The Asia-Pacific Career Guide gives insight into the world of employment outlook and opportunities for the next-in-line managers across the APAC region.
GEMs - Insights from Emerging Markets - February 2012TNS
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Recently HSBC ran an advertisement with a message saying that âIn the future, there will be no markets left waiting to emerge. By 2050, 19 of the 30 largest economies will be in countries we now call emergingâ. We at TNS well understand this sentiment and recognise the limited lifespan of bringing out a publication focusing on the emerging markets. It is not surprising that as emerging markets unshackle and assert themselves, they will continue their march towards progress and provide better lives for their citizens as well as better opportunities to marketers.
In this issue of GEMS we present to you another set of insights from emerging markets. This time we focus on the BoP (Base of the Pyramid) consumers whose increased consumption could provide the emerging markets with a much-needed cushion against the turbulence in the developed economies. We hope you enjoy the articles.
GEMs - Insights from Emerging Markets - February 2012TNS
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Recently HSBC ran an advertisement with a message saying that âIn the future, there will be no markets left waiting to emerge. By 2050, 19 of the 30 largest economies will be in countries we now call emergingâ. We at TNS well understand this sentiment and recognise the limited lifespan of bringing out a publication focusing on the emerging markets. It is not surprising that as emerging markets unshackle and assert themselves, they will continue their march towards progress and provide better lives for their citizens as well as better opportunities to marketers.
In this issue of GEMS we present to you another set of insights from emerging markets. This time we focus on the BoP (Base of the Pyramid) consumers whose increased consumption could provide the emerging markets with a much-needed cushion against the turbulence in the developed economies. We hope you enjoy the articles.
Kibuuka Muhammad journal1 etal 2013: SMALL-SCALE ENTREPRENEURSâ SUCCESS IN K...Muhammad Kibuuka
Â
JULY, 2013
This study was conducted in Kampala District, the abode of most SSEs, in welding, metal works, sole shops, schools, restaurants and other professional firms. Although Uganda ranks high on entrepreneurial index in the world (Namatovu et al, 2010), mortality rate of new SSE is very high (Lois & Annette, 2005). Ishengoma & Kappel (2008) noted that most SSE in Uganda die in their first two years, majority employ less than 5 workers and contribute less than 20% to GDP. According to Ssempebwa, 78% of SSEs in Kampala are constrained and so have limited chances of success (MoFPED, 2008).
Dr. Kibuuka Muhammad journal_article: Small Business SuccessMuhammad Kibuuka
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This study was conducted in Kampala District, the abode of most SSEs, in welding, metal works, sole shops, schools, restaurants and other professional firms. Although Uganda ranks high on entrepreneurial index in the world (Namatovu et al, 2010), mortality rate of new SSE is very high (Lois & Annette, 2005). Ishengoma & Kappel (2008) noted that most SSE in Uganda die in their first two years, majority employ less than 5 workers and contribute less than 20% to GDP. According to Ssempebwa, 78% of SSEs in Kampala are constrained and so have limited chances of success (MoFPED, 2008).
The Foreign Education Providers Bill, once approved by the Union Cabinet, is expected to open up significant investment opportunities by US companies and institutions in the higher education space in India. With the passage of this bill, foreign education providers will be able to set up independent colleges which will be treated as deemed universities, offering independent degrees without having to seek affiliation from an Indian university or tying up with one in partnership. This in turn will raise the standard of higher education available to greater numbers of Indian students.
Managerial skills and success of Small-scale entrepreneurs in Kampala UgandaMuhammad Kibuuka
Â
Managerial skills are key to success of any business venture whether small or large. Poor management is one of the principle causes of business failure in most African countries.
The graphics presented here are designed to help you remember what you heard from our company overview quickly and clearly.
Our goal is to help you visualize your potential
career with Transamerica Financial Advisors while learning about our industry and our company.
In June 2007, CEOs and presidents of Ontario's high performance firms gathered at the Wisdom Exchange to expand their business network, share best practices, benchmark growth strategies and gain advice and insights critical to success.
Detailed Analysis of Tata Motors Ltd. by calculating its cost of capital usin...Tushar Sharma
Â
The purpose of the study is to do a detailed analysis of a manufacturing company, Tata Motors Ltd. In this report, we have calculated the beta, cost of equity and the cost of capital for Tata Motors Ltd., one of the largest two-wheeler manufacturing organizations in India. Along with this, we have also studied the capital structure and calculated the degree of financial and operating leverages of Tata Motors Ltd. for the years 2014-15. Data for calculating the beta and risk free rate has been obtained from the Ace Equity. To find out the capital structure and the degree of financial and operating leverage, data has been taken from the annual report of the company
2009 04 Growth Opportunities In Asia Pacific Rail Markets Frost & SullivanAlvin Chua
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The Asia Pacific rail industry is being viewed globally as a multi-million dollar industry with tremendous untapped potential and is expected to be one of the high growth - high potential markets in the world. This is especially true in the case of high speed rail projects and MRT (Mass Rapid Transit) services, which require superior technical capabilities to build. Several Asian countries have collaborated with international rail infrastructure companies for their MRT projects.
