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.
Why Internal Promotions Aren’t Always Enough for Executive Roles
For many organizations, promoting from within feels like the safest path when filling a senior leadership role. Internal promotions signal stability, reward loyalty, and preserve institutional knowledge. These are meaningful advantages. But when it comes to executive search versus internal promotion, relying only on internal talent can limit the organization's ability to adapt, innovate, and compete in rapidly changing markets. As a global executive search firm, Consea Group hears the same assumption from clients: “We believe someone internally can grow into this role.” Internal mobility should absolutely be part of a healthy talent strategy. However, it is not always the right solution, especially during periods of transformation. Understanding the limits of internal-only promotions is the first step toward building a future-ready leadership team. Organizations that complement internal development with strategic external headhunting consistently achieve stronger outcomes at the executive level.
The Value and the Limitations of Internal Promotions
Internal promotions offer several advantages: Continuity and cultural fit. Internal leaders already understand the business, the team dynamic, and the operational context.
Motivation and retention. Demonstrating upward mobility boosts morale and keeps high-potential talent engaged.
Cost efficiency. Onboarding is faster and the initial investment may be lower than an external search. However, when organizations depend too heavily on internal hiring for C-suite and executive roles, gaps often emerge that an internal promotion strategy alone cannot fill.
1. Limited diversity of thought
People who have spent years within the same organization often share the same assumptions and habits. For companies looking to pivot or innovate, this can reinforce old patterns instead of challenging them.
2. Skill gaps at the senior level
Leadership requirements evolve quickly. For critical positions such as Chief Transformation Officer, Chief Digital Officer, or VP of Global Supply Chain, internal successors may not yet have the experience needed to succeed.
3. Lack of fresh market perspective
Executives promoted from within may have limited exposure to new business models, global competitors, or best-in-class industry practices. Internal leaders are essential for succession planning, but they should not be the only option.
Why Transformational Moments Often Require External Talent
When companies go through periods of significant change, internal continuity may not be enough. Consea's experience across complex, innovation-driven industries such as food and beverage, advanced manufacturing, and broader industrial sectors shows a consistent trend. Transformational challenges often require external executive leadership.
Digitalization and technology shifts
Businesses that are modernizing their operations or expanding digital capabilities often need leaders who have already delivered digital transformation elsewhere. Internal leaders may not have that experience.
Global expansion and new market entry
International growth requires executives with proven global leadership, cross-cultural management experience, and industry networks that may be outside the reach of internal candidates.
Restructuring and turnarounds
When the mandate is to reset strategy, streamline operations, or improve performance, external executives bring objectivity and fresh perspective. Internal candidates can struggle to bring this level of neutrality. This is where partnering with a specialized executive search and headhunting firm creates real value.
How Consea Uncovers Exceptional Leadership Talent
Consea Group's approach to executive search goes far beyond simple candidate matching. Our global network and structured headhunting methodology allow us to identify leaders who would never surface through internal channels or traditional recruitment.
1. Access to hidden and passive candidates
Many of the strongest C-suite leaders are not actively looking for a new role. Consea's targeted search approach uncovers these hidden profiles who can bring fresh vision and proven experience in transformation.
2. Strategic fit, not only cultural fit
We evaluate alignment with organizational culture and also assess a candidate's ability to challenge it when needed to support growth.
3. Industry-specific expertise
We understand what drives success in competitive and complex environments. Our specialization spans food-focused organizations and industrial companies , giving us a deep understanding of the leadership traits required for high-performance environments.
4. A balanced talent strategy
Our advisory approach helps clients design leadership structures that combine internal talent development with external leadership talent acquisition. This ensures the right leader is selected for the right moment.
Why the Best Leadership Strategies Combine Internal and External Talent
Internal mobility is important for long-term organizational health. External leadership is equally important for innovation and transformation. The most successful companies take a hybrid approach: Promote internal talent into roles where continuity matters
Use executive search partners when the organization needs new expertise or fresh perspective
Build proactive succession pipelines that compare internal potential with external benchmarks This balanced strategy creates stronger, more resilient, and more future-ready leadership teams.
