Myth Truth. China Employee Engagement and Retention Survey. A Manpower China Research Report

Transcription

1 Myth Truth China Employee Engagement and Retention Survey A Manpower China Research Report

2 Right Management Consultants All rights reserved. No part of this publication can be reproduced, stored or transmitted in any form or by any means, electronic, photocopying, or otherwise, without the prior written permission of Right Management Consultants.

3 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA TABLE OF CONTENTS Key findings 2 Reasons for leaving 4 New employment expectations 6 Work culture 7 Employee engagement 11 Drivers of engagement - Candidates 13 Conclusions 14 Glossary and methodology 16 APPENDIX A - Response statistics 17

4 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA KEY FINDINGS About the survey Manpower China (Manpower) partnered with Right Management Consultants (Right) to conduct an Employee Engagement and Retention Survey in May The objective of the survey was to identify and understand factors important to employee engagement, attraction and rentention. The survey sought the views of two groups: Candidates that had left organisations and/or were actively seeking employment HR professionals The survey was designed to establish why employees leave organisations and identify which factors determine how positively they are engaged with their employer. The use of two parallel surveys for the groups also aimed to measure the degree of alignment between the views of candidates and HR professionals a theme that will be explored in this report. The survey included key measures from the Manpower Workforce Optimisation model, which highlights five factors that impact on leadership in China, as noted in the diagram below. Reasons for leaving HR professionals and candidates both cited the main reasons why people leave their jobs as being: - Career development opportunities - Advancement opportunities - Better compensation/benefits Candidates said that the main reason they left organisations was because they wanted career development opportunities. However, HR professionals believed that they left because they wanted better compensation/benefits Candidates provided other reasons for leaving, but placed less emphasis on them: - Poor quality leadership/management - Work/life balance issues - Mismatch of personal and organisational values - Poor learning environment - Geographic relocation HR professionals also provided additional reasons for leaving, and similarly placed less emphasis on them: - Job skill mismatch - Contract completed or nearing completion - Work/life balance issues New employment expectations Right People Learning Selection Organisation Leadership Appropriate Competent C&B Leaders Candidates want future employers to provide: - Career development opportunities - Better compensation/benefits - Advancement opportunities Given the choice, candidates would much prefer to work for a wholly foreign-owned organisation Organisation and Culture 2

5 Work culture To provide additional insight, the relationship was explored between 30 work culture factors and employee retention and engagement This revealed significant disparities between HR professionals perceptions and the views expressed by candidates; the groups had different ratings for 23 out of 30 work culture statements The greatest differences in perceptions held by candidates and HR professionals were associated with career development, learning and development, advancement opportunities, employment security and employee commitment Surprisingly, despite looking for new employment, candidates said that they felt committed to the organisation they had left or were about to leave Employee engagement Employee engagement is a critical measure of the fit between the employee and organisation 24 percent of candidates surveyed were engaged with their organisation, even though they were leaving or considering leaving. Similarly, HR professionals predicted that employee engagement would be 22 percent. Surprisingly, both scores are higher than Manpower s global database average of 11 percent for employees planning to leave their organisation in the next 12 months While candidates indicated they were committed to helping the organisation succeed, they were less satisfied with their jobs and less prepared to speak positively about their employer Drivers of employee engagement Subconscious factors can affect employee engagement and these should be taken into account when considering retention and attraction Candidates responses suggest that when personal work objectives are linked to the business goals of the organisation, engagement with the organisation is increased Key conclusions Organisations should consider how employees or potential employees would view their organisation in relation to: - Career development - Advancement opportunities - Compensation/benefits These factors have the most impact on employee recruitment and retention HR professionals cannot always anticipate the perceptions or needs of employees. Organisations should seek employees views when making decisions about recruitment and retention To increase retention, organisations should also identify the key drivers of employee engagement from employees who have recently left or are at risk of leaving Organisations need an integrated approach to be successful at employee attraction and retention, since multiple factors affect candidates feelings about organisations 3

