Executive recruitment has always been essential for companies globally, but it’s even more crucial in today’s economy. Rapid changes in technology and the workforce mean that businesses need to be able to adapt quickly to stay competitive and find the right leaders to help them navigate these changes. Often the most effective way to do this is to enlist the help of an experienced boutique HR consultancy.

With the business market facing constant change, chaos and uncertainty, organisations are being forced to change how they operate. Leaders must make decisions quickly and efficiently and have the ability to lead the organisation through challenging times. Therefore, it’s more important than ever for companies to have good leadership in place to steer the company through difficult times, help them emerge more assertive on the other side and be future-proofed against any future challenges.

Leadership skills are vital when building and leading a company – as well as maintaining and nurturing the workforce. In fact, leadership quality is viewed highly by 48% of leaders in their current organisations, up from 34% in 2011, according to a recent Gallup survey.

In today’s business world, the importance of finding the right leadership talent for your company cannot be overstated. With the ever-changing workforce landscape, it is more important than ever to find executives who are not only qualified for the job but also fit with the company’s culture.

Here are five reasons why executive search is more important than ever:

1. The war for talent is only going to get more competitive

The Covid-19 pandemic, inflation, rising costs and Ukraine war have significantly impacted the global economy, with businesses across all sectors feeling the squeeze. This is likely to result in a rise in unemployment, which will, in turn, increase competition for jobs. To attract and retain the best talent, organisations must up their game, offer more competitive salaries and benefits, and create more attractive work environments.

2. Leadership skills required for a changing market

Organisations are grappling with new challenges and looking for leaders who can navigate these uncharted waters and future-proof their businesses for whatever comes next. Therefore, traditional leadership roles are no longer fit for purpose. Organisations need leaders who are agile, adaptable and have a growth mindset. They need to be able to think on their feet, make decisions quickly and efficiently, and lead with empathy.

3. The need for diversity is more important than ever

As organisations look to build teams that reflect the societies they serve, diversity beyond gender and ethnicity is vital – it must also include factors like age, disability, sexual orientation and social background. Organisations that embrace diversity are more innovative, more successful and more resilient. They’re better able to navigate change and better equipped to deal with future challenges.

4. Global leaders are critical in today’s economy

Businesses looking to expand their reach and build their presence in new markets need leaders with the skills and experience to operate in a global environment and the cultural awareness and sensitivity to navigate different cultures and societies.

5. Digital transformation is key to successful growth and development

As organisations look to harness the power of technology to drive growth and innovation, they need leaders with the technical skills and experience to lead a digital transformation and the vision and creativity to imagine new ways of doing things.

Therefore, businesses are choosing to engage with external consultants in their quest for top talent, with a growing trend of choosing to work with boutique executive search firms that specialise in a particular domain or area. Such firms are able to provide a higher level of expertise and service than larger, more generalised firms. Clients don’t want a one-size fits all approach because it doesn’t work for them anymore. This is why smaller consultancies with agile and flexible mindsets can accommodate their requirements better than larger corporations and be a major advantage in today’s ever-changing business landscape.

How can a boutique executive recruitment company help with talent management?

• Specialises in identifying leaders and top talent with the technical skills and experience to lead in our VUCA world.
• Possesses resources, strong relationships and networks with industry leaders and insiders to identify the best candidates for each position including hard-to-fill roles.
• Guides how to develop your current leadership team, so they’re better equipped to deal with future challenges.
• Assesses an organisation’s readiness for change and identifies potential roadblocks.
• Builds a diverse leadership team by identifies external candidates from different backgrounds.
• Ensures there are the right people to drive change and innovation.
• Provides unique guidance on creating an inclusive culture, so everyone feels valued and respected.
• Offers insights into the latest market, salary and benefits trends, to ensure an organisation remains competitive.
• Gives a high level of confidentiality and objectivity, essential when making decisions about candidates.

By bringing a new perspective, these external boutique consultancies can help build world-class leadership teams that will steer a business through any challenge – and even find the right leaders that companies might not even know they need yet!

SECTOR FOCUS. SEARCH EXPERTISE.

Lim-Loges & Masters is an award-winning boutique executive search consultancy in Asia with over a decade in C-suite, senior management and leadership recruitment. We can help you identify, assess and recruit the best talent – even in the tightest labour markets.

Our clients are multinational companies with a growth agenda in Asia. At LLM, we understand the best talent can only be sourced by experienced practitioners with an in-depth understanding of the markets – those who know what organisations need for a distinct edge in today’s business world and have access to the brightest and most capable candidates across the globe. Our consultants are therefore, positioned across multiple markets in Asia to engage with clients and candidates personally.

We understand process-based businesses intimately and identify professionals in senior management for your needs. We have practices led by domain specialists in multiple industries.

