Leadership

From uncertainty to empowerment: Leadership insights from May Wah Chan at Michael Page

Carol Yeoh — Wed, 27 Aug 2025 02:40:14 +0000

From uncertainty to empowerment: Leadership insights from May Wah Chan at Michael Page Carol Yeoh

With over four decades of shaping careers globally, Michael Page has witnessed countless leaders rise – both within the business and in the wider professional world. In our ‘Her Path, Your Opportunity’ series, we speak with women across our offices who have navigated pivotal moments, embraced challenges, and left a lasting impact.

In this edition, Andy Bentote, Regional Managing Director of Michael Page Asia Pacific, sits down with May Wah Chan, Regional Director of Michael Page Vietnam.

With a career spanning multiple markets and business cycles, May Wah is known for her authenticity, resilience, and ability to inspire trust. She reflects on how embracing vulnerability became a source of strength, why systems change is essential for advancing women, and the personal mindset shifts that have defined her leadership journey.

Leadership and resilience: A conversation with May Wah Chan

Andy: My daughter wanted to ask – what is one skill or mindset every girl should have to succeed?

May Wah: Self-belief. Skills can be learned, but if you don’t believe you belong at the table, you’ll hold yourself back. Self-belief doesn’t mean you’ll never feel doubt – it means you move forward anyway, trusting you can adapt and grow.

Your voice matters, even if it shakes the first few times you use it. Confidence is built through action, not by waiting until you feel ready.

Andy: Reflecting on your journey so far, what inspired you to step into leadership and how did gender equity – or the lack of it – shape your path?

May Wah: My journey into leadership evolved from curiosity, ambition, and the opportunities – or gaps – I encountered. Early on, I noticed leadership teams rarely reflected the diversity of those they led. Rather than discouraging me, it pushed me to challenge the status quo.

Gender equity, or the lack of it, made me intentional in my growth. To create space for others, I first had to step into it myself – knowing representation matters.

Andy: When you stepped in to lead Michael Page Vietnam after the previous director’s departure, how did you approach building trust and stability during that period of change?

May Wah: I knew trust had to be earned. I listened first, spending time with the team and clients through one-on-ones and informal coffees. I respected cultural nuances and focused on integration, not imposition. By showing empathy and focusing on career growth, recognition, and integrity, I aimed to support people’s success. Over time, authenticity helped rebuild trust.

Andy: What was one specific action or decision you made in those early weeks that helped your team feel supported and confident in your leadership?

May Wah: I created clarity with a clear plan and priorities. I set up quick check-ins to surface needs, celebrate wins, and keep dialogue open. I also shared more of myself, so people saw me as a partner, not just a leader. These small steps built confidence and connection.

Andy: What’s one stereotype about women leaders you’d like to break?

May Wah: That motherhood reduces ambition or productivity. Motherhood sharpened my focus, decision-making, and resilience – and deepened my empathy.

Parenthood doesn’t dilute leadership capacity – it can enhance it.

Andy: Leadership often demands both strength and vulnerability. Can you share a moment when embracing vulnerability made you more effective?

May Wah: For years, I thought leadership meant always having the answer. The pandemic changed that. In a moment of uncertainty, I told my team what I knew, what I didn’t, and that the months ahead were unclear.

That openness encouraged others to share ideas and concerns, making us stronger and more adaptable. Vulnerability is not weakness – it’s an act of trust that inspires collaboration.

Andy: What belief about leadership have you completely changed your mind about?

May Wah: I used to think leaders had to be the strongest, most unshakable presence in the room. Now I know authenticity is more powerful.

Vulnerability fosters trust, openness, and better results. Leadership isn’t about being infallible – it’s about creating the conditions for others to succeed.

Andy: What’s more critical for women’s leadership – mentorship, sponsorship, or systems change?

May Wah: All matter, but systems change is fundamental. Without equitable structures, progress depends too much on individual goodwill.

True change means flexibility without stigma, equal parental leave, and transparent career pathways – so women aren’t swimming upstream just to keep pace.

Andy: Can you share a moment when you choose between doing what was popular and what was right?

May Wah: I once had to deliver difficult news I knew wouldn’t be well received. I chose transparency over delay or softening the message.

It was uncomfortable in the short term, but it built trust. Credibility comes from aligning words with actions.

Andy: How do you manage work-life balance in a high-pressure role?

May Wah: I see it as work-life integration. Some weeks, work takes priority. Other weeks, family does. The key is being present where you are.

I recharge through running, travel, and family time, and set boundaries to protect my energy. It’s less about perfect balance – more about intentional presence.

Andy: What would true equity in leadership look like to you – and what’s one uncomfortable truth we must face?

May Wah: True equity is when we no longer say, “female leader” – just “leader”.

The hard truth is we still lose many women mid-career because workplaces fail to support them during key life stages. Until we close those structural gaps, equity will remain out of reach.

Andy: Thank you for sharing your story, May Wah. It’s a powerful reminder that leadership is both a mindset and a mission – shaped by the challenges we face and the change we choose to create.

May Wah's story reflects the wider purpose of our ‘Her Path, Your Opportunity’ series – to spotlight the diverse journeys of women at Michael Page who continue to redefine leadership.

Looking to hire your next leader? Partner with us for tailored recruitment solutions that connect you with top leadership talent. Contact us, and we’ll match you with the right consultant for your market and hiring needs.

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Carol Yeoh

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From legal career to global top recruiter: Leadership insights from Olga Yung at Michael Page

Carol Yeoh — Tue, 03 Jun 2025 05:10:22 +0000

From legal career to global top recruiter: Leadership insights from Olga Yung at Michael Page Carol Yeoh

With over 45 years in global recruitment, Michael Page has helped shape the careers of countless professionals – including many of our own. In our new interview series ‘Her Path, Your Opportunity’, we speak with women in leadership across our global offices about the experiences, values, and pivotal moments that have shaped their journeys.

In this inaugural episode, Andy Bentote, Regional Managing Director of Michael Page Asia Pacific, sits down with Olga Yung, one of the managing directors of Michael Page Hong Kong.

Olga’s path to leadership is as inspiring as it is unconventional. With a background in law and over 16 years of recruitment experience, she has led teams across multiple specialist disciplines, including Finance, Financial Services, HR, Legal, and Property. Today, she is recognised for her performance and the trust and impact she builds as a leader.

From lessons in perception to managing through change, Olga shares the mindset shifts that helped her grow from consultant to leader – and the importance of staying grounded in both work and life.

Leadership and legacy: A conversation with Olga Yung

Andy: What’s the most powerful lesson you’ve learnt about being a leader and how does it shape the way you lead today?

Olga: Well, it's coincidental that the most powerful lesson I learnt is from you, Andy. When you were running Greater China, you were deeply focused on personal growth. One lesson that has stuck with me over the years is how someone else’s perception can become their reality – even if we don’t agree with it.

Initially, I wasn’t completely comfortable with the idea; less so about the concept, more so about other people’s perception, which was not my reality, but I took your advice anyway.

My biggest takeaway as a leader – it is not always about you. It does matter how other people see you, and it does not matter how good you are as an individual. Real leadership is where our leaders recognise that they serve the people they lead and through that, it also inspires others to be their best.

Andy: Great to hear that it is still having an impact and you’re exactly right - leadership is all about perception and perception is reality. The second question was actually one from my daughter. She asked, what is one skill or mindset that every girl should have if they want to succeed?

Olga: As a young girl raised in Asia, I encountered the expectation that some females might rely on males, particularly in marriage or family settings.

However, my parents taught me to be self-reliant and fearless in doing more, not less. They taught me that everything you learn, do and put effort in will ultimately be yours – whether it’s a new experience, a new skill set you’ve gained, a new relationship or just learning in general.

That really sets the tone for me at work - I never try to get by with the bare minimum. I believe that the more we invest in ourselves, the greater our growth and achievements will be. That mindset has been a key driver in my journey.

Andy: How did you navigate your own career path to leadership? Were there any pivotal moments?

Olga: When I gave up my legal career to go into recruitment, I was initially driven by a desire to prove to my family that I could be successful without pursuing law. At the time, taking on a leadership role seemed like the fastest way to progress within the organisation.

Leadership in recruitment isn’t easy. In those days, most leaders were top billers first - that’s what laid the foundation for promotion.

But once you step into leadership, you become accountable for other consultants’ performance. Work doesn’t just double; it multiplies. You give up time to coach your team, and sometimes even your own jobs, to ensure they have enough to work on.

There were certainly moments when I questioned it. As a new billing leader, I wondered why I was doing more but billing less; and seeing that reflected in my bonuses.

Andy: How can organisations create a more inclusive and supportive environment for women in leadership?

Olga: There’s a saying that “leaders are born, not made” – but I disagree. Every good leader I know has made mistakes along the way. They learn, adapt, and improve.

Organisations can create more supportive environments by providing guidance and coaching, especially for new leaders. Whether it’s a structured session or an informal catch-up over drinks, giving leaders a forum to share experiences and lean on each other can be incredibly valuable.

Andy: How do you balance leadership responsibilities with personal life?

Olga: I try not to bring work home. When I’m with my family, I focus on them, which means pausing the emails and messages.

To do that, I must be fully present at the office – spending enough time with my team, whether coaching, listening, or simply checking in.

If you’re intentional with your time during the day, it becomes easier to draw boundaries and truly enjoy your time at home.

Andy: What are the key mindset shifts needed to move from an individual contributor to a leadership role?

Olga: If you’re not in a good place yourself, you can’t be an effective coach to others. The two go hand in hand.

For example, if you devote all your time to your team, you’ll be stretched in your own delivery and performance. That can affect your mental wellbeing, which in turn affects how you lead.

On the other hand, if you’re solely focused on yourself and neglect your team, it doesn’t matter how strong your performance is – the team will suffer, and one person’s revenue can’t make up for an underperforming team.

I try to split my days in halves – one half for my team, the other half for myself. That helps me stay balanced and work more efficiently.

Andy: What do you think separates top-performing recruiters from the rest?

Olga: Top performers aim high. They don’t settle for easy targets. They embrace learning – even failure – as part of the process.

After all, recruitment is a people business. If you don’t grow and evolve with your clients, candidates, and colleagues, you’ll struggle to stay ahead.

Andy: Thank you for sharing your story, Olga. It serves as a reminder that great leadership is a journey of both mindset and meaning.

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Carol Yeoh

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AI and Recruitment: Hold Onto Your Value

Polaris Xing — Thu, 23 Jan 2025 06:07:03 +0000

AI and Recruitment: Hold Onto Your Value Polaris Xing

I get it—AI feels like it’s everywhere, offering solutions to massive challenges in drug discovery, renewable energy, and autonomous vehicles. These are the big-ticket breakthroughs that dominate headlines.

But when it comes to the more day-to-day, dare I say mundane, applications in business? That’s where we need a balance between excitement and reality. As we look ahead to 2025, the potential for transformative cost savings and unprecedented efficiencies is certainly ambitious—but with the right strategies, it could be within reach.