The rail industry has also come a long way as a key mode of freight transportation. Key economies such as China, India, Malaysia and Australia are expected to focus their future development projects towards building their rail infrastructure for freight transportation. High fluctuations in fuel prices and increased urbanization and traffic congestion on roads have triggered the shift towards higher use of railways for freight transportation. With the rail industry across the region also queuing up to attract customers for freight movement, there certainly exists opportunities for Logistics companies, Rail Organizations, Planning bodies, ICT Solution Providers and Real Estate Solution Providers to tap a large portion of the rail freight market.
Frost & Sullivan\'s Consultant, Rohit Gunavanthe, has completed extensive analysis for the Asia Pacific Rail markets and shares his findings in this presentation.
Kibuuka Muhammad journal1 etal 2013: SMALL-SCALE ENTREPRENEURSâ SUCCESS IN K...Muhammad Kibuuka
Â
JULY, 2013
This study was conducted in Kampala District, the abode of most SSEs, in welding, metal works, sole shops, schools, restaurants and other professional firms. Although Uganda ranks high on entrepreneurial index in the world (Namatovu et al, 2010), mortality rate of new SSE is very high (Lois & Annette, 2005). Ishengoma & Kappel (2008) noted that most SSE in Uganda die in their first two years, majority employ less than 5 workers and contribute less than 20% to GDP. According to Ssempebwa, 78% of SSEs in Kampala are constrained and so have limited chances of success (MoFPED, 2008).
Dr. Kibuuka Muhammad journal_article: Small Business SuccessMuhammad Kibuuka
Â
This study was conducted in Kampala District, the abode of most SSEs, in welding, metal works, sole shops, schools, restaurants and other professional firms. Although Uganda ranks high on entrepreneurial index in the world (Namatovu et al, 2010), mortality rate of new SSE is very high (Lois & Annette, 2005). Ishengoma & Kappel (2008) noted that most SSE in Uganda die in their first two years, majority employ less than 5 workers and contribute less than 20% to GDP. According to Ssempebwa, 78% of SSEs in Kampala are constrained and so have limited chances of success (MoFPED, 2008).
The Foreign Education Providers Bill, once approved by the Union Cabinet, is expected to open up significant investment opportunities by US companies and institutions in the higher education space in India. With the passage of this bill, foreign education providers will be able to set up independent colleges which will be treated as deemed universities, offering independent degrees without having to seek affiliation from an Indian university or tying up with one in partnership. This in turn will raise the standard of higher education available to greater numbers of Indian students.
Managerial skills and success of Small-scale entrepreneurs in Kampala UgandaMuhammad Kibuuka
Â
Managerial skills are key to success of any business venture whether small or large. Poor management is one of the principle causes of business failure in most African countries.
The graphics presented here are designed to help you remember what you heard from our company overview quickly and clearly.
Our goal is to help you visualize your potential
career with Transamerica Financial Advisors while learning about our industry and our company.
In June 2007, CEOs and presidents of Ontario's high performance firms gathered at the Wisdom Exchange to expand their business network, share best practices, benchmark growth strategies and gain advice and insights critical to success.
Detailed Analysis of Tata Motors Ltd. by calculating its cost of capital usin...Tushar Sharma
Â
The purpose of the study is to do a detailed analysis of a manufacturing company, Tata Motors Ltd. In this report, we have calculated the beta, cost of equity and the cost of capital for Tata Motors Ltd., one of the largest two-wheeler manufacturing organizations in India. Along with this, we have also studied the capital structure and calculated the degree of financial and operating leverages of Tata Motors Ltd. for the years 2014-15. Data for calculating the beta and risk free rate has been obtained from the Ace Equity. To find out the capital structure and the degree of financial and operating leverage, data has been taken from the annual report of the company
2009 04 Growth Opportunities In Asia Pacific Rail Markets Frost & SullivanAlvin Chua
Â
The Asia Pacific rail industry is being viewed globally as a multi-million dollar industry with tremendous untapped potential and is expected to be one of the high growth - high potential markets in the world. This is especially true in the case of high speed rail projects and MRT (Mass Rapid Transit) services, which require superior technical capabilities to build. Several Asian countries have collaborated with international rail infrastructure companies for their MRT projects.
The rail industry has also come a long way as a key mode of freight transportation. Key economies such as China, India, Malaysia and Australia are expected to focus their future development projects towards building their rail infrastructure for freight transportation. High fluctuations in fuel prices and increased urbanization and traffic congestion on roads have triggered the shift towards higher use of railways for freight transportation. With the rail industry across the region also queuing up to attract customers for freight movement, there certainly exists opportunities for Logistics companies, Rail Organizations, Planning bodies, ICT Solution Providers and Real Estate Solution Providers to tap a large portion of the rail freight market.
Frost & Sullivan\'s Consultant, Rohit Gunavanthe, has completed extensive analysis for the Asia Pacific Rail markets and shares his findings in this presentation.
People and Corruption Asia Pacific â Global Corruption BarometerMYO AUNG Myanmar
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http://www.transparency.org/whatwedo/publication/people_and_corruption_asia_pacific_global_corruption_barometer
PEOPLE AND CORRUPTION: ASIA PACIFIC â GLOBAL CORRUPTION BAROMETER
Filed under - Surveys
Report published 7 March 2017
In the most extensive survey of its kind, we spoke to 21,861 people in 16 countries, regions and territories across the Asia Pacific region between July 2015 and January 2017 about their perceptions and experiences of corruption. The survey results show a great diversity in the corruption risks across the region, but in every country surveyed there is scope for improved approaches to corruption prevention.
