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 resourcesand 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.
Leverage the Role of Talent Development for Overcoming Acceleration
The pandemic brought up a global acceleration in technology adoption as well as the needs of flexible but consistent integration schemes (integration between long- and short-term strategies, integration of business channels and acumens, global and local approaches). The New Normal is about adjusting the future right now. It’s a temporary trend that pulls future outcomes on current needs. From now on, there will always be a new kind of “new normal,” with a different level of complexity, that both employees and companies will have to deal with. How should companies support people’s future helping them gain the skills for the next scenario? In order to embrace transformation and business evolution, people management should be about strategic skills-mapping and a careful workforce plan. The workforce assessment opens the opportunity to quantify long-term talent requirements by assessing successions needs and roles competencies. Particularly, development plans and talent management are part of the circular strategy ensuring company vitality. How are companies facing transformation? Replacing people or firing them is definitely not a long-term solution. Excellent companies are setting up dedicated Talent Development programs towards upskilling and reskilling projects. Running upskilling programs means to strive for people in the adoption of new skills for covering their current positions. Competitive companies that are focusing on re-building the organization frames are running reskilling programs for enabling people to pick up new skills for a completely different job. Reskilling and upskilling culture is successful if leadership promotes a learning culture and if HR processes, such as talent management and performance assessment, are aligned with the business company strategy. Competitive companies encourage employees to adopt a continuous-growth mindset. Companies that have yet to revise or build their Talent Management strategy are leaving employees on a self-directed approach, holding more traditional options or random skills development solutions. Nowadays, Talent or Employer value proposition is not only a matter of Why, “Why should an employee choose to work in your company instead of another one?”, but it is also a matter of “main features” in terms of What, “What should your company have for attracting employees?” Thinking about future situations in which people can maximize their performance could bring up the same advice from the most important Organizational Development Theories: Company Culture: it creates the conditions to thrive Talent
Excellent Leaders: coaches and facilitators with strong ethic Values, with the abilities to motivate, enable, and integrate a group of people towards common goals.
Sustainability: global attention to the impact of the company.
Long-term Strategy: integrated with an agile approach.
Transparency: creating the environment for more fluid feedback conversations between leadership and employees.
Consistent Competencies Models: ensure meritocracy and trust. Listed above are HR strategies and decisions that, of course, cannot solely run on Excel spreadsheets. People are not file records: they act and react, choose, think, feel and communicate. Employees’ behavior is not 100% predictable and leaders should take into consideration people’s unique qualities and mannerisms. HR foundation skills are about creating a big picture of the environment, consistently communicating, translating old procedures into on-line and digital tools, analyzing data, and thinking prospectively. It is also important to point out one of the most strategic HR features: a strong cross-functional collaboration. The inspirational and visionary value that a new HR style could bring is collaborating with marketing in terms of reputation and communication: “One of the most important company customers are its own employees”. With HR being a business function, the operative value could be strictly collaborating with the finance department as well as interpreting reports and complex data towards the market needs. Leaders, in general, should take into consideration their actions and responses. Poor decisions in people management could result in varied employee reactions that could cost reputation, trust and money. A weak HR vision could beget huge risks and costs for organizations.
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
Singapore’s Job Market: present challenges but positive outlook
Singapore continues to be a major regional hub for global businesses, with over 40,000 international firms, including 7,500+ multinational corporations (MNCs). Its strategic location, favorable business environment, and government efforts to attract global talent and innovation make it an attractive destination for businesses expanding into Asia’s fastest-growing markets. Economic Overview: Growth and Challenges In 2024, Singapore’s economy grew by 4.4%, driven primarily by the wholesale trade, finance, and insurance sectors. However, sectors like retail trade and food services contracted, partly due to shifts in consumer behavior, including more locals opting to travel abroad. The GDP growth forecast for 2025 is expected at 1.0% to 3.0%, with slower employment growth anticipated due to global uncertainties. Job Market Trends While overall job growth has been moderate, there is a notable increase in contract and replacement roles, especially in sectors like tech, financial services, supply chain, and support functions. This shift is driven by businesses focusing on agility and headcount management, opting for flexible staffing solutions. The manufacturing sector is expected to continue expanding in 2025, especially the Electronics cluster, along with Information & Communications, Finance and Insurance. On the other hand, the growth of consumer-facing sectors such as retail trade and food & beverage services is likely to remain lacklustre. Compensation and Talent Management