Now, I know my perspective is niche—I work in a client-facing role in the recruitment industry—but if you’re in a similar environment, stick with me for a moment.

We’ve all heard the phrase, “AI won’t replace you; people who use AI will.” Sure, there’s some truth to that, but I think it oversimplifies what’s really happening.

Where Efficiency Risks Losing Effectiveness

Let’s take consulting as an example. You meet a client, dig into their needs, and then spend time reflecting on that conversation as you document your insights. This entire process? It’s not just a formality—it’s an opportunity to clarify your understanding, to deepen your insight into what your customer really needs for their organisation.

Now imagine skipping that step, outsourcing it to AI. Sure, it saves time, but does it deliver the same value? For many, I’d argue it doesn’t. Replacing moments of critical reflection with automation risks eroding the depth of consulting work—and ultimately, the ability to deliver tailored solutions.

In recruitment, I see similar situations at play. Some recruiters are thrilled about AI tools that can whip up job descriptions in seconds. It’s a win for efficiency, but what about the opportunity to pause and really think through the client’s needs? That’s time saved but value lost.

But here’s the upside: I’ve also seen and worked with recruiters using AI intelligently, leveraging it to create highly-optimised search criteria for candidate databases. This approach marries efficiency with effectiveness—and that’s the sweet spot we should all be aiming for.

The Supercharged vs. Disconnected Workforce

The way I see it, there’s a risk of creating a two-tier professional workforce.

On one side, you’ll have the "supercharged" professionals—those who use AI thoughtfully, combining it with their own creativity, diligence, and judgment. These are the people who will thrive.

On the other side? Those who passively rely on AI, letting it do the thinking for them. Overtime, their skills and value will degrade, leaving them disconnected from what truly sets them apart.

What Leaders Can Do

For leaders in recruitment—and really, in any client-facing industry—there’s a clear takeaway: Protect the value of your team. Don’t step back just yet.

Encourage them to embrace the basics: meaningful face-to-face interactions, strong consulting fundamentals, and taking the time to crystallise client needs. Yes, AI can boost productivity, but it’s the human element that drives trust, delivers results, and, frankly, keeps us all sane.

Build the Future, Thoughtfully

Maybe one day, AI will replace parts of what we do. But it’s not today. And until then, let’s not sleepwalk into giving up what makes us valuable.

Be diligent. Be imaginative. Be creative. Use AI not as a crutch, but as a tool to amplify what you already bring to the table.

Because the workforce of tomorrow isn’t just about efficiency—it’s about combining that efficiency with real, human effectiveness.

Rupert Forster

How to write employee testimonials

Naren Sankar — Thu, 09 Jan 2025 17:32:03 +0000

How to write employee testimonials Naren Sankar

Employee testimonials or reference letters play a vital role in highlighting an individual’s strengths and talents to potential employers. Crafted with care, they can serve as powerful tools and aid job seekers in securing new opportunities. When writing an employee testimonial, adopting the right tone and structure is crucial.

Usually, junior employees would request an employee testimonial from their direct supervisor when they leave a company. Sometimes, the companies the prospective candidates interview with may contact you if you were listed as a reference in their resumes or CVs and ask for your testimonial.

Other times, you can voluntarily pen a LinkedIn recommendation for a top performer leaving the company to help bolster their job search. Whatever the case may be, here are some essential tips to consider:

Familiarise yourself with the employee

Before you start, take a moment to reflect on the employee’s notable skills and qualities that would be valuable to future employers.

Skip daily routines and stories about a typical day, and highlight specific examples of their accomplishments, such as successful negotiations, exceeding targets, implementing innovative systems or processes, or their contribution to improving workplace culture.

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Components of employee testimonials

A well-rounded employee testimonial should include the following:
•   Your contact information.
•   The employee’s name as the subject.
•   A clear indication of your recommendation.

You should mention your job title, the nature of your professional interaction with the employee, and the duration of your working relationship, within the company and in any collaborative efforts across departments.

Testimonial length considerations

While a standard employee testimonial is typically one A4 page in length, there are no strict rules on its size. If you believe additional information is necessary to convey the employee’s value, feel free to expand upon it.

Avoid jargon, buzzwords, and abbreviations, and ensure that all vital details about the individual are included.

An alternative to the traditional A4-letter-type testimonial, you may be providing a recommendation for someone on social media or their LinkedIn account. Employee testimonials on LinkedIn’s Recommendations section need not be exceedingly long and can be written in a casual tone.

Whichever platform you choose, it is crucial that the content is kept concise and to the point. Here are some employee testimonial examples:

Reference letter example

Dear [Recipient’s Name],

I am writing this letter to provide a reference for [Ex-Employee’s Name], who was under my supervision as a [Ex-Employee’s Job Title] at [Company name]. [Ex-Employee’s Name] worked with us from [Start Date] to [End Date].

During [Ex-Employee’s Name] ’s tenure with our organisation, they consistently demonstrated exceptional professionalism, dedication, and a strong work ethic. Their job performance was consistently of a high standard, and they continually exceeded our expectations. I was particularly impressed with [Ex-Employee’s Name] ’s ability to [provide specific examples of outstanding performance or achievements].

[Ex-Employee’s Name] is an excellent communicator and collaborator, always displaying strong interpersonal skills. Their problem-solving abilities and attention to detail were invaluable in handling complex tasks and projects. They can effectively work independently and as part of a team, contributing to a positive and productive work environment.

Moreover, [Ex-Employee’s Name] has always displayed a strong commitment to their professional growth through research and development. They actively sought out opportunities to expand their knowledge, and their proactive approach to learning made them an asset to our team.

I highly recommend [Ex-Employee’s Name] for any future employment opportunities. They possess a unique blend of technical expertise, interpersonal skills, and a dedication to excellence that make them an exceptional candidate. I have no doubt that they will make significant contributions to any organisation they join.

Please get in touch with me if you have any further questions or need more information. I can be reached at [Your Phone Number] or [Your Email Address].

Thank you for considering my recommendation of [Ex-Employee’s Name]. I have every confidence in their abilities and believe they will be a valuable addition to your team.

Sincerely,

[Your Name]

[Your Job Title]

[Your Company/Organisation]

LinkedIn recommendation letter

“I have had the pleasure of working closely with [Recipient’s Name] for [duration of your working relationship]. [Recipient’s Name] is an exceptional professional who consistently demonstrates remarkable expertise and dedication in their field. Their attention to detail, strategic thinking, and problem-solving abilities have proven invaluable in delivering outstanding results.

Beyond their professional competence, [Recipient’s Name] is a joy to work with. Their integrity, reliability, and strong work ethic make them a trusted and highly valued team member. They possess excellent written and verbal communication skills, enabling them to effectively collaborate with colleagues and stakeholders at all levels. They naturally inspire and motivate others, always fostering a positive and productive work environment.

I have been consistently impressed by [Recipient’s Name] ’s ability to adapt to new challenges and embrace change. Their enthusiasm for learning and innovation is contagious, and it has a positive impact on company culture and the entire team. They are constantly seeking opportunities for growth and development, pushing themselves to excel and stay at the forefront of their field.

I wholeheartedly recommend [Recipient’s Name] to any organisation or individual seeking a highly skilled professional with exceptional dedication, a collaborative spirit, and a passion for excellence. Their contributions have consistently exceeded expectations, and I have no doubt they will continue to thrive and make significant contributions wherever they go.”

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Conveying importance and impact

Remember that your words carry weight and can significantly influence the former employee’s prospects. When writing employee testimonials, you may encounter several challenges. Here are some common difficulties you may face when crafting these testimonials:

Balancing honesty and positivity

One of the main challenges is finding the right balance between providing an honest assessment of the employee’s skills and accomplishments while maintaining a positive tone. It can be challenging to highlight areas for improvement without overshadowing the employee’s strengths.

Articulating the employee’s value

Expressing the employee’s value to potential employers can be challenging. It requires effectively communicating their unique contributions, proficiencies, and qualities in a concise and compelling manner. Some people may struggle with articulating these positive aspects in a way that truly highlights the employee’s strengths.

Overcoming writer’s block

Writing testimonials can sometimes result in writer’s block, where you struggle to find the right words or structure their thoughts. This challenge can hinder the ability to create a well-crafted testimonial that effectively highlights the employee’s abilities and achievements.

Ensuring authenticity and credibility

It is crucial for testimonials to come across as authentic and credible. You may find it challenging to strike the right balance between highlighting the employee’s positive attributes and avoiding overly exaggerated or generic statements that may appear insincere.

Dealing with limited information

In some cases, the person creating the testimonial may have limited information about the employee’s accomplishments or specific details about their performance. This can make it challenging to provide specific examples or substantiate the claims made in the testimonial.

Time constraints

Crafting a well-written employee testimonial requires time and thoughtfulness. You may face challenges when trying to allocate sufficient time to gather the necessary information, reflect on the employee’s performance, and write a comprehensive testimonial within a tight timeline.

Overcoming these challenges often involves careful planning, thoughtful reflection on the employee’s contributions, and seeking input or feedback from the employee themselves or other colleagues who have worked closely with them.

Closing with a recommendation

After providing relevant details and information, conclude the testimonial with a clear and strong personal recommendation. Express your confidence in the employees’ abilities and emphasise their potential as an excellent addition to any organisation. This ensures that the intent of the testimonial is unequivocally conveyed.

Some examples:

“For these reasons, I strongly recommend David for future roles, and I feel he would be an excellent addition to any organisation.”

“I highly recommend [name of employee] to any organisation, as she is an incredible resource of knowledge, expertise and wisdom.”

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Declining a reference request

It is important to remember that providing a reference is not an obligation. If you cannot write a positive reference, it is best to decline the request.

However, offer an alternative suggestion, such as recommending another person who may be better suited to provide the reference. Maintain politeness and avoid sounding critical.

An employee testimonial is an opportunity to recommend deserving individuals and assist them in their career journey. By writing a well-crafted testimonial, you not only support the employee’s prospects but also strengthen your professional network.

Also, the success of the prospective candidates landing new jobs in part thanks to your employee testimonials reflects positively on your own credibility. Approach each testimonial with sincerity and the desire to help others thrive in their careers.

Advantages for those writing the testimonials

While providing employee testimonials help your former employee, this powerful tool can only benefit the person writing the employee testimonials. It allows you to express appreciation, enhance your professional reputation, strengthen relationships, develop communication expertise, and create networking opportunities. It can also demonstrate to current employees that you are a supervisor who acknowledges and praises someone for their achievements or contributions.

Overall, providing employee testimonials can:

Strengthen relationships

Writing an employee testimonial often involves reflecting on positive experiences and collaborations with colleagues or the organisation. This process can strengthen relationships and build stronger professional connections. By publicly acknowledging and promoting the achievements of others, the employee is likely to foster a sense of camaraderie, trust, and goodwill within the workplace.

