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a zh er n gr nl g a a th ro tr ea
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ig ai l C ai ing ng th nla de ai on iw ng or us w Z
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e m ai ts a re M ca M ej an a l o ai M H Ta Si N Eu A
M Fe M ou M Fo in Lo in B Sh Gu Al M UG in in in in in in in Ne
Gender Born in... Company type Location Undergraduate degree or higher*
Total 72.1 27.9
Mainland China 74.9 25.1 82.3 17.7 79.5 79.5%
20.5 20 45.9 4.6 29.4 89.8 73.2 4.0
89.8 1.9 3.0 10.6 10.7 3.2
Hong Kong 60.2 39.8 85.8 4.0
85.8 41.7 1.0 2.1 25.8 21.4 10.1
Taiwan 65.5 34.5 91.6 0.8
91.6 0.4 76.7 2.0 27.3 7.2 0.8
Singapore 65.6 34.4 84.0 6.6
84.0 2.1 0.7 37.8 8.7 19.1 16.7
% in numerals *some respondents attended universities in more than one location
Talent on the move
Are you seeking to make a job change in the next 12 months? By location
Mainland Hong Kong Taiwan Singapore
33.2% 27.8% 38.1% 39.5%
15.5% Yes 21.1% Yes
13.5% Yes Yes
No No
No 17.8%
No
51.3% 51.1% 48.4% 42.7%
Maybe Maybe Maybe Maybe

3. Introduction
• Work life-balance remains a key
In November 2011, MRIC / The MRI China
motivator to move to a new role
Group conducted its second online survey but unlike in 2010 – perhaps a
contacting over 120,000 professionals and reflection of more uncertain times
managers in our database. - confidence in the leadership
and strategic direction of the
prospective employer becomes
more important than work/life
Based on respondents’ feedback of interesting to look into the drivers balance.
almost 5,000 talent across Mainland and motivations of a workforce
China, Hong Kong, Taiwan and which is, nevertheless, structurally • A good company culture, across
Singapore, their desire to change on the move for a better markets and generations is
jobs in 2012 remains very strong. “something.” defined primarily as a company
Talent retention in 2012 will remain that has a clear vision for the
a core concern for employers. The objective of this survey is to business and that supports
Offers and compensation levels help business and HR leaders to promotion on merit.
received in 2011 explain such understand what is on the mind
confidence as well as two market- of professional people in this • Health and benefits are also key
driven reasons: region so that they approach their components of work/life balance
retention and attraction strategies and of attraction, considered in
1. A natural knock-on effect from in the most effective way. Mainland China to be as critical as
talent movement during the compensation.
2008/2009 global economic crisis. This research is in evolution.
Having been in the roles that they We added two geographies, • About 40% of respondents are
landed in for a solid three years, Taiwan and Singapore, and willing to relocate overseas,
Asia talent is ready for a career more respondents to our survey, primarily to North America and
step and the Year of the Dragon enabling us to go deeper in Europe, with Shanghai being the
is a good time to consider career various workforce segments. We top destination in Asia.
moves; and also explored the dimension of
work/life balance, a key finding of We hope that you will find this
2. The strength with which most increasing sensitivity in 2010, and report of interest and that you
sectors in Asia are weathering the also company culture which, in will feel better informed to deal
more recent economic crisis and our recruiters’ experience, is a key with the talent challenges ahead.
China’s rise to the second largest driver of success or failure beyond I would like to thank our survey
economy in the world, has created any technical expertise. respondents, our clients who
confidence at a mid-management kindly provided insights on our
level and below that China - and Clear patterns emerged albeit findings and Anthony Pettifer of
the countries that are major Asia with nuances across markets, Brandstorm Asia who supported us
business partners - are coming generations or gender: on questionnaire design and data
of age, while North America and analysis.
Europe flounder. • Besides compensation, people
stay in their company because
That said, the reality, and more of the career development
specifically compensation levels, opportunities, the company
may be tempered by the global culture and a good work/life
economy and its impact on this balance.
region; this makes it even more
1

