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.
Human Resources in China: challenges brought by Covid-19 pandemic
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 isolation of 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. Authors: Gaia Ceccatelli - Country Manager China Chiara Altomonte - General Manager and Head of the Fashion & Retail division
Employer Branding: The Art of Attracting the Best Talent
As we have already seen in the article "Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations", in Mexico, it is increasingly difficult for companies to attract and retain the right talent. Therefore, you hear a lot about the Employer Branding concept, which consists on communicating the mission, values and culture of an organization to build their reputation and an attractive differentiation for their talent market.
Companies that foster a good reputation and outstanding workplace culture can attract and retain the most valuable talent, ultimately allowing them to be more competitive in the continuously changing world of work. One of the most recognized global authorities in this field is Great Place to Work.
Some of the companies with multinational talent in Mexico earning of the title of "Great Place To Work 2023" have been: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza, and BASF (Puebla site).
It is no coincidence that the most successful companies in the recent decades are the ones delivering the "best practices" in Employer Branding: Google is widely recognized for its business culture and Innovative Human Resources policies; Apple focuses on creativity, innovation, together with the personal and professional development of its employees; Sales Force has created a company culture focused on values, diversity and inclusion.
Employer Branding is also becoming more and more relevant due to the increasing importance given to the wellbeing of employees and the purpose of the company in the labor market.
Those companies not only have a strategy to attract the best talents but they are also committed to creating an authentic, inclusive, positive and meaningful company culture.
Employer Branding is meant to generate a sense of belonging and commitment by transmitting the fundamental purpose of the company and its raison d'être. This helps the talent acquisition and management strategy that share the same values (or behaviors) of the company (business and organization strategy) and also the desire to be part of something that well aligns with their own values, passions, and ambitions. Some important key points to consider are: generating opportunities for employee development and growth within the company’s organization; fostering a positive and equitable work environment that promotes inclusion, diversity, and well-being; and ultimately provide competitive compensation.
As said, today the reputation of a company is more important than ever. In Mexico, 1 in 3 people have turned down a job offer because of a negative review about working at a specific company.
There are in fact some online sources, available to anyone that needs to evaluate a company’s reputation; the most popular ones are: Merco and Glassdoor.
Consea Group, as a local and global firm with 45+ years in the Executive Search industry, is a strategic and reliable partner that can support you in managing your human resources challenges. As it becomes more difficult to find the best talent for companies, in a more globalization-oriented market, so does the need to implement strategies with the support of experts that know how to attract local and international talents in your market of reference. Thanks to our knowledge of different markets and industries, we can provide the best experience and sew a consulting plan tailored to your company to define an effective approach for your Talent Acquisition strategy.
Follow Consea Group on LinkedIn to stay up to date on the latest labor market trends.
Author: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
Read the article in Spanish:
Employer Branding: El arte de atraer el mejor talento
Como ya hemos visto en el artículo anterior, “Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones” en México cada vez es más difícil para las empresas atraer y retener el talento adecuado. Por esta razón, se escucha mucho sobre el concepto Employer Branding, que consiste en comunicar la misión, los valores y la cultura de una organización para construir su reputación y una diferenciación atractiva para su mercado de talento.
Las empresas que fomentan una buena reputación y una cultura laboral excepcional pueden atraer y retener el talento más valioso, lo que en última instancia les permite ser más competitivas en un mundo laboral en constante cambio.
Una de las autoridades mundiales más reconocidas en este campo es Great Place to Work.
Algunas de las empresas con talento multinacional en México ganadoras del título “Great Place To Work 2023” han sido: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza y BASF.
No es casualidad que las empresas más exitosas de las últimas décadas sean las que ofrecen las "mejores prácticas" en Employer Branding: Google es ampliamente reconocida por su cultura empresarial y políticas innovadoras de Recursos Humanos; Apple se centra en la creatividad, la innovación, junto con el desarrollo personal y profesional de sus empleados; Sales Force ha creado una cultura empresarial centrada en los valores, la diversidad y la inclusión.
El Employer Branding también está cobrando cada vez más relevancia debido a la creciente importancia que se le da al bienestar de los empleados y al propósito de la empresa en el mercado laboral.
