Two and a half years after it started, the Covid-19 pandemic is still greatly impacting businesses in China at all levels. Especially the ‘zero-cases policy’ is creating increasing difficulties to individuals and businesses in the mid-long term.
From HR perspective, for companies, especially foreign companies, one of the major concerns today is how to attract and retain international talents, considering the exodus of foreign nationals and the scarcity of new talents coming to China. In some specific industries, international competences are hardly replaceable by local workforce and the increased scarcity of foreign talents is creating many challenges.
International businesses that provide internal rotations of international profiles now, find themselves having to look outside their own reality to overcome the difficulty of moving talents in China. The immediate effect is that businesses are willing to offer highly competitive salary to attract and retain international resources and others are turning to local employees to bridge the gap.
The peculiarity of China job market challenges European companies in attracting and retaining local employees, as many are the job opportunities rising all at once. In addition, it is not easy to find qualified resources, particularly in terms of “soft skills”, “critical thinking” and “practical knowledge”; an issue present for several years but exacerbated in the last period due to the scarcity of international resources, which led businesses to look at the pool of local candidates.
In the long run, this localization strategy of the team might significantly impact the management and communication between HQs and the China business. Both foreign and Chinese are unable to travel to HQ for information exchanges, networking, training, and sharing of expertise. The risks facing are the lack of diversity in the team, and the isolationof China operations.
All these elements have led to an increase in the demand for international resources which is unbalanced with respect to the current market offer. Currently, businesses in China are monitoring the situation for their next moves, and we, Consea Group, with our team in Shanghai will keep a close eye on it for you.
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them. Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview. Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused. Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position. Example how Consea has helped candidates navigate Imposter Syndrome During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy. As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested. In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful. This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process. Author: Julia Galloway, Human Resources Business Partner
Why Internal Promotions Aren’t Always Enough for Executive Roles
For many organizations, promoting from within feels like the safest path when filling a senior leadership role. Internal promotions signal stability, reward loyalty, and preserve institutional knowledge. These are meaningful advantages. But when it comes to executive search versus internal promotion, relying only on internal talent can limit the organization's ability to adapt, innovate, and compete in rapidly changing markets. As a global executive search firm, Consea Group hears the same assumption from clients: “We believe someone internally can grow into this role.” Internal mobility should absolutely be part of a healthy talent strategy. However, it is not always the right solution, especially during periods of transformation. Understanding the limits of internal-only promotions is the first step toward building a future-ready leadership team. Organizations that complement internal development with strategic external headhunting consistently achieve stronger outcomes at the executive level.
The Value and the Limitations of Internal Promotions
Internal promotions offer several advantages: Continuity and cultural fit. Internal leaders already understand the business, the team dynamic, and the operational context.
Motivation and retention. Demonstrating upward mobility boosts morale and keeps high-potential talent engaged.
Cost efficiency. Onboarding is faster and the initial investment may be lower than an external search. However, when organizations depend too heavily on internal hiring for C-suite and executive roles, gaps often emerge that an internal promotion strategy alone cannot fill.
1. Limited diversity of thought
People who have spent years within the same organization often share the same assumptions and habits. For companies looking to pivot or innovate, this can reinforce old patterns instead of challenging them.
2. Skill gaps at the senior level
Leadership requirements evolve quickly. For critical positions such as Chief Transformation Officer, Chief Digital Officer, or VP of Global Supply Chain, internal successors may not yet have the experience needed to succeed.
3. Lack of fresh market perspective
Executives promoted from within may have limited exposure to new business models, global competitors, or best-in-class industry practices. Internal leaders are essential for succession planning, but they should not be the only option.
Why Transformational Moments Often Require External Talent
When companies go through periods of significant change, internal continuity may not be enough. Consea's experience across complex, innovation-driven industries such as food and beverage, advanced manufacturing, and broader industrial sectors shows a consistent trend. Transformational challenges often require external executive leadership.
Digitalization and technology shifts
Businesses that are modernizing their operations or expanding digital capabilities often need leaders who have already delivered digital transformation elsewhere. Internal leaders may not have that experience.
Global expansion and new market entry
International growth requires executives with proven global leadership, cross-cultural management experience, and industry networks that may be outside the reach of internal candidates.