4. 2012 Talent Environment Report – Greater China Region and Singapore
Companies are still at war for talent
Job offers and acceptances in the last 18 month: by location
Mainland Hong Kong Taiwan Singapore
23.0% 22.2% 18.3%
No offers 31.2% No offers
No offers
No offers Accepted
Accepted
17.1% offer
20.9% offer Accepted
45.1% 46% 28.4%
40.1% 23.1% Accepted 49.6% Offer not
offer
Offer not Offer not offer Offer not
accepted accepted accepted 11.1% accepted
10.9%
Resigned but 5.7% 7.3%
then accepted Resigned but
Resigned but then accepted Resigned but
counter offer then accepted then accepted
counter offer
counter offer counter offer
Job markets were active until the
end of 2011 since 70 to 80% of
respondents had received at least a
job offer in the last 18 months and
only 40% to 50% of respondents had
declined a move. Behaviors on counter
offers are similar in Mainland China
and Taiwan where their success rate
is about one third. In Hong Kong
and Singapore, respondents are
significantly less responsive to
counter offers.
“The economy of China is still developing fast and
high caliber candidates are still very difficult to find
and attract; every one of our competitors is also
looking for good talent.”
Tools and automotive products company, China
2

5. Greater China Region and Singapore
Retention: career opportunity matters most in Mainland China,
work/life balance in Hong Kong
In Mainland China, Most important motivators to stay in current job:
Mainland China and Hong Kong
work/life balance is
also key and in both “Staying in current job”
locations, company % of respondents citing motivator as one of their ‘top 2’
Mainland China
culture ranks highly. Hong Kong
Compensation is also a key retention
driver in Hong Kong, ahead of the
career opportunity. Conversely, in
Mainland China, the opportunity for
career development prevails over
compensation.
In both places, company leadership
Individual Financial Company
and strategic direction are also
Opportunity to
increase
responsibility/
challenges
Clearer
career path
Location
Better
immediate
reporting line
Increased
compensation/
commission
Better
benefits
package
Better
company/culture/
people
Better
work/life
balance
Leadership/
strategic
direction
Better
brand image
Job security
Training programs/
future educational
reimbursement
Overseas
assignment
potential
important, well ahead of the
conventional belief that a company
brand image and the immediate
reporting line are motivators that
count most. Low base of sample size in Singapore and Taiwan respondents ‘staying in current job’
Progress is a key measure of
satisfaction. Every high-potential,
highly-rated talent aspires to
progress in his career and accordingly
in income. These data show the
importance of holding career
conversations and managing
expectations with timelines and steps
toward career development. Not
surprisingly, people want to feel good
at work with like-minded colleagues;
for most, a good workplace is also
an environment that helps them
fulfill, or blends nicely with, their life
interests.
“In 2012, we will spend even more time
to understand staff needs and look
for possible restructuring to keep staff
happy and show them that they have a
prospect in the firm.”
Financial company, China
3

6. 2012 Talent Environment Report – Greater China Region and Singapore
Clear strategies for corporate and personal success
are as high on change agenda as compensation
Most important motivators to change jobs: by location
“definitely seeking” “definitely & maybe seeking”
% of respondents citing motivator as one of their ‘top 2’
Mainland China
Hong Kong
Taiwan
Singapore
Individual Financial Company Financial
Better
benefits package
Increased
compensation/
commission
Opportunity to
increase
responsibility/
challenges
Clearer
career path
Location
Better immediate
reporting line
Better
benefits package
Increased
compensation/
commission
Increased job
security
Better training
programs/future
educational
reimbursements
Better company/
culture/people
Leadership/
strategic direction
Better work/life
balance
Better
brand image
Overseas
assignment
potential
“I have consciously implemented a better
benefits program (compared with rest of Asia)
when we started in China. It results in more net
take-home pay.”
Chemicals company, China
“The China market is hot and good candidates
have a lot of opportunities and they are
comparing not only the salary, but also benefits
and working environment, like annual leave,
housing and car allowance, trip allowance.”
Automotive products company, China
4