6 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA REASONS FOR LEAVING The graph below shows the top three reasons provided by candidates for why they leave organisations, and the reasons why HR professionals believe they leave. For both groups the same key reasons communicated were: Better compensation/benefits packages Advancement opportunities Career development However, the graph shows that a different degree of emphasis is placed on each reason by the groups. In particular, while candidates say that the main reason they leave is due to career development opportunities, HR professionals believe employees leave their organisations primarily because they want a better compensation/benefits package. Statistical tests revealed that the difference between the opinions of candidates and HR professionals was significant, particularly for the compensation/benefits reason, which shows the greatest discrepancy between the two groups. Candidates Total HR Professionals Total Better compensation/ benefits package elsewhere 15% 70% Advancement opportunities 32% 43% Career development opportunities 57% 68% 4

7 REASONS FOR LEAVING - CANDIDATES In addition to the top three reasons already discussed, candidates also stated that they would leave an organisation for the following reasons: Office relocation Poor learning environment Mismatch of personal and organisational values Work/life balance issues Poor quality leadership/management It should be noted that although these reasons were cited less often by candidates, they were all reported by at least 10 percent of respondents. Geographic relocation Poor learning environment Mismatch of personal and organisational values Work/life balance issues Poor quality leadership/management Better compensation/benefits package elsewhere Advancement opportunities Career development opportunities 10% 10% 11% 11% 11% 15% 43% 68% REASONS FOR LEAVING - HR PROFESSIONALS In addition to the top three reasons already discussed, HR professionals also stated that employees left their organisations for the following reasons: Work/life balance issues Contract completed/nearing completion Mismatch between the job and employee skills/work style With the exception of work/life balance, the additional issues that were rated by at least 10 percent of HR professionals differed to those provided by candidates. However, HR professionals did consider all of the additional issues reported by at least 10 percent of candidates but they were rated less favourably. For example, HR professionals did propose the following candidate reasons for leaving: Poor learning environment (4 percent) Office relocation (6 percent) Mismatch of personal organisational values (9 percent) Poor quality leadership/management (9 percent) This highlights the discrepancy in perception among candidates and HR professionals. Work/life balance issues Contract completed/nearing completion Mismatch between the job and my skills/work style Advancement opportunities Career development opportunities Better compensation/benefits package elsewhere 10% 11% 12% 32% 57% 70% 5

8 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA NEW EMPLOYMENT EXPECTATIONS Candidates were asked about what features and attributes they would look for in a new employer. The graph below shows the reasons that were provided by 10 percent or more of the candidates. It reveals that over 35 percent of candidates look for the following attributes or features in a future employer: Quality of leadership/management Advancement opportunities Better compensation/benefits package Career development One in five candidates look for the following attributes: Match between personal and organisational values Match between the job and skills/work style While over 10 percent of candidates look for the following attributes: Office relocation Quality of relationships with colleagues Unsurprisingly, the top three factors which would attract employees to future organisations correspond with the top three reasons why employees seek to leave their current organisations. Geographic relocation Quality of relationships with co-workers Match between the job and my skills/work style Match between personal and organisational values Quality of leadership/management Advancement opportunities Better compensation/benefits package Career development opportunities 12% 18% 21% 21% 37% 40% 48% 64% WHAT TYPE OF ORGANISATION DO CANDIDATES PREFER? Candidates were asked which type of company they would most like to work for in the future. The graph below indicates that candidates would prefer to be employed by a company that was wholly foreign-owned. A joint-venture company was the next best option but it received less than 10 percent of nominations. Private Chinese owned 0% State owned Ownership of the company 1% 1% Joint venture 9% No opinion/preference 14% Wholly foreign owned 74% 6

9 WORK CULTURE Work culture is a term encompassing the attitudes and values of employees and the working conditions of their organisation. HR professionals were asked how strongly they felt that employees who had left or were planning to leave their organisation agreed or disagreed with a series of statements about the work culture of their organisation. Candidates were asked about the statements in relation to their current or most recent employer. This provides additional insight into some of the wider cultural factors that may be effecting employee retention and how positively they are engaged with their organisation. CULTURAL STRENGTHS - CANDIDATES Candidates were asked how strongly they agreed or disagreed with a series of statements relating to how they feel about their organisation. The table below shows the statements that respondents agreed most strongly with, ranked in order of importance. The answers were given in relation to their current employer (if they were employed) or their most recent previous employer (if they were unemployed). It is interesting to note that of the candidates that rated work/life balance issues as a reason for leaving an organisation, only 17 percent agreed or strongly agreed with the statement that they had flexibility to balance life and work issues. Agree/strongly agree Neutral Disagree/disagree strongly I am committed to do what is required to help my organisation succeed I have good relationships with my co-workers (ie, feel respected/supported) I have flexibility to balance life and work issues My job makes a contribution to society as a whole I receive positive feedback for a job well done % 25% 50% 75% 100% 7