Restructuring and turnarounds
When the mandate is to reset strategy, streamline operations, or improve performance, external executives bring objectivity and fresh perspective. Internal candidates can struggle to bring this level of neutrality. This is where partnering with a specialized executive search and headhunting firm creates real value.
How Consea Uncovers Exceptional Leadership Talent
Consea Group's approach to executive search goes far beyond simple candidate matching. Our global network and structured headhunting methodology allow us to identify leaders who would never surface through internal channels or traditional recruitment.
1. Access to hidden and passive candidates
Many of the strongest C-suite leaders are not actively looking for a new role. Consea's targeted search approach uncovers these hidden profiles who can bring fresh vision and proven experience in transformation.
2. Strategic fit, not only cultural fit
We evaluate alignment with organizational culture and also assess a candidate's ability to challenge it when needed to support growth.
3. Industry-specific expertise
We understand what drives success in competitive and complex environments. Our specialization spans food-focused organizations and industrial companies , giving us a deep understanding of the leadership traits required for high-performance environments.
4. A balanced talent strategy
Our advisory approach helps clients design leadership structures that combine internal talent development with external leadership talent acquisition. This ensures the right leader is selected for the right moment.
Why the Best Leadership Strategies Combine Internal and External Talent
Internal mobility is important for long-term organizational health. External leadership is equally important for innovation and transformation. The most successful companies take a hybrid approach: Promote internal talent into roles where continuity matters
Use executive search partners when the organization needs new expertise or fresh perspective
Build proactive succession pipelines that compare internal potential with external benchmarks This balanced strategy creates stronger, more resilient, and more future-ready leadership teams.
Partner with Consea Group to Build the Leadership Your Business Needs Next
As organizations navigate shifting markets, evolving technologies, and global competition, the stakes for executive hiring continue to rise. Consea Group provides the executive search, headhunting, and leadership advisory expertise needed to help clients go beyond the limitations of internal-only promotion models. If your organization is ready to strengthen its leadership pipeline with a combination of internal development and strategic external recruitment, Consea is here to help uncover the talent that will shape your next stage of growth.
Let's shape the next chapter of your leadership team together.
Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations
According to several market studies, the talent shortage has reached its highest level in Mexico. This is due to a lack of specific skills (a mix of technical capabilities and human factors) required from companies, especially in particular industries. Combined with the accelerated technological change management process e digital transformation we are living in, the scarcity of talent availability is further complicating the recruiting needs of many hiring managers. In 2022, in Mexico, and in some LATAM countries, more than 60% of employers reported difficulties in finding the right match – the highest number in the last 10 years. Today, it became essential to many organizations, to improve workforce skills as well as train and "recycle” professional talents in order to fill their internal positions and stay competitive. These two techniques are called Upskilling & Reskilling. Upskilling is the process of learning new skills or of teaching workers new skills. Reskilling is the process of learning new skills so you can do a different job, or of training people to do a different job. These tools became pivotal to address the Human Capital needs within the work environment, as well as to promote career pathing, succession planning, and retention programs, for most companies. Within the markets Consea operates with, we identified few sectors that currently are presenting the greatest demand for high-skilled profiles in Mexico: supply chain and manufacturing, finance and administrative positions, sales and marketing and engineering. To support your Human Capital needs, Consea Groupcan design a consulting plan tailored for your company, defining together an effective TALENT SEARCH and COMPANY CULTURE FITTING strategy. Follow Consea Group on LinkedIn to stay up to date on the latest trends in the labor market and to find out how to create and maintain a positive working environment in your organization. Authors Enrique Pedroza - Business Development Manager in Consea Group, Mexico Read the article in Spanish:
Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones
Acorde a diferentes estudios de mercado, la escasez de talento ha llegado a su nivel más alto en México. Esto se debe a la falta de habilidades específicas (una combinación de capacidades técnicas y factores humanos) requeridas por las empresas, especialmente en industrias particulares. Combinado con el acelerado proceso de gestión del cambio tecnológico en el que vivimos y transformación digital, la escasez de talento complica aún más las necesidades de muchos Gerentes de contratación. En 2022, en México y en algunos países de LATAM, más del 60% de los empleadores reportaron dificultades para encontrar el personal adecuado, el número más alto en los últimos 10 años. Hoy en día, se vuelve esencial para las organizaciones mejorar las habilidades de la fuerza laboral, así como capacitar y "reciclar" talento profesional para ocupar un nuevo puesto dentro de la compañía y mantenerse competitivos. Estas dos técnicas se denominan Upskilling & Reskilling. Upskilling busca enseñar nuevas habilidades a un trabajador para optimizar su desempeño, mientras que Reskilling también conocido como reciclaje profesional, busca capacitar a un empleado para adaptarlo a un nuevo puesto dentro de la empresa. Estas herramientas se vuelven fundamentales para abordar las necesidades de capital humano dentro del entorno laboral, así como para promover la orientación profesional, la planificación de la sucesión y los programas de retención para la mayoría de las empresas. Dentro de los mercados con los que opera Consea Group, identificamos algunos sectores que actualmente presentan la mayor demanda de perfiles altamente calificados en México, tales como cadena de suministro, manufactura, finanzas, administrativos, ventas, mercadeo e ingenierías. Para apoyar sus necesidades de Capital Humano, Consea Group puede diseñar un plan de consultoría a la medida de su empresa, definiendo en conjunto una estrategia efectiva de BÚSQUEDA DE TALENTO que AJUSTE A LA CULTURA DE LA EMPRESA. Sigue a Consea Group en Linkedin para estar al día de las últimas tendencias en el mercado laboral y saber cómo crear y mantener un clima laboral positivo en tu organización.