A in-depth view on the Asia Pacific Economic Forum and everything it stands for and represents. A continuum of information starting from its formation to present-day happenings.
India Automobiles Sector Report April 2014iimjobs.com
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For leading industry jobs, please visit www.iimjobs.com
India Automobiles Sector Report April 2014
India represents one of the worldâs largest automobile industries. Easy availability of finance and rising income levels are encouraging the middle class population to upgrade their two wheelers to a car. Besides, the growing organised used car market has also been a positive growth factor in the used car market of the country. Driven by the above factors, the used cars market is anticipated to grow at a compound annual growth rate (CAGR) of 16 per cent during 2013â17, highlighted the RNCOS report titled, âBooming Used Car Market in India Outlook 2017â.
India is quietly becoming a production hub of high-end vehicles meant for export to China. The US-based motorbike maker Harley Davidson, Austrian motorcycle manufacturer KTM and Mahindra & Mahindra have also preferred to set up manufacturing facilities in India than in the relatively low-cost China and export the output.
Furthermore, India is set to become Mercedes Benzâs fastest-growing market worldwide ahead of China, the US and Europe, according to internal projections. We expect growth rates to be the fastest in India globally, and expect sales to move up by 10 per cent over the next five years or so, as per Mr Matthias Luhrs, Vice-President (Global Sales), Mercedes Benz Cars.
Automobiles production increased at a compound annual growth rate (CAGR) of 12.2 per cent over FY05-13, while the export volumes increased at a CAGR of 19.1 per cent.
Strong demand growth due to rising incomes, growing middle class, and the young population is likely to propel India among the world's top five auto-producers by 2015.
India has significant cost advantages; auto firms save 10-25 per cent on operations in India as compared to Europe and Latin America. A large pool of skilled manpower and a growing technology base are some of the leading factors.
The government aims to develop India as a global manufacturing as well as research and development (R&D) hub. There has been a wide array of policy support in the form of sops, taxes and FDI encouragement. Under the Union Budget 2013-14, the government has also proposed to allocate US$ 2.7 billion for Jawaharlal Nehru National Urban Renewal Mission (JNNURM) to bolster sales volumes of Medium and Heavy Commercial Vehicles (MHCV).
The world's cheapest car (Tata Nano) has directed focus towards the low-income market. Bajaj Auto, Hero Honda and Mahindra & Mahindra (M&M) jointly plan to develop a technology for two-wheelers to run on natural gas. Electric cars are likely to be a sizeable market segment in the coming decade.
Private Equity Firms See Agriculture, Education, Renewable Energy and Services as Hottest Asian Investments for 2010 and beyond.
Private Equity (PE) leaders in Asia may differ in their growth expectations for 2010 and beyond, but they all agree that PE Investments will shift from traditionally attractive sectors such as Information Technology, Consumer and Retail, Financial Services and Real Estate. What are the fundamentals driving this trend and what strategies will PE firms pursue?
This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
Telstra Global - State Of The Asian CXO 2012 Reportmaxxed8888
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Telstra Global is pleased to continue its
support of âThe State of the Asian CXO survey 2012â for the third consecutive year.
This annual survey provides an insight into the minds of 280 CXOs across seven
countries in Asia Pacific to understand their
challenges, needs, priorities and attitude towards emerging technologies, such as cloud computing.
IBM Global Business Services -- Strategies for succeeding in the new economic...IBMElectronics
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"IBM Global Business Services, through the IBM Institute for Business Value,
develops fact-based strategic insights for senior executives around critical public and private sector issues."
http://pwc.to/19dQtKA
LâĂŠtude 2013 a ĂŠtĂŠ menĂŠe par les ĂŠquipes de PwC auprès de 478 dirigeants dans les 21 pays de lâAPEC (CoopĂŠration ĂŠconomique pour lâAsie-Pacifique), entre juin et aoĂťt 2013.
What CEOs in Asia-Pacific Economic Cooperation told us about risks and opport...Cristina Ampil
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In 2013, CEOs operating in the fastest-growing region in the world told us where they're investing and why. The survey asked CEOs about the opportunities from middle-income class growth and the digital economy. It asked about where the talent gaps are (executives, technical skills). And CEOs talk about infrastructure development and trade liberalization --- how these are helpful to their businesses.
Grant Thornton - Global Private Equity Report 2012 Grant Thornton
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Najnowszy raport Grant Thornton pokazuje nowe kierunki rozwoju branĹźy private equity w otoczeniu zdominowanym przez spowolnienie gospodarcze, ograniczone zaufanie do instytucji finansowych oraz nadchodzÄ ce zmiany regulacyjne (MSSF). Sektor ten pomimo stojÄ cych przed nim wyzwaĹ, okazuje siÄ siĹÄ stymulujÄ cÄ wzrost.
Joint Ventures between a foreign multinational and local entity are common across Asia, but can be a minefield and often fail to live up to expectations. Over 8 years, more than 100 real-life examples have been studied across multiple industries and markets to identify what are the common key to success and reasons for failure
This is the full version of "Enter the Dragon", a whitepaper by Anthony Raja Devadoss, which is exploring the new talent challenges for asian economies.
