Financial Data and Key Metrics Changes - Consolidated fee revenue for the fourth quarter was $712 million, growing 4% year over year at constant currency [15] - Adjusted EBITDA grew 8% to $121 million, with an adjusted EBITDA margin increase of 70 basis points to 17% [15] - Adjusted diluted earnings per share increased 5% to $1.32 [15] - Estimated remaining fees under existing contracts totaled approximately $1.7 billion, up 12% year over year [16] Business Line Data and Key Metrics Changes - Executive Search grew 15% year over year at constant currency, marking the fourth consecutive quarter of growth [14] - Digital subscription and license new business grew to 40% of total digital new business, up from 37% in the prior year quarter [14] - RPO (Recruitment Process Outsourcing) secured $119 million in new business awards, with 77% attributed to new logos [14] - Average hourly bill rates in consulting and interim portions remained strong at $454 and $131, respectively [14] Market Data and Key Metrics Changes - Fee revenue in The Americas was flat year over year at constant currency, with growth in Executive Search and RPO [17] - EMEA fee revenue grew 9% year over year at constant currency, driven by growth in Executive Search and Professional Search [18] - APAC fee revenue grew 8% year over year at constant currency, primarily due to growth in Executive Search and RPO [18] Company Strategy and Development Direction - The company is focused on extending its offerings and solutions, particularly in technology and AI, to drive organizational performance for clients [8][10] - The strategy emphasizes synergistic fee revenue sources, with 77% of clients purchasing two or more solutions [7] - The company aims to innovate and enhance its TalentSuite product, which is expected to create a significant impact in the market [9][14] Management's Comments on Operating Environment and Future Outlook - Management acknowledged the ongoing economic challenges, including a cost of living crisis and its impact on client spending [33][34] - Despite the challenging environment, the company remains optimistic about future growth opportunities and its ability to drive performance for clients [19] - The leadership team is focused on adapting to changing market demands and the need for different leadership qualities in the current economic climate [50][51] Other Important Information - The company returned $173 million to shareholders through share repurchases and dividends in fiscal year 2025 [18] - The company invested $44 million in M&A and $62 million in capital expenditures focused on technology platforms and product enhancements [18] Q&A Session Summary Question: Insights on new business trends and revenue trends by month - Management noted that May was stronger than April, indicating a positive trend despite ongoing uncertainties [23] Question: Executive Search growth specifics - Management indicated that long-term growth has been consistent, with quarterly fluctuations expected [26] Question: Update on sales cycles and client spending behaviors - Management highlighted a cost of living crisis affecting client spending and overall economic growth [33][34] Question: Performance of consulting and digital segments - Digital business grew 4% year over year, while consulting remained flat, reflecting larger engagements taking longer to implement [41] Question: Impact of international news on business confidence - Management expressed uncertainty about the impact of geopolitical events on business confidence, emphasizing the ongoing cost of living crisis [58][59] Question: Headcount productivity and revenue generation - Management discussed the importance of monetizing intellectual property and the scalability of their offerings [73][74] Question: Changes in leadership qualities sought by boards - Management emphasized the need for leaders who can embrace ambiguity and adapt to rapid changes in the market [50][51]

Core Insights - Many leaders spend excessive time supporting low-performing employees while failing to accelerate the development of high-performing employees, leading to talent loss and a lack of skill enhancement [1][7] - Companies should foster a culture centered around high performers, focusing on retaining and developing new high-performing talent [8][16] Group 1: Challenges Faced by High Performers - High performers, like Elodie, face immense pressure due to their past successes, often being assigned the most complex and high-risk projects [3] - They are overwhelmed with meetings, which limits their time for impactful work [4][8] - There is a lack of guidance from leadership, as the focus is on addressing problem areas rather than supporting high performers [5][6] Group 2: Ineffective Retention Strategies - Current retention strategies are ineffective because they focus on managing low performers rather than developing high performers [6][14] - Traditional performance evaluations often deter high performers instead of providing constructive feedback for growth [7][13] Group 3: Recommendations for Improvement - Reduce the number of meetings to allow high performers more time for meaningful work, suggesting a streamlined weekly meeting structure [9][10] - Measure team engagement to identify areas for improvement and foster a culture that encourages high performers to take responsibility [12] - Provide regular skill development discussions to help high performers grow and prevent them from feeling stagnant in their roles [13][14] Group 4: Benefits of a High-Performance Culture - Investing in a high-performance culture can lead to significant improvements in sales, product quality, customer satisfaction, employee retention, and engagement [15][16]