Estas empresas no sólo tienen una estrategia para atraer a los mejores talentos, sino que también están comprometidas con la creación de una cultura empresarial auténtica, inclusiva, positiva y significativa.
El Employer Branding pretende generar sentimiento de pertenencia y compromiso transmitiendo el propósito fundamental de la empresa y su razón de ser. Esto ayuda a la estrategia de adquisición y gestión de talentos que comparten los mismos valores (o comportamientos) de la empresa (estrategia de negocio y organización) y también el deseo de ser parte de algo que se alinee bien con sus propios valores, pasiones y ambiciones. Algunos puntos clave importantes a considerar son: generar oportunidades de desarrollo y crecimiento de los empleados dentro de la organización de la empresa; fomentar un ambiente de trabajo positivo y equitativo que promueva la inclusión, la diversidad, el bienestar y en última instancia, proporcionar una compensación competitiva.
Como ya hemos dicho, hoy la reputación de una empresa es más importante que nunca. En México 1 de cada 3 personas ha rechazado una oferta laboral debido a una crítica negativa sobre trabajar en una empresa específica.
De hecho existen algunas fuentes en línea disponibles para cualquiera que necesite evaluar la reputación de una empresa, algunas de las más populares son: Merco y Glassdoor.
Consea Group, como firma local y global con más de 45 años en la industria de Executive Search, es un socio estratégico y confiable que puede apoyarlo en la gestión de sus desafíos de recursos humanos. A medida que se hace más difícil encontrar el mejor talento para las empresas, en un mercado más orientado a la globalización, también lo hace la necesidad de implementar estrategias con el apoyo de expertos que sepan atraer talentos locales e internacionales en su mercado de referencia. Gracias a nuestro conocimiento de diferentes mercados e industrias, podemos brindarle la mejor experiencia y diseñar un plan de consultoría adaptado a su empresa para definir un enfoque efectivo para su estrategia de Adquisición de Talento.
Siga a Consea Group para mantenerse actualizado sobre las últimas tendencias del mercado laboral.
Autor: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
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.
35 years in Consea – Interview with Barbara Braida
You’ve been at Consea for many years, is there a memory or special moment that has stayed with you? Today, there’s greater focus on personal well-being, flexibility, and quality of life. Twenty-five years ago, these topics were not central to company policies, especially in smaller organizations. When I found myself needing a different balance between my personal life and work, I was given that opportunity, and it allowed me to make important choices with peace of mind. Over the years, how have you seen Consea evolve, and what has that change meant for you? I’ve had the opportunity to witness all of Consea’s major milestones: its expansion first across Italy and then internationally, the diversification of services and target markets, and the arrival of the new generation of the Altomonte family at the Group’s helm. Despite these changes, the company’s founding values have remained unchanged. This journey has also shaped my own professional path, particularly as I’ve focused on the U.S. market for many years. What do you enjoy most about your job? The variety. While the selection process follows a similar structure, every project is unique—industry, company culture, and candidate requirements always vary. What skill or personal quality have you developed the most thanks to your experience at Consea? Working in an ever-changing environment and across diverse markets has helped me build strong adaptability and enhanced my interpersonal and cross-cultural communication skills. What has been the biggest challenge in your career, and how did you overcome it? Becoming a recruiter for the U.S. market. It was a completely new environment for me, but I had the opportunity to build and refine the necessary skills directly on the field. Every step of the journey has been a chance to grow, and constant exposure to new situations has helped me develop new abilities. How would you describe Consea to someone who doesn’t know the company? Consea is a company that blends professionalism and strategic vision with a strong human approach. Over time, it has grown and adapted to market changes without ever losing sight on its core values. It’s a dynamic, international organization that supports companies in identifying top talent. For me, Consea means growth, stimulating challenges, and ongoing development opportunities. How do you envision Consea’s future? Bright. I believe Consea will continue to monitor market trends and socioeconomic developments closely, respond quickly to new challenges, and explore emerging technologies to stay aligned with client needs. If you had to choose one adjective to describe yourself, what would it be? Determined. What’s your favorite activity outside of work, and how does it help you recharge? I enjoy reading and watching crime or sci-fi series. It allows me to fully disconnect from the everyday routine and engage my mind in a different, stimulating way. If you could give one piece of advice to your younger self, what would it be? To embrace change with optimism and to not fear uncertainty, because every challenge is an opportunity for growth.