So if you’re looking to future-proof your organisation in this competitive market, contact our team of experienced consultants today to learn more about how we can help you find the right leaders for your organisation with our executive recruitment expertise.

TRANSFORMING COMPANIES, TRANSFORMING CAREERS.

During M&A, many companies spend too much time focusing on the legal and financial issues, forgetting the impact that HR has on its employees during the process. It’s counter-productive to create a dynamic new company, only to lose your best talent due to low morale and decreased productivity.

One of the biggest reasons for failure in M&A is poor integration. The Asia-Pacific region has a meagre retention rate of employees after M&A. According to Willis Towers Watson, most acquirers globally retain about 80% of their workforce, but in Singapore, that number is lower at 70%.

So, what part can HR professionals play in overcoming this pitfall?

Highlight the importance of the soft issues – firstly, remind stakeholders that M&A is not all about numbers and that people issues can be more threatening to M&A success.

Assess the risk of a culture clash – understand whether the entrepreneurial nature of the company it’s planning to acquire or merge with causes conflicts or healthy competition?

Consider culture, communication and change – the successful joining of two cultures is vital. The degree of misalignment in the values and beliefs of the target company and the acquiring entity contribute considerably to M&A challenges. The areas of difference must be identified, cultural challenges anticipated, and steps taken to integrate the two cultures. HR also plays a crucial role in communicating effectively to both ease stress and anxiety around the changes and outline the benefits for employees. Poor communication creates distrust and uncertainty, leading to lower employee retention.

Create a focused HR M&A team – this must be solely focused on the M&A rather than the running of the business. The team is responsible for leading the change process, assessing cultural sensitivities, and retaining and motivating key employees.

Decide who stays and who goes – M&A can lead to layoffs and a re-structure. HR must determine the new organisational configuration, and ensure the right talent is streamlined, retained and motivated.

This is all fine and well, but for HR to deliver on the M&A deal, they must have the right capabilities to be able to do this. They must be proficient in:

• Developing HR’s strategic planning, leadership, and technical capabilities
• Cultivating an understanding of the business, from the macro organisational design to the micro day-to-day operations.
• Having clear KPI’s that include retaining key talent, integrating cultures and managing change.

The success or failure of an M&A deal is dependent on various contributing factors, with human resource integration a substantial factor. Strengthening and investing in HR, involving it in the decision making process and having a positive strategy in place, is fundamental for seamless integration and employee retention.

The meteoric rise of Leena Nair serves as a clear demonstration of the untapped potential of human resources, as well as diversity and inclusion. Propelled by her mastery as Unilever’s Chief Human Resources Officer (CHRO), she shattered glass ceilings to emerge as the youngest and first Asian CEO of the iconic French luxury fashion entity Chanel. Her leadership is far more than just an exercise in diversity; it’s a dynamic illustration of the transformative influence that HR acumen can wield in reshaping not just a team, but an entire company.

Using HR Skills for Organisational Change

Leena Nair’s appointment is a significant shift from the traditional CEO appointments, given her strong HR background. She effectively used her HR skills to bring about an organisational transformation at Chanel. Her focus on enhancing human capital, fostering diversity, and promoting inclusivity proved instrumental in achieving this.

CHROs, like Nair, house a myriad of skills pivotal to a company’s metamorphosis. Their deep understanding of people management, talent development, and organisational behaviour equips them to foster a positive company culture and boost employee engagement. Their proficiency in strategic planning enables them to harmonise human resources objectives with overall business goals, ensuring a unified company direction.

Furthermore, their leadership abilities and capacity to motivate teams are essential for catalysing change and enhancing performance. Also, with extensive knowledge of labour laws and workforce regulations, HR professionals ensure company compliance, thereby mitigating potential risks. Their negotiation prowess, too, plays a crucial role in managing employee relations and ensuring a harmonious work environment.

Embracing Transferrable Skills

Nair leveraged this HR expertise to pinpoint and address Chanel’s operations and culture gaps. She embraced diversity and inclusion as powerful pillars for shaping an environment where everyone could contribute to the company’s success. Recognising and leveraging her broad skill set, she is a shining example of the power of transferrable skills.

Nair’s career trajectory demonstrates the versatility and adaptability that comes with strong transferrable skills. Her story iterates the need for us to reassess our skill sets, identify our transferrable skills, and realise the vast potential that lies in front of us. She has proven that her background in human resources, far from being a hindrance, has been a transformative force.

Championing DE&I

Also, diversity and inclusion at leadership and board levels have been underscored by her inspiring ascent as a woman of colour in the business world. Her journey to prominence in an often uniform business landscape is a testament to her unparalleled leadership, resilience, and talent. Breaking barriers and challenging the status quo, her path serves as a guiding light for ambitious professionals from various backgrounds.