Create networking and collaboration opportunities

Writing employee testimonials often involves interacting with colleagues and other professionals. This engagement can lead to new networking opportunities, collaboration on projects, show current employees that you value them or even mentoring relationships. By actively participating in such activities, the prospective candidates expand their professional network, and opens doors to future collaborations and career prospects.

Michael Page

performance management

11 traits you need to be a highly effective leader

Simone Wu — Wed, 01 Jan 2025 18:00:00 +0000

11 traits you need to be a highly effective leader Simone Wu

Being a leader is not about your job title or years of experience. It’s a mentality. It’s also the way you work and carry yourself. A leader is also a coach, a decision maker and a visionary.

The way leaders behave and treat employees on their teams directly impacts company culture, employee engagement, and a company’s ability to retain and attract talent.

Not everyone is a born leader; like any expertise, leadership skills can be learned and honed. It is essential to know that a leader's effectiveness is also dependent on the amount of influence and support you get from people in your team.

You should never assume that people you work with would automatically follow your lead and respect your decisions just because you are in a leadership role. Your immediate supervisor already has your back because they hired you. You need to win over your peers, direct reports and the wider team members.

Whether stepping into a leadership position from an individual contributor role or looking to progress in your career, here are 11 leadership qualities, characteristics and traits you can adopt.

1. Acknowledge, appreciate and give credit

Great leaders publicly express appreciation and acknowledge their team for their contributions. When you show appreciation for team members’ contributions and provide positive feedback, you help encourage a positive work environment.

To inspire employees to give their best, they need to know that they are on the right track, and that their work will be valued and appreciated. Find ways to celebrate your team’s achievements, even through a simple “well done”.

Do it consistently and deliberately. Praises for minor reasons, and frequent praises can come across as insincere and even demotivate others.

2. Active listening

After resigning in 1985, the late Steve Jobs said he returned to Apple as a humbled and better leader – and former Apple CEO John Scully credited much of this to his newfound ability to listen.

While setting ground rules or implementing new approaches to various work processes is essential, taking a step back and listening to your team is also highly crucial. A good leader must stay attuned to what is going on with their team and company to make informed decisions.

To be a great leader is to be a great communicator – and great communicators listen. Good leaders are proactive and intuitive listeners. To be an active listener, you must never interject or interrupt, always maintain eye contact, and use visual cues like nodding to show you genuinely listen. Employees want to feel listened to, not patronised or, even worse, ignored.

3. Communicate effectively

Communicating clearly, concisely and tactfully is a crucial leadership skill. Communication involves more than just listening attentively to others and responding appropriately.

It also includes sharing valuable information, asking intelligent questions, soliciting input and new ideas, clarifying misunderstandings, and being clear about what you want. The best leaders also communicate to inspire confidence, drive motivation and energise their employees.

4. Show commitment

No one likes to work for a non-committed leader or in a non-committed team. Your commitment as a leader can help foster team spirit that will differentiate an outstanding team from a mediocre one. A committed leader is more likely to gain their team’s trust. Importantly, showing commitment keeps team morale high.

5. Embrace failure

Failure is part of success, and good leaders don’t shy away from failure – they use it as an opportunity for growth. Whether it’s a personal setback or a challenge within your team, understanding moments of failure is helpful as it encourages your team to improve and innovate.

Encourage your team to embrace failure by publicly acknowledging your setbacks and sharing how you grew from every situation.

6. Invest in your team’s future

A clear career progression plan is essential to employees. Along with planning your direct reports’ career paths in the company, a good leader also creates leadership opportunities for their direct reports. Leaders need to invest in their team by rewarding good work with appreciation, respect and opportunities for growth.

Creating entry-level, low-risk leadership opportunities empowers team members and allows them to practise leadership without too much pressure. Challenge them with high expectations, encourage them to be creative, and show innovation. Communicate clear goals and deadlines to your team, and give them the autonomy and authority to decide how the work gets done.

These opportunities can be as simple as leading a meeting or team-building activities, which can help build vital confidence in your team. From these activities, they can also get feedback from you about their leadership capabilities.

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7. Lead with empathy

Empathy is a complex skill to quantify. Being empathetic is to be able to see and understand situations from various viewpoints of employees of different seniority in the company, and comprehend the consequences of their decisions on everyone in the company.

It also means that the leader can look beyond to inspire, encourage and strategies in ways that will motivate employees at all levels.

The COVID-19 pandemic highlighted the role empathy plays in an organisation. It emphasised the importance of compassionate leadership and showed how building open and sincere relationships between managers and their reports directly impact workplace culture.

Compassionate leadership creates a psychologically safe workplace where employees are not afraid to discuss difficult topics.

8. Demonstrate integrity

A leader with integrity draws on their values to guide their decisions, behaviour and dealings with others. They have clear convictions about what is right and wrong and are respected for being genuine, principled, ethical and consistent. They have a strong sense of character, keep their promises, and communicate openly, honestly and directly with others.

9. Act objectively

A successful team leader is an objective leader who can understand various points of an argument or discussion while reaching goal-oriented solutions. Objective leaders can also access external factors to reach fair decisions that sit well with the whole team. Team members will also know that decisions are fair and just rather than based on preferences or other factors.

10. Lead by example

As a leader, the best way to build credibility and gain the respect of others is to set exemplary examples. Demonstrate the behaviour that you want people to follow. If you demand a lot from your team, you should also be willing to set high standards for yourself. Aligning your words and actions will help build trust and make your team more inclined to follow your example.

11. Share their vision

Having a strong company vision and effectively communicating that vision can help employee engagement remain high and drive the organisation forward. A leader with a vision clearly knows where they want to go, how to get there, and what success looks like.

Be sure to articulate your vision clearly and passionately, ensuring your team understands how their efforts contribute to higher-level goals. Working toward your vision with persistence, tenacity, and enthusiasm will inspire others to do the same.

Share your vision early and often, and set clear team goals that support this. If team members approach you for advice, give your input and don’t be afraid to make the hard decisions. The more decisive and transparent you are, the easier it is for employees to contribute to your vision.

Talent Trends 2024: Discover the latest in workforce trends

Our survey report covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific, of which 464 are from Hong Kong. Download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market.

Michael Page

leadership style

How to nurture meaningful workplace relationships

Naren Sankar — Thu, 26 Sep 2024 19:50:47 +0000

How to nurture meaningful workplace relationships Naren Sankar

Building workplace friendships goes beyond casual interactions in the evolving landscape of workplaces. These personal relationships can be beneficial for both individual and professional growth. Here are some ways you can cultivate positive relationships at work.

Having friends at work can be helpful

Building workplace friendships can help your wellbeing and workplace culture. According to Gallop, employees with best friends at work are seven times more likely to be engaged. Here are other ways in which having meaningful relationships with co-workers can benefit your business.

Elevating professional growth

Work relationships can help employees gain diverse perspectives, fostering innovative thinking and continuous learning. These connections encourage open dialogue and the sharing of valuable industry insights, which can contribute to both professional growth and job satisfaction.

For instance, you may have a project idea that you believe to be flawless. However, discussing it with your co-workers may reveal some oversights you made. Strong relationships enhance the overall outcome of any ideas you have.

Navigating career advancement

Trusted relationships can be instrumental in career growth. Colleagues who know your work ethic and capabilities may advocate for your promotions or recommend you for new opportunities within or outside the organisation.

Ways to build relationships

Cultivating meaningful relationships requires intention and effort, but the benefits are worth it. By making meaningful connections, you can create a supportive network that enhances collaboration, promotes mutual respect, and contributes to a harmonious work environment. Here are some practical ways to build and strengthen these relationships:

1. Organise team-building activities

Events such as workshops, retreats, or social gatherings provide a relaxed environment for colleagues to bond, break down barriers, and build friendships.

2. Initiate cross-departmental meetings

Encourage interactions beyond immediate teams. This creates opportunities for collaboration and understanding among diverse teams.

3. Create mentorship programmes

Implement mentorship programmes where seasoned workers can guide less experienced colleagues. This can help not only with employee bonding but also, make it easier to onboard new employees.

4. Bridging generational gaps

Recognise that different generations may have varying approaches to workplace relationships. For example, younger employees might prefer more frequent, informal check-ins, while older generations may value scheduled, formal meetings.

Foster an environment of mutual understanding and respect for these differences. Encourage cross-generational mentoring to facilitate knowledge sharing and relationship building across age groups.

5. Navigating remote work challenges

In remote or hybrid work environments, building relationships requires extra effort. Utilise video conferencing for regular face-to-face interactions, even if they’re virtual.

Create online spaces for casual conversations, such as virtual coffee breaks or chat channels for non-work discussions. Organise occasional in-person meetups when possible to strengthen connections formed online.

6. Developing networking skills

For those who find networking challenging, especially introverts, start small. Set achievable goals, such as introducing yourself to one new colleague each week.

Practise active listening to build genuine connections. Prepare talking points before meetings or social events to feel more confident. Remember, quality relationships often matter more than quantity.

7. Digital communication etiquette

In today’s digital workplace, mastering online communication is crucial. Be mindful of tone in written messages, as nuances can be lost without vocal cues.

Use emojis judiciously to convey tone, but be aware of cultural differences in their interpretation. Respect colleagues’ time by being concise in emails and messages. When in doubt about the tone or content of digital communication, consider whether a quick video call might be more effective.

Cultural sensitivity and diversity

An employee can build trust with the business by embracing diversity and practising cultural sensitivity. This is one of the key ways in which a company can succeed.

This can be achieved by acknowledging and respecting different cultural backgrounds, customs, and perspectives, and using inclusive language and practices to ensure everyone feels valued and understood.

Challenges of maintaining a united workforce and how to solve them

It is not always easy to maintain meaningful connections with co-workers. Problems include:

Remote work dynamics: With the rise of remote work, maintaining relationships can be challenging. Utilising video conferencing platforms to keep regular contact and holding virtual meetings help even staff who work from home feel engaged and included.

Personal conflicts: The key to disputes is to tackle them head-on but with tact. Encourage your team to speak up when issues arise – it’s far better than letting things simmer. Sometimes, you might need to play mediator, and that’s okay.

The goal is to create an environment where people feel comfortable hashing things out constructively rather than sweeping problems under the rug. A frank discussion today can prevent a blow-up tomorrow.

Long-term management of relationships

Healthy relationships always require effort to make it work in the long run. Relationships can be managed through:

Regular check-ins: Schedule regular one-on-one meetings and team check-ins to discuss work updates. This continuous engagement helps maintain relationships over the long term.

Feedback loops: Create an environment where feedback is regularly exchanged. Constructive feedback helps in understanding expectations and improving relationships, while also addressing any underlying issues before they blow up into a bigger issue.

Adapt to change: As teams evolve, be adaptable in your approach to relationship management. New team members, shifting roles, or changing dynamics require adjustments in communication and interaction styles.