Partner with Consea Group to Build the Leadership Your Business Needs Next
As organizations navigate shifting markets, evolving technologies, and global competition, the stakes for executive hiring continue to rise. Consea Group provides the executive search, headhunting, and leadership advisory expertise needed to help clients go beyond the limitations of internal-only promotion models. If your organization is ready to strengthen its leadership pipeline with a combination of internal development and strategic external recruitment, Consea is here to help uncover the talent that will shape your next stage of growth.
Let's shape the next chapter of your leadership team together.
Recruiters often ask themselves: “How can I find the best Candidate for my Client?” Of course, everything depends on the industry and the specifics of the role, but more and more often, there is a noticeable trend toward emphasizing the evaluation of soft skills in candidates. Why is this so important, and how can it be assessed during the recruitment process? Companies are increasingly preferring Candidates with well-developed interpersonal skills such as communication, collaboration, creativity, problem-solving, and adaptability. In the face of automation and artificial intelligence, soft skills are becoming essential for career success. These abilities help individuals handle crises better, manage teams effectively, and ultimately contribute to the success of the organization. An interesting study was conducted in Poland during the Pracuj.pl Festival, where experts asked members of Generation Z about the most important skills used at work. As many as 54% of respondents indicated that soft skills (such as empathy, communication, and teamwork) are the most important. In second place (37%) were specialist skills (courses, industry knowledge), followed by foreign language proficiency in third place. This shows that the younger generation values flexibility, growth, and adaptability. Rapidly changing technologies are increasing the importance of soft skills, and employers appreciate people who can think critically, build relationships, and work collaboratively. The younger generation is fully aware that technical skills can quickly become outdated, while interpersonal abilities remain universally relevant. That is why young people are increasingly treating soft skills as a key asset. These skills allow them not only to adapt to different professional roles but also to manage their careers more effectively in the long term. Recruiters are increasingly using various methods to assess candidates’ soft skills in realistic scenarios. This approach helps them better understand how someone performs in real-world job situations. Here are some examples: 1. Case Studies and Practical Tasks These help assess candidates’ reactions to real-life challenges. Goal: To evaluate how the candidate approaches solving actual problems. Assessment: Analytical thinking, creativity, decision-making, task prioritization. Example: Solving a client problem, analyzing sales data, or creating a short action plan. 2. Behavioral Interviews Analyzing work experiences and problem-solving approaches. Goal: To understand how the candidate responded to specific past situations. Assessment: Communication, collaboration, stress resistance, initiative. Sample question: “Tell me about a time when you had to quickly adapt to a change in plans. How did you handle it?” 3. Assessment Centers Simulations of professional scenarios in group settings. Goal: Comprehensive evaluation in a simulated work environment. Assessment: Teamwork, leadership, conflict resolution, flexibility. Tasks: Group discussions, presentations, decision-making games, role-playing. Conclusion As of 2025, recruitment focuses on identifying and developing candidates’ soft skills, which are crucial for success in a dynamic and diverse professional environment. The job market is evolving rapidly, and so are the expectations of both candidates and employers. Therefore, one of the key challenges for companies will be adapting recruitment processes to meet the demands of this new reality. If you want to stay up to date with the latest recruitment trends in the Polish market – and beyond – follow Consea! Our agency operates in Europe, North America, and Asia, which allows us to continuously expand our expertise in headhunting and share this knowledge with both Clients and Candidates. Umiejętności miękkie w rekrutacji