The 25th Pambianco Fashion Summit titled “The Fashion Industry and the Management of Uncertainty,” was held on Wednesday, November 11th, 2020. The event highlighted the impact the pandemic has had on global markets and the actions taken by companies to address this crisis. Resulting from this year’s turbulent events, the luxury fashion sector was severely damaged by the global closure of shops, as well as by the lack of tourists – something still having an impact in European markets. The key component for facing adversity, common to all the interlocutors present at the summit, ultimately relies on “resilience.” Thanks to the willpower and team spirit, the featured companies present at the event expressed gratitude and satisfaction for the results obtained. A recovery was highlighted in the third quarter, especially in the Asian market driven by China, where domestic consumers returned to travel, giving advantage to the areas where tax-free poles have been created (Hainan) and ultimately enabling those to benefit from the new concessions introduced by the government. From the analysis conducted by PwC on Millennials and Generation Z, it has been discovered that in the new normal, consumers will have greater attention to the price of products and will seek a safe and accessible customer experience. Engagement will be shifted towards digital and companies will have to place more and more attention to issues relating to sustainability. If the number of consumers who moved their shopping channel online during Covid-19 has increased in all markets, and that number will no longer return to pre-pandemic levels, it is also true that the physical brick & mortar store will continue to represent an important space for the consumer; consumers want to “touch and feel” and will continue to seek that. Omnichannel is now essential, and it has to allow a true integration between physical and digital, giving rise to a “phy-gital” shopping experience. Another interesting find, provided by Silvio Campara, CEO of Golden Goose, underlined how the crisis has definitively changed the way of approaching the consumer, who can no longer be defined by the 4 P model (Place / Product / Price / Promotion) but from a new model based on 4 Cs (Consumer / Community / Conversations / Consideration) that all revolve around People. A key role in the world of fashion is certainly played by Italy, where 41% of European fashion production takes place. Furthermore, 60% of the high-end product is produced in Italy (data: National Chamber of Fashion). Italian textiles and clothing allocate about 66% of their production to exports (data: Confindustria Moda). Fashion is, therefore, the second most important industry at a national level and it is extremely important to protect the entire chain that goes from large brands to SMEs. In addition to the issues of sustainability and digitalization – in order to overcome the crisis, it will be crucial also to focus on competencies and on the training of people (both for technical roles and within the retail locations): this strategy will protect the fashion chain and create added value. Even if the numbers are still not trending positive, signs of cautious optimism came from the summit; once the health crisis is resolved, consumers will return to travel and choose European markets for their purchases because they are more advantageous to them. Ultimately, a new approach to the global consumer and an organic integration between online and offline will allow for greater engagement and the possibility of a complete customer experience. Interested in the summit? Find out more here!
