The agri-food sector is undergoing a significant transformation, driven by technological innovation, sustainability, and changing consumer habits. In this dynamic context, executive and managerial profiles must evolve to effectively lead companies toward success.
Emerging Trends and Leadership Implications
Events such as TUTTOFOOD Milan 2025 have highlighted the importance of key themes like sustainability, innovation, and internationalization. In particular, it became clear that growth depends on highly innovative products, more sustainable processes, and expansion into increasingly competitive international markets.
These trends directly influence the skills required of those who lead companies.
Key Competencies for Leaders in the Sector
1. Systemic Thinking and a Sustainability Mindset Integrating sustainable practices into business strategies is crucial. Leaders must be able to assess environmental, social, and regulatory impacts and translate them into actionable decisions.
2. Ability to Drive Innovation Fostering the adoption of digital technologies, promoting cross-functional teams, and leveraging pilot projects are essential competencies to remain competitive.
3. Intercultural Leadership and International Expansion With exports serving as a primary driver of growth, managerial leadership must be capable of operating in multicultural environments and managing global supply chains.
4. Agile Management and Data-Driven Thinking Using data for demand forecasting, inventory management, and predictive marketing is now essential. Soft skills such as adaptability and critical thinking complement a strong data-driven culture.
5. Employer Branding and Talent Development Attracting and retaining talent requires the ability to create inclusive, appealing work environments while maximizing the potential of internal teams.
The Role of the Head Hunter in This New Landscape
In this evolving scenario, the role of the head hunter is key to identifying and attracting talent with the necessary strategic competencies. Our mission is to support companies in selecting leaders capable of driving innovation, promoting sustainability, and successfully navigating global market challenges.
Since, as mentioned, the food & beverage sector is constantly evolving, companies must adapt quickly to remain competitive. Identifying and integrating the right skills will be crucial to addressing future challenges and seizing the opportunities offered by the market.
Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations
According to several market studies, the talent shortage has reached its highest level in Mexico. This is due to a lack of specific skills (a mix of technical capabilities and human factors) required from companies, especially in particular industries. Combined with the accelerated technological change management process e digital transformation we are living in, the scarcity of talent availability is further complicating the recruiting needs of many hiring managers. In 2022, in Mexico, and in some LATAM countries, more than 60% of employers reported difficulties in finding the right match – the highest number in the last 10 years. Today, it became essential to many organizations, to improve workforce skills as well as train and "recycle” professional talents in order to fill their internal positions and stay competitive. These two techniques are called Upskilling & Reskilling. Upskilling is the process of learning new skills or of teaching workers new skills. Reskilling is the process of learning new skills so you can do a different job, or of training people to do a different job. These tools became pivotal to address the Human Capital needs within the work environment, as well as to promote career pathing, succession planning, and retention programs, for most companies. Within the markets Consea operates with, we identified few sectors that currently are presenting the greatest demand for high-skilled profiles in Mexico: supply chain and manufacturing, finance and administrative positions, sales and marketing and engineering. To support your Human Capital needs, Consea Groupcan design a consulting plan tailored for your company, defining together an effective TALENT SEARCH and COMPANY CULTURE FITTING strategy. Follow Consea Group on LinkedIn to stay up to date on the latest trends in the labor market and to find out how to create and maintain a positive working environment in your organization. Authors Enrique Pedroza - Business Development Manager in Consea Group, Mexico Read the article in Spanish:
Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones
Acorde a diferentes estudios de mercado, la escasez de talento ha llegado a su nivel más alto en México. Esto se debe a la falta de habilidades específicas (una combinación de capacidades técnicas y factores humanos) requeridas por las empresas, especialmente en industrias particulares. Combinado con el acelerado proceso de gestión del cambio tecnológico en el que vivimos y transformación digital, la escasez de talento complica aún más las necesidades de muchos Gerentes de contratación. En 2022, en México y en algunos países de LATAM, más del 60% de los empleadores reportaron dificultades para encontrar el personal adecuado, el número más alto en los últimos 10 años. Hoy en día, se vuelve esencial para las organizaciones mejorar las habilidades de la fuerza laboral, así como capacitar y "reciclar" talento profesional para ocupar un nuevo puesto dentro de la compañía y mantenerse competitivos. Estas dos técnicas se denominan Upskilling & Reskilling. Upskilling busca enseñar nuevas habilidades a un trabajador para optimizar su desempeño, mientras que Reskilling también conocido como reciclaje profesional, busca capacitar a un empleado para adaptarlo a un nuevo puesto dentro de la empresa. Estas herramientas se vuelven fundamentales para abordar las necesidades de capital humano dentro del entorno laboral, así como para promover la orientación profesional, la planificación de la sucesión y los programas de retención para la mayoría de las empresas. Dentro de los mercados con los que opera Consea Group, identificamos algunos sectores que actualmente presentan la mayor demanda de perfiles altamente calificados en México, tales como cadena de suministro, manufactura, finanzas, administrativos, ventas, mercadeo e ingenierías. Para apoyar sus necesidades de Capital Humano, Consea Group puede diseñar un plan de consultoría a la medida de su empresa, definiendo en conjunto una estrategia efectiva de BÚSQUEDA DE TALENTO que AJUSTE A LA CULTURA DE LA EMPRESA. Sigue a Consea Group en Linkedin para estar al día de las últimas tendencias en el mercado laboral y saber cómo crear y mantener un clima laboral positivo en tu organización.