Furthermore, it underlines the depth and value that diversity brings to decision-making, innovation, and organisational culture. By celebrating Nair’s accomplishments, we envision a future where diversity and inclusion are not just corporate jargon, but essential elements of leadership and boardroom dynamics.

Why HR Professionals should be inspired

Leena Nair’s ascent from CHRO to CEO serves as an inspiration for HR professionals and women across the globe. Her advocacy for diversity, equity and inclusion is an enduring testament to her leadership, and her HR skills have proven to be a valuable asset in her role as CEO. It’s a powerful reminder that the skills honed in human resources can indeed be leveraged to drive organisational success at the highest level.

Leila Lim

Managing Partner,
Asia Pacific, Lim-Loges & Masters

About Lim-Loges & Masters

Lim-Loges & Masters (LLM) is an award-winning boutique C-suite recruitment & HR consulting agency offering Executive Search, Transition Management and Disruption Management expertise across Asia Pacific. LLM partners with multinational companies seeking to transform their organisations through their people. It supports businesses needing to engage talent in a radical way to meet the future of work. Find out more: https://limlogesmasters.com/

As populations in Asia grow older, the impact of an ageing population on the future of work is becoming increasingly important. As it currently stands, many economies in developing Asia are in a situation where they will grow old before they get rich!

The effects of this demographic shift on the future of work are far-reaching, necessitating innovative strategies and adaptations across corporate landscapes. Businesses and organisations across various sectors must transform their operations, workforce dynamics, and training protocols. The focus lies in equipping HR professionals with the tools to drive effective changes in response to the new demands from top-tier leaders and executives. But how do businesses adapt strategies related to age diversity and create long-term stability for all stakeholders?

The ageing population in Asia and its implications for the future of work

As the world’s population ages, the implications for the future of work are becoming increasingly apparent. In Asia, where more than half of the world’s elderly population lives, this trend is particularly pronounced. According to the Asian Development Bank, by 2050, individuals aged 65 and above will account for 18%, or 800 million, of the region’s total population, up from only 8% in 2019. This is compounded by the fact that there is a shrinking workforce as the number of people aged between 16 and 64 is set to peak by 2045 and then begin declining.

This demographic shift profoundly impacts the region’s workforce, as older workers remain in their jobs longer and younger workers struggle to secure employment in a highly competitive job market. To effectively address these challenges, businesses in Asia need to adapt to the changing needs of their workforce and invest in training and development programs that support both older and younger workers. Only by doing so can they ensure their organisations’ continued growth and prosperity in the years to come.

How to attract and retain an older workforce?

With this ageing workforce, companies must create environments that welcome older employees; a well-designed, inclusive workplace that helps retain experienced workers who may otherwise be pressured to retire. In turn, this can benefit the company by ensuring continuity of knowledge and skills and providing a mature and stable culture.

It’s high time businesses unlock the untapped potential of older workers, coupling the wisdom, experience, and skills they offer with the enthusiasm and innovation of the younger workforce. This diversity can become an organisation’s secret weapon to outpace competitors. We need not just an environment that merely appreciates older employees but one that truly celebrates their unique insights, perspectives, and contributions. In doing so, we attract a rich tapestry of talent and foster a thriving workforce that carries the organisation into a prosperous future.

Leveraging technology to support the needs of an ageing workforce

Technology has also become a game changer in supporting the needs of our ageing workforce. It’s not just drawing senior workers back into the labour market but also supercharging their productivity. We are no longer in an era of manual, physically draining tasks but an age of automation, where industrial robots are set to increase by a staggering 120% from 2016 to 2020.

Moreover, technology is redesigning the way we work, implementing flexible work practices that appeal to a broad spectrum of workers. Also, with the assistance of new technology, job-matching and training services are set to fuel the participation of seniors in the workforce. Think innovative, customised, and interactive training using cutting-edge technology – it’s the future of skill-building for our senior workforce

Maximising the potential of mature workers through job redesign

It’s also become increasingly essential for employers to find ways of maximising the potential of their mature workers. Redesigning job roles and responsibilities to reflect the skills and experience of this cohort of employees can go a long way in achieving this goal.

Mature workers are invaluable, possessing a wealth of knowledge and expertise that can only be gained through years of experience. By tapping into this resource, businesses can benefit from increased productivity, better problem-solving skills, and improved employee retention rates. Additionally, by redesigning job roles and responsibilities to allow for more flexibility and creativity, mature workers can continue contributing meaningfully while reaping the benefits of a fulfilling and satisfying career.

Re-evaluation of workplace policies to improve job quality for mature workers

To retain experienced and skilled workers, companies must re-evaluate their workplace policies. This can ensure that older workers can access flexible schedules, training opportunities, and other benefits that cater to their needs. For instance, offering mentorship programmes can help more senior employees feel valued and invested in the company’s growth. Implementing such policies can lead to higher job satisfaction and better performance from mature workers, ultimately benefiting both the employee and the employer. As businesses adapt to the changes in the modern workforce, prioritising the needs of older workers can positively impact the bottom line.