Nowadays, investing in young people should not just be a slogan, but the best strategy companies should adopt to grow, innovate and gain competitive advantages over their competitors. Regarding Consea Head Hunting's experience in managing recruitment processes with the younger generation, a certain rigidity shown by candidates is emerging, expressed especially in terms of demands related to hybrid working opportunities, career plans and business ethics. As a result, there is often a significant lack of motivation and engagement when faced with an offer that fails to detail or satisfy these aspects. WHAT CAN ORGANIZATIONS DO? To make themselves more attractive to the younger generation, companies should first of all understand what is actually being sought, and in this regard, there is an increasing emergence of the importance for young people being able to identify with company values in terms of sustainability (environmental, valuing diversity, inclusive approach and equity), ethics, training (with an important focus on soft skills, skills that can become an asset to the individual and not just a direct benefit to the company as is the case with technical skills), policies for investing in resources and sharing the expected goals and their consequent development plans envisaged not only in terms of vertical growth, but also about involvement in initiatives, task forces and projects aimed at the well-being of the internal community. Equally important seems to be the attention paid to the work-life balance, flexibility and wellbeing policies within the organization. In terms of attraction and retention, an important role is played by the organization's external communication as the new generations put great importance to the company's website and its presence on social networks as well as, in general, its web reputation. COMPANY AS COMMUNITY This focus is symptomatic of the fact that nowadays the company is no longer considered a mere workplace, on the contrary, it increasingly constitutes a real community for new generations, who can appreciate opportunities of involvement that can allow them to come closer and share experiences with other employees belonging not only to different areas or functions, but also to different generations; of this a significant example could be reverse mentoring. BETRAYAL OR OPENNESS TO CHANGE? In conclusion, we can highlight one more peculiarity: increasingly, new generations are experiencing change as a development opportunity to enrich their skills and, therefore, the decision to leave one company for another should not be experienced as a betrayal; on the contrary, it would be much more functional for the organization to maintain relations with the resource who has changed reality by opting for a new context. This attitude could generate future opportunities for a new encounter and possible opportunities to reintegrate the resource, enriched by the new experiences gained in the meantime. Authors: Sara Ruffinatti – Senior Consultant & Executive Coach Marzia Pio – Junior Consultant at Consea Executive Search
The executive search and recruiting scene in the US are continuously evolving, thanks to a mix of economic and tech factors. As businesses face new challenges, the need for top-notch recruitment services, especially for executive roles, is on the rise.
Challenges in 2025
Talent Competition: There's a high demand for experienced professionals, but not enough talent to go around. Companies need to offer great benefits, flexible work options, and strong leadership cultures to attract top executives. Remote and Hybrid Work: Remote and hybrid work models are expanding talent pools but also increasing competition. Companies need strategies to maintain culture, productivity, and collaboration in distributed teams. While companies are trying to go back to a work-in-office schedule, the market is still pushing for hybrid and remote. Tech Integration: While AI and automation are revolutionizing recruitment, there's a risk of bias in AI algorithms and impersonal candidate experiences. Employers need to balance tech use with a human touch. Evolving Workforce Expectations: Gen Z professionals prioritize purpose-driven work, flexibility, and career growth. Companies must adapt to these expectations to attract young talent and be able to create a safe space where different generations can discuss and learn from each other. With our Human Capital Consulting division, Consea can help you to implement several programs (like leadership programs, team building, youth academy, etc.) to support your organization and how to navigate the transformational moments we live in. Diversity, Equity, and Inclusion (DEI): Candidates want employers committed to DEI. Companies that don't prioritize this may struggle to attract diverse talent and face reputational risks.
Tips for Companies Entering the US Market
Conduct Thorough Market Research: Understand the local market dynamics, consumer behavior, and competitive landscape. This helps tailor your products or services to meet US consumer needs. Consea can help you to deploy market mapping through competitors benchmarking to win the talent competition. Develop a Strong Value Proposition: Clearly define what makes your product or service unique. Focus on benefits that matter most to your target audience and consider cultural nuances when crafting your message. Establish a Local Presence: Setting up a US-based office or partnering with local distributors can enhance your brand's credibility. Hiring local employees provides valuable insights into the market and helps build stronger relationships with customers. Ensure Legal Compliance: The US has complex regulations that vary by state and industry. Make sure you understand and comply with these laws to avoid legal issues. Understand the Competition: Research competitors to understand their strengths, weaknesses, and market positioning. This helps you identify opportunities and position your brand effectively. Adapt to Local Preferences: Conduct surveys or focus groups to gain insights into local consumer preferences. Tailor your marketing strategies to better meet the needs of US consumers.
