本报（chinatimes.net.cn）记者吴敏 北京报道 "那就像一场梦，工位旁边的同事，昨天还一起加班吃泡面，第二天因为公司上市，突然就成了百万富 翁。"二十年前亲历了所在公司上市造富一幕的张健，至今回忆起来仍觉恍如昨日。员工持股计划，一 度被视为中国保险业激励核心人才、实现利益绑定的"金手铐"，承载着无数人实现财富梦想的期待。 从20世纪90年代首开先河，到2008年监管叫停、行业冰封，再到2015年政策重启、走向规范，三十年 间，员工持股计划既是造富神话的摇篮，也是纠纷不断的战场。 另一位从业者王霞告诉记者："当初说是'合伙'，感觉是把我们当成了自己人，谁能想到现在连本金都 要不回来。"她手持一纸泛黄的"股权"凭证，却已在漫长的维权路上奔波了数年。 近期，随着阳光保险、泰康保险等机构再度推出新一轮持股计划，这一机制重回公众视野。作为一种制 度安排，员工持股计划本质上是将员工从"打工者"转变为"合伙人"，使其在承担风险的同时共享企业成 长的红利。但这副"金手铐"，也在百年人寿等诸多案例中显露出其锋利的一面。它既是公司治理现代化 的标志，也是考验企业长期经营的试金石。 风险伏笔 20世纪90年代初的深圳 ...

Financial Data and Key Metrics Changes - Consolidated fee revenue grew 7% year-over-year to $722 million [11] - Adjusted EBITDA increased by $8 million, or 7% year-over-year, to $125 million, with an adjusted EBITDA margin of 17.3% [11] - Adjusted diluted earnings per share rose by $0.12, or 10% year-over-year, to $1.33 [11] Business Line Data and Key Metrics Changes - Executive search fee revenue grew 10%, marking the sixth consecutive quarter of year-over-year growth [11] - Professional search and interim fee revenue increased by 17% year-over-year, with professional search up 7% and interim, including the Trilogy acquisition, up 24% [11] - RPO delivered $253 million of new business in the quarter, with 16% from new logos and 84% from renewals [11] Market Data and Key Metrics Changes - Fee revenue in the Americas was up 3% year-over-year, driven by executive search and RPO [12] - EMEA fee revenue grew 20% year-over-year, with increases in executive search, professional search, interim, consulting, and digital [12] - APAC fee revenue remained flat, with moderate growth in executive search and professional search, offset by slight declines in RPO, consulting, and digital [12] Company Strategy and Development Direction - The company is focusing on a unified strategy under "We Are Korn Ferry," emphasizing client centricity and integrated solutions [4][7] - The launch of the new Talent Suite technology platform is expected to enhance the company's ability to serve clients and leverage foundational assets [9] - The company aims to drive long-term, profitable, and sustainable growth by delivering differentiated solutions [15] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the company's positioning for a strong 2026, despite economic uncertainties [7][14] - The company anticipates fee revenue for the third quarter of fiscal 2026 to range from $680 million to $694 million, with adjusted EBITDA margins between 17.2% and 17.4% [14] - Management noted that the current business environment presents opportunities for growth, particularly in organizational strategy and larger engagements [35] Other Important Information - Estimated remaining fees under existing contracts increased to $1.84 billion, with approximately 57% expected to be recognized within the next year [11] - The company returned almost $70 million to shareholders through repurchases and dividends during the quarter [12] Q&A Session Summary Question: Strength in executive search business - Management noted significant growth in executive search worldwide, driven by changing leadership needs and demographic shifts [17][18] Question: Placement-type solutions improvement - Management confirmed that the strategy is working, with sequential growth in professional search and interim solutions, and noted the quality of their IP and AI usage [24][25] Question: Consulting bill rates and margins - Management indicated that bill rates have increased due to larger engagements, and there is substantial opportunity for further growth in consulting [26][30] Question: Seasonal expectations for executive search - Management expects typical seasonal softness in Q3 due to holiday impacts, which is factored into guidance [33] Question: Digital business performance - Management acknowledged a purposeful reduction in sellers in the digital solution to pivot towards enterprise-oriented sales, impacting top-line performance [58] Question: New RPO contracts - The majority of new RPO contracts were renewals from marquee clients, with a significant portion coming from the healthcare and industrial sectors [61]