Nominal incomes continued to increase, and at a pace faster than the preceding year. The nominal median gross monthly income of full-time employed residents grew from $5,197 in 2023 to $5,500 in 2024. In artificial intelligence (AI), annual salary increments are generally up to 5%; for employees moving between companies, the potential is for a higher 15% increase. This reflects the premium placed on skilled professionals in emerging fields. Companies are also placing a greater emphasis on total rewards, offering flexibility and comprehensive benefits to attract and retain talent in line with the growing desire for work-life balance and career flexibility. Employment Composition and Trends The unemployment rate remained stable at 1.9% in 2024, and retrenchments were primarily driven by business reorganization, rather than sector downturns. The share of Professionals, Managers, Executives & Technicians (PMETs) among employed residents reached over 60% in 2024. This is a result of higher educational attainment and a shift of resident workers toward more productive sectors, particularly in financial services, insurance, information and communications, and professional services. It is interesting to note that 59.3% of workers who transition into industries have experienced wage increases. This suggests a positive employment outcome for those changing career paths. Skilled Foreign Labor The number of Employment Pass (EP) holders, representing highly skilled foreign workers, increased from 193,700 in 2019 to 202,400 in 2024. Meanwhile, the number of S Pass holders, for mid-level skilled professionals, declined from 200,000 to 176,400. These shifts indicate Singapore’s preference for attracting highly skilled talent while maintaining a tight control over mid-level foreign workers, which is consistent with the broader trends of upgrading the workforce and improving productivity across sectors. Outlook for 2025 Despite global uncertainties, Singapore’s job market remains resilient. The demand for skilled talent continues to drive hiring, particularly in AI, data science, and other emerging technologies. Companies will increasingly rely on contract and flexible roles, and Singapore will remain a critical business hub in Asia, offering global companies and talent significant opportunities for growth. Follow Consea to stay updated on current job market trends worldwide! Sources: Ministry of Trade and Industry Singapore, Press Release: MTI Maintains 2025 GDP Growth at “1.0 to 3.0 Per Cent”, 14/02/2025 Singapore Ministry of Manpower, Report: Labour Force in Singapore 2024 Incorp.asia, Why Should YOU set Up a regional HQ in Singapore? - 19/09/2024 https://www.incorp.asia/blogs/why-set-up-regional-hq-in-singapore/ Authors Valentina Meng, Recruitment Consultant & China Social Media Manager Matteo Scipioni Bertoli, Head of Business Development & Delivery APAC
HR China: 5 steps to supporting employees during organizational changes
Geopolitical challenges, tightening of China-US relationship, and China’s Zero Covid Policy have disrupted the current economic environment, reshaping supply chain and driving changes on businesses. Indeed, many companies are rebuilding their organization structure on operational level – hybrid work model - and on structural level – mergers & acquisitions, split-off or closure of business. Changes in the business model have an impact on the overall operations of the company and on its employees, redesigning workflow, potentially affecting employees’ roles, scope of responsibilities, location, and in worst-case scenario, laying off people. In a scenario where disruptions and changes are the agenda, Human Resources are central and critical in designing internal organization restructures, developing, and implementing action plan, and ultimately but most importantly in supporting employees in adapting to changes. How to support employees in adapting to changes? We, Consea Group, have highlight 5 key elements for you. (add hyperlink of Consea homepage) Understand the change First and foremost, understanding changes is fundamental. Why are we changing, what needs to be done, how do we move from point A to point B, are key questions you need to have answers to. Without knowing the whys, it is difficult to believe and drive the changes. Effective communication Once identified the whys, action plan and how, take time to communicate and explain it to your employees. Consistency and clear communication are essential. Do not limit to simply informing them, rather make sure they understand the reasons behind and be present for their doubts and concerns. Remember the intangible Organization changes have impact on the personal level too! Remember the emotional and intangible elements. Have the leadership to speak first. Ask them to share with the team how they interpret the changes, what are their thoughts. Create connection and a support system where employees feel safe to share their own experiences, by letting leaders showing up first. Un-learn and Re-learn Often, changes are seen as threaten to an already established and functioning system. It is human to show resistance and refusal to changes as it is mining what is familiar to step into the unknown. Thus, it is important first to un-learn behaviors, patterns, and systems in order to re-learn during time of changes and building resilience. Involve, collaborate, co-create in times of changes To facilitate the transition, involving, collaborating, and co-creating with employees during and after the changes give employees ownership in the change, consequently becoming more likely to support said change. Moreover, it helps to find synergies and eliminate/limit complexities. Changes can be intimidating, but with the right combination of knowledge, communication, leadership and environment, HR and companies can support their employees and ensure a smoother transition during changes. Authors: Valentina Meng – Recruitment Consultant & China Social Media Manager Chiara Altomonte – General Manager and Head of the Fashion & Retail division
A new strategic partnership for Human Capital Consulting