Strategies to capitalise on what an ageing workforce offers

Employers can reap significant benefits as the workforce ages by leveraging their senior employees’ experience, knowledge and skills. Undoubtedly, the ageing workforce presents unique challenges, including the potential for higher healthcare costs, absences, and reduced productivity. However, forward-thinking employers can tackle these concerns by considering innovative strategies to capitalise on the advantages of their older employees.

For instance, companies can invest in training opportunities for senior staff to build new skills and competencies to keep pace with technology advancements. Additionally, allowing flexible working options can help retain top-performing employees, reduce absenteeism and boost morale.

Ultimately, employers who embrace the benefits of their ageing workforce can gain a competitive edge, enhanced creativity and innovation, and an inclusive, diverse, and vibrant workplace culture.

Top Tips for Leaders to Manage an Aging Workforce

• Embrace Diversity

Embrace age diversity as an asset. Older workers bring years of experience, wisdom, and stability to the workplace. Recognising and valuing these distinct perspectives can stimulate creativity, innovation, and problem-solving.

• Invest in Training

Invest in continuous learning and development programs tailored to the needs of the older workforce. This can include digital literacy training or upskilling initiatives to keep pace with technological advancements.

• Promote Flexibility

Implement flexible work arrangements such as remote work, part-time hours, or job sharing. This not only accommodates the needs of older workers, but also fosters a more inclusive work environment.

• Prioritise Health and Wellness

Prioritise health and wellness initiatives catering to older employees’ specific needs. This could include ergonomic workspaces, wellness programs, or health insurance benefits suited to their needs

• Encourage Mentorship

Establish mentorship programs that allow older workers to share knowledge and expertise with younger employees. This can foster a culture of learning and respect across different generations.

• Re-evaluate Workplace Policies

Regularly review and update workplace policies to ensure they cater to the evolving needs of an ageing workforce. This can enhance job satisfaction, retention rates, and overall workplace morale.

• Leverage Technology

Leverage technology to aid older employees that can enhance efficiency and comfort in the workplace.

By implementing these strategies, leaders can create a supportive and productive work environment that values the contributions of an ageing workforce.

Asia’s rapidly greying population is set to redefine the landscape of work. This demographic shift isn’t just a challenge; it’s an opportunity to tap into a reservoir of wisdom and experience – to supercharge your business with seasoned professionals. Implementing policies that leverage the unique strengths of these mature workers can transform your workplace into a model of sustainable success.

Disruption is inevitable. It can be a positive or negative force, but companies must be prepared for it. With Disruption Management shaping Asia, unprepared companies that lack support to manage the challenges and opportunities it presents will find themselves at a disadvantage.

With Asia a continent that is constantly evolving, new technologies and industries are always emerging, which can lead to disruptions in the market. Recent research from the Harvard School of Business found that more than nine in ten (92%) of businesses in Asia Pacific stated that an adaptive culture and continuous employee upskilling are very important. However, only 30% say their organisation is prepared for unexpected changes or disruptions. Therefore, unless these disruptions are identified and managed, they can cause significant damage to a company.

Why do companies need a robust disruption management strategy?

There are many benefits to having an effective disruption management strategy. It can help companies avoid financial losses, protect their reputation, and maintain a competitive edge. Additionally, it can help companies adapt to changes in the market and keep up with new technologies.

However, implementing an effective disruption management strategy is not easy. It requires a lot of planning and resources. Additionally, companies need to be able to identify potential disruptions early on and have a plan in place to deal with them.

How to implement a disruption management strategy

The first step is to identify the different types of disruptions that can occur. There are four main types of disruption: technological, economic, political, and social – each with its own challenges and opportunities.

• Technological disruptions – new technologies are rapidly entering the market and are a powerful force for change, disrupting the way we do things and creating new economic value. Digitisation and big data are fuelling new business models, for example, e-commerce platforms like Alibaba, Grab and WeChat. They levelled the playing field when they launched, enabling emerging-market companies and small businesses alike to challenge larger industry incumbents from advanced economies.
• Economic disruptions – are caused by changes in the economy. For example, the global financial crisis of 2008, Covid and the war in Ukraine have upended the global economy causing humanitarian crises, price rises, inflation and slowing growth. The outlook for the world economy is not looking promising. The UN reported that GDP growth has been cut to just 3% over two years, with significant downside risks from further intensified war in Ukraine and faster than expected monetary tightening by developed country central banks. All this is against a backdrop where economic activity remains uncertain due both external factors like trade tensions between China/US.
• Political disruptions – such as changes in government policies or regulations – can significantly impact businesses. In a rapidly changing and increasingly interconnected world, leaders need to be prepared for disruptions that can travel around the world quickly. A recent MGI survey found that global executives believe macroeconomic and geopolitical instability are the biggest risks to their growth. In the Asia-Pacific region, businesses face potential challenges from issues such as disputes in the South China Sea and volatility in economic growth in several countries. It is essential for companies to monitor these political disruptions and be prepared for how they may change the operating environment.
• Social disruption – is an event or change that causes a significant break from social norms or values. In recent years, there have been several social disruptions that have had a profound impact on societies and businesses around the world. For example, COVID-19 has been one of the most significant social disruptions in recent history, causing widespread economic disruption and upending social norms. The #MeToo movement and the legalisation of same-sex marriage are two other examples of social disruptions that have significantly impacted how we live and interact with one another.