Osoby zajmujące się na co dzień rekrutacją często zadają sobie pytanie: „Jak znaleźć dla Klienta najlepszego Kandydata na dane stanowisko?”. Wszystko zależy oczywiście od branży i specyfiki roli, ale coraz częściej można zauważyć trend, jakim jest nacisk na badanie umiejętności miękkich osoby rekrutowanej. Dlaczego jest to tak ważne i jak można to sprawdzić podczas procesu rekrutacyjnego? Firmy coraz częściej preferują Kandydatów z rozwiniętymi umiejętnościami interpersonalnymi, takimi jak komunikacja, współpraca, kreatywność, rozwiązywanie problemów oraz zdolność adaptacji. W obliczu automatyzacji i sztucznej inteligencji, kompetencje miękkie stają się kluczowe dla sukcesu zawodowego. To one pozwalają lepiej radzić sobie w sytuacjach kryzysowych, efektywnie zarządzać zespołem, a co za tym idzie – wpływać na sukces organizacji. Ciekawe badanie zostało przeprowadzone w Polsce podczas Festiwalu Pracuj.pl, gdzie eksperci zapytali przedstawicieli pokolenia Z o najważniejsze umiejętności wykorzystywane w pracy. Aż 54% ankietowanych odpowiedziało, że to właśnie „umiejętności miękkie” (empatia, komunikatywność, umiejętność pracy w grupie) są najbardziej istotne. Na drugim miejscu (37%) znalazły się umiejętności specjalistyczne (kursy, wiedza branżowa), a trzecie miejsce zajęła znajomość języków obcych. To pokazuje, że młode pokolenie stawia na elastyczność, rozwój i zdolność adaptacji. Szybko zmieniające się technologie sprawiają, że umiejętności miękkie zyskują na znaczeniu, a pracodawcy doceniają osoby, które potrafią myśleć krytycznie, budować relacje i działać w zespole. Młode pokolenie doskonale zdaje sobie sprawę, że kompetencje techniczne mogą szybko się dezaktualizować, a zdolności interpersonalne pozostają uniwersalne. To właśnie dlatego młodzi ludzie coraz częściej traktują umiejętności miękkie jako kluczowy atut. Dzięki nim są w stanie nie tylko odnaleźć się w różnych rolach zawodowych, ale także skuteczniej zarządzać swoją karierą w dłuższej perspektywie. Rekruterzy coraz częściej wykorzystują różne metody, aby ocenić umiejętności miękkie Kandydatów w realistycznych scenariuszach. Takie podejście pozwala lepiej zrozumieć, jak dana osoba radzi sobie w rzeczywistych sytuacjach zawodowych. Oto przykłady: 1. Case studies i zadania praktyczne: Pozwalają sprawdzić reakcje na realne wyzwania. Cel: Sprawdzić, jak Kandydat podchodzi do rozwiązywania rzeczywistych problemów. Ocena: Myślenie analityczne, kreatywność, podejmowanie decyzji, priorytetyzacja zadań. Przykład: Rozwiązanie problemu Klienta, analiza danych sprzedażowych czy stworzenie krótkiego planu działań. 2. Wywiady behawioralne: Analiza doświadczeń zawodowych i podejścia do problemów. Cel: Zrozumieć, jak Kandydat reagował na konkretne sytuacje w przeszłości. Ocena: Komunikacja, współpraca, odporność na stres, inicjatywa. Przykład pytania: "Opowiedz o sytuacji, w której musiałeś szybko dostosować się do zmiany planu. Jak sobie poradziłeś?" 3. Assessment centers: Symulacje sytuacji zawodowych w zespołach. Cel: Kompleksowa ocena w warunkach symulacyjnych. Ocena: Praca zespołowa, przywództwo, rozwiązywanie konfliktów, elastyczność. Zadania: Dyskusje grupowe, prezentacje, gry decyzyjne, odgrywanie ról. Podsumowując, w 2025 roku rekrutacja koncentruje się na identyfikowaniu i rozwijaniu kompetencji miękkich Kandydatów, które są kluczowe dla sukcesu w dynamicznym i zróżnicowanym środowisku zawodowym. Rynek pracy zmienia się dynamicznie, a wraz z nim ewoluują oczekiwania zarówno Kandydatów, jak i pracodawców. Zatem kluczowym wyzwaniem dla firm będzie dopasowanie procesów rekrutacyjnych do nowych realiów. Jeśli chcesz być na bieżąco z aktualnymi trendami rekrutacji na rynku polskim (i nie tylko) – obserwuj Consea! Nasza agencja jest obecna m.in. w Europie, Ameryce Północnej i Azji, a to pozwala nam stale poszerzać naszą wiedzę w zakresie „headhuntingu” i dzielić się tymi kompetencjami zarówno z Klientami, jak i Kandydatami. Iga Paskiewicz - Recruitment Consultant