Consea: Your Global Partner with Local Expertise
Consea is right in the mix of these trends, offering top-notch executive search and consulting services. We've been in Chicago since 2017, blending global expertise with local market knowledge. As an experienced executive search firm in Chicago and a trusted global recruitment agency in the USA, Consea delivers tailored solutions that combine local insight and global reach to help clients navigate the evolving executive recruitment landscape and find the right leaders for success. For more info on how Consea can support your executive search needs, explore our website.
Our office is getting bigger: new opening in Singapore
Consea Group, one of the leading executive search and HR consulting firms in the world, is proud to announce the opening of its new office in Singapore in June 2023. With the opening of the new office, Consea Group aims to expand its reach in the Asia-Pacific region and better serve its clients. The new office in Singapore will be the seventh branch at international level, joining its offices in Shanghai, Krakow, Sao Paolo, Mexico City, Chicago, and New York. Consea Group is dedicated at providing its clients with the highest quality executive search services, and the new office in Singapore will be no exception. With almost 20 years of experience in Asia thanks to the Shanghai office, Consea decided to follow the trend of senior managers, executives, entrepreneurs, and investors to conduct business in the Asian countries to consolidate and diversify its presence in the region, while maintaining a strong interested and attention to China. Due to her strong experience and knowledge of the Asian Market, the Consea’ Singapore office, already operational for a few weeks, will be managed by Gaia Ceccatelli, in Consea since 2019, as General Manager APAC. With an overall bullish hiring market in Singapore, there was a strong appetite to hire from almost every sector for a wide range of roles, with the highest demand being for executive and mid-management (5-12 years of experience) level professionals. A notable change was the increase of regional roles based in Singapore; with the country gradually becoming the APAC hub of choice for more multinational companies. This competitive recruitment landscape came as the economy fully opened up post-COVID-19, and companies would like to meet their growing demand to hire. Despite candidates showing greater willingness to move roles, it remained a candidate-short (and driven) market for the last months. The HR market is still a big challenge! Consea Group’s CEO, Chiara Altomonte, made the following statement about the company’s expansion into Singapore: “We are very excited to be expanding our presence in the Asia-Pacific region and to be able to offer our clients the same high-quality executive search services that we are known for. We are confident that the opening of our Singapore office will help us better serve our clients and help them finding the best candidates to fulfil their open positions.” We have many initiatives in the pipeline, follow us on LinkedIn so you don’t miss all the updates and projects we are developing! Authors: Chiara Altomonte – General Manager and Head of the Fashion & Retail division
How Economic Shifts Are Reshaping Demand for Executive Leadership
In today's volatile global economy, companies face a complex mix of inflationary pressures, fluctuating interest rates, and ongoing geopolitical uncertainty. These external forces are doing more than shaping financial markets; they are redefining what effective executive leadership looks like.
The Economic Impact on Executive Hiring
Periods of economic disruption often spark a recalibration of leadership priorities. In downturns, boards seek turnaround specialists with the resilience, operational discipline, and financial acumen to steer organizations through turbulence. When markets expand, the focus shifts toward innovation-driven executives who can capture emerging opportunities and scale growth efficiently. This cyclical pattern highlights the direct economic impact on executive hiring. Leadership needs no longer follow a static model; instead, they reflect broader shifts in market confidence, consumer behavior, and investment trends. Companies that anticipate these transitions and proactively align their leadership teams are best positioned to thrive in any climate.
Executive Hiring Strategies for a Changing Economy
The most successful organizations are rethinking traditional executive hiring strategies to adapt to today's dynamic environment. Rather than filling positions reactively, boards are emphasizing predictive leadership planning—identifying the skills and mindsets their organizations will need to navigate future challenges. Key trends shaping modern executive hiring include: Agility and transformation expertise: Leaders who can pivot quickly in response to shifting markets. Digital fluency: Executives who understand technology's role in driving competitive advantage.
Cross-functional leadership: Professionals who can unite operations, finance, and innovation under a shared strategic vision. At Consea Group , we help organizations design and execute executive hiring strategies that reflect both immediate priorities and long-term objectives. By tailoring search criteria to specific economic contexts, we ensure our clients attract leaders who not only fit the role but also anticipate what comes next.