Press release Consea America and Cometa Coaching Announce Strategic Partnership to Revolutionize Human Resources Solutions in North America. Chicago, March 19th, 2024 In response to the market's ever-evolving demands, Consea America and Cometa Coaching (“Cometa”) are proud to announce their strategic partnership to reshape Human Capital strategies in the US market for Italian and European companies. This partnership combines Consea America's extensive global experience in talent acquisition and recruitment with Cometa’s prowess in designing and implementing coaching, training and change management programs for individuals and teams. It promises a unique and tailor-made approach to talent management at every lifecycle stage, from recruitment, to development and retention. "At Consea America, we understand the critical importance of talents in driving organizational success," said Antonella Cerabona, CEO of Consea America. "By joining forces with Cometa Coaching, we are excited to offer our clients a holistic solution that combines recruitment expertise with cutting-edge coaching, communication, and training programs. This offering seamlessly integrates with our established Human Capital Consulting division in Italy, uniting our efforts to expand into the North American market." Founded on the principles of partnership, integrity, and uniqueness, the value proposition of Consea America and Cometa's collaboration is clear: Partnership: We believe in partnering with our clients in their talent management projects, offering more than just advisory services. By sharing competencies, resources, and expertise, we work towards a common goal of success. Integrity: Our commitment to operating from a position of integrity means we listen to our clients, understand their needs, and provide transparent and honest support throughout our engagement. Uniqueness: We recognize the unique dynamics of each work environment and collaborate with our clients to design and implement talent solutions tailored to their specific needs, considering the cultural differences and main challenges Italian and European companies have when operating in the US Market. With Consea's 50 years of experience in executive search and Cometa's founder Mariateresa Romeo's two decades of expertise in executive coaching and organizational behavior, clients can trust the depth of knowledge and the breadth of experience this partnership brings. "Cometa Coaching is dedicated to supporting driven professionals and dynamic organizations in their transformational journeys, unlocking individuals and teams' full potential, and creating nurturing work environments. With Consea America, we share the same belief that people and their contributions are at the heart of any organization," said Mariateresa Romeo, founder of Cometa Coaching. “Through this partnership, we are excited to expand our reach and offer comprehensive solutions that drive lasting organizational impact." For more information about Consea America and Cometa's strategic partnership and the services they offer, visit www.consea-group.com. About Consea: Consea America is part of Consea Group, a global executive search firm with offices in the US and around the world. With 50 years of experience, Consea has supported thousands of small, medium, and large-sized companies in attracting and retaining top managerial talent through a team of experts and consultants. About Cometa Coaching: Cometa Coaching, founded by Mariateresa Romeo, an experienced executive coach and organizational behavior professional, is a Leadership Consulting Company. It supports leaders and their teams in navigating professional challenges, improving performance, and creating a work environment that vibrates with sharing, understanding, and collaboration. For media inquiries, please contact: Antonella Cerabona, CEO of Consea America - a.cerabona@consea-group.com Mariateresa Romeo, Founder of Cometa Coaching - mt@cometacoaching.com
It is very difficult for people working remotely to maintain a work-life balance. As many as 39% of employees admitted that their mental health has suffered as a result of the pandemic (research conducted by Devire). The biggest problems for employees are the feeling of isolation, monotony, uncertainty, stress. A big shock was the complete change in the mode of work – suddenly we stopped going to offices and were locked in houses (often in a small space that had to become our workplace).
Problems related to remote work
What bothered us most often? Definitely, the lack of work-life balance. It was difficult for the employees to organize their day in an effective way. The responsibilities related to the house took up our time and as a result there were tasks that we had to catch up after "leaving work" (in this case, leaving the room where we put the desk). Communication between employees was also difficult. As many as 35% did not have the opportunity to exchange knowledge with a colleague. There is also disinformation (35%), and 20% of respondents point to the lack of efficient flow of information with the boss.
Isolation and loneliness
A sense of seclusion is another important aspect. Locked in the house, we were not able to change the environment. The only way was to go for a walk with the dog (which at one point was the ONLY LEGAL possibility to leave the apartment). Nor can we forget that workers have been isolated from the rest of society together with their families, and this has also been tiring in the long run. Constant attempts to adapt their schedules (meetings) to children's online classes gave rise to conflicts – especially during the first weeks of lockdown. All this caused a lot of emotions that were difficult to cope with. Each of us faced uncertainty. Every day we asked ourselves questions: What's next? How long will it take? Will my position not be abolished? 2 out of 5 employees admitted that their mental health had been significantly affected – 49% of women and 32% of men. They were mainly young people (18-25 years old). Employees over 55 years of age, thanks to their many years of experience, have coped much better with the effects of the pandemic.