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
Consea’s Resume Myths, Tips, and Tricks
Advice from our recruitment team that will help your resume stand out. The first impression does not have to be the one that matters when selecting a Candidate but the resume is the business card through which Candidates make themselves known by the companies. Here are some tips for getting the most out of your resume. MYTH: A graphic / creative CV captures more attention The European format is not always the best choice when writing a resume, you can also use more creative templates but on the basis of your graphic skills. An essential and clear resume is better than one which is incomprehensible and difficult to read. SUGGESTION: If you do not have graphic skills, create a typical resume in MS Word that contains all the essential information and describes your work experience better than a thousand graphics. TIP: There are several websites that offer templates and ideas to create an original but at the same time effective resume. If you do not already know them we suggest you try Canva www.canva.com. MYTH: You have to insert the photo on your resume Certainly, being able to associate a face to a resume is a great help and makes the resume emerge but you need to remember that the photo must be professional and appropriate. SUGGESTION: It is better not to insert personal photographs or taken from group photos. Take time to take a picture which shows your professionalism and represents only you. TIP: Once you have taken the photo, use it both for your resume and LinkedIn profile. It will allow you to give uniformity to the way you present yourself and will make you easily recognizable. MYTH: Provide details about hobbies and personal characteristics. Adding your hobbies and personal characteristics to your resume can be a plus but only if they provide real added value. SUGGESTION: Each information that you decided to write in your resume is evaluated therefore it is better to insert only these elements that could have a value for the position you apply for. TIP: Think about which competence (transversal or specific) can recall the information provided and select only the relevant ones (e.g. competitive activity – determination and achievement of results; reading – curiosity / information and education; cooking – creativity). MYTH: Less is more! A resume does not necessarily have to be one page, especially if you have several years of experience, but at the same time it should not be discursive or include too much details as it risks losing effectiveness. SUGGESTION: An effective resume is between 2 and 3 pages. It reports professional experience in chronological order from the current position to the oldest. It contains relevant information and a brief description of each role, highlighting specific skills and knowledge (There are companies that associate different role content to the same job title. If a short description is therefore associated with the job title it will be easier to identify Candidate’s responsibilities.) It is useful to add some detailed information such as the number of people managed / business size / results achieved. Finally, it is worth specifying the knowledge of a foreign language through the competence levels of the Common European Framework of Reference for Languages (CEFR) and not through terms such as “good”, “fluent”. TIP: The resume is your business card – Imagine that those who receive it do not know you and they want to have an overview of your skills and then explore them in an interview, but if some key information is missing (knowledge of a particular sector, program / channel …) they could exclude you from the selection process. MYTH: Lying in resume makes it more appealing It is well known that lies have short legs so it is better to expose your work path honestly and be able to motivate any discontinuities in your work experience. SUGGESTION: A good recruiter does not judge the book by its cover but, wanting to build a relationship of mutual trust and reliability with the Candidate, will tend not to contact people who have talked about a different work path than the one actually lived or have boasted skills / responsibilities never acquired. MYTH: Give a “personal” touch to the CV / Do not insert personal details It is not necessary to enter detailed information about your personal life (e.g. names of children, spouse…) but do not forget to enter your contact information (phone number and e-mail address – verify if they are correct!) in order to be effectively contacted. It is often useful to put in your date of birth, which does not have to be seen as a discriminating factor but as a data that allows you to see the profile as a whole.