近日，中国著名米饭快餐品牌鱼你在一起，在猎聘网主办的"2025非凡雇主"评选中脱颖而出，斩 获"2025北京年度非凡雇主"荣誉称号。目前，品牌在全球已拥有超过2600家门店。 人才：万店愿景的成长基金 在出海征程中，鱼你在一起坚持"本地化为主，国内外派为辅"的原则，将人才本地化作为品牌融入海外 市场的核心抓手。对此，魏彤蓉表示："我们始终坚信，品牌出海的本质不是输出产品，而是融入当 地。而融入的核心，从来都是人的融合。" 以文化共情，凝聚团队合力。面对东南亚市场的多元文化，品牌将差异化为融入契机，积极推行包容性 管理：通过灵活调整工作安排、完善职场设施，在充分尊重员工本地文化习俗与信仰的前提下，保障运 虽已获沙利文认证，稳踞中国酸菜鱼品类门店数量榜首，但鱼你在一起企业愿景直指——全球中式快餐 万店榜首。 品牌创始人魏彤蓉认为：鱼你在一起的团队是其实现"万店榜首"企业愿景最重要的基金。为打造具备全 球化视野的核心团队，企业引进连锁餐饮、供应链管理等领域的行业顶尖专家，带来经过市场验证的全 球化运营逻辑。通过校园招聘吸纳具备跨文化沟通能力的留学生群体，搭建品牌未来人才梯队。同时， 品牌设立企业大学，成立领导力学院 ...

当"人才外流"仍被不少人视为"失血"时，任正非的一句话撕开了认知裂缝。2025年12月5日，在ICPC北京总部的座谈会上，这位79岁的华为掌舵者面对青年 学子和教练，没有重复"卡脖子"的焦虑，反而抛出一个反常识判断："大量人才到美国成长是好事情。" 这话像一颗石子投入舆论深潭。有人质疑"是不是老糊涂了"，有人担忧"人才都跑了谁来攻关"，但在争议背后，藏着一个被焦虑遮蔽的真相：在科技全球化 的今天，人才的价值从来不由国界定义，而由其参与创造的文明高度决定。任正非的"反常"，恰恰是穿透短期博弈、直击长期生存的清醒——真正的科技竞 争力，从来不靠"圈养"人才，而靠开放生态里的"共创"能力。 焦虑"人才外流"，不如反思：我们能否提供和美国同等水平的创新生态？当中国的实验室也能诞生诺奖级成果，当中国企业能提供全球顶尖的研发平台，人 才自然会"用脚投票"。任正非的理性，正在于他不纠结"人才去哪"，而专注"回来能做什么"——这才是真正的"人才战略"，而非情绪性的"人才保卫战"。 二、开放不是"示弱"，是主动吸收文明养分的"生存本能" "中国要更开放，吸收世界文明"，这句话从任正非口中说出，带着沉甸甸的实践重量。华为被制裁四 ...

r 3 I - 9 - L - 1 t and a l . No of Concession E. REAL . . . . . . 另一个背景是，今年下半年，字节对外公布了六条人才观，其中明确提到"用人看本质，看潜力不看资历"。 在厂哥看来，字节升级 Mentor 规范，也是字节人才观的落地：管理者需关注人才底层素质（比如动机、价值观、学习能力），而不是学历、履历这些外在 标签。 而 Mentor，恰恰在其中扮演着关键角色。 不得不说，厂哥见过太多职场人，尤其第一份工作，带你的 Mentor 是什么风格，往往深刻影响一个人后续的职业底色，甚至包括行为习惯和思维逻辑。 厂哥收到消息，说字节近期完成了新员工 Mentor 规范的升级，并已在内部宣贯。 新规范最突出的变化，是把 "人才培养与支持" 摆在了更重要的位置，针对那些工作经验尚浅的新员工（包括校招和工作经验小于3年的社招）—— "明确 Mentor 的职责，覆盖专业技能、工作方法、团队融入、成长跟进等维度的带教。" 同时为了让 Mentor 的带教质量有实打实的保障，字节这次还给 Mentor 配备了帮助带教的手册，对新人该"怎么带""带什么"都做了详细 ...