Brazil has become one of the most important growth, innovation and leadership hubs for companies operating across Latin America. Despite global uncertainty, the country continues to attract major international investments across industries such as energy, infrastructure, technology, manufacturing, agribusiness, financial services and digital transformation. In 2025 alone, foreign direct investment in Brazil surpassed US$ 74 billion, one of the strongest results in recent years. Today, almost half of Brazil’s GDP is connected to foreign investment participation, reflecting the relevance of multinational companies in the country’s economy and the increasing sophistication of the corporate environment. For many global organizations, Brazil is no longer viewed only as a local operation. It has become a strategic hub for Latin America — driving regional decisions, leadership structures, shared services, industrial operations, commercial expansion and transformation initiatives across the continent. This creates both opportunity and pressure for companies. Organizations are accelerating growth agendas, investing in AI, digitalization, ESG, industrial repositioning and regional integration, while simultaneously facing one of the biggest leadership challenges in years: identifying executives capable of operating in highly complex and constantly changing environments. The demand today goes far beyond technical expertise. Companies are looking for leaders who combine strategic vision, execution capability, resilience, multicultural exposure and the ability to build high-performance teams while navigating uncertainty and transformation. Brazilian executives continue to gain international relevance precisely because they are developed in one of the most dynamic business environments in the world. Leading in Brazil often means managing growth, volatility, regulatory complexity, operational scale and transformation simultaneously — capabilities that are increasingly valuable for regional and global roles. At the same time, companies are revisiting succession plans, strengthening governance and searching for leadership capable of sustaining long-term growth across Latin America. Brazil is not simply a large market anymore. It is becoming one of the key strategic platforms for leadership, innovation and business transformation in the Americas. For organizations investing in the region, leadership quality will continue to be one of the strongest competitive differentiators over the next decade. Author: Samir Amad, Country Manager Brazil
O mercado de trabalho no Brasil
O Brasil tornou-se um dos mais importantes centros de crescimento, inovação e liderança para empresas que operam em toda a América Latina. Apesar da incerteza global, o país continua a atrair grandes investimentos internacionais em setores como energia, infraestruturas, tecnologia, indústria transformadora, agronegócio, serviços financeiros e transformação digital. Só em 2025, o investimento estrangeiro direto no Brasil ultrapassou os 74 mil milhões de dólares, um dos melhores resultados dos últimos anos. Hoje, quase metade do PIB do Brasil está ligada à participação do investimento estrangeiro, refletindo a relevância das empresas multinacionais na economia do país e a crescente sofisticação do ambiente corporativo. Para muitas organizações globais, o Brasil já não é visto apenas como uma operação local. Tornou-se um centro estratégico para a América Latina — impulsionando decisões regionais, estruturas de liderança, serviços partilhados, operações industriais, expansão comercial e iniciativas de transformação em todo o continente. Isto cria tanto oportunidades como pressão para as empresas. As organizações estão acelerando as suas agendas de crescimento, investindo em IA, digitalização, ESG, reposicionamento industrial e integração regional, ao mesmo tempo que enfrentam um dos maiores desafios de liderança dos últimos anos: identificar executivos capazes de operar em ambientes altamente complexos e em constante mudança. A procura atual vai muito além da especialização técnica. As empresas procuram líderes que combinem visão estratégica, capacidade de execução, resiliência, exposição