Aligning Leadership with Market Realities
The right leadership at the right moment can be the difference between surviving and outperforming. Consea's adaptive executive search methodology focuses on the capabilities most critical to each phase of the business cycle. In uncertain markets: We identify leaders skilled in transformation, cost optimization, and cultural stabilization.
In recovery or growth periods: We target visionary executives who can accelerate innovation, drive digital transformation, and lead expansion into new markets. By continuously monitoring executive leadership demand across industries, Consea ensures organizations stay one step ahead, equipped with leaders who can navigate change and seize opportunity.
Building Resilience Through Strategic Leadership
Economic cycles may be unpredictable, but leadership strategy does not have to be. Companies that invest in forward-looking executive recruitment are more resilient, adaptable, and prepared to lead through uncertainty. Partner with Consea Group to ensure your organization has the leadership strength to remain competitive, no matter how the global economy shifts. Contact us to start your executive search.
Navigating China Retail Landscape and HR Implications
As mentioned in our previous article on China Labor Market Outlook, numbers for China seem to be encouraging and improving for this 2024, further evidenced by last year GDP growth of 5.2%, which accounts for one third of global GDP. While several macroeconomic indicators are pointing in a promising direction, there are also other areas that are still cause for concern, shaping both consumer behavior and enterprise strategies. Indeed, a negative consumer and business “sentiment” still permeate in China, which is influenced by a variety of factors: the collapse in property transactions and a 5% decline in exports, zero growth in fixed asset investment by privately-owned companies, and double-digit youth unemployment. Although lower sentiment levels increased savings rate to 31.7% in 2023, which represents a significant reservoir of potential spending power should consumer confidence recover, consumer sentiment in China reflects a blend of caution and resilience. Based on McKinsey report, in general consumers are spending more conservatively and they are not necessarily opting for cheaper brands. They are seeking more value through different channels or discounts and promotions. This is evidenced by a significant portion of consumers (47%) changing retailers for lower prices rather than opting for cheaper brands (19%). Looking at the tourism industry, while international travel has rebounded significantly, reaching 77% of pre-COVID levels by early 2024, spending patterns indicate a shift towards experiences over mere transactions. However, even though buying abroad is not that attractive compared to the past (price attractiveness), Chinese travelers spend more than pre-covid as shopping is still a substantial part of the travelling experience: Japan: +117% Singapore: +40% Europe: +20% (these data are related to 2023 in comparison with the consumption in 2019) The automotive sector represents another promising area of growth in consumption. While overall auto sales grew by a 17%, during the first two months of the year, electric vehicles outpaced this number with a 37% surge, highlighting changes in consumer preference for greener alternatives. In fact, EVs now represent 35.6 percent of China's total automotive market. Thus, even though there is still a negative sentiment from consumers and enterprises, number shows that in 2024 retail sales grew of +5%, with goods contributing a 4.6% rise. Remarkably, foodservice sales leapt by 12.5 percent, indicating a robust recovery in hospitality sectors. Future Trends: Charting the Course Forward Looking ahead, key trends emerge that will shape consumer behavior and market dynamics. Consumers are increasingly seeking self-insurance, purpose-driven brands, and a sense of belonging. They are becoming savvier about what they buy and have high expectations on and willingness to pay for meaningful ESG attributes, e.g. authenticity and transparency, brand’s social responsibility and reputation. This calls for brands to establish clear identities and foster communities around their products, while maintaining a delicate balance between brand value and trendiness, which is pivotal in navigating the evolving retail landscape. HR Implications: Navigating Change and Uncertainty In the realm of HR, the shifting retail and overall market landscape and consumers spending behaviors necessitate strategic adaptation. Disruptive supply chain issues, currency fluctuations, and a shifting regional landscape necessitates cost-cutting measures, for a more streamlined and efficient operations. Considering this, businesses have adopted a more conservative outlook and measures. Hiring freezes and digital transformation initiatives are on the rise, with 40% and 34% of companies respectively prioritizing these areas. Moreover, restructuring efforts, often involving dual roles managed by single individuals, are becoming commonplace. As China's retail sector charts a course through turbulent waters, adaptation and agility emerge as the cornerstones of success. By embracing change, fostering resilient consumer relationships, and strategically navigating HR implications, retailers can carve a path towards sustainable success in China's evolving retail landscape. Follow us on LinkedIn to stay up to date! Sources: Event: Retail Insights: Navigating Recent Uncertainties Among China Consumers: Brand Building Versus Short Term Actions, Italian Chamber of Commerce 2023 McKinsey China Consumer Report, McKinsey & Company Report: Mainland China and Hong Kong Luxury Market: Unlock infinite growth possibilities and sustainable value of luxurious lifestyle, PWC, April 2024 Article: Consumer market overcomes COVID impact, China Daily, April 2024 https://www.chinadaily.com.cn/a/202404/29/WS662efa39a31082fc043c4923.html Authors Alessandra Yin, Senior Consultant APAC Valentina Meng, Recruitment Consultant & China Social Media Manager