7. Greater China Region and Singapore
Unsurprisingly in Finally, work/life balance, which is
an important driver of retention in
Mainland China, people Mainland China and Hong Kong,
definitely seeking to is not as important a consideration
change jobs are primarily for people seeking a change. This
could be explained by the fact that
attracted to a new job
economic change is still moving at
for the same reason both a personal and corporate level in
that retains them: China at a fast pace. Talent perceive a
more responsibility and greater opportunity of increasing their
overall quality of life over the longer
challenge, and promotion term by putting career development
opportunity. ahead of work/life balance in the short
term, to enhance overall life quality for
A good company culture is as important themselves and their family.
as compensation in Mainland China. In
Taiwan, it is company leadership and What does it mean for prospective
strategic direction that prevails over employers? “In 2012, we will
compensation.
implement a Talent
• There seem to be differences in terms
Integration Strategy that
When we include respondents “maybe of talent behaviors in Mainland China
seeking” to change jobs, financial drivers
entails understanding of
and Taiwan, on one hand, and Hong
prevail across all locations. Kong and Singapore, on the other,
organizational capabilities,
but the ability to articulate a good workforce planning,
In Hong Kong and Singapore, clear career plan is essential everywhere and recruitment, onboarding
strategic direction and a clear career could potentially mitigate demands for and integration of
path for the prospective employee are increased compensation. staff. Overall career
important ‘soft’ drivers over the promise
development will be
of a better company culture, but a bit • A good benefits package seems to be a
less prevalent than compensation.
closely tracked.”
cost-effective attraction tool, especially
in Mainland China.
Industrial company, Singapore
The attraction of a better benefits
package seems to be higher in Mainland • The ability to articulate the strategic
China than compensation. Taiwan also direction of the business and what
reflects similar sentiment. makes the company culture, is a plus to
attract prospective candidates. They are
looking for a successful business where
they can cultivate their career. At MRIC,
we find that prospective employers,
especially hiring managers, are not
always aware of that and may not
articulate their company “story” well
enough.
5

8. 2012 Talent Environment Report – Greater China Region and Singapore
Wanted: a clear vision and meritocracy
Most important aspects of company culture:
by location
% of respondents citing aspects as one of their ‘top 2’
Mainland China
Hong Kong
Taiwan
Singapore
Clear vision
of where
it is going
Belief in
fairness and
promotion
on merit
The people
that make up
the company
A set of values
that are lived
up to by all
Admired
leadership
Transparency
and corporate
governance
Brand image
Corporate
citizenship
Environmental
concern
For all respondents in
the Greater China region
and Singapore, a clear
vision of where their
“Leadership, culture, and values become company is going is the
equally important drivers for employees most important aspect of
to stay with the company.” company culture.
Global industrial company, Taiwan This is particularly strong in Taiwan
and consistent with the high rating
of Taiwanese respondents on
the leadership/strategic direction
dimension as a driver of job change;
“For senior people, a culture of collaboration
there may be a proclivity in this
is a big driver. The ability to get work done country towards strong leadership
efficiently is very important..” figureheads at the helm of businesses.
Global bank, Hong Kong
6

9. Greater China Region and Singapore
Most important aspects of company culture:
Mainland China local-born and foreign-born
% of respondents citing aspects as one of their ‘top 2’
Mainland China local-born
Mainland China foreign-born
Clear vision
of where
it is going
Belief in
fairness and
promotion
on merit
The people
that make up
the company
A set of values
that are lived
up to by all
Admired
leadership
Transparency
and corporate
governance
Brand image
Corporate
citizenship
Environmental
concern
In talent management terms, a clear Another important finding is indeed
vision of where a company is going the importance of fairness and
can be associated with the need promotion based on merit as being
and the pride of understanding the among the top aspects of company
common purpose of the group and culture, alongside people and values.
of participating in the achievement In Singapore and Hong Kong, the
of such a goal. More pragmatically, people who make up the company are
our respondents may see a direct a top aspect. “Culture fit is very
correlation to their ability to important for
control and manage their career The comparison in Mainland China
employees, and it
development within a company. If between Mainland-born and Foreign
is not affected by
there is a clear vision, transparency respondents is astonishing with
and merit- based promotion, then Mainland-born respondents showing
gender or age.”
an employee can ascertain whether more concern about meritocracy and
the company has strong potential to foreign respondents showing more Aerospace components
“hook their star upon” and whether, concern about value-based behavior company, China
if they work hard and add value, in Mainland China, than they show in
they can advance and take additional Hong Kong, Taiwan and Singapore.
responsibility.
7