multicultural e a capacidade de construir equipes de alto desempenho, ao mesmo tempo que navegam pela incerteza e pela transformação. Os executivos brasileiros continuam a ganhar relevância internacional precisamente porque se formam num dos ambientes empresariais mais dinâmicos do mundo. Liderar no Brasil significa frequentemente gerir simultaneamente o crescimento, a volatilidade, a complexidade regulatória, a escala operacional e a transformação — capacidades que são cada vez mais valiosas para funções regionais e globais. Ao mesmo tempo, as empresas estão revendo os planos de sucessão, reforçando a governança e procurarando lideranças capazes de sustentar o crescimento a longo prazo em toda a América Latina. O Brasil já não é simplesmente um grande mercado. Está tornando-se uma das principais plataformas estratégicas para a liderança, a inovação e a transformação empresarial nas Américas. Para as organizações que investem na região, a qualidade da liderança continuará a ser um dos mais fortes diferenciadores competitivos na próxima década. Autor: Samir Amad, Country Manager Brasil
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
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
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
Upskilling and reskilling are particularly important in 2026 as companies now operate in an environment shaped by rapid technological, demographic, and market changes. For HR, they are no longer just an added value but a core element of survival and growth strategy. Reskilling is the process of changing professional qualifications, in which employees acquire entirely new competencies or specializations. As a result, they can take on different responsibilities or perform new roles within the organization. Upskilling, on the other hand, refers to developing and deepening existing skills. Its goal is to increase effectiveness in one’s current role and better adapt to new requirements, tools, or technologies. In this case, development takes place within the same career path and focuses on strengthening current competencies.
The importance of reskilling and upskilling stems from: Automation and the growing popularity of AI The development of AI and automation means that many traditional tasks are being optimized and/or replaced by technology. As a result, employees will need to acquire new skills to work alongside automated systems or take on new roles created as a consequence of these changes. Additionally, organizations will need to invest in upskilling to ensure their workforce keeps pace with the latest technologies and methodologies. The skills gap Our experience in the Polish market highlights a growing reality: the gap between available skills and those required by organizations is widening — and it is likely to remain a defining challenge for the labor market. High employee retention Amid growing competition for valuable employees, companies that offer upskilling and reskilling opportunities are more likely to retain team members who already possess experience and critical competencies. By providing opportunities for growth and internal mobility, organizations increase employee engagement and job satisfaction.
Challenges of upskilling/ reskilling Time and resource investment: Upskilling and reskilling require time, money, and resources, and must fit into employees’ schedules. You must obtain funding for training, integrate learning into daily workflows, or offer flexible learning options. Aligning skills with business goals: It’s essential to identify the right skills for future success and ensure learning initiatives match company priorities. Collaboration among HR, management, and department heads is key. Employee resistance: Some employees may not see the value in upskilling or fear job displacement. You need to communicate the benefits clearly and provide appropriate support throughout the process. Leadership support: As part of the HR team, you should make sure leaders constantly prioritize reskilling and upskilling. Evolving technology and learning fatigue: As tech evolves quickly, you must keep training content up-to-date and avoid overwhelming staff with irrelevant or repetitive material.