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.
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
Digital Transformation at the Top: Why Companies Need Leaders Fluent in AI and Innovation
Digital transformation is reshaping every sector of the global economy. While technology continues to evolve at extraordinary speed, meaningful transformation still depends on people. More specifically, it depends on leaders who can connect strategy with innovation and guide organizations toward new ways of working. AI is no longer a technical consideration but a fundamental leadership capability. Artificial intelligence, automation, and data analytics are redefining how companies operate and compete. For most organizations, the challenge is no longer whether to adopt these technologies but how to embed them into decision making and long-term growth. This requires executives who are open to change and confident in navigating it. Leaders fluent in AI and innovation are becoming essential.
Why Digital Transformation Fails Without Leadership Buy-In
Many digital initiatives fail because they begin at the operational level without full alignment at the top. When executives see digitalization as a technical upgrade rather than a strategic evolution, progress becomes fragmented. Teams may introduce new tools or systems, yet the broader cultural and organizational shifts do not follow. Successful organizations take a different approach. They view digital transformation as a collective effort that depends on clarity of vision and the ability to bring people together. Leaders play a central role in explaining why change is needed, setting priorities, and supporting teams as they learn and adapt. Their involvement provides direction through uncertainty and helps build the trust required for innovation to take root.
The Business Risk of Executives Without Digital Expertise
As markets shift and new technologies accelerate, the cost of appointing leaders who lack digital fluency continues to rise. Executives are expected to interpret complex data, evaluate AI-driven insights, and make decisions in an environment where conditions change quickly. Without these capabilities, organizations struggle to respond effectively or anticipate what comes next. Business performance is not the only area affected. Companies without digitally aware leadership often face challenges in talent retention, resource allocation, and cross-functional collaboration. Opportunities to innovate are missed. Growth initiatives lose momentum. In response, many organizations are placing greater emphasis on AI executive hiring to ensure their leadership teams can transform emerging technologies into strategic advantage.
How Consea Identifies Leaders with Proven Innovation Credentials
At Consea Group, we understand that digital transformation requires leadership that is both visionary and practical. Our executive search and leadership consulting practices are designed to help clients identify professionals who can translate new technologies into meaningful business value. Our approach looks beyond technical experience. We focus on the qualities that support innovation and sustainable change. This includes the ability to set a clear direction, encourage collaboration, and create an environment where teams feel empowered to experiment and learn. We also evaluate how leaders approach uncertainty and how they guide others through periods of transition. By combining industry knowledge with behavioral insight, we help organizations identify leaders who bring integrity, adaptability, and a long-term mindset to digital transformation.
Securing Future-Ready Leadership
The organizations that thrive in the years ahead will be those led by individuals who are prepared for the future and understand that innovation is not a separate initiative but an essential part of business strategy. These leaders recognize that AI and data are reshaping every dimension of organizational performance and that the role of leadership is to create the conditions for progress. As transformation accelerates, the need for executives who are digitally fluent, strategic, and deeply people-focused will continue to grow. Consea Group partners with organizations worldwide to identify and develop the leaders who will shape the future of digital transformation.
Speak with our consultants to explore how Consea Group can help you identify leaders who are ready to guide your digital transformation journey.