This paper will give you a deeper insight in how to:
⢠Finding and securing talent in a tight employment market
⢠Retaining and managing existing resources to best effect
⢠Building the kind of corporate culture that overcomes challenges in the APAC region
⢠Obtaining the right talent to shift from a cost focus to a quality focus
⢠Managing rising costs
APAC Recruiter 2012: Rachele Ferri On Employer BrandingSteven Yeong
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Universum's Rachele Ferri made a great presentation on Employer Branding during the APAC Recruiter 2012 conference held in Singapore on 22nd March 2012.
The Employment Restructuring Report is compiled by Kelly Services. It provides a timely review of economic, labour and hiring conditions in the relevant markets, with a detailed focus on the most recent data regarding mass layoffs and restructuring. The report is compiled utilising publicly available data from official, private and not-for-profit organisations. published on a quarterly basis, the employment Restructuring Report is available in separate editions for the United States and the European Union.
The 2013 Kelly Global Workforce Index (KGWI) brings work and workplace insights sourced from more than 120,000 respondents from 31 countries across the Americas, EMEA and APAC regions.
This first installment, on the topic of Career Development and Upskilling, explores the changing focus on training and skills development, as employees become more proactive and self-reliant in managing their careers.
The employment Restructuring Report is compiled by Kelly services. It provides a timely review of economic, labour and hiring conditions in the relevant markets, with a detailed focus on the most recent data regarding mass layoffs and restructuring. The report is compiled utilising publicly available data from official, private and not-for-profit organisations. published on a quarterly basis, the employment Restructuring Report is available in separate editions for the United States and the European Union.
This installment of the 2012 Kelly Global Workforce Index looks at the emergence of the highly virtual workforce, characterized by employees that are connected to their workplace around the clock by virtue of mobile technologies.
This fourth installment of the 2012 KGWI
looks at issues surrounding job mobility and career progression as part of a shift to a more autonomous and empowered workforce. It shows a changing attitude on the part of employees, with more embracing the notion of gaining new experiences and skills with multiple employers.
The âEâ in STEM â spotlight on the engineering employment marketTodd Wheatland
Â
A new info graphic on the top growing engineering specialties and geographic markets in the U.S. is showing a clear picture: Demand is growing and impending retirement of many of the profession's most experienced workers looks set to put further pressure on organizations seeking top engineering talent.
This is info graph is the visual summary of our third KGWI report on the issue of leadership in the contemporary workplace from the employee perspective.
For this and more workforce insights please visit http://www.talentproject.com
This is the third report of the 2012 Kelly Global Workforce Index Research.
The report examines the issue of leadership in the contemporary workplace from the employee perspective.
It explores the way that workers think about the quality, direction, and style of leadership, and the degree to which they share the goals of those who head their organizations.
For this and more workforce insights please visit http://www.talentproject.com
STEM jobs (97 occupations that fall into the science, technology, engineering and mathematics fields) are part of a critical cycle of economic growth. They are vital for national competitiveness, fueling the economy and creating more downstream jobs.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where youâll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
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Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
2. the market
Itâs never been more difficult to summarise the economic and business outlook
for one region as it is right now. Many interconnected forces are at play and
actual outcomes are dependent upon how individual countries and governments
react. However, it seems Asia-Pacific is the quiet centre in this storm.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
2
3. What youâll be working with in 2012
China, India, and their developing neighbours Exposures in Asia to European debt is a concern For mid-to-senior level career development in ⢠Regional knowledge, global mindset:
have the worldâs economic future squarely but thanks in part to relatively high inflation, the region, the focus for the next 12 months is demonstrating a broad understanding of how
pinned to them. Yes, we need a stable EU and there is greater room for policy-driven stimulus going to be on: culture, government policy and organisational
a prosperous America, but in the APAC region, and corrections here than in other parts of the structures differ across the regions will be key
China is still the critical engine of growth. And world. All of this adds up to one outcome: if ⢠Capturing growth: individual ability to to many companies looking to consolidate in
as time goes by, China is less dependent upon opportunity and career prospects are going to understand and recognise opportunities in existing markets and grow in new ones.
external demand to fuel its development. remain strong anywhere, itâs in Asia-Pacific. the region (and outside it) will be critical to
So, itâs likely that slowing exports to the EUâ executing company strategy. Whether youâre a manager looking to take the
should the negative news continueâwill likely As the beacon of economic prosperity next step in your career, or a leader looking to
throughout this crisis, companies large and ⢠Improving process without slowing growth: fill mid-to-senior level positions, these will be
trigger a softer economic landing here than in
small will continue to look for opportunities high growth in the region has meant process among the defining characteristics of successful
other parts of the world.
in the region. From an individual career and governance has taken a back seat. As candidates in the short- to medium-term.
Third-quarter data shows China, India and development perspective, solid experience growth moderates, managers will need to utilise
Indonesia are still growing strongly while the in the Asia-Pacific region is going to become their skills to improve oversight across a range
smaller, emerging economies in the region are a key differentiator, and in some cases a of areas without impeding flexibility and agility.
experiencing less robust growth. Intra-regional prerequisite. That said, experience in other
demand is still strong, evidenced in part by markets is going to be of greater use to local
continuing inflationary pressures. companies looking to expand outside the
region. Local companies are on the rise and
need talent to help them capture opportunities
in other markets. If you have knowledge of
both, youâre already streets ahead.