The second step is to develop a plan to deal with each type of disruption. The plan should include measures such as identifying the risks, assessing the impact, and developing mitigation strategies.

Third, companies must put the plan into action and monitor the results. This includes regularly reviewing the plan, making necessary changes, and implementing a system to respond quickly to disruptions.

Finally, companies must seek out support when implementing a disruption management strategy. Many service providers can help companies with all aspects of their strategy, from identifying risks to developing mitigation plans. Additionally, software solutions can help companies automate some of the steps.

Developing an effective disruption management strategy is essential for any company operating in today’s global economy. By creating a comprehensive strategy, companies can protect themselves from the adverse effects of disruptions and take advantage of the opportunities they present. Additionally, seeking out support from service providers and software solutions can help companies ensure that their strategy is implemented successfully.

HELPING COMPANIES RESPOND TO DISRUPTION THROUGH INNOVATION

We live in a fast-moving world where disruption has become a way of life. At Lim-Loges & Masters, we offer a forward-thinking, innovative approach to help organisations remain at the forefront of change. We help our clients identify and prepare for any disruption through innovation, giving them the confidence to mitigate, manage and find opportunities created by disruptions before, during or after it has happened.

• We empower leaders and individuals to create and embed an environment of innovation to solve any problem and ensure their organisation is future-ready.
• We combine design thinking, behavioural insights, and lean processing principles to create a holistic and innovative problem-solving toolkit.
• We strive to help drive impactful change and pivot your organisational transformation.

If you’re facing disruption challenges and want help developing a strategic plan to deal with them, please contact Lim-Loges & Masters. Our team is ready and waiting to help you drive impactful change and pivot your organisational transformation.

Transition management is essential in organisational change and transforming a company’s growth and success. Many businesses have failed because they could not undergo a smooth transformation from one phase of their operation to another.

When a company faces significant and complex environmental changes, it is often unable to respond effectively, impacting its future success. This can lead a business to lose sales, profits, and their best people and negatively affect stock values. Eventually, recovery might occur but sometimes with painful downsizing measures taken by management teams to mitigate further damage. This seems dramatic but highlights the importance of managing change effectively.

According to Refinitiv in 2021, there was over $5.9 trillion in deals transacted globally. However, a recent Harvard Business Review study reported that between 70% and 90% of transactions fail. 

The reasons for this lack of M&A success? A lack of commitment among management, unclear strategy and objectives and poor cultural fit.

With this in mind, companies undergoing change need support in these areas to achieve success. External support helps establish clearly communicated goals and objectives, gain an understanding of how each company works and its culture, and also identifying key talent. This also applies to those organisations experiencing turbulence caused by other changes – leadership shake-ups or a company restructure.

What is the goal of Transition Management?

It’s designed to help companies make changes in a way that minimises disruptions and maximises opportunities. It can be used to make modifications at all levels of an organisation, from minor adjustments in a team’s structure to large-scale changes in the business culture. It’s also about helping people cope and adapt to the changes in their work lives so they feel more comfortable with change and see the opportunities it can bring.

Whether it’s a merger, acquisition, downsizing, or even just a shift in business strategy, these changes can be challenging to manage without the help of an experienced transition team. They can assist companies in navigating through periods of change, ensuring that the changes are made smoothly and efficiently, and work closely with companies to understand the goals of the change, develop a plan to implement the change, and then help to execute that plan.

Some of the benefits of working with a transition management consultant include the following:

• Improved communication : helping to enhance communication between all parties involved in the change, including employees, shareholders, and customers. This improved communication can help to ensure that everyone is on the same page and that the transformation is executed smoothly.
• Reduced stress: Trying to manage a significant change on your own can be highly stressful. Working with a transformation expert can help to take some of the pressure off you and your team, allowing you to focus on other essential aspects of running your business.
• Increased efficiency: An experienced transition manager will have a wealth of experience navigating similar changes. This experience can help to ensure that the change is made efficiently and with minimal disruptions.

Championing change. Developing people.

