https://www.michaelpage.com.hk/ en https://www.michaelpage.com.hk/advice/management-advice/hiring/maximise-recruitment-roi Many employers depend on recruitment agencies to meet hiring targets, yet few measure the long-term impact of these partnerships. ROI is often assessed through immediate metrics such as cost per hire or time to fill, while broader outcomes – quality, retention, and productivity – receive less attention. A clear understanding of ROI helps employers evaluate both efficiency and value creation in their hiring strategies. When measured against consistent benchmarks, recruitment partnerships can reveal how agency expertise contributes to workforce performance, stability, and business growth. This article explains how to define ROI in recruitment, identify the right metrics, and build partnerships that generate sustained returns through collaboration and data-led decision-making. Use the following links to jump to specific sections in the article. Rethinking recruitment ROI Defining the recruitment ROI formula: The important metrics Selecting the right recruitment partner Turning collaboration into competitive advantage Leveraging market intelligence for strategic ROI Reviewing and sustaining partnership value Measure your ROI Rethinking recruitment ROI For many employers, ROI starts with how quickly a role is filled or how much a hire costs. Yet recruitment efficiency is only part of the story. True recruitment ROI considers the quality of the hire, their impact on the business, and the time and resources saved through expert support. When a skilled recruiter presents a well-vetted shortlist of qualified candidates, hiring managers regain valuable hours to focus on core responsibilities such as supporting existing employees and leading employee engagement initiatives. When a placement stays and performs well beyond the first year, the return compounds – reducing the need for rehiring, retraining, and onboarding. In short, partnering with a leading recruitment agency enhance organisational capability and workforce stability while reducing operational risk. Defining the recruitment ROI formula: The important metrics To truly maximise ROI, employers must know what to measure. Quantitative and qualitative indicators together create a fuller picture of success. 1. Time to hire A faster hiring process means teams remain productive and project timelines stay on track. Agencies with deep networks of job seekers and proactive talent pipelines can significantly reduce hiring lead times. 2. Quality of hire This metric evaluates how effectively a new hire performs, contributes to objectives, and integrates with the workplace culture. Agencies that understand a company’s operations and values can identify candidates whose capabilities and mindset support long-term organisational goals. 3. Retention rate A hire who stays beyond 12 months typically delivers far greater ROI than one who leaves within the first quarter. Retention also reflects the agency’s ability to match both skills and expectations effectively. 4. Candidate and hiring manager satisfaction Positive experiences on both sides reinforce your employer brand. A well-managed process signals professionalism and can turn even unsuccessful candidates into advocates for your brand. 5. Business impact Ultimately, recruitment success is measured by outcomes – how new hires drive innovation, revenue, or customer satisfaction. The best agencies focus on hires that move your business forward, not just fill a vacancy. Together, these metrics provide a complete view of cost efficiency and strategic value creation. Selecting the right recruitment partner ROI begins with the agency you choose. The difference between a transactional supplier and a true partner often lies in expertise, transparency, and alignment. A strong recruitment partner will: Demonstrate deep industry knowledge, with access to passive candidates and market insights unavailable through job boards Communicate transparently, providing clarity around sourcing strategies, candidate progress, and market challenges Prioritise long-term outcomes in their recruitment efforts, not just quick wins – placing candidates who add sustained value Align with your culture and DE&I values, ensuring representation and fairness throughout the hiring process Offer data-backed insights, from salary benchmarks to competitor hiring trends, that inform smarter workforce decisions Selecting an agency is therefore less about finding the lowest fee and more about finding the right fit – one whose expertise and ethics align with your organisational ambitions. Turning collaboration into competitive advantage The most productive partnerships are built on mutual accountability. Employers who treat their recruitment agency as a trusted adviser – rather than a transactional service provider – see stronger outcomes over time. To maximise ROI through collaboration: Set clear expectations early. Outline success metrics, process ownership, and communication frequency Be transparent about business context. Share details on team structure, leadership