The New Executive Search in Brazil: The Silent War for Leaders Who Don’t Yet Exist
For decades, the Brazilian executive search market operated according to a relatively predictable logic: identifying executives with solid career trajectories, consistent industry experience, a track record of results, and strong political acumen. This model worked in a young Brazil, with a growing population, an abundant labor force, and relatively clear economic cycles. But the country has changed. And senior executive recruitment has not. Brazil is aging faster than companies can grasp. Brazil’s economically active population is undergoing a historic transformation. Between 2006 and 2020, the share of professionals over 50 in the formal labor market jumped from 12.6% to 19%. In absolute numbers, the total has nearly doubled: from 4.4 million to 8.7 million workers. The projections are even more striking: by 2040, six out of ten Brazilian workers will be over 45 years old. This completely changes the logic of the leadership pipeline in Brazil. The problem is that companies continue to hire CEOs and executives as if we were still in 2005. Meanwhile: 78% of Brazilian companies admit to having age barriers in hiring, 41% of Brazilian professionals report experiencing age discrimination in the corporate environment, and more than 65% of companies still lack structured generational inclusion programs. The math is harsh. Brazil is aging. Executives are aging. Consumers are aging. But selection criteria remain stuck in adolescence. Traditional executive search has always sought predictable patterns: specific universities; linear careers; similar international experiences; “safe” profiles; politically neutral leaders; executives molded to preserve structures. The problem is that the Brazilian business environment no longer rewards stability and has begun to reward extreme adaptability. The new high-performance executive is not necessarily the most technically skilled. Companies today need leaders capable of operating simultaneously across five tensions: growth with austerity; transformation with legacy; innovation with governance; speed with scarcity; artificial intelligence with human leadership. This radically alters the role of executive search. The search is no longer just for experience but for mental architecture. The Brazilian paradox: there is a shortage of ready-made leaders precisely when there is an excess of available experience. Brazil currently has more than 23.5 million professionals over the age of 50 active in the labor market. Yet boards continue to repeat a dangerously misguided phrase: “We can’t find ready successors.” They do find them. But they often dismiss these executives because the market has created a silent bias: associating youth with transformation and maturity with obsolescence. This is a strategic mistake. The coming decades will be less about technical knowledge and more about executive judgment. And judgment isn’t accelerated by an MBA. It is forged in crises. The next corporate war will be generational, and few companies are prepared to manage organizations where the following will coexist simultaneously: Baby Boomers;
Generation X;
Millennials;
Generation Z;
and, soon, Generation Alpha. Five generations coexisting within the same corporate structure represent more than just age diversity. They represent different relationships with power, authority, career, risk, loyalty, speed, technology, and purpose. Any company that fails to effectively manage this coexistence will face a structural problem with execution. The executive search of the future will not merely recruit functional leaders. It will recruit generational interpreters. Executive search is no longer just recruitment. It has become competitive intelligence. The best executive search processes no longer begin with a job description. They begin with a much deeper question:
“What kind of leadership will be needed to survive in Brazil over the next 10 years?”
That answer is rarely found within the company. Because the greatest corporate risk today is not technological. It is cognitive. Companies fail because they continue to make decisions using outdated mental maps. The true role of modern executive search is to break through thought bubbles. Not just to fill seats. Brazil will face a severe shortage of adaptive leadership, and in the coming years, the country will simultaneously grapple with: an aging population, a shortage of specialized talent, pressure for productivity, accelerated technological transformation, increased regulatory complexity, ESG pressure, and profound changes in consumer behavior. This will require a new category of executives. Fewer “process managers.” More transformation architects. The problem is that these leaders are rare. And rarity completely changes the game of executive search. In the near future, companies will not just compete for market share. They will compete for executive cognitive capacity. The most dangerous advice in the market today is: “bring in someone like the previous one.” That phrase has destroyed more companies than economic crises. The emerging Brazil demands different CEOs: more adaptable; less hierarchical; more human; more context-oriented; more emotionally resilient; and far better prepared to lead in ambiguity. Modern executive search can no longer be conservative. Because the Brazilian business environment is no longer. The question that will define the winners Brazilian companies still ask old questions: “Who has done this before?” “Who knows the industry?” “Who comes from a competitor?” “Who fits the cultural profile?” Winning companies will start asking something different:
“Who can lead a future we can’t yet describe?”
This will be the true frontier of executive search in Brazil. And it has already begun. Author: Samir Amad, Country Manager Brazil Sources: The main sources used for demographic data, the labor market, and projections were: IBGE, IPEA, Agência Brasil, and studies and analyses on age inclusion and professionals aged 50+.