Summary
Reskilling and upskilling are no longer optional—they’re strategic moves for creating a future-ready workforce, and it’s your responsibility to guide employees through these critical transitions. When learning aligns with business objectives and employee needs, organizations have better flexibility, employee retention, and can close the talent gap. Upskilling and reskilling programs tailored to the company’s strategic evolution are like building up an always-on innovation pipeline fuelled by incredible talent. When companies lean into empowering employee growth through continuous skills development, they create opportunities that enable them to adapt to a shifting future – while attracting high performers who will ultimately drive the business forward. At Consea Group, we believe that investing in people is not just a response to change, but a proactive strategy to shape it. By aligning talent development with our Clients’ business goals, we help organizations attract and develop the competencies that enhance agility and build teams ready for the challenges of the future. Author: Iga Paszkiewicz – Recruitment Consultant PL
Upskilling and Reskilling: Dlaczego są kluczowe w 2026 roku
Upskilling i reskilling są szczególnie ważne w 2026 roku, ponieważ firmy funkcjonują dziś w środowisku szybkich zmian technologicznych, demograficznych i rynkowych. Dla HR to już nie tylko dodatek, ale również element strategii przetrwania i wzrostu. Reskilling to proces zmiany kwalifikacji zawodowych, w ramach którego pracownicy zdobywają zupełnie nowe kompetencje lub specjalizacje. Dzięki temu mogą realizować inne obowiązki lub pełnić odmienne role w organizacji niż dotychczas. Natomiast upskilling oznacza rozwijanie i pogłębianie już posiadanych umiejętności. Celem jest podniesienie efektywności w obecnej roli oraz lepsze dostosowanie się do nowych wymagań, narzędzi czy technologii. W tym przypadku rozwój odbywa się w obrębie tej samej ścieżki zawodowej i służy wzmacnianiu dotychczasowych kompetencji.
Kluczowość reskillingu i upskillingu wynika z: Automatyzacji i rosnącej popularności AI Postęp w obszarze sztucznej inteligencji i automatyzacji powoduje, że wiele dotychczasowych obowiązków jest usprawnianych lub przejmowanych przez technologie. W efekcie pracownicy będą musieli rozwijać nowe kompetencje, by efektywnie współpracować z systemami automatycznymi albo obejmować stanowiska powstające w wyniku tych zmian. Jednocześnie firmy staną przed koniecznością inwestowania w upskilling, tak aby ich zespoły mogły na bieżąco dostosowywać się do dynamicznie rozwijających się technologii i nowoczesnych metod pracy. Luki kompetencyjnej Nasze doświadczenia na polskim rynku pokazują rosnący trend: luka między dostępnymi umiejętnościami a tymi wymaganymi przez organizacje się powiększa — i prawdopodobnie pozostanie jednym z kluczowych wyzwań dla rynku pracy. Dużej retencji pracowników W warunkach nasilającej się rywalizacji o utalentowanych pracowników przedsiębiorstwa, które zapewniają możliwości upskillingu i reskillingu, mają większe szanse na utrzymanie doświadczonych osób posiadających kluczowe dla firmy kompetencje. Dając im perspektywę rozwoju oraz awansu wewnętrznego, organizacje wzmacniają ich zaangażowanie, lojalność i satysfakcję z wykonywanej pracy.
Wyzwania procesu Upskillingu / Reskillingu Inwestycja czasu i zasobów: Upskilling i reskilling wymagają czasu, pieniędzy oraz zasobów i muszą być dopasowane do harmonogramu pracy pracowników. Należy zabezpieczyć budżet na szkolenia, zintegrować naukę z codziennymi obowiązkami lub zapewnić elastyczne formy uczenia się. Dopasowanie kompetencji do celów biznesowych: Kluczowe jest zidentyfikowanie umiejętności niezbędnych do osiągnięcia przyszłego sukcesu oraz upewnienie się, że inicjatywy rozwojowe są zgodne z priorytetami firmy. Współpraca między HR, kadrą zarządzającą i menedżerami działów ma tu zasadnicze znaczenie. Opór pracowników: Niektórzy pracownicy mogą nie dostrzegać wartości upskillingu lub obawiać się utraty pracy. Konieczne jest jasne komunikowanie korzyści oraz zapewnienie odpowiedniego wsparcia na każdym etapie procesu. Wsparcie ze strony liderów: Jako członek zespołu HR powinieneś zadbać o to, aby liderzy konsekwentnie traktowali reskilling i upskilling jako priorytet. Dynamiczny rozwój technologii i zmęczenie nauką: W obliczu szybkiego rozwoju technologii należy regularnie aktualizować treści szkoleniowe oraz unikać przeciążania pracowników nieistotnymi lub powtarzalnymi materiałami.