Impact on organisational culture

There are both tangible and intangible benefits of forming a good relationship with other colleagues, which include:

Cooperation and creativity: Strong workplace relationships contribute to a collaborative culture. When employees trust and respect each other, they are more likely to share ideas, collaborate on projects, and contribute to a creative and innovative environment.

Role of managers: Managers play a crucial role in modelling relationship-building behaviours and fostering employee engagement. By demonstrating empathy, active listening, and inclusiveness, managers set the tone for the entire team.

Balancing technology and personal interaction: While technology is a valuable tool, it's essential to balance it with face-to-face interactions. Plan occasional in-person meetings or gatherings to strengthen connections and reduce the sense of isolation that can come with remote work.

However, forming workplace relationships can come with its own set of challenges. Differences in communication styles, conflicting priorities, or even a competitive environment can make it difficult to connect with colleagues.

Navigating power dynamics and maintaining professional boundaries while fostering friendships requires a delicate balance. Without clear communication and understanding, these hurdles can hinder the development of strong, productive relationships in the workplace.

By embracing cultural sensitivity, leveraging technology, and continuously seeking improvement through feedback, you can foster deep, lasting connections that enhance both personal fulfilment and professional success for you and your business.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

Naren Sankar

Why should someone be led by you?

Naren Sankar — Thu, 01 Feb 2024 08:00:54 +0000

Why should someone be led by you? Naren Sankar

As we are in performance appraisal season, it is crucial for leaders to engage in introspection. This process is not just about operational and business results; it is a chance to reflect on your leadership qualities and how they influence your team and business success.

It’s always a great chance to reflect on the year just passed, consider the learnings for you and your team and then agree to a plan of action moving forward. Of course a lot of this tends to focus on operational issues, particularly targets – and is very often centred on business and results.

The importance of self-assessment in leadership

During appraisals, as a leader, you really are both the appraiser and the appraised. This dual role provides a unique opportunity to evaluate your leadership impact over the past year. It is also vital to look beyond mere operational achievements and delve into the leadership skills you have honed or faced challenges with.

The key question: Your leadership value proposition

I am a big believer in all leaders really understanding themselves and what they bring to a leadership role. So, you need to ask yourself - What are the three reasons why someone should be led by you?

Identifying these reasons can be challenging, yet it is a powerful exercise in self-awareness and leadership development. These reasons should resonate with authenticity and passion, reflecting the core strengths that make you a unique leader.

Practical steps to identify your strengths

1. Reflect on past feedback from teams and peers.

2. Assess areas where your guidance has significantly impacted your team's success.

3. Consider what makes your leadership approach unique and effective.

Incorporating leadership traits into your role

Every leader has a set of inherent traits that define their leadership style. Whether it is effective communication, empathy, or strategic thinking, identify and cultivate these traits. This self-awareness not only enhances your leadership but also makes you a more appealing leader to current and potential team members.

Once you have identified your three key reasons, develop an action plan to further strengthen these qualities. This might involve targeted training, seeking mentorship, or setting specific leadership goals for the coming year.

Finally, you must really live up to these three reasons every single day. It is not enough to identify your strengths; you must embody them in all your actions. This commitment to your leadership qualities also fosters a diverse and dynamic team environment, where each member feels valued and motivated.

My 3 key reasons

To give you a starting point, here are my three key reasons:

1. I have a proven track record in growing businesses and can mentor you to do the same.

2. Your personal development is my passion, and I'm committed to helping you improve your business skills and as an individual.

3. My approach is anchored in honesty and fairness. You may not always like it, but it will always be honest and fair.

I encourage you to undertake this exercise and share your insights. Reflecting on why someone should work for you not only benefits your team but also contributes to your evolution as a leader. I look forward to hearing about your journey and the impactful reasons that define your leadership.

Fast-track your success with the right team. At Michael Page, we recruit on behalf of the world's leading companies. Discover how we can match you with top candidates to enhance your team's performance.

Andy Bentote

How to lay off employees with grace

Naren Sankar — Wed, 17 Jan 2024 03:52:32 +0000

How to lay off employees with grace Naren Sankar

There is nothing easy about the process of laying off employees, and it can be emotionally draining for everyone involved. When faced with this situation, a company’s leadership must approach it with compassion, empathy, and grace.

The reason for the layoff must be communicated openly, clearly and honestly. Employees affected by the termination should be given severance packages and even offered job search assistance. It is also crucial to support the remaining employees who may be affected emotionally by the layoffs.

For older workers, companies may offer early retirement packages as a proactive measure to manage labour costs, but these programs should be designed in a way that is fair and equitable to all employees.

Laying off employees is a difficult decision for any company. Here are some ways to make the layoff process less painful and assist employees transition into their next career path.

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5 factors to consider when laying off employees

1. Be honest about why you want to lay off employees

Tell the employee why they are being laid off, even if it is due to poor business performance, workforce reduction, a change in corporate direction or cost-cutting measures. You are not doing the employee or yourself any favours by concealing the reason.

During a retrenchment exercise, employers must be honest when informing employees why they were laid off. This helps build trust with employees and prevent misunderstandings or rumours from circulating.

Being truthful and transparent also shows respect for the affected employees and can help them better understand the situation and move forward with their career plans. Additionally, honesty can demonstrate the employer’s commitment to ethical behaviour and corporate responsibility, which can aid in preserving the company’s image in the long run.

2. Be compassionate when employees leave, even if they had a short time working for you

Compassion is an important value for companies to uphold, even when employees leave after a short tenure.

When employers show compassion to employees leaving, even those who have only been with the organisations for a short time, it demonstrates that the company values its employees and respects them as individuals. This needs to be handled with extra care if you are working in a virtual office and communicating with your employees remotely.

When companies handle employee departures with compassion, it can also help minimise negative emotions such as anger or resentment, which could damage the company’s reputation or even lead to legal issues.

3. Consider redeployment for impacted employees

To mitigate the impact of job loss, senior management teams should look for alternative placements within the company to deploy employees affected by the layoff. Employees can have the option of moving to another department or opting for voluntary retirement.

This shows that the company cares about its employees and is committed to finding a solution that benefits everyone. This approach can also help the company retain valuable employees and reduce the costs associated with finding and training new hires, and manage the morale of the current workforce.

On top of that, offering the option to move to another department or voluntary retirement gives the affected employees some control over their situation, which can help them feel more empowered during this challenging period.

It is important to acknowledge that employees who are redeployed to different roles may experience anxiety and uncertainty. As such, the company should prioritise clear communication and ensure that they understand the reasons for the redeployment and what the new role entails. Companies may also provide a retention bonus for those who choose to stay.

Companies can provide additional support to employees during this period, such as training and coaching, to help them adjust to the new position to demonstrate their commitment to treating employees fairly and with respect, which can help to maintain morale and productivity during a difficult transitional period.

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4. Provide support and care for termination processing

Allow your employees time to process the termination, collect their belongings, and say their goodbyes before departing your company. Employees should be informed of their permanent termination about a month before their last day.

Accept that they might need at least a day to come to grips with their termination and allow them to work remotely to let them grieve over their loss. A company owner may also consider reducing the work the terminated staff is to finish.

If laid-off employees are required to work for a few more days or weeks, companies can consider offering them remote work arrangements that would give them the personal space to grieve over the job loss.

There may be times when you may be unable to offer your staff the option of staying on for more than a day. When that happens, you need to think about how you can support laid-off personnel.

5. Offer financial and emotional support, and outplacement assistance

As part of the layoff announcement, employers could offer financial counselling in private rooms for retrenched employees, and arrange for a private space where they can speak with a counsellor or coach.

When a company offers outplacement services for retrenched employees, it means that they provide support to help those employees transition to new jobs or careers.

What are outplacement services?

Outplacement is an employer-sponsored benefit that is typically included as part of a severance package for employees who are laid off or terminated.

These services are designed to help workers improve their skills and become more marketable to potential employers. Services may include resume writing, cover letter writing, navigating job boards, networking, and negotiating job offers, which can be conducted by the human resources team.

By offering outplacement assistance, companies show their commitment to supporting their employees, and help to ensure a smoother transition for the impacted workers.

Communicating openly and honestly with terminated employees and the current staff is essential to avoid misunderstandings. Being transparent about the reasons for the layoffs, the process and timeline, and any support available can help minimise the impact on employees and maintain the company’s credibility.

Reducing guilt for remaining employees

While the focus is on the employee leaving, little attention is given to the employees who were “spared” termination. Company managers should talk to the whole workforce collectively about any retrenchment exercise, and not just to the affected staff.

These employees may feel relieved to have a job still but simultaneously guilt-ridden about the suffering of the former colleague who was let go, creating involuntary separations. Questions like “How am I going to face my friend who was let go while I am still employed?” may pop up in the person’s head.

This “survivor guilt” can affect the quality of work the remaining staff turns in, affecting the company’s operations. It may also affect the company’s public image.

Managers should also clearly explain to staff the other options considered before the decision was made to lay off the employee. The reason may be situational factors like economic downturns causing massive layoffs and various business reasons such as eliminating redundant positions due to new company direction.

Sharing details of how the affected employee is being supported to look for a new job by your company (such as providing outplacement services) can help ease the guilt of the current employees too.

Staff reductions can be challenging, so protect your employees’ well-being and avoid layoffs too soon after you have just laid off one group of employees.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

Michael Page

career path

Sustainable Matters: Leading FIFA Women’s World Cup 2023 with sustainable leadership at the forefront

Simone Wu — Mon, 06 Nov 2023 07:15:46 +0000

Sustainable Matters: Leading FIFA Women’s World Cup 2023 with sustainable leadership at the forefront Simone Wu

For our Sustainable Matters series, we are spotlighting the people and companies leading the charge in creating a better world for future generations. In this feature, Jane Fernandez, Chief Operating Officer for FIFA Women’s World Cup 2023, shares how she approached sustainable leadership when it comes to organising a major sports event.

Q: How do you define sustainable leadership, especially in managing large-scale, international sporting events?

“Sustainable leadership is about harmonising economic, social, and environmental impacts in everything we do. It’s a mindset that recognises how these areas are deeply connected, and we can’t just focus on one while ignoring the others.

“This approach isn’t just about numbers on a spreadsheet; it’s driven by values and a broader vision of success. It’s about setting a culture that resonates with our team, drawing people who share our passion for not just playing the game but changing it for the better.

“It’s how we ensure that the events we manage leave a lasting, positive impact on the world.”

Q: Can you share some challenges FIFA faces in implementing sustainable leadership practices and how you navigate through them?

“Organising the FIFA Women’s World Cup 2023 was quite the adventure, with Australia and New Zealand co-hosting. Imagine coordinating a symphony with multiple orchestras across different countries – that was our challenge! We navigated a maze of stakeholders, each with their own perspectives and regulations.