10. 2012 Talent Environment Report – Greater China Region and Singapore
Most important aspects of company culture:
by age - Mainland China 30 years and below The people who make up the
compared with all Mainland China company and demonstrate the
company values are also important
% of respondents citing aspects as one of their ‘top 2’
dimensions of company culture. In
All Mainland China a way this is a logical finding which
Mainland China 30 years and below
simply reinforces the need to recruit
people that both demonstrate skills
and capabilities, as well as being like-
minded in sharing the same behaviors
and live values.
It is most unfortunate to note
that corporate citizenship and
environmental concern are the least
important aspects of company culture,
even among the young generations
Clear vision
of where
it is going
Belief in
fairness and
promotion
on merit
The people
that make up
the company
A set of values
that are lived
up to by all
Admired
leadership
Transparency
and corporate
governance
Brand image
Corporate
citizenship
Environmental
concern
in Mainland China (our sample size
did not allow us to verify this point in
other markets).
The young generation focus, in
Mainland China, is much higher
on the fairness dimension of their
promotion opportunities; it is
otherwise interesting to note that
for this young generation, while
the brand image of their employer
has a bearing, they share the same
ideas about what makes a company
culture, including a clear vision on the
company’s direction.
“Cultural aspects are more important for
those in more senior positions compared
to the junior ones. The latter still consider
monetary benefit as most important.”
Global industrial company - Singapore
8

11. Greater China Region and Singapore
For more mature markets, flexible working hours
are most important in work/life balance
Most important aspects of work/life balance: In all markets, work/life
by location balance is primarily about
% of respondents citing aspects as one of their ‘top 2’ flexible working hours
Mainland China
Hong Kong
and meeting family
Taiwan
Singapore obligations.
Flexible working hours is relatively less
important in Mainland China where
health and benefits aspects are equally
important.
Flexible working is highest rated in
Singapore and Hong Kong, well over
personal development. This could be
related to the fact that they are more
Meeting the
needs of family
obligations
Health
(e.g. fitness
facilities/medical
services)
Benefits
(e.g. retirement
pension/
educational
fund/holiday
apartment)
Personal
development
(e.g. language
classes/
educational
courses)
Meeting the
needs of flexible
working
(e.g. work hours/
sabbaticals)
Convenience
of office location
(e.g. ease of
commute)
Meeting the
need to care for
dependents
(e.g. day care/
parental leave)
Opportunity for
secondment to
charities or Gov.
Organizations
mature markets where people are
skill-appropriate for their roles, rather
than having been promoted very fast.
Singapore and Hong Kong also have
experience with more mature work
models and are more western work
Most important aspects of work/life balance: trend-savvy, and thus probably follow
Mainland China local-born and foreign-born the flexible workforce trend in the US
% of respondents citing aspects as one of their ‘top 2’
and Europe more closely than workers
in China.
Local-born
Foreign-born
Our company offers more
vacation days. Compared to
the same position in other
countries, employees in
China face more pressure
and enjoy fewer vacations.”
Meeting the
needs of family
obligations
Health
(e.g. fitness
facilities/medical
services)
Benefits
(e.g. retirement
pension/
educational
fund/holiday
apartment)
Personal
development
(e.g. language
classes/
educational
courses)
Meeting the
needs of flexible
working
(e.g. work hours/
sabbaticals)
Convenience
of office location
(e.g. ease of
commute)
Meeting the
need to care for
dependents
(e.g. day care/
parental leave)
Opportunity for
secondment to
charities or Gov.
Organizations
Private equity company, China
“Staff are free to organize
their private life in a flexible
manner without affecting
We’ve lost people because we haven’t their work.”
been able to give them the flexibility
they want.” Private bank, Hong Kong
Global law firm, Hong Kong
9