Consea’s Resume Myths, Tips, and Tricks
Advice from our recruitment team that will help your resume stand out. The first impression does not have to be the one that matters when selecting a Candidate but the resume is the business card through which Candidates make themselves known by the companies. Here are some tips for getting the most out of your resume. MYTH: A graphic / creative CV captures more attention The European format is not always the best choice when writing a resume, you can also use more creative templates but on the basis of your graphic skills. An essential and clear resume is better than one which is incomprehensible and difficult to read. SUGGESTION: If you do not have graphic skills, create a typical resume in MS Word that contains all the essential information and describes your work experience better than a thousand graphics. TIP: There are several websites that offer templates and ideas to create an original but at the same time effective resume. If you do not already know them we suggest you try Canva www.canva.com. MYTH: You have to insert the photo on your resume Certainly, being able to associate a face to a resume is a great help and makes the resume emerge but you need to remember that the photo must be professional and appropriate. SUGGESTION: It is better not to insert personal photographs or taken from group photos. Take time to take a picture which shows your professionalism and represents only you. TIP: Once you have taken the photo, use it both for your resume and LinkedIn profile. It will allow you to give uniformity to the way you present yourself and will make you easily recognizable. MYTH: Provide details about hobbies and personal characteristics. Adding your hobbies and personal characteristics to your resume can be a plus but only if they provide real added value. SUGGESTION: Each information that you decided to write in your resume is evaluated therefore it is better to insert only these elements that could have a value for the position you apply for. TIP: Think about which competence (transversal or specific) can recall the information provided and select only the relevant ones (e.g. competitive activity – determination and achievement of results; reading – curiosity / information and education; cooking – creativity). MYTH: Less is more! A resume does not necessarily have to be one page, especially if you have several years of experience, but at the same time it should not be discursive or include too much details as it risks losing effectiveness. SUGGESTION: An effective resume is between 2 and 3 pages. It reports professional experience in chronological order from the current position to the oldest. It contains relevant information and a brief description of each role, highlighting specific skills and knowledge (There are companies that associate different role content to the same job title. If a short description is therefore associated with the job title it will be easier to identify Candidate’s responsibilities.) It is useful to add some detailed information such as the number of people managed / business size / results achieved. Finally, it is worth specifying the knowledge of a foreign language through the competence levels of the Common European Framework of Reference for Languages (CEFR) and not through terms such as “good”, “fluent”. TIP: The resume is your business card – Imagine that those who receive it do not know you and they want to have an overview of your skills and then explore them in an interview, but if some key information is missing (knowledge of a particular sector, program / channel …) they could exclude you from the selection process. MYTH: Lying in resume makes it more appealing It is well known that lies have short legs so it is better to expose your work path honestly and be able to motivate any discontinuities in your work experience. SUGGESTION: A good recruiter does not judge the book by its cover but, wanting to build a relationship of mutual trust and reliability with the Candidate, will tend not to contact people who have talked about a different work path than the one actually lived or have boasted skills / responsibilities never acquired. MYTH: Give a “personal” touch to the CV / Do not insert personal details It is not necessary to enter detailed information about your personal life (e.g. names of children, spouse…) but do not forget to enter your contact information (phone number and e-mail address – verify if they are correct!) in order to be effectively contacted. It is often useful to put in your date of birth, which does not have to be seen as a discriminating factor but as a data that allows you to see the profile as a whole.
We and third parties have selected cookies or similar technologies for technical purposes and, with your consent, also for other purposes ("experience improvement" and "measurement") as specified in the Privacy policy and Cookie policy. You can freely give, refuse or withdraw your consent at any time.You can consent to the use of these technologies by using the "Accept all" button. By closing this information, you continue without accepting.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