All of this adds up to one outcome:
if opportunity and career prospects are going
to remain strong anywhere, itâs in Asia-Pacific.
3
4. Companies and industries to watch
Banks and resources are unsurprisingly among
the dominant players in the Asia-Pacific region. CJ CheilJedang, South Korea
SK Group, South Korea
By market capitalisation, the regions banks, Samsung Electronics, South Korea
particularly those in China, are forging ahead of Hanwha Group, South Korea
Hyundai Group, South Korea
international competitors. However, there are a
growing number of opportunities in expanding Asian Paints, India
industries including property, retail goods, food Airtel, India Mitsubishi UFJ Financial Group, Japan
HCL Technologies, India
and telecommunications. Itâs these sectors that
will be looking to expand and hire key talent
in the short- to medium-term, and which offer
among the best career prospects. Agile Property Holdings, China
Ping An Insurance, China
Belle International Holdings, China
China Mobile, China
Gome Electrical, China
Axiata Group, Malaysia
HTC, Taiwan
Noble Group, Hong Kong
JG Summit Holdings, Phillippines
Asia-Pacific Breweries, Singapore
CP All, Thailand
Adaro Energy, Indonesia
Bank Central Asia, Indonesia
Newcrest Mining, Australia
BHP Billiton, Australia
Figure 1. Companies with strong growth prospects in
the APAC region. This list provides a small snapshot of
companies well-positioned to offer career prospects in
the region. Their competitors are well worth watching, as
are companies that may provide expansion and merger
opportunities.
4
5. the Focus
One of the biggest changes in the Asia-Pacific employment markets over the past
five years has beenâand will continue to beâthe rise of local firms as preferred
employers. What this group is focused on will be different to the multi-nationals.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
5
6. Local versus global strategies
Multi-nationals have enjoyed employer-of-
Multinationals versus Domestic employers in China
choice status in the region for a long time,
largely due to greater opportunities and higher
salaries. However, this is no longer the case.
Local firms can now offer similar or greater
Employees preferring multinationals
opportunities for the right candidates.
Employees preferring domestic firms
13% 55%
33% 18%
2007 2009
6
7. The keys to growth
The strategic priorities for companies in the ⢠Increasing customer value: dominant ⢠IPOs and shareholder value: as traders and ⢠Sustainability: a rapidly urbanising population
region, or expanding into it are changing. They players in emerging markets (such as China investors look for safe havens in the economic is increasing pressure on cities, infrastructure
will be looking for candidates to help them Mobile, which has an estimated 600 million- storm, experience in IPOs in the region and and the environment more generally. While
capitalise on issues such as: plus users) face the tougher task of growing in delivering increased shareholder value are overall CO2 emissions from Europe and North
and maintaining market share amid growing going to be sought-after skills. America are decreasing, Asia-Pacific emissions
⢠Expanding outwards from Asia: while many competition. Instead, they will be looking are still rising substantially year-on-year. As
companies are clearly looking to expand into for talent to make more out of their current ⢠Mergers & joint ventures: as companies governments implement pollution reduction
Asia-Pacific, local companies are also looking opportunities and increase loyalty to compete look to grow market share in an often tightly schemes and tighter regulations on industry, the
to expand out into other regions. Assisting with new entrants in their market. regulated market, acquiring local businesses ability to improve productivity and reduce costs
companies based in local, emerging markets or entering into joint ventures is high on many through sustainability measures will be in higher
throughout Asia to grow their borders will be a ⢠Speed of strategic implementation/change corporatesâ agendas. The $7.2bn deal between demand.
key skill in high demand. management: companies face a competitive BP and Reliance Industries is just one of many
race to capture opportunities in the regionâ examples of how even large organisations are
⢠Accessing Asiaâs cash reserves: banks are their talent requirements are increasingly managing growth in the region.
looking to increase margins, reduce risk and focused on proven ability to implement large-
consolidate loan volumes. More international scale change projects quickly.
banks are seeking to increase their presence
and relevance across Asia, particularly to access ⢠Plugging skills gaps: growing economies
private cash reserves held by individuals and tap need talent, and particularly in APAC there are
into the need for business loans in the region. large gaps between talent needs and availability
Banking and financial services across Asia- of skilled resources. So, companies will be
Pacific is likely to become more competitive as looking for people with the ability to train and
a result. lead others in particular fieldsâexceptional
people management ability will be high on
the list of desired skills. Understanding cultural Companies will be looking for people with
differences and the ability to adapt leadership
qualities for different markets will be critical for the ability to train and lead othersâŚ
the leaders of the future.