O Novo Executive Search no Brasil: a Guerra Silenciosa pelos Líderes que Ainda Não Existem
Durante décadas, o mercado brasileiro de executive search operou sob uma lógica relativamente previsível: identificar executivos com trajetória sólida, experiência setorial consistente, histórico de resultados e boa capacidade política. Esse modelo funcionou em um Brasil jovem, em expansão populacional, abundante em mão de obra e com ciclos econômicos relativamente claros. Mas o país mudou. E o recrutamento de altos executivos ainda não. O Brasil está envelhecendo mais rápido do que as empresas conseguem entender. A população economicamente ativa brasileira está sofrendo uma transformação histórica. Entre 2006 e 2020, a participação de profissionais acima de 50 anos no mercado formal saltou de 12,6% para 19%. Em números absolutos, o total praticamente dobrou: de 4,4 milhões para 8,7 milhões de trabalhadores. As projeções são ainda mais impactantes: até 2040, seis em cada dez trabalhadores brasileiros terão mais de 45 anos. Isso muda completamente a lógica do leadership pipeline no Brasil. O problema é que as empresas continuam contratando CEOs e diretores como se ainda estivéssemos em 2005. Enquanto isso: 78% das empresas brasileiras admitem possuir barreiras etárias na contratação, 41% dos profissionais brasileiros relatam sofrer discriminação etária no ambiente corporativo, mais de 65% das empresas ainda não possuem programas estruturados de inclusão geracional. A matemática é cruel. O Brasil está envelhecendo. Os executivos estão envelhecendo. Os consumidores estão envelhecendo. Mas os critérios de seleção continuam adolescentes. O executive search tradicional sempre buscou padrões previsíveis: universidades específicas; carreiras lineares; experiências internacionais semelhantes; perfis “seguros”; líderes politicamente neutros; executivos moldados para preservar estruturas. O problema é que o ambiente de negócios brasileiro deixou de recompensar estabilidade e passou a premiar adaptabilidade extrema. O novo executivo de alta performance não é necessariamente o mais técnico. As empresas hoje precisam de líderes capazes de operar simultaneamente em cinco tensões: crescimento com austeridade; transformação com legado; inovação com governança; velocidade com escassez; inteligência artificial com liderança humana. Isso altera radicalmente o papel do executive search. A busca deixa de ser apenas por experiência e passa a ser por arquitetura mental. O paradoxo brasileiro: faltam líderes prontos justamente quando há excesso de experiência disponível. O Brasil possui hoje mais de 23,5 milhões de profissionais acima de 50 anos ativos no mercado de trabalho. Ainda assim, conselhos seguem repetindo uma frase perigosamente equivocada: “Não encontramos sucessores prontos.” Encontram, sim. Mas frequentemente descartam esses executivos porque o mercado criou um viés silencioso: associar juventude à transformação e maturidade à obsolescência. Isso é um erro estratégico. As próximas décadas serão menos sobre conhecimento técnico e mais sobre julgamento executivo. E julgamento não se acelera em MBA. Ele é construído em crises. A próxima guerra corporativa será geracional e poucas empresas estão preparadas para administrar organizações onde coexistirão simultaneamente: Baby Boomers;
Geração X;
Millennials;
Geração Z;
e, em breve, Geração Alpha. Cinco gerações convivendo na mesma estrutura corporativa não representam apenas diversidade etária. Representam diferentes relações com poder, autoridade, carreira, risco, lealdade, velocidade, tecnologia e propósito. A empresa que não souber liderar essa convivência terá um problema estrutural de execução. O executive search do futuro não recrutará apenas líderes funcionais. Recrutará tradutores geracionais. O executive search deixou de ser recrutamento. Tornou-se inteligência competitiva. Os melhores processos de busca de executivos não começam mais com uma job description. Começam com uma pergunta muito mais profunda:
“Que tipo de liderança será necessária para sobreviver ao Brasil dos próximos 10 anos?”