10 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA CULTURAL STRENGTHS HR PROFESSIONALS HR professionals thought that the statements below would be what candidates who had left or were planning to leave their organisation would rate most highly as strengths of their current or most recent employer. For example, HR professionals felt that employees would rate most highly the fact that they worked in a safe and healthy environment. This again highlights the discrepancy between HR professionals perceptions of employees and what candidates actually think. It should also noted that HR professional did consider all of the additional items reported amongst the top five candidate cultural factors, but did not rate them as highly. Agree/strongly agree Neutral Disagree/disagree strongly Employees work in a safe and healthy environment The organisation offers employees job security Employees have good relationships with coworkers (ie, feel respected / supported) Employees have the opportunity to effectively utilise their skills and abilities Employees receive the training they need to do their job well % 25% 50% 75% 100% CULTURAL DEVELOPMENT AREAS - CANDIDATES Candidates were asked how strongly they agreed or disagreed with a series of culture statements about their organisation. The table is ranked in order of importance to show which statements respondents disagreed most strongly with, which show the areas that organisations most need to improve. For example, respondents thought that their organisation should invest more in learning and development. Career development opportunities, competitive compensation/benefits and advancement opportunities are all linked to the stated reasons why employees leave organisations. Agree/strongly agree Neutral Disagree/disagree strongly My organisation invests in the learning and development of its employees There are career development opportunities for me at my organisation The compensation/pay I receive is competitive with similar jobs in other organisations There are advancement opportunities for me at my organisation I would recommend my organisation to my friends and colleagues as a great place to work % 25% 50% 75% 100% 8

11 CULTURAL DEVELOPMENT AREAS - HR PROFESSIONALS HR professionals were asked to rate a series of statements about candidates perception of their organisation. The graph below shows the main areas for organisational improvement. The five statements below are ranked in order of importance, for example, HR professionals believed that candidates would say that job enjoyment and challenge was the most important area for improvement. The results demonstrate the discrepancy between HR professionals perceptions and candidates views. For example, candidates say that investment in learning and development is the most important area for organisations to improve, whereas HR professionals thought that it would be job enjoyment and challenge. Agree/strongly agree Neutral Disagree/disagree strongly Employees feel their job is enjoyable and challenging Overall, employees are satisfied with their jobs Employees understand how their personal work objectives are linked to the business goals of the organisation Employees have an appropriate level of autonomy to make decisions The compensation/pay employees receive is competitive with similar jobs % 25% 50% 75% 100% 9

12 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA DISCREPANCIES BETWEEN CANDIDATE AND HR PROFESSIONAL RESPONSES As was evident in the analysis of the cultural strengths and development areas, candidates and HR professionals rated the 30 work culture factors differently. In fact, 23 of the 30 factors were rated significantly differently by the two groups, with HR professionals rating higher than candidates on 13 items. The following graph displays the five most significantly different items between the two groups. The graph below suggests that compared to candidates, HR professionals thought that more candidates would agree or agree strongly with statements about: Security of employment Advancement opportunities available Organisational investment in learning and development Career development opportunities available The graph also shows that, compared to HR professionals, candidates placed more importance on personal commitment to the organisation. The below differences again demonstrate the gap between HR professionals assumptions about candidates, and what candidates actually feel. Candidates HR Professionals Item comparison - Most statistically significant differences My organisation offers me job security 53% 82% There are advancement opportunities for me at my organisation 32% 62% I am committed to do what is required to help my organisation succeed 63% 94% My organisation invests in the learning and development of its employees 29% 60% There are career development opportunities for me at my organisation 30% 65% 10