Mergers, acquisitions and organisational restructuring require well-honed expertise to secure a smooth and successful transition for your company and employees. At Lim-Loges & Masters, we understand companies’ issues during critical transitions. Specialising in competency design, employer branding, workplace culture and leadership coaching, our experts ensure a quality conversation to drive transformational change. change and tackle tomorrow’s organisational challenges. 

Human Resources Advisory

As market leaders in HR advisory services, we develop and apply tailored, innovative and comprehensive strategies that enable organisations to enhance their competitive edge in this ever-evolving and disrupted landscape. We provide holistic guidance to companies in the Asia Pacific region going through a merger or acquisition. Our local input and global insights enable us to define and execute valid and flexible HR integration strategies aligning with an organisation’s strategic goals and address the fast-paced diligence process.

Capability Assessment

We also carry out qualitative and quantitative management assessments to evaluate current talent solutions and offer tactical advice on how to refresh and harness human capital to facilitate success now and in the future.

Leadership Development

Successful companies know that long-term success depends on adaptable leaders who can overcome challenges and seize opportunities. Our company specialises in leadership development and executive training programmes to help managers achieve this success. Our approach is tailored to your needs and draws on our deep industry experience to help you navigate transitions and drive transformational change.

Coaching and Counselling

We are an experienced team of coaches who offer customised expertise in personal relationship management, conflict mediation and anger re-upbringing. We guide individuals or teams through today’s highly complex environment to improve attrition rates while enhancing performance for greater results at work.

If your company is facing a period of disruption and change, or you’re looking for ways to improve your organisation’s success, contact us to learn more about our Transition Management services.

In Asia, the current skills crisis and Great Resignation are changing how organisations look at potential leadership talent. No longer is it enough to have a wealth of experience and training in a particular field. Today’s senior executives must be innovative, able to adapt quickly and learn new skills on the job. This means that executive search specialists must reconsider what they look for in leadership candidates and how they assess their cultural fit and attitude to help organisations define competencies.

As businesses face disrupted industries and new technologies, the ability to adapt quickly has become essential. Many believe that the traditional executive education model – where employees are trained in specific skills for a particular role – is no longer fit for purpose. In its place, a more flexible and agile approach is needed. This means that companies need to find executives that think ”outside the box”, are able to learn new skills quickly, and can apply them in a range of different contexts.

Top three future skills leaders require:

Adaptability

The ability to adapt to change is becoming increasingly important as the world around us continues to evolve. With technology and globalisation constantly changing the work landscape, those who can adapt quickly will be the most successful.

Global perspective

With businesses becoming increasingly international, leaders need to have a global perspective. Those who can see the big picture and understand different cultures will be at an advantage.

Innovation

Leaders need to be looking for executives who are not afraid to take risks and are always thinking about how to improve. In a world where technology is constantly changing, those able to think outside the box and develop new ideas will be the most successful.

Leadership skills are vital in directing company success, but they’re also important in keeping a workforce engaged and productive. In fact, 48% of leaders in a recent Gallup survey said that leadership quality is very important to them, up from 34% in 2011.

The Gallup survey also highlighted that 55% of CEOs say developing the next generation of leaders is their top challenge. However, only 11% of HR leaders feel they have a strong bench that can take over key leadership roles in the future. This leaves many companies with leadership gaps and issues with succession planning.

Although future skills and competencies are important, cultural fit is also essential. It’s critical that candidates possess the right attitude and be culturally aligned with the company.

Finding the right leaders with the right skills and competencies is not the only factor in the recruitment process. With the war for talent becoming increasingly competitive, companies must be able to identify and attract top candidates. To become a company of choice, organisations need to create a solid and positive reputation to be more attractive to potential leaders.

There are many ways to do this, but some common methods include promoting your company culture, investing in employee development, and offering competitive benefits packages. Doing this can help ensure that your company is seen as a desirable place to work, which will make it easier to appeal to top talent.

How to Attract Top Talent in the Asia Pacific Region

To compete in the global marketplace, companies need to recruit leaders with the necessary skills and capabilities. This involves executive recruitment specialists rethinking their approach to candidate assessment. No longer able to rely on experience or qualifications alone, they must look for evidence of potential and attitude. This shift has been driven in part by the rise of social media and online platforms, which have made it easier for candidates to showcase their abilities. The increasing use of data in recruitment has also allowed recruiters to identify potential future leaders more easily.

Independent third-party assessments are a great way to identify the attributes needed, especially in Asia where cultural differences can make it difficult to assess leadership potential. Such assessments can help organisations identify individuals with the potential, and also help distinguish the skills and attributes most important for future leaders.

With the right tools and approach, companies and executive recruiters can find the best candidates for future success. This significant shift in attitude will help leaders in Asia-Pacific stay ahead of the game and be prepared for what disruptions lie ahead.