Essa resposta raramente está dentro da empresa. Porque o maior risco corporativo hoje não é tecnológico. É cognitivo. Empresas fracassam porque continuam tomando decisões usando mapas mentais ultrapassados. O verdadeiro papel do executive search moderno é romper bolhas de pensamento. Não apenas preencher cadeiras. O Brasil viverá uma escassez brutal de liderança adaptativa e nos próximos anos, o país enfrentará simultaneamente: envelhecimento populacional, escassez de talentos especializados, pressão por produtividade, transformação tecnológica acelerada, aumento da complexidade regulatória, pressão ESG, e mudanças profundas no comportamento de consumo. Isso exigirá uma nova categoria de executivos. Menos “gestores de processos”. Mais arquitetos de transformação. O problema é que esses líderes são raros. E raridade muda completamente o jogo do executive search. No futuro próximo, empresas não disputarão apenas market share. Disputarão capacidade cognitiva executiva. O conselho mais perigoso do mercado hoje é: “traga alguém parecido com o anterior” Essa frase destruiu mais empresas do que crises econômicas. O Brasil que emerge exige CEOs diferentes: mais adaptáveis; menos hierárquicos; mais humanos; mais orientados a contexto; mais resilientes emocionalmente; e muito mais preparados para liderar ambiguidade. O executive search moderno não pode mais ser conservador. Porque o ambiente de negócios brasileiro já não é. A pergunta que definirá os vencedores As empresas brasileiras ainda fazem perguntas antigas: “Quem já fez isso antes?” “Quem conhece o setor?” “Quem vem de concorrente?” “Quem tem o perfil cultural?” As empresas vencedoras começarão a perguntar algo diferente:
“Quem consegue liderar um futuro que ainda não sabemos descrever?”
Essa será a verdadeira fronteira do executive search no Brasil. E ela já começou. Autor: Samir Amad, Country Manager Brasil Fontes: As principais fontes utilizadas para dados demográficos, mercado de trabalho e projeções foram: IBGE, IPEA, Agência Brasil e Estudos e análises sobre inclusão etária e profissionais 50+.
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.
Consea APAC: China Labor market outlook, with an eye on Asia 2024
More than a year after China’s reopening and its return to normal life, the exodus of foreign talent seems to have been partially stopped, even if many expats had already left the country between 2020 and 2022. In 2020, there were approximately 845,000 foreigners in Mainland China[1], including Chinese citizens holding foreign passports, while in 2023 the recorded number was 711,000.[2] At first glance, this number seems very encouraging, however, what might have changed is its composition. Based on reports from the different European chambers of commerce in China, the number of citizens coming from these countries has drastically reduced. As a matter of fact, according to the report issued by the European Union Chamber of Commerce, 25% of German citizens have left the country permanently, and similar numbers have also been recorded for French and Italian citizens (-20% each).[3] This drop appears to be much more drastic than the -15% recorded in 2023. If we take a closer look, this trend had already started prior the pandemic. Between 2010 and 2020, the number of American (-23%), French (-39%) and German (-22%) citizens on Chinese territory declined sharply, and so did the number of citizens from other countries such as Japan (-44%), South Korea (-51%), Singapore (-32%) and Australia (-4%). On the other hand, inflows from countries such as Myanmar (+783%), Vietnam (+119%), Laos (+590%), Cambodia (+1159%) and North Korea (+88 %) have increased exponentially, as well as for other African and South American countries.[4] The risk, therefore, for the country is to have lost a significant number of high-skilled labor from more developed countries, and to have partially compensated for this loss with the entry of low-skilled labors from emerging countries. This theory also seems to be supported by the distribution of foreign citizens on the territory; cities such as Beijing and Shanghai recorded a sharp decline in the number of immigrants in the period between 2010-2020 (-41.5% and -21.4% respectively), while Yunnan province recorded a 700% increase.