“Our North Star in this journey was our unwavering commitment to our fans, players, and partners. We wanted everyone to have a seamless and memorable experience, no matter where they were. So, whenever we hit a roadblock, we circle back to our core values – our purpose, vision, and mission.

“These helped us make decisions that stayed true to our goals and united everyone under a common banner. It was a complex task, but incredibly rewarding to see it all come together.”

Q: What are some unique values, expertise and experience you look at when hiring leadership roles to execute your vision and purpose?

“When bringing our vision and purpose to life, our people are the real MVPs. Imagine assembling a dream team for the biggest match of the year – that’s how we approach hiring for leadership roles. Each major event is like a complex puzzle, requiring a diverse mix of skills and talents.

“It’s not just about what our leaders can do; it’s about who they are at their core. We look for individuals who don’t just talk the talk but walk the walk, embodying our values in everything they do.

“Experience is key, of course – we’re on the lookout for those who’ve shone in similar roles or have the potential to grow into them.

“Ultimately, it’s about finding those special people who can work together seamlessly, turning our ambitious goals into reality. It’s a challenge, but when we find the right fit, it’s like magic.”

Sustainable leadership is about harmonising economic, social, and environmental impacts in everything we do

Q: How do you measure your team’s efforts aligned with the organisation’s sustainable leadership goals?

“You know, setting the course for a project as grand as this, we began by charting clear KPIs – think of them as our roadmap to success.

“Take our attendance goal, for instance: we aimed high, setting our sights on 1.5 million attendees. And guess what? We didn’t just meet that target; we soared past it, with 1.98 million people joining us to celebrate the matches!

“But it wasn’t just about numbers for us. Keeping an eye on our sustainability priorities was equally vital. It was like keeping a pulse on our event’s heartbeat, ensuring we stayed true to our vision every step of the way.”

Q: Looking ahead, how do you envision the legacy of sustainable leadership within this Women’s World Cup and its impact on future tournaments?

“Looking forward to the future, I see the legacy of this FIFA Women’s World Cup as a vibrant tapestry of achievements. It’s more than just a tournament; it’s a catalyst for change.

“We’ve opened doors for aspiring female leaders, creating job opportunities and empowering thousands of volunteers with new skills. Imagine the spark of inspiration we’ve ignited in the hearts of the next generation, encouraging them to reach for the stars in whatever they dream of doing.

“Moreover, we’ve turned a spotlight on the critical role of sustainability in major events, shifting perspectives and setting new standards. But it’s not just about these tangible achievements.

“We’ve woven a cultural narrative, too, establishing a cultural panel for the first time, which celebrates and honours the rich and diverse stories of both Australia and New Zealand.

“This panel has been instrumental in ensuring that every aspect of the tournament pays homage to the unique heritage and values of these countries. This legacy, I believe, sets a new benchmark for future tournaments, where respect, inspiration, and sustainability go hand in hand.”

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more about the value Michael Page brings to your organisation.

Simone Wu

leadership style

Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape

Naren Sankar — Wed, 28 Jun 2023 19:44:03 +0000

Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape Naren Sankar

In this era of unprecedented change, traditional work patterns are being redefined. Hybrid work models have emerged as one of the most important factors that motivate talent when it comes to choosing the workplace of their choice.

Some 76% of people in the Asia-Pacific region said hybrid working is the most important aspect of flexibility, of which 67% of people surveyed in Hong Kong felt the same way, according to our Talent Trends 2023 ‘The Invisible Revolution’ Report..

The shift toward hybrid work environments marks a shift in how people perceive their professional lives. Workplaces are transitioning from solely focusing on physical presence to prioritising individual well-being and human connections.

A shift in work dynamics

The global pandemic has acted as a catalyst for adopting hybrid working. While some employees still desire to work from the office, forward-thinking business leaders are implementing substantial changes to support hybrid work arrangements while preserving their company culture.

Hybrid working models enable individuals to work from home for a portion of the week while reserving the option to return to the office when necessary. This arrangement became an integral part of the lives of millions of people.

While some individuals still prefer to work in the office, many employees are now embracing the concept of hybrid working. This work model accommodates in-person and remote work, allowing for greater flexibility and a more balanced approach to work-life integration.

Benefits of hybrid working for employees

Hybrid working offers numerous advantages for both employers and employees. Unlike the traditional on-site work model, hybrid work allows employees to manage their working hours more flexibly and work remotely.

Here are some benefits that employees experience from hybrid work:

1. Improved work-life balance: Employees with hybrid work schedules and locations have greater flexibility, making it easier to balance personal and professional commitments.

2. Efficiency and autonomy are improved: Employees in hybrid work arrangements report more efficient time use. They can structure their workdays according to their productivity patterns.

3. Burnout mitigation: Hybrid work allows employees to take breaks when needed and manage their energy levels more effectively.

4. Higher productivity: A hybrid work environment means employees can focus on individual tasks without distractions while collaborating and building relationships at the same time.

5. Reduced commuting and travel expenses: Hybrid work reduces daily commuting, resulting in significant savings on transportation costs, including fuel, parking fees, and public transportation.

Click here to check out work-from-home or hybrid roles on our job portal.

Unlocking cost savings for employers: Redefining office space

Implementing a hybrid work model can yield substantial cost savings for organisations. With less dependency on extensive office spaces, businesses can significantly reduce their real estate investments.

Besides moving to smaller office spaces, some organisations have redesigned their office space with lesser tables and created more collaborative spaces where employees can come together for various discussions.

This shift in office space requirements enables companies to redirect funds toward cutting-edge technologies that support flexible working hours.

On the other hand, employees save on commuting costs and have more time to work and rest.

Embracing the hybrid work model for strategic advantage

As the business landscape evolves, companies are embracing the hybrid work model as a strategic advantage over their competitors by leveraging the following factors to reach a wider group of candidates:

Overcoming geographical limitations: Providing hybrid work options allows organisations to attract applicants from faraway states or rural areas, expanding the talent pool beyond the immediate vicinity of their physical location.

Increased diversity and inclusion: Incorporating hybrid work arrangements creates opportunities for individuals facing barriers to traditional office-based employment, resulting in a more diverse and inclusive workforce.

Enhanced candidate attraction: Work-life balance and flexibility are critical for candidates. Hybrid work arrangements allow candidates to achieve this balance, making the organisation more appealing to them.

Improved retention and productivity: Flexible work schedules are significant productivity drivers on-site and off-site. Workers with flexible schedules report higher productivity and focus. Organisations can positively impact retention rates and productivity by offering hybrid work arrangements.

Strategic advantage in hiring: Competition for top talent is fierce, so organisations that offer flexibility and autonomy are more likely to attract and retain them. Companies can be more competitive in the talent market by adopting hybrid work arrangements.

Empowering employees and enhancing work-life balance

Hybrid work is more than just a change in the physical location of work. It represents a shift toward secure, intuitive, and immersive work experiences that transcend boundaries.

Automation and AI tools and technologies facilitate more productive work experiences for remote teams, empowering them to interact seamlessly from anywhere in the world.

To fully realise the potential of the hybrid work model, organisations must ensure secure and seamless access to apps and tools, fostering a culture that embraces this new way of working.

Maintaining and improving employee engagement

Employee engagement is paramount for any company’s success, and the hybrid working model presents an opportunity to sustain productivity and well-being.

There are several strategies you can implement to boost employee engagement when you have both on-site and hybrid-working employees. Here are some steps you can take:

Provide specialised support to managers: Managers play a crucial role in fostering employee engagement, so it’s essential to support them with technical onboarding and training. This support will enable them to effectively navigate the challenges of managing a hybrid team while addressing their team’s social and emotional needs too.

Foster emotional connection and team bonding: When proximity is lost in the office, finding ways to foster team bonds and emotional connection is essential. Build trust and support within a team by encouraging shared commitments and mutual expectations.

Facilitate frequent check-ins: In a hybrid setup, managers should create spaces for team members to share and connect. Encourage staff members to provide life updates, share experiences, and share their thoughts and concerns through regular check-ins during staff meetings.

Encourage in-person interactions: Provide virtual engagement and collaboration with technology tools. Use video conferencing platforms for meetings, presentations, and team discussions. Enhance virtual collaboration by using chat platforms, collaborative document editing, and project management tools.

Leverage technology for virtual engagement: Using video conferencing tools for meetings, presentations, and team discussions. Using chat platforms, collaborative document editing, and project management tools to enhance virtual collaboration.

Recognise and appreciate achievements: Recognising and appreciating both on-site and hybrid-working employees is crucial to engagement. In order to reinforce a positive work culture, recognise individuals in public through virtual shoutouts, newsletters, or company announcements.

Potential challenges of implementing hybrid working arrangements

Implementing hybrid work in an organisation also brings various challenges that need to be addressed for a smooth transition and effective operation. Here are some potential challenges of implementing hybrid work:

Communication: When working in a hybrid environment, clear communication can be challenging, leading to misunderstandings, reduced collaboration, and diminished productivity. Communication channels need to be established, and team members should be encouraged to communicate.

Coordination: In a hybrid team, coordinating tasks and projects can be challenging. It is important for companies to use project management tools, establish transparent workflows, and define roles and responsibilities to improve coordination and productivity.

Connection: Building and maintaining a sense of connection and belonging among hybrid teams can be complex. Remote employees may feel isolated or disconnected from the company culture and their colleagues. Organisations should prioritise team-building activities, promote virtual social interactions, and create opportunities for informal conversations to foster connection and maintain team cohesion.

Creativity: Creative brainstorming and spontaneous interactions that often lead to new ideas may be challenging in a hybrid workplace. To foster creativity within hybrid teams, organisations must explore virtual collaboration tools, set aside time for creative activities, and share knowledge.

Culture: Maintaining a consistent organisational culture in a hybrid work environment can be challenging. When team members work remotely or have varying schedules, it can be tough to establish and reinforce the desired culture and values. Companies should define and communicate their culture clearly, encourage inclusive practices, and ensure that the company’s values are consistently communicated across all work settings.

Organisations should use a checklist to assess their progress in addressing the above five points. This will help leaders identify areas that require improvement and guide them in implementing strategies tailored to their organisation’s needs.

It is important to note that the challenges of implementing hybrid work may vary depending on the specific context, industry, and organisational culture. Therefore, organisations should proactively identify and address their unique challenges to successfully transition to a hybrid work model.

Integrating the hybrid work model

As we embrace the future of work, it becomes evident that the hybrid work model reshapes traditional notions of employment. Companies must embrace this evolution, integrating it into their culture and leveraging its advantages.

The office is no longer the sole hub of productivity; it is now a dynamic space that harmonises the unique contributions of on-site and remote workers. By harnessing the power of hybrid work, organisations can unlock the full potential of their on-site and remote workforce to act, driving innovation and success in the future.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

Michael Page

leadership style

Workplace flexibility a top priority for candidates: report

Simone Wu — Fri, 02 Jun 2023 17:00:00 +0000

Workplace flexibility a top priority for candidates: report Simone Wu

It has been more than three years since the COVID-19 pandemic broke out. People around the world went through national lockdowns and mobility restrictions; they had to work from home for extended periods, and many spent a lot of time outside of the office because offices had to be closed.

