The Hong Kong-based firm was founded in 1959 as a small toy motor manufacturer. Since then, it has grown to 40,000 employees and now has operations in 20 countries. Annual revenues hit US$2 billion in the last financial year and in the past six years alone, income has increased 300 per cent and headcount has doubled.

Despite its position as a world leader, the company still has to contend with fierce international competition and needs engineers and other staff who can push innovation, solve tough problems, think imaginatively and have a global outlook.

'We see ourselves as a dynamic, worldwide company where employees can find excellent learning and growth opportunities,' said Mr Ho. 'We've also got a great career development infrastructure that allows people to succeed. Ambitious, smart and talented people can go all the way.'

Indeed, a typical company meeting resembles a get-together at the UN, with highly qualified specialists from around the world contributing ideas and information.

'We leverage this great diversity to our advantage,' said Mr Ho. 'Our strength lies in the various cultures and people we hire and their diverse skills and experience.'

Typically, new engineering recruits have experience with multinationals.

It is an advantage if they are familiar with the processes for manufacturing components such as magnets, bearings, shafts, housings and die-cast parts, though the company's focus is now more on building entire motion systems rather than individual parts. It also builds its own tools, assembly fixtures, plastic moulds and armature winding machines.

Mr Ho said about 30,000 people worked at the main factory in Shenzhen, a complex so vast that it has been dubbed 'Johnson City'.

The site provides a recreation centre, accommodation, library, internet centre, kindergarten, post office and banking facilities. There is even a medical clinic and a fire station.

In terms of management style, the company has been likened to General Electric, but there has also been a conscious effort to emulate Japanese production methods. Illustrating this, the same consultants used by Toyota have been hired to give advice on enhancing operational efficiency.

'This gives us great advantages in the marketplace,' Mr Ho said. 'We are pretty leading edge. Customers come to look at our operation in Johnson City and get blown away by what they see.'

Guided by the philosophy of chief executive Patrick Wang, the company is also committed to fostering staff potential by means of a careful process of selection, performance management and career development.

'We want people who show leadership potential and who think creatively,' Mr Ho said.

Consistent HR policies mean that people know what is required to move up quickly. Also, each vacancy is listed internally, and there is plenty of scope to make good career moves within the firm.

Mr Ho said there were many opportunities to move internationally, either in Asia or to Brazil, the United States or Europe.

Demonstrating the importance it places on education and training, the company founded its own university in 1998 in Shenzhen. It now has eight colleges providing a range of vocational and technical programmes, as well as the curriculum for an MSc in Engineering. External consultants teach programmes in leadership, management training and executive development.

'For us, the idea is to give people the opportunity to be the best they can be,' Mr Ho said.

The company also has an incentive scheme for high achievers.

'We believe in rewarding people who meet goals,' he said.

Johnson Electric has about 100 vacancies in China, including posts for engineers, project managers, business development managers, quality managers and functional managers in the areas of supply chain, HR and finance.

driving force

To succeed, candidates should:

Have a love of innovation

Exhibit the ability to think globally

Show potential for leadership

Be high achievers

Be dedicated to self-improvement