style, and future plans – this context enables better candidate alignment Provide timely feedback. Responsive communication allows the agency to pivot quickly and refine candidate targeting Acknowledge shared success. Recognising when the partnership works well encourages continued commitment and improvement When both sides operate as extensions of the same team, the recruitment process becomes more precise, candidate engagement improves, and the employer brand strengthens organically in the market. Leveraging market intelligence for strategic ROI One of the most underutilised aspects of recruitment partnerships is access to real-time talent intelligence. Agencies like Michael Page gather continuous data from thousands of candidate interactions, salary surveys, and hiring trends across industries and geographies. Employers who actively use these insights can: Benchmark salaries accurately, ensuring offers are competitive without overspending Identify emerging skill gaps, enabling proactive workforce planning Adapt attraction strategies, informed by what candidates value most – whether it’s flexibility, benefits, or career progression Navigate market shifts, such as talent shortages or regulatory changes, with data-led confidence By integrating these insights into hiring and retention strategies, businesses turn information into competitive advantage – a crucial source of ROI that extends beyond immediate recruitment outcomes. Reviewing and sustaining partnership value ROI should not be assessed once and forgotten. The most effective employer–agency partnerships include regular review points to assess outcomes, refine processes, and plan ahead. Consider establishing quarterly or biannual check-ins to review: Performance metrics: Are time-to-fill, retention, and satisfaction rates improving? Candidate quality: Are the new employees meeting performance expectations? Market trends: How do your hiring results compare with peers or competitors? Use these discussions not as audits but as opportunities for strategic alignment. Sharing mutual feedback – what worked, what didn’t, and what’s next – strengthens the relationship and keeps both parties accountable for continuous improvement. When treated as an evolving partnership rather than a series of transactions, the value of collaboration compounds over time. ROI built on partnership, not placement The ROI of a recruitment agency partnership cannot be measured solely in cost savings. It lies in the speed of delivery, the calibre of talent, the stability of teams, and the quality of insight that informs every hiring decision. When employers and agencies work with shared trust, transparency, and aligned objectives, recruitment functions as a strategic contributor to business performance. The most successful companies understand this: the real return on investment comes not from the placement itself, but from the partnership behind it. Partner with us to find quality candidates faster – and achieve measurable ROI from your recruitment strategy. Thu, 15 Jan 2026 11:20:50 +0800 Carol Yeoh 1590491 https://www.michaelpage.com.hk/advice/management-advice/hiring/questions-to-ask-recruitment-agency Choosing the right recruitment agency can make or break your hiring outcomes. The right partner helps you save time, reduce turnover, and improve cultural fit by streamlining your hiring process. Across markets where competition for talent remains high, finding candidates through a partnership with a strong recruitment agency can directly influence business growth, team performance, and retention success. Before signing a contract with any recruitment company, it’s essential to look beyond sales pitches and ask the right questions. Doing so ensures transparency, protects your hiring investment, and sets the foundation for long-term collaboration – because choosing the wrong partner can lead to costly mistakes. This article outlines the key questions employers and human resource (HR) leaders should ask before choosing a recruitment partner. It explains how to evaluate expertise, methodology, and candidate quality while ensuring alignment on culture, transparency, and data responsibility. You’ll also learn how to identify red flags and apply a practical checklist to assess potential partners with confidence. Whether you’re hiring for one critical position or building long-term workforce capability, these insights will help you select a recruiting agency that not only fills roles efficiently but also strengthens your organisation’s talent strategy and employer brand. You’ll learn how to Understand expertise and market knowledge Clarify recruitment process and methodology Assess candidate sourcing and quality Evaluate fees, guarantees, and transparency Define communication and partnership style Align on culture, values, and brand representation Review technology and data responsibility Validate track record and reputation Click any of the links above to jump to a specific section in this article. Speak to a recruitment expert Why the right recruitment agency questions matter Recruitment agencies differ widely in their specialisations, methods, and outcomes. While many promise access to “top talent”, the real differentiator lies in how they deliver results. Asking the right questions reveals not just the agency’s recruitment process, but also its reliability, communication style, and alignment with your organisation’s values. These discussions demonstrate how they can support your entire hiring process from start to finish. In markets where hiring speed can make a competitive difference, it’s equally useful to understand how a partner can help reduce hiring time while securing top talent. This starts with knowing the recruitment agency’s processes before forming a partnership. 