How to take care of employees’ motivation?
The most important thing is to pay attention to the differences between employees. Each of us has different needs, and this is often due to our age range. Generational difference is an important aspect that managers need to pay attention to. For example, younger people pay attention to the company's profile. For baby boomers and X generation stability is the most important.
Employees’ mental health
The productivity of each employee is largely due to mental balance, which as a result of the pandemic has unfortunately been severely disturbed. The task of the team leader is to detect the problem, build a strategy and try to eliminate it. For each of us, discipline and clearly set goals are important at work. On the other hand, it is important to have freedom in action and the trust of our boss. In a tricky situation, the employee should know who to go to for help and advice. The organization should also create a culture that emphasizes the preservation of the already mentioned work-life balance. It is important that employees are taught to organize their work well – as a result, they will not have to spend the night to finish an important project. Each stage of the task will have its own deadline. Motivation means also benefits – not only financial ones. The attractiveness of a given position and company itself is influenced by the possibility of development (interesting offers of trainings and workshops). Employees are always looking for a way to gain knowledge, and a good leader should provide them with the best possible access to acquire new skills. Another important aspect is building an integrated community and this is possible – even when working remotely. "Virtual coffees" are a good way to get to know your team members better and a nice way to spend time while working.
What is going to happen next?
The restrictions have long been lifted – even though the virus is still in the air. Many companies have not returned to the traditional mode of work and there are many indications that remote work will stay with us for good. Saving on renting office space is one thing. The second reason is the lack of enthusiasm of employees at the news of the return to stationary mode of work. As many as 61% of respondents want to work from home! We got used to not rushing in the morning to make it to the bus. We do not have to deal with the traffic. Consea and its Consulting Department aim to lead companies and help them implement a culture of attention to issues such as work-life balance or promoting DEI (Diversity, Equity and Inclusion) policies. We strongly believe that this goal has such a positive impact on the high level of motivation and productivity of employees working for organizations that have trusted us. Authors: Iga Paszkiewicz - Recruitment Consultant w Consea Executive Search
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
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
Inclusive Leadership: Towards Embracing Diversity and Collective Success
Inclusive leadership represents the core of a work environment that embraces and celebrates diversity as a driving force for collective success. Defined as the ability to manage and guide a group of people while respecting their diversities empathetically and without prejudice, Inclusive Leadership goes beyond mere team management, recognizing the intrinsic value of each individual and their uniqueness, encouraging active participation, and fostering a sense of belonging and community. Here are some points for reflection gathered by Consea Human Capital Consulting, through dialogues with numerous CEOs and human resources managers.
What are the distinctive traits of an inclusive leader?
An inclusive leader must employ skills such as empathy, effective communication, listening, flexibility, openness to change, awareness of diversities, and responsibility. These traits and skills are fundamental in creating a work environment where every person feels valued and respected as an integral part of collective success. An inclusive leader embodies these traits and skills, acting as a guiding beacon for the team and transforming differences into a springboard for innovation and creativity, crucial for the long-term success of an organization.
What impact can this leadership model have on the organization's business areas?
The beneficial effect of inclusive leadership is not limited to the organizational climate alone. It also extends to key business areas such as research and development, marketing, and external communication. The inclusive approach allows for gaining a competitive advantage, enabling companies to better understand the needs of an increasingly diverse and global market. The diversity within the organization reflects positively in the ability to adapt quickly to changing customer needs and to create innovative and meaningful solutions.
Is the presence of inclusive leaders sufficient to truly make an entire company inclusive?
The answer to this question is no: to foster a truly inclusive corporate culture, the presence of inclusive leaders alone is not enough. It is also necessary to invest in training and the development of key skills at all levels of the organization. Promoting open communication and dialogue, awareness of implicit biases, and constructive conflict management are just some of the fundamental elements in building and maintaining an inclusive and stimulating work environment. In conclusion, Inclusive Leadership represents an essential pillar for guiding future business strategies. Through the promotion of diversity and inclusion, ambitious goals such as improving productivity, retaining talents, promoting innovation, and building a strong reputation can be achieved. Investing in the training and development of inclusive skills is a fundamental step towards creating a fair, inclusive, and prosperous work environment for all. Authors
Gabriella Carello – General Manager Consea Human Capital Consulting
Sara Ruffinatti – Senior Consultant Consea Human Capital Consulting
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.
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.