12. 2012 Talent Environment Report – Greater China Region and Singapore
Apart from Hong Kong, extremely high appetite to move
Respondents’ top 15 destinations for a career move: by location
Actively looking to relocate from current location Actively looking to relocate from current location
Mainland China respondents – 44.9% Hong Kong respondents – 29.4%
Looking to relocate to* (can choose more than one) Looking to relocate to* (can choose more than one)
Shanghai Singapore
North America Shanghai
Hong Kong North America
Europe Taiwan
Singapore Australia/New Zealand
Beijing Beijing
Australia/New Zealand Europe
Suzhou Other ASEAN Countries
Shenzhen Japan
Hangzhou Guangzhou
Guangzhou Shenzhen
Qingdao South Korea
Taiwan Macau
Chengdu Qingdao
Nanjing South Asia
Actively looking to relocate from current location Actively looking to relocate from current location
Taiwan respondents – 50.8% Singapore respondents – 44.2%
Looking to relocate to* (can choose more than one) Looking to relocate to* (can choose more than one)
Shanghai Australia/New Zealand
Singapore Europe
Hong Kong Other ASEAN Countries
North America Shanghai
Beijing Hong Kong
Europe North America
Australia/New Zealand Taiwan
Japan Japan
Other ASEAN Countries Beijing
Tianjin South Korea
Nanjing Guangzhou
Shenzhen Shenzhen
Suzhou Macau
Xiamen Middle East/Africa
Macau Suzhou
* % of those actively seeking to relocate
“The high tax rate and many government
restrictions in Mainland China account for the
appetite to move.”
Private equity company, Hong Kong
10

13. Greater China Region and Singapore
The willingness to Much has been said about the Australia/New Zealand are top
appetite for relocation of the destinations for Singaporean residents
relocate is extremely Mainland Chinese who can afford to but less so for Greater China region
high with the large emigrate via investment for reasons residents. For example, they rank
international centers of such as their children’s education. #7, well behind North America
This data confirms this trend from a and Europe for Mainland China
Shanghai, Hong Kong
job market perspective. (To be noted respondents.
and Singapore remaining that the majority of respondents work
top destinations in this in international firm) However, it is Mainland China respondents are
region. noted that such appetite for overseas showing a preference for North
relocation is just as strong in Taiwan America as their top overseas
and Singapore as it is in Mainland destination and Shanghai as their top
China. Shanghai remains a top inland destination. It is interesting to
destination. note, however, that Europe is their
fourth preferred destination unlike
Taiwan respondents who rank Europe
Mainland China respondents’ top 15 foreign #6 only, below Beijing.
destinations for a career move:
In our research, we noted a potential
Actively looking to relocate from current location correlation between preferred
Mainland China local-born respondents – 43.5% destinations and place of education;
Looking to relocate to* (can choose more than one) for example, the ratio of Singapore
North America respondents educated in Australia
Europe
is comparatively higher as well as
Hong Kong
Singapore the ratio of Mainland respondents
Australia/New Zealand educated in Europe.
Taiwan
Japan
Macau It is also interesting to note the
Other ASEAN Countries
relatively lower ranking overall of
Central/South America
South Korea Beijing among top destinations,
Middle East/Africa especially for Singapore residents
Russia/Central Asia
South Asia
and the low ranking of Guangzhou,
at #10 on the list for Hong Kong
* % of those seeking to relocate
respondents and #11 for Mainland
China respondents, behind Suzhou,
Hangzhou and Shenzhen. An
attraction challenge which we also
note in recruitment.
“It’s difficult to move people to inland cities if
they are not originally from there; we provide
additional benefits to the employees if we
need to relocate them and design a career
development plan for them.”
Automotive products company, China
11