13 EMPLOYEE ENGAGEMENT Employee engagement is a critical measure of the connection between the employee and the organisation. It is defined as the employee's emotional and intellectual involvement in contributing to the organisation and its success. Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organisational health. Engaged employees: work harder and are retained; satisfy customers; attract sales and employees; and contribute to long-term performance and growth. To measure employee engagement, Right Management looked at the responses to five questions which have been shown to reflect how positively an employee feels about their organisation and which, when combined, give a powerful indicator of engagement to the organisation. They then identified how many respondents agreed or agreed strongly with five questions relating to their commitment, service support, pride, satisfaction and employer support. The results are show in the table below. For example, 94 percent of respondents agreed or agreed strongly with statements about commitment. The results taken together show that of the candidates sampled, 24 percent agreed or agreed strongly with all five of the statements and so can be considered fully engaged. HR professionals were asked to estimate how many they thought would be fully engaged and they thought that 22 percent would agree or agree strongly with the statements. Candidates: Overall Engagement - (Favourable scores) Commitment Service Support Pride Satisfaction Employer Support I am committed to do what is required to help my organisation succeed (94%) I would speak highly of my organisation s products and services (70%) I am proud to work for my organisation (68%) Overall, I am satisfied with my job (50%) I would recommend my organisation to my friends and colleagues as a great place to work (35%) Overall Engagement (24%) HR Professionals: Overall Engagement - (Favourable scores) Pride Commitment Service Support Employer Support Satisfaction I am proud to work for my organisation (65%) I am committed to do what is required to help my organisation succeed (63%) I would speak highly of my organisation s products and services (61%) I would recommend my organisation to my friends and colleagues as a great place to work (57%) Overall, I am satisfied with my job (40%) Overall Engagement (22%) 11

14 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA Interestingly, the overall engagement score of 24 percent when rated by candidates, and 22 percent when rated by HR professionals, indicates an above average level of engagement compared to Manpower s global database average of 11 percent for employees planning to leave their organisation in the next 12 months. HR professionals thought that 65 percent of candidates would agree or agree strongly with the statement I am proud to work for my organisation, whereas the statement agreed with by most candidates was I am committed to do what is required to help my organisation succeed (94 percent). Both groups rate the level of employee engagement for employees who have left or are planning to leave their organisation as above average. The results may suggest cultural differences between employees in China compared to the rest of the world or may relate to the mismatch between supply and demand; even though they are leaving or considering leaving, some are still fully engaged with their organisations. When the individual engagement scores are considered, both candidates and HR professionals rated commitment more favourably than employer support or satisfaction. Again, both groups placed different emphasis on the scores for each employee engagement measure. 12

15 DRIVERS OF ENGAGEMENT - CANDIDATES In addition to the reasons given by candidates about why they left organisations, further analysis was undertaken to explore some of the subconscious drivers which may be affecting their engagement levels. These may identify other important factors which, for cultural reasons, candidates may not be comfortable giving in an interview. The box below illustrates which factors have the most influence on employee engagement, rated in order of impact. For example, although only 15 percent of candidates gave compensation/benefits as their reason for leaving, the diagram indicates that compensation/ benefits do have an impact on employee engagement levels. It should be noted that statistically there is very little difference between the relative impact of the drivers. The figures in brackets on the left indicate how many of the candidates agreed strongly or agreed with the statement in the survey. Driver Outcome I understand how my personal work objectives are linked to the business goals of the organisation (69%) If you provide more opportunities for employees to understand how their work objectives link to business goals, you will have high impact on employee engagement Senior leaders have the capability to make my organisation successful (40%) The compensation/pay I receive is competitive with similar jobs in other organisations (31%) Overall Engagement (24%) My immediate manager provides me with on-going feedback on my performance (70%) 13