7
8. the skills
There are significant skills shortages across much of Asia-Pacific and
employment remains high despite economic uncertainty globally. Shortages
of both technical and âsoft/peopleâ skills, threaten to limit organizationsâ
abilities to serve the needs of their clients and customers, and this is a strategic
constraint many organisations are seeking to more proactively manage.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
8
9. Understanding the shortages
The industries still enduring the most acute ⢠Communication: with an increasing number
critical skills â all industries
shortages of mid- to senior talent are the of communication channels used by businesses,
what is most important and what is in shortage?
engineering, life sciences and pharmaceutical, including email, web conferencing and social
retail, and the IT & telecommunications sectors. media, there is more pressure on mid- to
However, particular skill sets are in high demand High importance senior-level executives to adopt a concise
and low supply across many sectors. Knowing and meaningful communication approach.
what these are can help you position yourself Being able to communicate effectively across
for career growth. Communication
multiple platforms will be a distinct advantage
Work-related Problem solving & over other candidates.
Given the cultural and language diversity of technical skills decision making
the region, as well as the talent development Teamwork People management ⢠People management & strategic thinking:
pressures that have been created by rapid Strategic thinking in Asia-Pacific, issues of management style
growth, itâs perhaps not surprising that the skills and the ability to convey a strong vision to staff
in greatest demand but lowest supply in the are rated as more critical to employees than
region include: low shortage High shortage in other parts of the world. Our own research
⢠communication of some 97,000 employees globally reveals that
Initiative & enterprise
⢠problem-solving and decision-making Lifelong learning employees in Asia-Pacific are more likely to cite
⢠people management; and Global mindset management issues as a reason to leave their
⢠strategic thinking. Marketing & sales workplace. As companies look to stem the
Creative thinking
Project management tide of high turnover in the region, management
For candidates living in Asia-Pacific, developing Self management
for retention will be a key differentiator for
Negotiation
these critical skills and demonstrating senior managers.
Health & workplace safety
experience in delivering them will provide
a significant advantage in obtaining your
low importance
preferred role. For outside candidates looking
to work in the region, itâs likely that these
skills will be nothing short of mandatory as
companies seek to plug skills gaps and recruit
candidates externally to improve performance
across these areas.
9
10. Skill needs by industry
Across each of the five sectors surveyed,
common themes and niche issues arose
regarding skills shortages. All five sectors
reported high demand and high shortage of Strategic Thinking
problem-solving and decision-making skills
in potential candidates. In the manufacturing Fin Services / Banking
sector, teamwork seems to be a niche issue, as
Creative Thinking IT & Telecomms
does the lack of work-related technical skills in
the engineering and financial services sectors. Manufacturing Life sciences/ Pharma
Life sciences / Pharma Work-related
tech skills
Communication IT & Telecomms
Fin Services / Banking
Manufacturing
Engineering
Fin Services / Banking
IT & Telecomms Problem-solving /
decision-making
Engineering
Manufacturing
Teamwork
Life sciences / Pharma
Manufacturing
IT & Telecomms
Fin Services / Banking
People Management Engineering
Life sciences / Pharma
Fin Services / Banking
10
11. the sell
For mid- to senior-level positions, more often than not, the job
comes to you rather than the other way around. However, there are
ways to increase the likelihood that the right job will find you.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
11
12. Networking & influencing
In developing markets throughout Asia, Networking opportunities: ⢠Online networking sites: connecting with ⢠Work functions: we all need to balance work
including India, China and the Philippines, recruiters and colleagues on professional online with family and other commitments, therefore
personal networks are by far the most dominant ⢠Professional associations: attending events forums has varying impact depending on your itâs critical to choose carefully which work events
way that people find work. The number of and being a member helps, but being actively market. In Australia, Singapore and other you attend. Larger events may actually be
people here who utilise friends and family to involved in formal ways helps even more. When developed markets itâs a good way to keep lower in value from a networking point-of-view
gain employment in these countries is much there are opportunities to assist with events or up with a large number of opportunities and and provide fewer opportunities to engage in
higher than the global average. to take on formal positions within a professional connections, yet there are significant cultural meaningful dialogue. Look for opportunities to
association youâre affiliated with, jump at barriers to this form of networking in places share knowledge and engage with others that
Across the region, it seems that the more themÂŹâyou can make many connections and like China. It pays to be aware of cultural represent quality over quantity.
developed the economy the less reliance learn from others. norms when looking to expand networks and
there is on friends and family to gain work. if your strategy is region-wide, youâll need to
In Singapore, Australia and South Korea for ⢠Alumni groups: if you are completing further
use more than one site and more than just
example, candidates are more reliant on study or have done so in the past, join or
online methods.
recruitment firms and other forms of advertising reconnect with alumni groups. The commitment
to find employment than they are on family and is low and many only require attendance at
friendship networks. That said, social media a couple of events annually, but they are a
networks are growing in importance and have great way to stay connected with like-minded
significant benefits if used to your advantage. In individuals as they move through their careers,
any market now, itâs important to understand the as well as opportunities to source new talent.
difference between networking and influencing.
The rise of influence
Forget about how many people youâre connected with onlineâwho are they, and how connected
are they with experts in your field of work? How likely are they to view, comment on or share any of
your network activities? The quality of your connections and the take up of the content you share
will increasingly determine your ability to become an âinfluencerâ online. And for roles in the sales,
marketing, HR and management consulting fields, the ability to influence is gaining importance.
However, this only holds true in some markets. So, do your research, think broadly about how your
content will be perceived across borders, and remember that there is really no such thing as a global
social networking platform.