If you’re looking for top candidates in Asia, get in touch with our team of expert C-suite executive recruiters today. We can help you find the right leadership talent for your future success.

About Lim-Loges & Masters

Lim-Loges & Masters (LLM) is an award-winning boutique HR consulting agency offering expertise in three distinct, yet connected services – Executive Search, Transition Management and Disruption Management across Asia Pacific. LLM partners with multinational companies seeking to transform their organisations through their people. It’s streamlined processes embed the right HR infrastructure to secure tomorrow’s leaders and spur transformational change across organisations.

Focusing on Asia, the LLM team helps companies minimise risks and manage talent through a deep understanding of Asia Pacific’s business climate. LLM has a presence in Indochina, South East Asia, China, Hong Kong, India and its regional HQ, Singapore, with international affiliates in the UK.

We live and work in a world that’s in a state of constant change. Volatility, uncertainty, complexity, and ambiguity (VUCA) are the new norm. Companies across Asia must constantly manage and overcome ongoing disruptions that occur not just in their industries but across the globe, impacting international economics and politics – Covid and now the tragic war in Ukraine are testaments to this.

Leaders in Asia-Pacific cannot avoid the impact of VUCA inherent in today’s business environment. Clear strategies and agile leadership are essential to navigating the choppy waters and still achieving organisational goals. This also relates to executive search, where companies need to ensure they hire the best leadership talent for the organisation; leaders with the skills necessary to embrace and manage disruption and lead transitional change now and in the unforeseen future across the region.

Be Aware of the Volatility in the Job Market

The job market is constantly changing with jobs created and destroyed faster than ever before. The skills required for specific positions are also changing rapidly. Companies must be aware of these changes and stay up to date on the latest trends across Asia. This will help them better match candidates with the right jobs and identify potential opportunities.

Be Prepared for Uncertainty in the Business World

The business world and economic landscape in Asia is continually shifting. For example, countries like China are forecasting slower growth in 2022, potentially affecting job creation; and companies are perpetually being acquired, merged, or restructured, leading to immense uncertainty.

Merger and acquisition activity in APAC has been highly active in the past year, with countries like South Korea facing a record-breaking year. This is expected to continue in Southeast Asia as the region rebounds to pre-pandemic levels in 2022, thanks to both a surge in digital transformation and

divesting themselves from past burdensome regulations.

With so much change happening across Asia, it’s hard to know what tomorrow will bring. Therefore, leaders today need to be prepared for anything and everything, able to plan and adapt on the fly when things take an unexpected turn. One of the best ways to prepare for uncertainty is to build a strong leadership team through effective executive search; leaders committed to the success of the business able to think and make decisions quickly.

Deal with Complexity in the Workplace

Globalisation, technology, and the growing pace of change are making the workplace increasingly more complex. As a result, leaders must be able to cope with ambiguity and uncertainty and make decisions in the face of conflicting demands in our VUCA world. Companies across Asia must understand the changing nature of work and the skills leaders need to thrive in such a complex environment. Executive search plays a vital role in recruiting such leaders who can deal with this complexity and provide advice on developing leadership talent within an organisation.

Be Aware of the Ambiguity in the Recruitment Process

An organisation’s success depends on having strong leadership at its helm. But with the executive search process fraught with uncertainty, it can be challenging. With organisations constantly evolving and changing the business landscape, the requirements of a new leader persistently shift – there is no one-size-fits-all solution. Executive recruitment requires a flexible approach to successfully recruit the best leaders.

With the VUCA environment fast becoming the new normal in Asia and worldwide, leading management colleges are even adapting their programmes and syllabuses to appropriately train students to be VUCA ready. For example, in India, top schools like the Asian Business School (ABS), include content teaching students about the demands of our VUCA world.

The Executive Search Process in a VUCA world

When heading into any search process, a clear vision and strategy are critical to identify the type of leader needed to achieve an organisation’s future goals. With so much volatility, leaders must have the capabilities to adapt quickly and proactively make decisions. For example, in 2021, companies were forced to cut costs, optimise operations, and streamline personnel to increase operational flexibility and protect profitability. Now, with Covid becoming an endemic, Asian countries can re-think and rebound with high vaccination rates, steady growth, and a strong consumer base.

Implementing a solid plan ensures a company remains on track even in turbulent times. However, having a great strategy is not enough. Leaders also need to be aware of the changes happening within their industry and how those shifts might impact the search process. For example, if a technological shift is expected to occur, companies need to ensure that their new leader is comfortable with and understands those technologies. The last thing any organisation wants is for their leadership team is to be unable to keep up with the latest trends and developments in their field.

While there are certainly challenges involved in executive search in a VUCA world, companies in Asia can overcome them by being aware of what they are and having a plan to address them. Organisations will be well-positioned to identify and hire the right leaders they need to succeed by taking these steps.