[5] In conclusion, although precise data regarding the three-year period of 2020-2022 is still lacking, it is easy to assume that the trend that was already in place in the previous decade has been accelerated by the pandemic and the related restrictions put in place. Moreover, the disruption brought by the pandemic also had, among other effects, a strategic change towards the Chinese market; indeed, many foreign players have decided to adopt a “China for China” approach. China, therefore, is no longer a potential hub for managing the Asia/APAC region, but rather a market with highly localized organizational structures and a scope of responsibility limited only to China Mainland or Greater China borders. This has clearly triggered a greater focus on recruiting local talent, minimizing the number of expats in the country. We, as Consea, have seen first-hand a reduction in the number of executive searches (hyperlink https://consea-group.com/head-hunting/ ) of expatriates in the area. This new structure has led many companies to move their regional HQ, or to relocate some of the foreign decision makers to Singapore or other areas in South East Asia or Far East, depending on the industry and the business model implemented. Furthermore, many companies are evaluating other destinations in Asia for their new FDI (Foreign Direct Investment), such as Singapore (hyperlink https://consea-group.com/2023/06/14/nuova-aperto-a-singapore/ ), but also Vietnam, Thailand, Malaysia and India, particularly for the manufacturing sectors. This consideration is the result of several factors, including: the high labor cost: disposable income per capita in 2023 amounted to 39,218 yuan, up 3% on an annual basis in nominal terms[6];
the aging of the workforce: the age of the Chinese workforce increased from 37.1 in 2017 to 38.3 in 2022[7];
other macro-economic factors such as declining population, risk of deflation or stagnation, domestic consumption and exports still low, downturn of real estate market;
and the willingness to diversify the supply chain. FDI in the ASEAN region grew between 2020 and 2022 up to $227Bn, although 2023 saw a decline of -16%, but despite this, the number of greenfield project announcements in the region still increased by 37%. Also, India had a similar path in terms of incoming FDI and "greenfield projects".[8] For this reason, we are seeing a growing demand for foreign talent coming from these areas. Nevertheless, numbers for China seem to be encouraging and improving for 2024. According to official data, unemployment in urban areas fell by 0.4 percentage points in 2023 to 5.2%[9], so did youth unemployment which fell to 14.9% in December 2023, after the peak of 21.3% reached in July of the same year[10]. GDP ‘s growth has returned to levels around +5%[11], and the government is planning various measures and incentives aimed at helping the economy. Among these, of particular importance for companies and foreign citizens, there are certainly the tax exemption on benefits for foreign staff, promulgated until 31 December 2027, and the "visa-free" entry guaranteed to citizens from the main Europeans countries, as well as from Malaysia and Singapore. Although not sufficient to reverse a trend that has been undergoing for several years now, they are certainly important signs of going in the right direction. Author: Matteo Scipioni Bertoli, Head of Business Development & Delivery APAC [1] China embraces increasing foreign residents, China Daily, 2021 https://global.chinadaily.com.cn/a/202105/12/WS609b14c5a31024ad0babd49f.html [2] Foreigners living in China in 2023 return to 85% of 2019 levels; simplified border measures to facilitate more foreign visitors: NIA, Global Times, 2024 https://www.globaltimes.cn/page/202401/1305619.shtml [3] European Chamber of Commerce, European Business in China Shanghai Position Paper 2023/2024. [4] Number of foreigners in China, results of 7th national census, Expat Focus, 2022 https://mp.weixin.qq.com/s/nfm1Vzfdu0LC8mXgBggxbQ [5] Goodbye China: What Do Fewer Foreigners Mean for Multinationals and the Chinese Economy?, Intereconomics, volume 57, 2022, number 5 https://www.intereconomics.eu/contents/year/2022/number/5/article/goodbye-china-what-do-fewer-foreigners-mean-for-multinationals-and-the-chinese-economy.html#footnote-008 [6] China's per capita disposable income grows 6.3 pct in 2023, Xinhua, The State Council The People’s Republic of China January 17, 2024 https://english.www.gov.cn/archive/statistics/202401/17/content_WS65a73d26c6d0868f4e8e32e0.html [7] China’s Changing Labor Market – Trends and Future Outlook, China Briefing, 2023 https://www.china-briefing.com/news/chinas-labor-force-data-trends-and-future-outlook/ [8] Global FDI in 2023 was weak, with lower flows to developing countries, United Nations UNCTAD, Issue 46, 2024 https://unctad.org/system/files/official-document/diaeiainf2024d1_en.pdf [9] China Unemployment Rate, Trading Economics https://tradingeconomics.com/china/unemployment-rate [10]China Youth Unemployment Rate, Trading Economics https://tradingeconomics.com/china/youth-unemployment-rate [11] National Economy Witnessed Momentum of Recovery with Solid Progress in High-quality Development in 2023 https://www.stats.gov.cn/english/PressRelease/202401/t20240117_1946605.html
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