From that, companies learned how to implement hybrid working arrangements and exercised flexibility for employees working from home. As the pandemic moves to the endemic stage globally, some organisations decided to get people back in the office, while others continued with hybrid work arrangements.

It is not flexible if it is defined.

Many companies are looking to revert back to their pre-pandemic days. But the world has changed. People do not want to be ordered back into the office. They want to go to the office when they want to, and when there is a good reason to do so, and not because someone higher up the food chain has instructed them to do so.

In fact, some 1,042 respondents to our Talent Trends 2023 Report ‘The Invisible Revolution’ have ranked flexibility as the No. 2 most important motivator for factors that attract them to join a new company, with No. 1 being salary. Last year, flexibility was ranked at no. 7, indicating that flexibility is now on everyone’s mind.

Flexibility has become a universal right, not a privilege

The three years of pandemic living have demonstrated that work is not more important than one’s personal life. People’s priority has shifted – they now prioritise work-life balance even more.

The concept of work-life balance changed from a largely intangible and hypothetical conversation before the pandemic to an undeniable aspect of everyday life. And it is a factor that affects everyone, from junior-level professionals to those at the C-suite level.

“I had a VP-level candidate who wanted to block off an hour from 4pm every day for time with his child. For them, it is more work-life integration than work-life balance. They view personal responsibilities and professional responsibilities with equal importance, so when hiring senior-level executives, companies need to tailor solutions according to the candidates’ personal interests, situations, and industries,” says Angela Y Yang, Partner at Page Executive Singapore, recruiting senior-level executives for the Healthcare and Life Sciences sector.

The pandemic has also shown us that work can be done outside of the office, and employees can still be productive.

Advantages of workplace flexibility:

Improved work-life balance: Flexibility can enable employees to better manage their personal commitments, leading to reduced stress and increased job satisfaction.
Increased productivity and engagement: When individuals have control over their work arrangements, they are more likely to be motivated, engaged, and productive.
Expanded talent pool: Offering flexible work options can attract a wider range of candidates, including those who may have constraints preventing them from pursuing traditional 9-to-5 roles.
Cost savings: Flexible work arrangements can reduce overhead costs, such as office space requirements, commuting expenses, and employee turnover.

“Flexible work is here to stay,” says Nilay Khandelwal, Managing Director, Michael Page Singapore. “It boils down to the trust created in the last three years of hybrid work. Culture gets created on the back of becoming comfortable with that model.”

It is a complex problem with no easy solution, as the feasibility of remote work is dependent not only on an individual’s personality and personal circumstances but also on the sector and role. Depending on the job scope and industry, employers need to consider flexibility as part of the employee experience.

Challenges of implementing flexibility at the workplace:

Organisational culture and mindset: Many companies still struggle to embrace a culture of flexibility, often due to concerns about accountability, communication, and team collaboration in remote or flexible work environments.
Managerial support and training: Managers play a crucial role in implementing and supporting workplace flexibility. However, some may lack the necessary skills or training to effectively manage remote teams or provide guidance in a flexible work setting.
Technology infrastructure: Adequate technological infrastructure and tools are essential for seamless remote collaboration and communication. Organisations need to ensure that employees have access to reliable and secure technology platforms.
Inequality and access: Workplace flexibility may not be equally accessible to all employees, particularly those in lower-income jobs or industries that require in-person presence. Addressing these disparities and providing equitable flexibility options is an important consideration.

Openness to flexibility is vital for employees who cannot work out of the office. For instance, it might not be practical for someone responsible for running a factory to expect to work from home. However, that person can request more flexible hours.

Some findings on flexibility from our Talent Trends 2023 Report:

72% of respondents in their 40s said that hybrid working is the most important aspect of flexibility, and at the same time, 72% of employees with senior-level managerial responsibilities feel the same way.
75% of respondents in their 20s said flexible working hours are most important, and 74% of employees with mid-level managerial responsibilities feel the same way.

The findings from our talent trends report show that flexibility requirements do not just come from one category of employees – everyone wants flexibility at work.

“Flexibility has to be customised to individuals, and it also depends on the industry. Some people love going to the office, while others don’t. It also depends on your work environment. For instance, in Hong Kong, everyone goes to the office because homes are small. The important thing is to have a choice. It is not flexible if it is defined. Everyone views employee engagement differently and relates to flexibility differently,” adds Khandelwal.

Organisations that embrace flexibility, instead of simply tolerating it, as a good business strategy will have significantly better retention rates.

People don’t want hard and fast rules regarding flexibility — they want your trust to make the right decisions. Retaining talent will improve with adaptive flexibility policies that target individual needs rather than one-size-fits-all policies.

Using benefits like hybrid work as a selling point will not stand out to prospective talent unless a company’s approach to flexibility is holistic and end-to-end.

Since good work-life balance is a non-negotiable expectation for today’s talent, this makes an excellent opportunity for employers to refine flexibility to provide an outstanding employee experience.

Embracing flexible work

One company that has fully embraced a flexible way of working is Heineken Vietnam. “Working from home or anywhere outside the office allows our employees to spend more time with their families and take care of their well-being,” shares Le Qui Don, Human Resources Director, Heineken Vietnam.

“At the same time, some of our employees still want to come into the office some of the time as nothing can replace the joy of true togetherness. This can be attributed to the social nature of human beings, and it also happens to be a part of our purpose and DNA at Heineken Vietnam.”

The hybrid working model was trialled at its head office in Ho Chi Minh City at the start of 2022, and the company is now making preparations for the same model to be rolled out nationwide.

Heineken Vietnam has also made improvements to the interiors of its head office to create a more conducive working environment. It now offers flexi-desks, and chairs with good lumbar support and configured its spaces for better collaboration.

Now is the time for bold, people-first moves

While other companies lament offering flexibility for their employees, others are getting ahead of the curve.

Indonesian peer-to-peer lending platform Alami has chosen to go against the grain, having put in place a four-day workweek since October 2021.

Alami’s CEO, Dima Djani, said that the company wanted to give employees more time to spend with family, pursue hobbies, or participate in faith-based activities.

The impact of this was immediate. After starting the four-day workweek at the beginning of October 2021, the company closed the month with a 40% increase in monthly disbursements, from US$ 7 million to US$10 million, proving that a shorter workweek can do wonders for productivity.

Djani says that putting in place a four-day workweek has led to teams coming up with more creative ways to work, such as collaborating asynchronously to accommodate teammates working in different time zones.

Since news of Alami’s four-day workweek went viral, the company has seen unexpected payoffs in other ways: It received over 4,000 job applications in less than two months. If anything, this is evidence that companies willing to take bold steps to change the way they work will also be more effective at attracting talent.

Employees don’t just want flexibility; they want autonomy

For companies and their leaders to succeed with workplace flexibility, Anthony Thompson, Regional Managing Director, Asia Pacific at PageGroup says it empowers employees to decide how and when they want to work. “One of the misconceptions about hybrid work is that everyone wants to work from home. More than ever, what employees want now is to have a choice.

“Leaders and managers will need to communicate regularly to find out what works best for individuals and teams,” he emphasises.

He said he expects to see most APAC markets adopt a blended approach to work. “I don’t think we’ve seen the end of the office. We’re seeing many people who want to be back in the office and having that interaction again,” he noted.

Discover the latest talent trends in our 2023 Talent Trends Report, The Invisible Revolution. This survey report findings are based on responses from 20,811 people across 12 markets in Asia Pacific, of which 1,042 are from Hong Kong.

It covers what hiring professionals need to know to address talent attraction and employee retention for the year ahead. It also highlights a change in the hiring outlook as job candidates and employees now prioritise their well-being more than ever. Download our report to find out more.

Michael Page

How to resolve workplace conflicts: A guide for managers

Simone Wu — Mon, 13 Jun 2022 16:00:00 +0000

How to resolve workplace conflicts: A guide for managers Simone Wu

Leadership and conflict often go together and some form of conflict in the workplace is unavoidable. Now, the good news: you can address and resolve workplace conflict in a healthy and productive way.

The way you deal with disagreements at the workplace as a leader will help you to earn the respect of your team and peers at work, help boost employee morale in the work environment and create a positive company culture.

Workplace conflict comes down to a lack of clear communication

First-time managers need to be aware that every word you say, or do not say, as well as your body language, will represent who you are as an individual and manager, and how subordinates view you.

Managers need to understand that employees come from different backgrounds, and therefore, can have differing opinions and different working styles. While this diversity can lead to disputes and disagreements, it can bring more perspective and ideas to the organisation. Workplace conflict can lead to poor performance, a drop in productivity and job dissatisfaction for affected parties.

There are a few ways conflict can arise in the workplace: between team members, across different teams, and between yourself and an employee.

Other factors that will lead to conflict in the workplace include unclear responsibilities, unreasonable time constraints and lack of resources. Generally, it all comes down to poor communication.

The rules of engagement for any manager are simple: Recognise conflict, listen carefully, understand the nature of the conflict and identify the root cause, manage employee conflict and bring a swift resolution to the conflict.

Feigning ignorance toward the situation or being biased toward one party normally escalates the problem and causes further issues to manifest, and in extreme cases, results in potential legal issues. As a manager, you need to understand how to minimise conflict, and how to deal with any tensions should they emerge.

Establish lines of feedback

The foundation of a good team is effective communication. Your team wants to hear from you and wants to be heard. Feedback not only helps your team grow but helps you absorb different viewpoints and develop in your role.

According to a workplace report by Gallup, only 23% of employees strongly agree that their manager provides them with meaningful feedback.

One early key is clarity and consistency. Make sure you are as direct and specific as possible. Every person on your team has their context, so they may interpret what you are saying differently which leads to communication breakdown and conflict.

As a manager, you need to work on creating a shared objective or vision that is supported by facts, and then convey this vision in a way where every single person on your team understands it and takes ownership of their part. This can be more challenging than it sounds, so patience is key.

Communication is also a two-way street. You need to be open and available and authentic to create a sense of psychological safety for your team so that everyone can feel comfortable seeking advice when they are facing a problem.

One way to do that is to find common ground. Share your encounters with workplace conflict in your previous experiences. You want to show your team that you are also a human being and that you can be worried and vulnerable, just like them.

Before a conflict arises, managers need to get ahead of workplace conflict. Set ground rules, and create a safe space for people to give feedback and share opinions without censure or ridicule. Equally, creating a culture of problem-solving and resilience will discourage excessive drama.

Developing a listening relationship requires being interested to understand where your team members are at. One way to ensure everyone gets heard that you is to hold regular one-on-one sessions to get to know your team better as human beings.