Core Viewpoint - The article emphasizes the importance of education, technology, and talent as foundational and strategic supports for building a modern socialist country, highlighting the need for innovation-driven development and talent attraction strategies. Group 1: Talent Attraction and Development - Chongqing has implemented various strategies to attract and cultivate strategic technology innovation talents, focusing on industries such as intelligent connected vehicles and advanced materials [2] - The city has seen a significant increase in youth talent retention, with 712,000 young individuals choosing to stay and work in Chongqing since 2024 [2] - The number of high-skilled workers in Chongqing has risen to 1.795 million, a 72% increase compared to the end of the 13th Five-Year Plan [3] Group 2: International Collaboration and Open Environment - Chongqing has established international cooperation initiatives, including the "Belt and Road" technology exchange conferences, to attract global talent [4] - The city has launched various measures to facilitate the lives of foreign talents, including a recognition list for foreign professional qualifications and healthcare services [4] - Collaborative projects with neighboring regions have been initiated to enhance talent development and resource sharing [5] Group 3: Innovation Platforms and Support - Chongqing has built a robust ecosystem for innovation, with 1,297 innovation bases established, doubling the number since the end of the 13th Five-Year Plan [6] - The city has focused on high-level universities and research institutes to support technological innovation, with 9123 high-tech enterprises cultivated [7] - The establishment of talent innovation and entrepreneurship service ports has provided comprehensive support for startups, facilitating the transformation of research into marketable products [8][10] Group 4: Policy and Mechanisms for Talent Development - Chongqing has introduced a dual-channel evaluation system for high-level talents, recognizing over 120,000 new talents [9] - Policies have been implemented to enhance the commercialization of research outcomes, with a significant portion of revenue from technology transfer allocated to reward researchers [9] - The city has developed a digital platform to streamline talent services, significantly reducing processing times for talent-related applications [10]

Group 1 - The core initiative "Zhihui Xiaoxiang, Cai Ju Hunan" aims to promote employment and entrepreneurship for college graduates in Hunan Province, with Aier Eye Hospital participating as a leading representative in the eye care industry [1] - Aier Eye Hospital emphasizes its talent strategy, actively recruiting global talent during the autumn recruitment season to strengthen its foundation in eye health [1] Group 2 - The growth of Aier Eye Hospital is attributed to its "expert-led" talent development approach, which has created a strong team of top experts in the field of ophthalmology [5] - The establishment of the first national-level "Postdoctoral Research Station" in a non-public eye hospital in Hunan has attracted talent from prestigious universities, enhancing Aier's research capabilities [6][8] Group 3 - Aier Eye Hospital's "15th Five-Year" talent strategy focuses on attracting high-level, specialized, and innovative talent across various key positions, including clinical experts and AI engineers [8] - The company has implemented three major plans: "Hundred Birds Return," "Hundred People Go Abroad," and "Dual Innovation Talent," to foster a global talent ecosystem [8] Group 4 - Aier Eye Hospital aims to enhance its capabilities in challenging eye disease treatment, AI-assisted diagnosis, and clinical trials through the integration of new talent [9] - The company has developed a comprehensive talent ecosystem, emphasizing the importance of human resources as a strategic asset for organizational growth [10] Group 5 - Aier Eye Hospital has built a substantial talent pool, including over 8,000 specialized ophthalmologists and numerous high-level researchers, contributing significantly to the field [11] - The company is committed to advancing eye health in China and globally, driven by its belief that talent is the fundamental force behind its development [11]