12
13. Leveraging recruiters & HR consultancies
Recruiters, head-hunters and HR consultancies Make sure they know you well: spend time Be patient: when youâre ready to jump ship itâs
come in all shapes and sizes, and no matter how with your recruiter. When weâre busy and tempting to go before the right role comes up, Free agents, freelancers
senior or junior you are, there will be one to suit already gainfully employed itâs hard to find but it can take upwards of six months, even in a and flexibility
your needs. The hard part is knowing how to the time and the motivation for meetings and buoyant market, to find the right role at a senior
A report from the Economists Intelligence
get the most out of them. coffees with recruiters, but a good one will get or managerial level.
Unit: Global firms in 2020 shows that there
to know you and your strengths well in order to
Know what you want and what you donât: if Know what youâre worth: donât look for is a growing trend toward free agency and
match you with the right role. But they canât do
you wait for recruiters to come to you, chances recruiters to decide your salary. Know as much contract work and a decline in permanent
this unless you give them time.
are theyâll be more focussed on filling the role or more about the marketability of your skills so positions. When executives were asked,
they have on offer than on what your individual they can set expectations with clients upfront. âHow will the employee experience change at
needs are. Itâs in recruitersâ interests to get the [your] organization over the next 10 years?â
best fit, but when they have vacancies theyâll Six in 10 (62%) said that they would expect
look to fill it as fast as they can. So, recruiters to see a growing proportion of contract-based
can be part of a proactive career strategy but workers, or free agentsâthatâs five times
only if youâve got a good idea of where youâre the number who expect to see a
headed. If youâre looking for career advice, growing proportion of permanent workers
head to a specialist in your field, not a recruiter. at their organization.
If you fit the description of a free agent, youâre
better off partnering with HR consultancies or
outsourcing firms who work with companies on
a project-by-project basis.
Recruiters can be part of a proactive career
strategy but only if youâve got a good idea of
where youâre headed.
13
14. the reward
Regardless of your role, skill level or industry, it pays to know
what youâre worth before you start negotiating. If you know that
a particular skill is in high demand and you have it, you should do
your research to find out what other firms are paying for it.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
14
15. Wage growth
Wage growth across Asia-Pacific continues India, Indonesia and China have seen Wage growth in the mature Japanese
to be strong due to skills shortages and the strongest wage increases in 2011. and Australian markets lag the broader
elevated inflation. region, but are less impacted by
⢠Indiaâs average wages were forecast to rise inflationary pressures.
⢠Stronger than expected job creation lifted 10% in 2011, with some analysts predicting
average wage growth to 5.2% in 2010 â a 12-15% annual wage growth over the next ⢠Japan continues to experience the lowest
significant improvement over the 3.2% five years. Engineering, auto, and energy wage growth in the region as job creation
growth reported in 2009. sectors are seeing among the strongest was weak leading into the earthquake/
wage hikes. tsunami. The 2.3% wage growth estimate for
⢠Strong demand for talent has caused 2011 was made prior to the disasters.
employee turnover rates to double or triple ⢠Chinaâs 31 provinces boosted minimum
across China, India, Australia, Singapore and wages by an average of 24% in 2010, ⢠Australian hourly wages grew 4% YOY during
Malaysia during the first half of 2010. prompting some manufacturers to look the first quarter on 2011 following a strong
elsewhere for cheaper labor. In January, year of job creation. As Australia approaches
Coach Inc. announced it would decrease the full employment and skills shortages grow,
production of its handbags and wallets from further wage pressure is anticipated.
85% to 50% by 2015 in China.
⢠Dong Tao, an economist with Credit Suisse,
believes China will reach the âLewisian
turning pointâ by 2014 â a critical moment in
a developing economy when its surplus labor
supply dries up, prompting hikes in wages,
prices, and inflation.
⢠Inflation is contributing to Indonesiaâs 9%
wage growth forecast in 2011.
15
16. the first 6 months
So youâve secured the right role and start tomorrow. Before you get too
comfortable, you should know that your biggest challenge still lies ahead: making
the role a success. The first six months of a new role are critical. This is when you
set the expectations for the rest of your tenure and when people will be keen to
know what you have to offer. Three of our key leaders in the Asia-Pacific region
share their advice on what to focus on in the first six months of your new role.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
16
17. James Agrawal, Country Head of BTI India
Asking questions and On building relationships Words of wisdom
making change
When starting out in a role, new relationships Respect individual space. Donât overdo
During the first six months in a role, my will often be one-dimensional. Itâs only when your own PR and donât buy into gossip!
advice is to focus more on listening and you get to know people better and how The more you focus on completing
observing before getting into questioning- they operate that you can align your efforts your tasks the better off youâll be.
mode. New employees cannot always be to build relationships more effectively.
aware of all the issues going on and should
focus on getting as much clarity as possible Obviously, youâre drawn to people who have
on work-related issues and challenges. similar likes and dislikes and ways of operating
as you do. With any work relationship, including
Generally, I think waiting a little longer to the relationship with your manager, it must
float your new ideas ensures you can do so always be a fine balance between individual and
knowing that you have a good understanding professional priorities. When you get this right,
of workflow and all other issues. you have something sustainable and productive.