These should not only help you keep an honest watch on priorities and metrics – but they can also help you address questions before they become misunderstandings. When you share information, be prepared to receive feedback, including some that are not so positive.

Accountability and conflict

Communication without a call to action becomes tedious. Instead, record promises made by your team – and include yourself on that list.

These tangible to-dos will help keep everyone accountable, and ensure that you too are on the hook. Ideally, it also reduces empty promises. Ensure you give adequate freedom to do the work, rather than micro-managing every step of the way.

Equally, avoid brushing over too many cases of work left undone according to the plan. This gives your team a greater sense of ownership and responsibility and draws a line in the sand that your team commits to not crossing.

And when that line gets crossed? Conflict happens at work daily, and dealing with it can be a manager’s hardest task. However, when handled effectively, you’ll avoid disrupting the momentum for the team, and you as a manager.

How you handle and resolve conflict will be a true test of your leadership, address the conflict head-on before it becomes disruptive to business and culture.

This can be challenging and tricky for first-time managers but there are some ways to prevent that from happening. Ideally, consult your peers and fellow managers, and follow the team protocol. In cases where conflict occurs and is isolated, a small chat may suffice.

Then, in more extreme cases, you will need to act. Do so in an isolated space, ideally together with a fellow manager. Once done, speak with the team, and ensure that things move on quickly. Most importantly, no matter how heated things get, your feedback should never get personal.

Talk it out

A good manager sees signs of conflict before it gets serious: Take the person aside, listen actively, and then give specific feedback, explain both sides and come to a resolution.

Many managers avoid conflict and tension by insisting on harmony. This can just dampen down existing issues and leaves people feeling marginalised.

Usually, if people are given the chance to cool down and think about their actions, the situation will be minimised. So, ideally, be direct but calm when you address issues.

Switch on your active listening cap, confront issues in an empathetic way, brainstorm solutions and give your team member the chance to stitch it up themselves in a professional way.

Having a talk is a big part of getting involved, helping your team members grow, and understanding their limitations and boundaries. Let your team know when they cross the line – but that you support them.

Through careful observation, identifying behaviours that are triggers, and even role-playing better responses, your employees will develop better self-awareness, and respect you for taking the time. Consistent coaching will help to establish standards that prevent further conflicts from arising.

Conflict is inevitable. Waiting for it to resolve by itself or avoiding conflict is not an effective methodology for solving the problem at hand. Recognising that conflict rarely solves itself and that it needs to be addressed head-on is one of the key lessons that new managers need to learn to become more successful in their role.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more about the value Michael Page brings to your organisation.

Michael Page

conflict resolution

The importance of good communication in the workplace

Anonymous — Sat, 17 Apr 2021 06:07:53 +0000

The importance of good communication in the workplace Anonymous (not verified)

Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organisation – and this has been particularly important since the Covid-19 outbreak forced many people to work remotely.

Employers who invest time and energy into delivering clear lines of communication will rapidly build trust among employees, leading to increases in productivity, output and morale in general.

Meanwhile, employees who communicate effectively with colleagues, managers and customers are always valuable assets to an organisation and it is a skill that can often set people apart from their competition when applying for jobs.

Poor communication in the workplace will inevitably lead to unmotivated staff that may begin to question their own confidence in their abilities and inevitably in the organisation.

5 reasons why communication is important for your business

The importance of strong communication runs deep within a business. Here are five key reasons you should be paying attention:

Team building – Building effective teams is really all about how those team members communicate and collaborate together. By implementing effective strategies, such as those listed below, to boost communication you will go a long way toward building effective teams. This, in turn, will improve morale and employee satisfaction.

Gives everyone a voice – As mentioned above, employee satisfaction can rely a lot on their having a voice and being listened to, whether it be in regards to an idea they have had or about a complaint they need to make. Well-established lines of communication should afford everyone, no matter their level, the ability to freely communicate with their peers, colleagues and superiors.

Innovation – Where employees are enabled to openly communicate ideas without fear of ridicule or retribution they are far more likely to bring their idea to the table. Innovation relies heavily on this and an organisation that encourages communication is far more likely to be an innovative one.

Growth – Communication can be viewed both internally and externally. By being joined up internally and having strong lines of communication you are ensuring that the message you are delivering externally is consistent. Any growth project relies on strong communication and on all stakeholders, whether internal or external, being on the same wavelength.

Strong management – When managers are strong communicators, they are better able to manage their teams. The delegation of tasks, conflict management, motivation and relationship building (all key responsibilities of any manager) are all much easier when you are a strong communicator. Strong communication is not just the ability to speak to people but to empower them to speak to each other – facilitating strong communication channels is key.

Request a call back

How can you improve how your organisation communicates?

With 40 years of recruitment experience, we understand the value of good communication. Below, we’ve outlined some of the key areas where organisations can improve and enhance communication between their teams.

Define goals and expectations – Managers need to deliver clear, achievable goals to both teams and individuals, outlining exactly what is required on any given project, and ensuring that all staff are aware of the objectives of the project, the department and the organisation as a whole.
Clearly deliver your message – Ensure your message is clear and accessible to your intended audience. To do this it is essential that you speak plainly and politely – getting your message across clearly without causing confusion or offence.
Choose your medium carefully – Once you’ve created your message you need to ensure it’s delivered in the best possible format. While face-to-face communication is by far the best way to build trust with employees, it is not always an option. Take time to decide whether information delivered in a printed copy would work better than an email or if a general memo will suffice.
Keep everyone involved – Ensure that lines of communication are kept open at all times. Actively seek and encourage progress reports and project updates. This is particularly important when dealing with remote staff.
Listen and show empathy – Communication is a two-way process and no company or individual will survive long if it doesn’t listen and encourage dialogue with the other party. Listening shows respect and allows you to learn about any outstanding issues you may need to address as an employer.

For more insights on hiring and managing teams, please visit our management advice section.

Alternatively, if you are looking for a new opportunity and would like to learn more about the positions we have available, browse our jobs page.

Michael Page

building relationships

How to manage a multi-generational workforce: A complete guide

Anonymous — Tue, 06 Oct 2020 06:01:00 +0000

How to manage a multi-generational workforce: A complete guide Anonymous (not verified)

For the first time in history, our workforce is uniting three generations of employees. Companies are logically looking for the best talent to fill their leadership roles. Executive recruiters and the businesses they work with are making giant leaps in enriching company cultures and establishing diversity and inclusion by evolving what it means to talk about (and hire for) leadership profiles.

To stay ahead of the curve and the competition, savvy senior leaders are recognising and rethinking their unconscious bias regarding generational differences.

Executives across the board are moving from a fixed mindset about talent to a growth mind-set, shaking the very foundation of what being a “generation” is – and empowering employees to bring unique skill sets, and greater impact, to the table.

So, how can you find senior leaders with the right mindset to manage the multi-generational workforce?

The good news: we are all living and working together

Research by Bloomberg reveals that by 2026, 30% of people aged 65–74 will be employed in the workplace, side by side with younger generations. In fact, the office is the most likely place to find various generations interacting under one roof. Learning to understand each other and avoiding prejudices about how people of certain generations are likely to behave is essential to work effectively together.

This is especially true when it comes to identifying, on-boarding and integrating effective leaders.

“For senior hires, we notice that our clients are generally more interested in candidates that are on the upward trajectory in their career, rather than the latter stages. This isn’t always the right decision and we will challenge them with a recommendation based on our assessment of each individual,” explains Jessica Whitehead, Partner and Global Head of HR Practice at Page Executive UK.

Raphael Asseo, Partner at Page Executive Europe, agrees. “Age is often wrongly associated with steps: you cannot be CEO at 30, nor can you step down to a No.2 role when you have already reached No.1. Age is often wrongly associated with steps: you cannot be CEO at 30, nor can you step down to a number 2 role when you have already reached No.1. This is where an executive partner can offer added insight and perspective. There are no greater or lesser roles anymore. There is only a leader’s next great challenge, in the moment that they are ready to rise up to it,” he says.

Countless studies have proven that work attitudes are similar across generations. Culture Amp found that there are few or no differences across generations in career opportunities, confidence in leadership, personal learning and development, communication, etc.

Watch out for subliminal generational messages

Senior leaders often assume that different generations can’t co-exist and thrive together in the workplace. But diversity can be a lifesaver.

Asseo explains, “Senior leaders with diverse backgrounds and ages can contribute unique perspectives, ideas and experiences, helping to build resilient, resourceful organisations that outperform those that do not invest heavily in diversity.”

According to a 2018 Boston Consulting Group study, companies with diverse management teams, i.e. those including women, minorities, different ages and educational backgrounds, have 19% higher revenues – thanks to their capacity for innovation.

As Whitehead explains, “Executive recruiters need to assert the benefits of multi-gen leadership to their clients, especially when those clients have a clear expectation regarding who they are or are not looking for.”

So, which stereotypes should be avoided?

1. Boomers don’t know what CTO stands for: Not only are Boomers gadget-savvy, they are consuming tech at a pace equal to – or faster than – their younger counterparts, especially in the tablet market, where Boomers use tablet devices 20% more than Gen X – according to Pew Research.

2. Gen X are sceptical people who approach innovation and cultural shift with cynicism and contempt: Whitehead believes that Gen X are less rigid than their reputation implies. “When we recruit for a C-suite position, we look for more than just operational expertise. The Gen X learned to move and transition into a newer world, but they also bring business experience, managerial experience, and more,” she says.

3. The millennial snowflake generation lacks motivation and resilience: According to a study by the IBM Institute for Business Value, Millennials are not that different from their older colleagues. Around the same number of Millennials (25%) want to make a positive impact on their organisation as Gen X (21%) and Boomers (23%).

So, what does this mean for executive recruitment? As Asseo explains, “Successfully integrating leaders of different generations means actively encouraging cross-generational collaboration. Senior leaders can help by listening and responding to the views, visions and voices the different generations bring, then implementing cross-training to maximise strengths.”

Change your mindset: see past the numbers

Asseo also deeply believes that a candidate’s present tense is crucial. “The context we are living in dictates our behaviour and choices. Generations may have different approaches, but often share the same perspective,” he says.

Knowledge comes from all life stages. Dr Carol Dweck’s decades of ground-breaking research into The Growth Mindsethas inspired open-minded leaders to push the envelope on cultivating a healthier company culture, in which, regardless of age, every team member is in pursuit of knowledge.

Simple steps can go a long way. Multi-generational advisory boards or resource groups where members exchange ideas and benefit from each other’s unique skill sets can help banish bias and foster inclusivity. Mentorships and reverse mentorships can also offer mutual benefits.

A Gen X could coach a Millennial on valuable soft skills, while a Gen Z might offer an older colleague a social media boot camp. Here at Page Executive, we evaluate a company’s needs from a 360-degree perspective, and actively help senior leaders to navigate unconscious bias.

This often entails recommending a candidate that might not be on a company’s radar but who contributes fresh knowledge, valuable insights and unique experience to their role. Each generation in the workforce brings different skills, novel tools, and fresh ideas that can shake up the status quo.