Core Viewpoint - Giant Network is implementing a rotation mechanism for game business leaders to provide greater growth opportunities for young talent and align with future strategic adjustments [1][2] Group 1: Leadership Changes - CEO and General Manager Zhang Dong has resigned for personal reasons, with Director Liu Wei returning to take over these roles [1] - Liu Wei's focus will be on nurturing core talent within the company [1] Group 2: Talent Strategy - The rotation system for game business leaders will select candidates from young frontline staff, aiming to enhance decision-making efficiency and broaden growth opportunities [2] - This initiative is part of a broader strategy to cultivate young talent, as emphasized by Chairman Shi Yuzhu, who believes that gaming is a young person's industry [1][2] Group 3: Industry Context - The rotation mechanism is not unique to Giant Network, as similar practices have been adopted by major companies like Huawei and Alibaba to build a talent pipeline for senior management [2] - The deepening of the youth-oriented talent strategy is expected to help Giant Network continue producing hit games and strengthen its competitive edge [2]

Group 1 - Former Vice President of GF Securities, Li Qian, has joined Ping An Securities as the proposed General Manager, marking a significant personnel change that enhances Ping An's executive team and reflects its talent strategy [1][2] - Li Qian holds a PhD in Economics from Renmin University of China and has extensive experience across banking and securities, having held key positions in both sectors [1][2] - This move is indicative of the increasing competition for talent within the financial industry, potentially leading to an evolution in the competitive landscape among leading brokerage firms [2] Group 2 - Public funds have shown increased enthusiasm for participating in private placements, particularly in technology leaders like Cambrian and Shenghong Technology, indicating a strategic shift towards technology investments [3][4] - Cambrian's recent private placement raised approximately 3.985 billion yuan, with participation from 13 institutions, while Shenghong Technology raised about 1.9 billion yuan with 10 institutions involved [4][5] - The surge in private placements reflects institutional recognition of the long-term value in technology sectors, potentially boosting market interest and capital inflow into these areas [3][4] Group 3 - Public funds have distributed over 188.1 billion yuan in dividends this year, with a notable increase in both the number of distributions and total amount compared to the previous year [4][5] - The increase in dividends is seen as a strategy by fund managers to reward investors, which may enhance market confidence, particularly for dividend-focused and bond funds [4][5] - This trend of increased dividends could provide liquidity to the market while also impacting fund net values and long-term investment strategies [4][5] Group 4 - CICC has established a new industrial investment fund in Suzhou with a capital contribution of 1 billion yuan, focusing on equity investments in unlisted companies [6][7] - This initiative highlights the deepening collaboration between leading brokerages and industrial capital, aiming to enhance investment influence in advanced manufacturing sectors [6][7] - The fund's establishment is expected to drive capital attention towards local high-end equipment industries, fostering structural vitality in the market [6][7]

Core Viewpoint - The trust industry is experiencing a targeted recruitment trend in response to regulatory changes and the need for transformation, emphasizing the strategic value of talent as a core driver for this transition [2][5]. Group 1: Recruitment Trends - Multiple trust companies, including Zhongguo Trust, Xiamen International Trust, and CITIC Trust, have launched recruitment plans focusing on wealth management, asset management, and risk compliance, covering various job levels from department heads to technical positions [2][3]. - The recruitment strategies are tailored to align with each company's transformation direction, showcasing a clear focus on specialized talent needs rather than broad hiring [3][4]. - Zhongguo Trust is leveraging its state-owned enterprise background to recruit both experienced and young talents in key cities, focusing on wealth management and digital operations [3][4]. Group 2: Industry Transformation - The recruitment drive is primarily driven by the need to adapt to new regulatory frameworks and business models, moving from reliance on non-standard products to core businesses like asset securitization and family trusts [5][6]. - The trust industry is witnessing a rebound in employee numbers, with a reported increase to 17,884 employees by the end of 2024, reflecting a strategic shift rather than mere personnel adjustments [6][8]. - The emphasis on hiring is not just about filling vacancies but is seen as a foundational investment for future transformation [6][7]. Group 3: Skills and Competencies - Trust companies are prioritizing not only professional skills but also soft skills such as communication, customer service, and teamwork in their recruitment strategies [5][6]. - The need for a structured training system is highlighted to ensure new hires can quickly adapt to business needs and regulatory requirements [7][8]. - The regulatory body is also enhancing training programs to align with the evolving legal and compliance landscape, introducing new subjects like Trust Law to better equip industry professionals [8].