16 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA CONCLUSIONS Employee Perceptions Work Culture Areas for Improvement Reasons for Leaving and New Employment Expectation Key Areas for Action Drivers of Business Outcomes Employee Engagement Take Action Explicit push and pull factors for candidates Candidates stated that the main reasons they had left or were looking to leave an employer were due to career development opportunities, advancement opportunities and better compensation/benefits. Correspondingly, these same reasons were stated by candidates as features or attributes they would look for in a future employer. Furthermore, they were also among the lowest five culture factors rated by candidates seeking new employment associated with their current or previous employer. Organisations should be aware of these important push and pull factors and incorporate them into their talent retention and attraction strategies. Investment in these areas will retain employees as well as attract candidates. HR professionals and candidates do not share the same opinions Whilst similarities were identified in the way candidates and HR professionals rated issues, HR professionals were not able to completely anticipate the way that candidates would respond. HR professionals were able to predict the same key reasons why employees left organisations but placed different emphasis on the importance of each of these reasons and also provided further reasons that differed to those of candidates. A difference in perceptions between candidates and HR professionals was also evident among the strength and development areas associated with work culture factors. HR professionals should be aware of the likely misalignment between candidates and HR professionals when anticipating employee perceptions or needs. This will have important consequences for the development of employee attraction and retention strategies. Seeking the views of employees will be an important lever for implementing a successful people strategy. Organisations should ensure that they collect and review employee data regularly to inform decision making (e.g. employee surveys and exit interviews). 14

17 Focusing on some key employee drivers will have a positive impact on employee engagement To increase employee retention and attraction, HR professionals should focus on the key drivers of employee engagement rated by candidates seeking new employment. Surprisingly, this group reported an above average level of employee engagement. However, our analysis revealed that focusing on linking employee work objectives to business goals; ensuring that employees have confidence in senior leaders; providing a competitive compensation/benefits package; and ensuring employees receive on-going performance feedback from immediate managers will have a positive impact on employee engagement of this group. An understanding of what would have increased the engagement of employees that have recently left the organisation or boost engagement among those looking to leave the organisation provides a valuable tool for HR professionals and the development of retention strategies. The need for an integrated approach to employee retention and attraction The study has demonstrated that there are multiple factors at play that affect employee retention and attraction. It is not as simple as asking employees why they leave or why they want to work for another employer, as this is only one piece of the puzzle. While this information may help organisations to attract and/or retain employees in the short term, organisations must also make sure that employees are engaged to ensure that they are committed to the long-term success of their organisation and stay with the organisation to honour this commitment. 15

18 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA GLOSSARY AND METHODOLOGY GLOSSARY OF TERMS Candidates: These are the employees that responded to the survey. They are people who are planning to leave, or who have just left their organisations. The majority of them (53 percent) are middle or senior managers. Further information about the sample is available in the appendix. HR professionals: Qualified, skilled managers working in the field of human resources. Employee engagement: Employee engagement is a critical measure of the connection between the employee and the organisation. It is defined as the employee's emotional and intellectual involvement in contributing to the organisation and its success. Overall engagement: Overall engagement is a composite measure based on positive responses to questions relating to satisfaction, commitment, pride, employer and service support. Employee retention: Employee retention is the term used to describe keeping staff and ensuring that they don t leave the organisation. Work culture: Work culture is a term encompassing the attitudes and values of employees and the working conditions of the organisation. Service support: This is a measure of whether employees would speak highly of the organisation s products and services. Employer support: This is a measure of whether employees would speak highly of the organisation in regard to the organisation as an employer. METHODOLOGY The candidate survey was conducted over a week using a sample of 312 people accessed via Manpower offices in the following cities: Shanghai Beijing Guangzhou The majority of the candidates (53 percent) were middle or senior managers. Further demographic breakdowns of the candidate sample are presented in the appendix. Breakdowns are provided for: Age; Employment Status; Tenure; Employment Level; Skill Sector; Location; and Gender. The phone-poll HR professionals survey was conducted in one week on a sample of 141 companies on the Manpower client database based primarily in the following cities: Shanghai Beijing Guangzhou Further demographic breakdowns of the HR professionals sample are presented in the appendix. Breakdowns are provided for: Location; Company Size; Turnover Rate; Skill Sector; and Turnover Employee Profile. Survey structure SURVEY TOPIC Demographic information Reasons for leaving Work culture and engagement levels CANDIDATE HR PROFESSIONALS New employment expectations Although the method of survey delivery was tailored to best match the target population, the table above demonstrates that the two surveys were run in parallel so that the degree of alignment between the two groups could be measured. Furthermore, the candidates survey included a section on new employment expectations. 16