The recruitment of senior leadership talent is critical for organisational success. With the Fourth Industrial Revolution causing massive technological shifts, AI has become a game-changer in boosting executive recruitment efforts to build and nurture talent. However, with HR known to be very human and personal, it’s essential that the adoption of technology not only attracts and keeps top talent but does not overshadow the essential human touch.

Talent acquisition experts are increasingly using technology to alleviate administrative burdens and help recruit and engage the best leadership talent. AI is recognised to provide better analysis, predictions, and information diagnoses; it offers simplified processes for scheduling interviews, screening resumes and assessing and identifying talented leaders. It leads to saving time and effort from investing in lousy leadership hires, enabling the focus of recruitment efforts in the right place.

Technology allows talent acquisition specialists to become more efficient and able to conduct a broader range of searches and further develop leadership relationships. With more time spent working closely with high-potential candidates, they provide more opportunities to identify the best talent for an organisation. The result is a talent pipeline more in sync with the company’s needs and identifying the best-fitting leaders.

Also, it is also extremely tough for recruitment experts to acquire leaders with the right future-ready traits, in-depth industry knowledge, years of professional experience, and high salary demands. So, digital technology that helps with this challenge can only be beneficial and invaluable in proving and quantifying the impact of bringing innovative and experienced senior leaders on board.

However, although AI tools are quick to sift through massive data sets and easily evaluate applicants for senior leadership and managerial roles, we must bear in mind that candidates are not solely chosen based on qualifications, experiences, and keywords. There is also their personal branding on digital platforms, referral networks and LinkedIn recommendations, and more importantly, their personal and soft skills.

Therefore despite technology being a powerful tool, it cannot assess these personal branding issues and the all-important soft skills required of leaders that drive innovation, such as creativity, persuasion, collaboration, adaptability and time management. AI cannot manage how people manage and lead others. And for executive recruiters, AI does not stand a chance in areas such as face-to-face interviewing, assessing for cultural fit, headhunting from competitors, building talent pools, gathering candidate feedback, delivering constructive criticism, building relationships and conveying culture about the employer’s brand!

The fact is, recruitment technology is fantastic, but it must work with the human touch to be successful. In talent acquisition, you can’t eliminate people from the people industry. Sensitivity, sound judgement, reasoning, empathy, intuitiveness, persuasion and negotiation skills – are all crucial human skills in the executive recruitment equation that cannot be assessed digitally and only though human touch!  

As the COVID-19 pandemic continues to disrupt companies, industries and countries globally, leadership recruitment is more critical than ever. The challenges and impact of today’s uncertain times are forcing organisations to recognise that to survive, they need the right executive team in place, with the right skillsets – which may involve changing their business model and the recruitment of more effective leaders. With this in mind, what type of leaders and C-Suite executives should companies be looking for to help them reach their future ambitions?

Talent acquisition has become more than simply replacing a specific position; it’s about looking beyond the organisation’s immediate needs and considering the future skills required by a company for it to achieve long-term sustainability. The current CEO or Country Head, for example, might be great at tackling yesterday’s challenges but might not have the essential skills needed to exploit necessary opportunities for the company going forward. As ongoing disruption from the likes of Covid has shown, leaders must be able to manage the unexpected, innovate, constantly anticipate, have the ability to withstand change and a readiness to adapt.

There is also the issue of diversity that has become a business-critical imperative and a prominent aspect of C-Suite talent acquisition. Companies need to look for more culturally aware leaders with a global mindset, able to think beyond just the organisation.

Covid has also highlighted the need for a more empathetic and open workplace. Therefore, leaders today need more than just experience and a high IQ; they need emotional intelligence to fully understand and acknowledge a situation, know how to treat people, and accept innovative suggestions from across the organisation.

Once a company understands the leadership skills needed for its organisation to thrive, it’s sensible to undergo a management assessment.  This identifies the core leadership skills missing in the organisation and the type of leaders they may need to recruit to help them navigate today’s (and tomorrow’s) constantly changing business landscape.

However, to find these future-ready, diversity-aware, and empathetic new leaders requires looking at a wider pool of international candidates from different sectors or industries. Companies must be brave and allow recruitment to go beyond hiring from direct competitors or the same sector and look at world-class talent in other areas, industries and even countries. This brings new perspectives and easily transferrable capabilities, opening a whole world of available talent beyond the traditional boundaries of old.  

If the last year has taught us anything, although some leadership qualities and skills are still vital — determination, effective communication, passion — for strong leadership, it is also essential to be agile, culturally aware, empathetic, innovative and adaptive.

Lim-Loges & Masters can help you with your coaching needs and help drive sustainable transformation through three distinct and yet connected offerings – refreshing and expanding your senior personnel (Executive Search), digital disruption strategies (Disruption Management), and people & change management initiatives (Transition Management).