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them. Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview. Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused. Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position. Example how Consea has helped candidates navigate Imposter Syndrome During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy. As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested. In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful. This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process. Author: Julia Galloway, Human Resources Business Partner
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.
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.
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
Expanding Business in the United States: The Talent Acquisition Challenge According to Consea
During the third edition of the “International Talks” series, organized by Bonfiglioli Consulting Italy and USA, I had the pleasure of participating as CEO North America for Consea, sharing our perspective on talent acquisition in the U.S. market. It was a rich and stimulating discussion that highlighted the complexities and opportunities of managing human capital in an increasingly competitive global environment. The United States is one of the most strategic markets for Italian companies today—but also one of the most complex. Opening a local office or launching a production site is not enough: success requires building a solid organization capable of attracting, selecting, and retaining top talent. This demands a deep understanding of local dynamics, candidate expectations, and the ongoing transformations in the world of work.
The Challenges of Talent Acquisition in the U.S. Market
One of the key topics we addressed was the set of challenges Italian companies face when entering the American market. The first is the growing global competition for talent. The rise of remote work has expanded the talent pool for many North American companies, which now hire professionals from around the world. This has increased pressure on European markets, making it even harder to attract qualified candidates. Moreover, the work culture in the U.S. is significantly different from that in Italy. Frequent job changes are considered normal, especially among younger generations. Retention, therefore, becomes a critical challenge: professionals seek stimulating environments, flexibility, shared values, and growth opportunities. Companies must be able to offer a clear, authentic, and consistent value proposition. Another fundamental aspect is investment in employer branding. Candidates expect transparency, inclusivity, and alignment between stated values and actual practices. Companies that fail to communicate their identity effectively risk being excluded from the short list of top talent.
Compensation, Benefits, and Cultural Expectations
Compensation is a particularly sensitive topic. In the U.S., compensation packages are often complex and include stock options, bonuses, health insurance, retirement plans, and other benefits. Italian companies must be aware of these standards and be prepared to negotiate with candidates who have very specific and pragmatic expectations. But it’s not just about numbers. Understanding cultural differences in leadership, communication, and business approach is also essential. The American model is performance-driven, fast-paced, and goal-oriented. This can create misalignments with Italian companies, which tend to be more relationship-focused and gradual in their approach. For this reason, assessing soft skills and cultural fit is a key step in the selection process.
Compliance and International Mobility: A Changing Landscape
Another topic we explored— in collaboration with ECA Italia—was regulatory compliance, which is particularly complex in the U.S. Recent changes in immigration policies and visa processing times have made relocating managers from Italy more difficult and costly. Companies must plan well in advance, rely on experienced partners, and adopt flexible solutions to avoid delays that could jeopardize entire expansion strategies. Managing contracts, benefits, and taxation also requires careful attention: each state has its own rules, and non-compliance can lead to legal and reputational risks. In this context, collaboration between HR, legal teams, and executive search partners is essential to ensure a smooth and secure process.
Technology and Digitalization in HR Processes
Finally, we shared how the adoption of digital tools is transforming our approach to talent acquisition. At Consea America, we use a combination of technologies for sourcing, evaluating, and managing recruitment processes. From talent mapping platforms to psychometric assessments like Hogan, to video interviewing systems and integrated ATS platforms—technology is now an integral part of our daily work. These tools not only increase efficiency but also enhance the candidate experience and the quality of hiring decisions. In a market like the U.S., where speed and transparency are essential, digitalization provides a decisive competitive edge.