14. 2012 Talent Environment Report – Mainland China
The determination to make a job change is higher in
local companies than in foreign-owned companies
Job offers and acceptances Are you seeking to make a job change
in the last 18 month: in the next 12 months?
Mainland China by company type Mainland China by company type
Local companies Foreign companies Local companies Foreign companies
18.4% 23.9%
No offers No offers
38.8% 31.6%
Accepted 15.8% Yes 15.4% Yes
25.7% Accepted 20% Offer No
No
42.1% offer
Offer not 45.8%
accepted Offer not
accepted 10.3% 45.4% 53%
Maybe Maybe
13.8%
Resigned but Resigned but
then accepted then accepted
counter offer counter offer
What was your total compensation package increase in the
new offer you accepted? Mainland China by company type
Local company* Foreign company*
no change 15.9 no change 10.5
1-10% 8.9 1-10% 10.9
11-20% 13.4 11-20% 14.5
21-30% 17.8 21-30% 25.6
31-40% 16.6 31-40% 18.4
41-50% 11.5 41-50% 9.4
51 +% 15.9 51 +% 10.7
* % of those accepting new job
“Most senior executives are being actively groomed
and the company spends resources on helping them
do their job better. Therefore, compensation becomes
less of a concern as advancement/development
activities are more prized.”
Foreign-owned chemicals company, China
12

15. Mainland China
Talent churn: middle and senior management most at risk
Are you seeking to make a job change in the next 12 months?
Mainland China by management level
Top management Senior management Middle management Junior managers
27.4% 32.1% 34.7% 34.2%
26.5% Yes 17% Yes 13.8% Yes
13.8% Yes
No No No
No
46.2% 50.9% 51.5% 52.1%
Maybe Maybe Maybe Maybe
Job offers and acceptances in the last 18 month:
Mainland China by management level
Top management Senior management Middle management Junior managers
13.4% 19.2%
No offers
Accepted
No offers
24.5% 28.8%
offer No offers
18.6% Accepted
Accepted No offers
Offer
21.6% Offer 21.8%
Accepted
19.4% Offer
63.9% 4.1% 49.1% 42.4% 39.7%
Offer not Resigned but Offer not Offer not
accepted Offer not
accepted accepted
then accepted 10.1% accepted
12%
counter offer 11.4%
Resigned but Resigned but Resigned but
then accepted then accepted then accepted
counter offer counter offer counter offer
Top management respondents are still the most sought
after, with 51% of them receiving at least three offers.
They seldom accept counter offers.
13

16. 2012 Talent Environment Report – Mainland China
Great majority of middle to senior management who accepted
offers received over 20% increases
What was your total compensation package increase in the
new offer you accepted? Mainland China by management level
Top management* Caution: low base Senior management*
no change 11.1 no change 14.2
1-10% 22.2 1-10% 9.7
11-20% 5.6 11-20% 18.2
21-30% 22.2 21-30% 21.5
31-40% 11.1 31-40% 16.6
41-50% 11.1 41-50% 6.9
51 +% 16.7 51 +% 13.0
Middle management* Junior managers*
no change 10.6 no change 14.6
1-10% 8.2 1-10% 11.2
11-20% 12.0 11-20% 11.2
21-30% 26.4 21-30% 20.2
31-40% 20.9 31-40% 14.6
41-50% 11.0 41-50% 16.9
51 +% 11.0 51 +% 11.2
* % of those accepting new job
In terms of compensation, mid-
level managers received the highest
increases, generally between 20%
“We will create a new retention system to encourage long
and 40% more. Going forward, top
term commitment, an additional part of the monthly salary will
managers will be relatively more
stable but the appetite for change be put into a pool for retention purpose.”
remains high overall.
Automotive products company, China
“In 2012 we roll out our Talent Integration Strategy. Plan,
source, hire, onboard, integrate - career development.”
Engineering/energy company, China
14

17. Mainland China
What was your total compensation package increase in the new offer you accepted?
Mainland China by city
Beijing* Guangzhou* Caution: low base Shanghai*
no change no change no change
1-10% 1-10% 1-10%
11-20% 11-20% 11-20%
21-30% 21-30% 21-30%
31-40% 31-40% 31-40%
41-50% 41-50% 41-50%
51 +% 51 +% 51 +%
* % of those accepting new job
Are you seeking to make a job change in the next 12 months?
Mainland China by city
Beijing Guangzhou Shanghai
33.3% 38.2% 32.2%
Yes
16.5% Yes 16.3% Yes
No 10.9% No
No
50.2% 50.9% 51.5%
Maybe Maybe Maybe
15