And as Whitehead explains, “If employers can assemble meaningful groups of employees, see all of them as individuals, and help to improve the workplace experience, their bottom-line business results will truly blossom.”

Diversity is of far greater benefit to a company than generational rhetoric and stereotyping. If recruiters and employers can keep an open mind and an open door, they can harness the multiple advantages of multi-generational leadership.

See the bigger picture: Go beyond generational pigeonholing
Focus on individuals rather than groups. Consider personal merits, characteristics and job fit
Make informed decisions: Consider a candidate’s current context and life stage be- fore their high school yearbook
Encourage intergenerational collaboration in the workplace through meaningful groupings

Michael Page

team management

The Future of Hiring: Challenges in hiring the right people

Anonymous — Fri, 17 Apr 2020 07:33:10 +0000

The Future of Hiring: Challenges in hiring the right people Anonymous (not verified)

Do you find it increasingly difficult to recruit the best available talent for open positions, especially during the COVID-19 outbreak? As the overall hiring landscape changes in Hong Kong due to the pandemic, it’s imperative for companies to make sure they focus on employer branding. Communication with potential candidates needs to be optimised for a world that expects more transparency every day, and this will become even more pertinent when the market recovers eventually.

Candidates now have more access to information than ever before; a quick search online can quickly weed out companies with a positive social media profile, good culture, a bad one or not much personality and culture at all. Because of this power of information, when going through the hiring process with you, candidates should be able to understand the role they are applying for, along with the mission and what it’s really like to work for you.

Biggest challenges in hiring in Hong Kong

Some of the biggest challenges that companies face in hiring the right talent in Hong Kong are: too many candidates, evolving technologies and the cost of hiring the wrong candidate. In response, companies need to refine their recruitment process. This can mean drilling down to something as simple as the job advertisement.

This job advertisement should highlight company culture, the value proposition for the company and training and development opportunities. Potential employees should have a clear idea of what their career development will look like once they are actually in the role – which can be the differentiator when choosing between several opportunities.

Communicating a clear purpose and vision

The next step in attracting the right talent is ensuring that you have the answer to one crucial question: What does your company stand for? This is one prevailing question that candidates want to know when vetting a new company. Aside from the role itself, salary package and benefits, it is becoming increasingly important for professionals to understand who it is they are working for – and what that company stands for.

You may not have a clearly defined vision for the company yet, or perhaps it’s simply a matter of changing the external communication around that vision. If you look at the most successful companies on the market in terms of who people want to work for, it’s not only the companies with an excellent company culture – but those that know how to communicate that culture to the outside world.

This communication can include information about collaborative working environments, the type of technology that is used throughout the company, management style and how teams interact. Take every opportunity to show what a day in the life of your company is. Candidates now truly consider this meaningful information and actively seek to find it.

Furthermore, we are starting to see that companies are more effectively attracting talent by sharing the experience of current employees. This can be through pictures and videos posted on various social media channels, articles in the media, or the About Us section on their websites. This content is easily accessible and relatable. Having this information easily discoverable allows professionals to get a clear picture of the company culture on their own, rather than relying on the few people they meet during the interview process.

Humanising the recruitment process

A conversation about recruitment these days is not complete without discussing technology. Automation, machine learning and AI are already making a difference within the hiring process in disruptive industries such as fintech, and will only continue to be a bigger part of recruitment.

However, it’s important not to let technology take over the entire process and replace humans completely. Instead, technology should be used to support and expand recruitment capabilities, allowing companies to seek out the best talent on the market that they may not have had access to before.

Above all, while we are talking about the developments in technology and AI, the whole recruitment process needs to be humanised as much as possible. It’s a difficult balance to achieve, but an effective one. Technology can be used to speed up the overall hiring process, by screening initial candidates more effectively, or by removing bias in some of the initial hiring stages. There are roles that will be more easily evaluated by AI, those technical roles especially, but a larger part will be more focused on soft skills and aspects such as cultural fit.

These aspects require the humans within the process – the recruiters, companies and professionals – to interact as effectively as possible. Ultimately, high tech solutions should be utilised to improve the overall recruitment process, and bring a better experience to potential candidates, recruiters and hiring managers.

Looking to hire? Get in touch. Start a conversation.

Michael Page

career inspiration

Sick leave and your bottom line: How to manage workplace absences

Anonymous — Tue, 31 May 2016 02:37:24 +0000

Sick leave and your bottom line: How to manage workplace absences Anonymous (not verified)

Employee absence is often one of the biggest non-recoverable costs to businesses. It can lead to delays in task delivery and project completion, failures in communication and a loss of trust between employer and employee if frequent or long-term absences aren't adequately explained.

These issues are compounded by increasingly lean workforces that may find it difficult to absorb the workload of absent colleagues, or who may grow resentful if they are made to do so frequently or for long periods at a time.

For these reasons, managing absence should be an important priority for employers, but is one that needs to be handled carefully, taking into account the circumstances of the absence and the employee's personal history.

Provide clarity upfront

Every organisation should have a clear policy for how different kinds of leave are managed and the responsibilities an employee has in terms of providing notice and documentation around absences.

Are workers expected to call if they plan to be absent or will an email or text suffice? What is the threshold for when a doctor's certificate is required? Ensure that your policy covers all these kinds of questions and make sure it is covered in all induction materials and made available to employees via the company intranet.

We all accept that some sickness absence is inevitable and most absences are genuine, but simply having to call in at a set time and speak to their manager can discourage the employee who “doesn’t like Mondays”.

Short-term absences

This will be the most frequent kind of absence employers have to manage, and is also the kind most likely to be abused by workers wanting to take a 'sickie' or sick day. This is where your clear-cut policies will come into play, and as long as workers meet the criteria you've laid out for them, it’s easiest to simply accept the absence and move on with your day.

However, monitoring short-term absence, targeting those whose absence shows a pattern and ensuring that the correct recording and reporting procedures are followed can help reduce the risk of abuse and ensure that any underlying issues are exposed without too much damage to your bottom line.

For many managers, having a conversation with an employee about their absence can be uncomfortable and challenging

Long-term absences

Long- term absence cases can be more difficult, with many involving employees who have long- term health conditions, many of whom are long serving and highly valued. When they do need to take time off due to illness, a holistic approach to managing their absence, including their manager, HR, occupational health and external agencies, can ensure that they return to work as quickly as possible and with any adjustments they need already in place.

However, there will be cases where a return to work isn’t possible and these cases need to be managed to a conclusion as quickly and sensitively as possible. This means ensuring that the business follows both internal and legislative processes, whilst at the same time making sure that the employee continues to feel supported and valued.

For many managers having a conversation with an employee about their absence can be uncomfortable and challenging. They often don’t have the necessary skills to manage absence, so upskilling them is key to bringing absence rates down, with the resulting cost benefits to the business. How many managers, when conducting a return to work interview, have taken the employee to one side and said “let’s just say we’ve done this interview and I’ll tick the box”? This creates a barrier to managing absence and can impact on the attendance culture within the organisation. Line managers tend to know their employees better than anyone and so are key players in managing their attendance.

Addressing absence trends

Once the absence trends have been identified measures can be put in place to address them. There’s no point having a market leading approach to managing stress and anxiety if 90% of sickness absence cases are related to musculoskeletal disorders! Understanding the reasons for absence allows you to develop a proactive approach, based on preventing absence in the first place. This leaves you able to concentrate resources on the unavoidable absence cases.

Early intervention and ongoing management of absence cases is the key to achieving a rapid and sustained improvement. For example, an early referral for counselling to an employee assistance programme can minimise the absence of an employee who is absent for mental health reasons. Similarly, an in house physio service can mean a return to work quicker. This individualised approach, together with regular reviews of exiting absence cases, brings absence rates down, with the resulting impact on costs.

Greg Tadman

Summary

Employers should make managing absences an important priority in order to minimise the impact to team engagement and cohesion, and your bottom line:

Ensure your organisation has a clear policy around how different kinds of leave are managed and responsibilities an employee has in terms of providing notice and documentation around absences
Monitor short-term absences to try and pick up any patterns which could signal abuse
Long-term absences should be managed on a case-by-case basis with sensitivity and regard for the individual's personal circumstances
Use an 'early intervention' approach when addressing absence trends

Leadership

From uncertainty to empowerment: Leadership insights from May Wah Chan at Michael Page

Leadership and resilience: A conversation with May Wah Chan

Andy: My daughter wanted to ask – what is one skill or mindset every girl should have to succeed?

Andy: Reflecting on your journey so far, what inspired you to step into leadership and how did gender equity – or the lack of it – shape your path?

Andy: When you stepped in to lead Michael Page Vietnam after the previous director’s departure, how did you approach building trust and stability during that period of change?

Andy: What was one specific action or decision you made in those early weeks that helped your team feel supported and confident in your leadership?

Andy: What’s one stereotype about women leaders you’d like to break?

Andy: Leadership often demands both strength and vulnerability. Can you share a moment when embracing vulnerability made you more effective?

Andy: What belief about leadership have you completely changed your mind about?

Andy: What’s more critical for women’s leadership – mentorship, sponsorship, or systems change?

Andy: Can you share a moment when you choose between doing what was popular and what was right?

Andy: How do you manage work-life balance in a high-pressure role?

Andy: What would true equity in leadership look like to you – and what’s one uncomfortable truth we must face?

I need to hire

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From legal career to global top recruiter: Leadership insights from Olga Yung at Michael Page

Leadership and legacy: A conversation with Olga Yung

Andy: What’s the most powerful lesson you’ve learnt about being a leader and how does it shape the way you lead today?

Andy: Great to hear that it is still having an impact and you’re exactly right - leadership is all about perception and perception is reality. The second question was actually one from my daughter. She asked, what is one skill or mindset that every girl should have if they want to succeed?

Andy: How did you navigate your own career path to leadership? Were there any pivotal moments?

Andy: How can organisations create a more inclusive and supportive environment for women in leadership?

Andy: How do you balance leadership responsibilities with personal life?

Andy: What are the key mindset shifts needed to move from an individual contributor to a leadership role?

Andy: What do you think separates top-performing recruiters from the rest?

I need to hire

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1. Acknowledge, appreciate and give credit

2. Active listening

3. Communicate effectively

4. Show commitment

5. Embrace failure

6. Invest in your team’s future

7. Lead with empathy

8. Demonstrate integrity

9. Act objectively

10. Lead by example

11. Share their vision

Talent Trends 2024: Discover the latest in workforce trends

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How to nurture meaningful workplace relationships

Having friends at work can be helpful

Elevating professional growth

Navigating career advancement

Ways to build relationships

1. Organise team-building activities

2. Initiate cross-departmental meetings

3. Create mentorship programmes

4. Bridging generational gaps

5. Navigating remote work challenges

6. Developing networking skills

7. Digital communication etiquette