Conclusion
The U.S. market offers tremendous opportunities, but it requires preparation, flexibility, and a deep understanding of the local context. Talent acquisition is not just an HR function—it is a strategic element for the success of any internationalization project. At Consea, thanks to our experience and direct presence in the region, we support Italian companies in facing these challenges with an integrated, human-centered, and technology-driven approach. “Approaching the U.S. market with awareness and vision means laying the foundation for sustainable, long-term growth. And in an increasingly interconnected world, human capital remains the true engine of innovation and competitiveness.” Antonella Cerabona – CEO Consea America Inc. Link Video
The first time my CEO and I landed in Chicago was a windy cloudy day of May. We were 90% sure this was the place we wanted to implement our American HQs. We were a little bit familiar with the US geography, opportunities, and potential challenges, but we needed to get a “vibe” of the city, the Midwest culture and how it would welcome the project we had in mind for Consea’s expansion into North America. Suddenly the cloudy day became sunny and mildly warm; Chicago was welcoming us with open arms. It was 2017. I would then travel back to Chicago many other times by myself to start looking for our offices, meeting with our lawyers, our CPA, and eventually starting our operations. I traveled to other cities and their regions (such as Atlanta, New York, Cincinnati, Detroit, among others) to meet our clients and familiarize myself with their industrial areas as well as the US “way to do” business. In September 2017, Consea America was officially settled, and we already had our first clients. 5 years later… where are we? Consea America is now one of the major point of references in the Executive Search sector for companies that are already in North America and also for those that are starting up their operations on US soil. Consea America exists for those who need a local partner, not only for their recruiting needs but also a consulting and effective support in understanding the US market and its cultural aspects and differences with the EU mindset. We have a strong and solid organization composed by passionate, motivated and committed individuals that everyday are working hard and capitalize their market knowledge for our clients, candidates, and partners in general. Consea America has recently hit its 5 Year Milestone with excellent results, being the second relevant market for Consea Group in terms of revenue. In these 5 years, we went through challenging and exciting moments. The pandemic was a teaching moment for the most of us; we sat down with our network (clients, candidates, professionals of the HR and Business Consulting industry) and discussed the New Normal during our Round Table with the CEOs events. We also took the time to reinforce our team*, invest in our internal resources and prepare ourselves for the moment when the market would be ready to go back to the New Normal. And so it happened, in 2021, together with another phenomenon that experts called the Great Resignation. Year 2023, a new 5-year cycle is starting. Consea America is stronger and ready to continue supporting our partners and markets in North America. *A special Thank You to my team: without you guys all this would have not been possible! Authors Antonella Cerabona - CEO Consea America Inc.
The 25th Pambianco Fashion Summit titled “The Fashion Industry and the Management of Uncertainty,” was held on Wednesday, November 11th, 2020. The event highlighted the impact the pandemic has had on global markets and the actions taken by companies to address this crisis. Resulting from this year’s turbulent events, the luxury fashion sector was severely damaged by the global closure of shops, as well as by the lack of tourists – something still having an impact in European markets. The key component for facing adversity, common to all the interlocutors present at the summit, ultimately relies on “resilience.” Thanks to the willpower and team spirit, the featured companies present at the event expressed gratitude and satisfaction for the results obtained. A recovery was highlighted in the third quarter, especially in the Asian market driven by China, where domestic consumers returned to travel, giving advantage to the areas where tax-free poles have been created (Hainan) and ultimately enabling those to benefit from the new concessions introduced by the government. From the analysis conducted by PwC on Millennials and Generation Z, it has been discovered that in the new normal, consumers will have greater attention to the price of products and will seek a safe and accessible customer experience. Engagement will be shifted towards digital and companies will have to place more and more attention to issues relating to sustainability. If the number of consumers who moved their shopping channel online during Covid-19 has increased in all markets, and that number will no longer return to pre-pandemic levels, it is also true that the physical brick & mortar store will continue to represent an important space for the consumer; consumers want to “touch and feel” and will continue to seek that. Omnichannel is now essential, and it has to allow a true integration between physical and digital, giving rise to a “phy-gital” shopping experience. Another interesting find, provided by Silvio Campara, CEO of Golden Goose, underlined how the crisis has definitively changed the way of approaching the consumer, who can no longer be defined by the 4 P model (Place / Product / Price / Promotion) but from a new model based on 4 Cs (Consumer / Community / Conversations / Consideration) that all revolve around People. A key role in the world of fashion is certainly played by Italy, where 41% of European fashion production takes place. Furthermore, 60% of the high-end product is produced in Italy (data: National Chamber of Fashion). Italian textiles and clothing allocate about 66% of their production to exports (data: Confindustria Moda). Fashion is, therefore, the second most important industry at a national level and it is extremely important to protect the entire chain that goes from large brands to SMEs. In addition to the issues of sustainability and digitalization – in order to overcome the crisis, it will be crucial also to focus on competencies and on the training of people (both for technical roles and within the retail locations): this strategy will protect the fashion chain and create added value. Even if the numbers are still not trending positive, signs of cautious optimism came from the summit; once the health crisis is resolved, consumers will return to travel and choose European markets for their purchases because they are more advantageous to them. Ultimately, a new approach to the global consumer and an organic integration between online and offline will allow for greater engagement and the possibility of a complete customer experience. Interested in the summit? Find out more here!
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