研究发现，多数情况下招聘明星员工无助于提升业绩，甚至适得其反。但在某些特定条件下，如加入明星云集或最强业务领域，或有积极效 果。企业不应盲目因明星员工流失或为提升业绩而仓促招聘，需理性规划相关策略。 研究表明，招聘明星员工不仅难度大，而且往往会适得其反。新入职的明星员工常常发现，很难在新环境中重现他们以往的卓越表现。他们还可能给新雇 主带来损害，比如阻碍创新，或者拉低现有员工的工作表现。鉴于招聘过程中投入的成本、时间和精力，这样的结果既令人惊讶，又让人担忧。 那些将员工的知识和技能视为主要资产与竞争优势来源的企业，仍然深陷这一困境。因此，它们在战略上必须招募"最优秀、最聪明"的人才，即便这意味 着要从竞争对手那里挖人。 这种做法被称为横向招聘，像大型律师事务所这类知识密集型企业，在其增长战略中越来越依赖这种方式。最近一份行业报告显示，在美国规模最大的 200家律师事务所中，每年合伙人层面的横向招聘人数可达3000人，平均每家律所每年有15个横向招聘名额。 这就引出了一个非常有趣的问题：既然学术界和业内文献都承认，聘用明星员工不太可能取得好效果，那企业为什么还继续这么做呢？ 我们最近撰写的一篇工作论文在管理学会 ...

Core Viewpoint - The leadership of Shanghai Bank emphasizes the need for transformation and high-quality development, focusing on three key areas: technology innovation, green finance, and inclusive finance [1] Financial Performance - In 2023, Shanghai Bank achieved a net profit of 23.56 billion yuan, a year-on-year increase of 4.5%, with operating income of 52.99 billion yuan, up 4.79% [2] - In Q1 2024, the bank reported operating income of 13.60 billion yuan, a 3.85% increase, and a net profit of 6.29 billion yuan, growing by 2.3% [2] Liability Management - Shanghai Bank has optimized its liability structure, reducing the cost of liabilities, with a decrease in interest-bearing liabilities' interest rate by 15 basis points in 2024 and 43 basis points in Q1 2025 [3] - The bank aims to reduce high-interest deposits by 50 billion yuan in 2024, with a 4.1 percentage point decrease in the proportion of three-year and above personal deposits [3] Sustainable Development Strategy - The bank plans to enhance its sustainable development capabilities by focusing on serving the real economy and improving professional service capabilities [4] - Talent management is highlighted as a key resource, with a focus on training and team building to enhance employee motivation and operational vitality [4] Risk Management - Shanghai Bank has accelerated the resolution of existing risks, with over 20 billion yuan in risk asset resolution maintained for three consecutive years, reaching 24.6 billion yuan in 2024 [5] - The bank has implemented a differentiated management approach for real estate risks, focusing on stabilizing total volume, strengthening post-loan management, and optimizing structure [6] Credit Growth Targets - For 2025, Shanghai Bank aims for a credit growth target of around 5%, with a focus on maintaining quality while achieving reasonable growth [7] - The bank plans to increase corporate credit issuance to over 600 billion yuan in 2025, with a growth rate of over 6% [7] - In retail lending, the bank targets a positive growth rate of 5-6% in 2025, with a focus on housing and automotive loans, particularly in the new energy vehicle sector [7]

今天分享的是：2025全球领导力展望-中国报告-DDI_Password_Removed 报告共计：67页 《2025全球领导力展望|中国报告》围绕中国领导力现状与未来展开调研分析，通过对大量领导者和HR专业人士的数据研究，揭 示了当前领导力面临的挑战与机遇，并提出应对建议。 1. 领导力面临的挑战：全球经济不确定性增加，中国CEO最关注经济衰退和打造韧性组织。中国领导者在应对新技术应用等挑 战时信心不足，且不同层级领导力评价存在差异，基层和中层领导力发展相对滞后，存在断档风险。 2. 人才管理问题：企业人才准备度不足，继任梯队实力薄弱，高潜人才发展乏力，关键岗人才断层问题突出。在人才发展投入 上，存在资源错配现象，且现有发展方式效果不佳，领导者对发展项目价值存在质疑。 3. 企业发展挑战与应对： 中企出海趋势明显，制造业是主力军，但面临法律法规差异、文化差异等挑战，需要明确战略、防范 风险、培养国际化人才。人工智能应用虽受中国领导者关注，但推动团队采用新技术的准备度不足，企业需提升员工心力和相 关能力。 4. 职场环境与HR的角色：职场环境塑造方面，员工倦怠和"精神离职"现象值得关注，组织需打造韧性组织。H ...

Core Insights - AI technology is profoundly transforming talent management in enterprises amid global digital transformation [1] - The establishment of the China Europe Organization Growth and Talent Development Research Center aims to explore how AI can upgrade the human resources service industry and enhance organizational efficiency [1] Group 1: AI's Impact on Talent Management - AI applications will increase information symmetry and lower professional barriers, facilitating talent allocation and complementary advantages within organizations [2] - The transition from HR 1.0 to HR 3.0 involves a shift from focusing solely on professional functions to integrating AI for digital transformation, with only 4% of companies achieving this [2] - AI will create three types of talent: those who create AI, those who use AI, and those who are replaced by AI, emphasizing the need for HR professionals to adopt large-scale AI applications [2] Group 2: Organizational Changes and Talent Value - The trend of digital employees is becoming irreversible in the workplace, necessitating organizations to adapt to this change [2] - The emergence of AI is reshaping the talent value system, leading to a demand for versatile talent, where the salary of PhD graduates may not necessarily exceed that of undergraduates who can effectively utilize AI [2]