17
18. YouMe Jeon, Country Head of BTI South Korea
Asking questions and On building relationships Words of wisdom
making change
Relationships are very, very important. Be open-minded. The company will be different
In the beginning, you need to listen and They help you adapt to the new culture than your previous company, so embrace the
observe, but you also need to learn about and business environment faster. In terms difference and be positive. Your views and
your new company as quickly as possibleâ of the relationship with your new boss, try thoughts are more important than anything else.
and asking questions is a good way to to share and be as open as possible, even
do that. So, you need to do two things when what you have to share is negative.
at once: you need to listen and observe, If you do that, youâll build trust quickly.
but at the same time you need to ask as
many questions as possible to settle in.
Before making or suggesting any big changes,
make sure you really know the company
and culture first. After that, you would be
better off showing and presenting your ideas
and thoughts methodically. You shouldnât
be in a rush to change until you know
exactly what affect the change will have.
18
19. Wanna Assavakarint, Country Head of BTI Thailand
Asking questions and On building relationships Words of wisdom
making change
There are four key things that should be the Focus on the task at hand, yet pay attention
The first six months is the time to foundation of any relationship at work: to the long-term objectives. Take your
learn about the new organization, the responsibilities seriously and passionately.
business, the culture and its people. 1. Donât get involved in office politics And last but not least, do yourself what
you would demand of your employees.
The key thing to avoid during this phase 2. Be genuine and be true to who you are.
is the making of constant comparisons
3. Respect people at all levels
with your previous organization. It is the
time to move on and thrive in your new
4. Focus on the tasks you are responsible for
environmentâand this requires acceptance
and deliver results (generally, managers
that things wonât be the same.
prefer people who actually perform
rather than people who talk about
It is fine to voice new ideas in your first six
performance that never gets delivered).
months, however, I believe that itâs better to
wait until you have a deeper understanding of
the company before you push for big changes.
19
20. Pauline Ng, Country Head of BTI Malaysia
Asking questions and On building relationships Words of wisdom
making change
Different people require different levels of My advice is to be tolerant of ambiguity.
It is my personal style to listen and observe first, engagement. So, when starting out in a new Analyse situations, but have the courage to
and that is typically what I do in new situations. role, Iâd spend one-on-one time with the key act when a decision has to be made.
However, as you step into leadership positions people who have a direct influence on the
you are also expected to take quick and decisive success of my role (which could be everyone on If you happen to be leading a team, lead by
action in some situationsâthe challenge is to the team!) and work my way outwards. Although example and be consistent. Trust is the key and
identify which ones these are. You cannot be spending time as a team is a given, focusing on there should be no doubt that every member
the ânewbieâ for long, so Iâd question as much individuals is important. of the team will act with integrity every time
as I possibly can and be aware that very quickly and do the right thing. Promoting respect and
youâll also be expected to provide the answers. Make sure you communicate regularly with your making sacrifices for the greater good is also
new boss. One of my former bosses once told critical to galvanizing teams together.
Introducing some new ideas during your me that it is better to over-communicate than
settling-in phase is a good way to gauge how to under-communicate. So, if in doubt, I would
open the team is to change, and to understand include my boss in an email or discuss a matter
what mechanisms are in place for pushing with him or her before sharing it with others.
through a new idea. Although, for a start Communication is a two-way street, so seek
Iâd choose a safer idea to test versus a feedback about how you are doing and any
high-risk option. areas for improvement.
20
21. references
ANZ Asia Pacific Economics, Emerging Asia Monthly, September 2011
http://www.cnbc.com/id/42565346/Asia_s_Most_Valuable_Companies?slide=2
http://www.forbes.com/lists/2011/37/fab-50-11_land.html
http://www.unescap.org/stat/data/syb2011/ESCAP-syb2011.pdf
http://www.executiveboard.com/sg/human-resources/asia-hr-executive-board/asia-labor-market/
pdf/Asia-Labor-Market-Briefing_Q4_2010-Q1%202011-PF.pdf
http://in.reuters.com/article/2009/10/21/idINIndia-43321020091021
21
22. About the Author
Anthony Raja Devadoss is currently the Vice PresidentâAPAC with the
Outsourcing & Consulting Group of Kelly Services. From network services,
engineering to e-business solutions, Anthony Raja has worked in both India and
Malaysia, within technical roles to the Chief Executive Officer. He has received his
Bachelors degree in Science and his MBA in Marketing & Postgraduate Diploma
in Computing. He holds membership in various local and international associations
such as the MIM, Human Capital Institute & Association of Career Professionals International. He is
the Head of Policy Enablement & Government Liaison with Outsourcing Malaysia and a member
of the Industry Advisory Board for the Graduate School of Business, UNIRAZAK. He has been
recently appointed to the HR Capacity Building task force by the Ministry of Human Resources,
Govt of Malaysia. Anthony is also a member of the HROA APAC Chapter Board.
http://my.linkedin.com/in/anthonyraja http://twitter.com/anthonyraja
About KellyOCG
KellyOCG is the Outsourcing and Consulting Group of Fortune 500 workforce solutions provider,
Kelly Services, Inc. KellyOCG is a global leader in innovative talent management solutions in the
areas of Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent
Workforce Outsourcing (CWO), including Independent Contractor Solutions, Human Resources
Consulting, Career Transition and Organizational Effectiveness, and Executive Search.
Further information about KellyOCG may be found at kellyocg.com.
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