19 APPENDIX A - RESPONSE STATISTICS CANDIDATE RESPONSE STATISTICS Q1.1 What is your age? Count % years 1 0% years % years % years 7 2% years 2 1% Over 65 ye ars 0 0% Total % Q1.2 What is your current employment status? Count % Permanent full -time % Permanent part -time 0 0% Freelancer 4 1% Temporary contract 13 4% Unemployed looking for employment 60 19% Student looking for employment 18 6% Unspecified 2 1% Total % Q1.3 If you selected either the Unemployed or Student option above, have you been in employment before? Count % Yes 70 90% No 8 10% Total % Q1.4 If you are currently employed, do you have more than o ne employer? Count % One employer % Two employers 8 3% More than two employers 20 9% Unspecified 2 1% Total % 17

20 EMPLOYEE ENGAGEMENT AND RETENTION SURVEY CHINA Q1.5 How many years have you been employed by your current or previous employer? Count % Under 1 year 59 19% 1 year to les s than 2 years 98 31% 2 years to less than 5 years 92 29% 5 years to less than 10 years 35 11% Over 10 years 13 4% Unspecified 15 5% Total % Q1.6. What area do you / did you work in? Count % Senior Management 26 8% Middle Management % Entry Level Employee % Blue Collar Workforce 6 2% Unspecified 13 4% Total % Q1.7 In what skill sector do you work / did you work? Count % Finance / Legal 18 6% Industrial 10 3% IT Service 33 11% Office Service 40 13% Sales & Marke ting 86 28% Technical / Engineer / Architecture 40 13% Other 71 23% Unspecified 14 4% Total % Q1.8 In what location do you / did you work? Count % Shanghai % Beijing 78 25% Guangzhou 35 11% Other 28 9% Unspecified 17 5% Total % Q1.9 What is your gender? Count % Male % Female % Unspecified 13 4% Total % 18

21 HR PROFESSIONAL RESPONSE STATISTICS Q1.1. In what location do you work? Count % Shanghai 95 67% Beijing 10 7% Guangzhou 14 10% Other 22 16% Total % Q1.2 How many employees are there in your organisation? Count % Less than 100 employees 32 23% Between 100 to 600 employees 67 48% Over 600 to 1,000 employees 16 11% Over 1,000 to 2,000 employees 14 10% Over 2,000 to 3,000 employees 5 4% Over 3,000 employees 7 5% Total % Q1.3 What is the employee turnover rate per annum in your organisation? Count % High (Greater than 30%) 9 6% Medium (10 to less than 30%) 70 50% Low (Less than 10%) 56 40% Unspecified 6 4% Total % Q1.4 In what skill sector do you work? Count % Finance / Legal 9 6% Industrial 28 20% IT Service 13 9% Office Service 2 1% Sales & Marketing 23 16% Technical / Engineer / Architecture 9 6% Other 55 39% Unspecified 2 1% Total % Q1.5 What employee type at your organisation has the greatest voluntary resignation rate? Count % Senior Management 2 1% Middle Management 34 24% Entry Level Employee 86 61% Blue Collar Workforce 15 11% Unspecified 4 3% Total % 19

22 About Manpower China Manpower can help your company anticipate and benefit from the changes happening now and next, in the contemporary world of work. We have more than 12 years of experience in China providing staffing, recruitment and HR services. Manpower is China s leading employment expert, providing staffing services across all skill sets in all sectors including Information Technology, Telecommunications, Industrial, Consumer Goods, Pharmaceutical, Service, Finance & Banking and more. We place thousands of permanent and contingent staff into both leading Chinese enterprises and world multinational companies every month. We also design and deliver customised HR and managed service solutions to some of the largest companies in the world. The aim is to help companies work better, by providing advice and services in all areas of work. To further enhance the quality outcomes we deliver to our clients in the area of professional and executive staffing, we have streamlined our brands to provide a more consistent approach globally. We have introduced Manpower Professional both locally and globally. Our Manpower Professional team offers solutions to clients for roles ranging from middle management to C suite level staff and everything in between. For more information on Manpower Professional services, please visit Our parent company, Manpower Inc., operates under five brands: Manpower, Manpower Professional, Elan, Jefferson Wells and Right Management. More information on Manpower is available at Manpower China, Head Office: Room , Information Tower, No. 211, Century Avenue, Pudong, Shanghai, China Tel: Fax: Right Management Consultants Inc. All rights reserved. Right Management Consultants is a wholly-owned subsidiary of Manpower Inc.