Podsumowanie
Reskilling i upskilling przestały być dodatkiem – dziś stanowią element strategii budowania organizacji przygotowanej na przyszłe wyzwania, a Twoim zadaniem jest skutecznie przeprowadzić pracowników przez ten proces zmian. Gdy rozwój kompetencji jest powiązany zarówno z celami biznesowymi, jak i realnymi potrzebami zespołu, firma zyskuje większą elastyczność działania, poprawia poziom retencji oraz skuteczniej zmniejsza lukę kompetencyjną. Programy podnoszenia kwalifikacji i przekwalifikowania, dostosowane do strategicznej ewolucji firmy, są jak budowanie stale działającego „rurociągu” innowacji, napędzanego przez niezwykłe talenty. Organizacje, które świadomie wspierają rozwój pracowników poprzez ciągłe doskonalenie kompetencji, tworzą warunki do adaptacji w zmieniającej się rzeczywistości — a jednocześnie przyciągają najlepszych specjalistów, którzy ostatecznie napędzają rozwój biznesu. W Consea Group wierzymy, że inwestowanie w ludzi to nie tylko odpowiedź na zmiany, ale przede wszystkim proaktywna strategia ich kształtowania. Łącząc rozwój talentów z celami biznesowymi naszych Klientów, pomagamy organizacjom pozyskiwać i rozwijać kompetencje, które zwiększają ich zwinność oraz budują zespoły gotowe na wyzwania przyszłości.
How Economic Shifts Are Reshaping Demand for Executive Leadership
In today's volatile global economy, companies face a complex mix of inflationary pressures, fluctuating interest rates, and ongoing geopolitical uncertainty. These external forces are doing more than shaping financial markets; they are redefining what effective executive leadership looks like.
The Economic Impact on Executive Hiring
Periods of economic disruption often spark a recalibration of leadership priorities. In downturns, boards seek turnaround specialists with the resilience, operational discipline, and financial acumen to steer organizations through turbulence. When markets expand, the focus shifts toward innovation-driven executives who can capture emerging opportunities and scale growth efficiently. This cyclical pattern highlights the direct economic impact on executive hiring. Leadership needs no longer follow a static model; instead, they reflect broader shifts in market confidence, consumer behavior, and investment trends. Companies that anticipate these transitions and proactively align their leadership teams are best positioned to thrive in any climate.
Executive Hiring Strategies for a Changing Economy
The most successful organizations are rethinking traditional executive hiring strategies to adapt to today's dynamic environment. Rather than filling positions reactively, boards are emphasizing predictive leadership planning—identifying the skills and mindsets their organizations will need to navigate future challenges. Key trends shaping modern executive hiring include: Agility and transformation expertise: Leaders who can pivot quickly in response to shifting markets. Digital fluency: Executives who understand technology's role in driving competitive advantage.
Cross-functional leadership: Professionals who can unite operations, finance, and innovation under a shared strategic vision. At Consea Group , we help organizations design and execute executive hiring strategies that reflect both immediate priorities and long-term objectives. By tailoring search criteria to specific economic contexts, we ensure our clients attract leaders who not only fit the role but also anticipate what comes next.
Aligning Leadership with Market Realities
The right leadership at the right moment can be the difference between surviving and outperforming. Consea's adaptive executive search methodology focuses on the capabilities most critical to each phase of the business cycle. In uncertain markets: We identify leaders skilled in transformation, cost optimization, and cultural stabilization.
In recovery or growth periods: We target visionary executives who can accelerate innovation, drive digital transformation, and lead expansion into new markets. By continuously monitoring executive leadership demand across industries, Consea ensures organizations stay one step ahead, equipped with leaders who can navigate change and seize opportunity.
Building Resilience Through Strategic Leadership
Economic cycles may be unpredictable, but leadership strategy does not have to be. Companies that invest in forward-looking executive recruitment are more resilient, adaptable, and prepared to lead through uncertainty. Partner with Consea Group to ensure your organization has the leadership strength to remain competitive, no matter how the global economy shifts. Contact us to start your executive search.
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.
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
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