1. Understand industry expertise and market knowledge Your first step is to confirm whether the agency genuinely understands your hiring needs. Key questions to ask: What are your core specialisations – industry, function, or seniority level?Why ask: Ensures the agency has deep knowledge in your specific hiring area, rather than offering generic solutions.  How long have you been operating in this region?Why ask: Indicates local market knowledge, network strength, and credibility.  What’s your understanding of the current talent landscape for this role or industry?Why ask: Tests their up-to-date market intelligence and ability to provide advisory insights, not just CVs. Red flag: Vague answers about your industry or a lack of proven experience in your market. 2. Clarify process and methodology Almost all top recruitment agencies claim to have a proven hiring process, but the details matter. Key questions to ask: Can you walk me through your end-to-end process, from taking the brief to candidate placement?Why ask: Helps you understand how structured their process is and where potential gaps may exist in delivering qualified candidates.  How do you ensure you understand our company culture and role requirements?Why ask: Assessing cultural fit is just as important as technical fit – this question reveals how they dig beneath the job description.  What is your typical timeline for filling a role like ours?Why ask: Sets realistic expectations for efficiency and resource allocation.  How do you handle roles that are particularly challenging or niche to fill?Why ask: Shows their problem-solving ability and whether they adapt to complex hiring challenges. Agencies that can explain their methodology clearly tend to have refined, data-informed processes. Red flag: Overpromising speed without clear methodology. 3. Assess candidate sourcing and quality A recruitment agency’s credibility depends on its ability to source, screen, and present the right talent. Key questions to ask: What sourcing channels do you primarily use – database, networking, advertising, or headhunting?Why ask: Reveals the breadth of their search and whether they go beyond standard job boards to engage both active and passive job seekers through proactive outreach.  What is your candidate screening and vetting process?Why ask: Determines the quality control measures applied before a candidate reaches you.  How do you assess candidates’ soft skills and cultural fit?Why ask: Technical skills are essential, but long-term success often depends on soft skills and team compatibility.  Do you present a diverse pool of candidates, and what are your strategies for promoting diversity?Why ask: Ensures they’re committed to inclusive hiring and giving you access to broader talent pools. Red flag: Agencies that focus only on technical skills without addressing culture or diversity. 4. Fees, guarantees, and transparency Clarity around costs protects your budget and builds trust. Key questions to ask: What is your fee structure, and when is the fee payable?Why ask: Essential for budget planning and understanding payment terms upfront.  Do you offer a guarantee period for placements? What happens if a candidate leaves within that period?Why ask: Protects your investment and signals the agency’s confidence in its placements.  Are there any additional costs I should be aware of, such as advertising, background checks, or testing?Why ask: Avoids hidden fees and ensures transparency. A clear discussion about pricing helps employers evaluate total return on investment. Understanding the real costs of hiring also helps you benchmark agency fees against the value they deliver. Red flag: Evasive or unclear answers about fees and guarantees. 5. Communication and partnership style A strong recruitment relationship is built on communication. Key questions to ask: How often can we expect updates on the search progress, and in what format?Why ask: Establishes expectations for visibility and frequency of communication.  Who will be our primary point of contact, and what is their experience with roles like ours?Why ask: Confirms you’ll have a dedicated consultant who understands your hiring challenges.  How do you handle feedback from candidates, particularly if they decline an offer or withdraw?Why ask: Provides valuable insight into how the agency protects your employer brand and gathers useful candidate feedback. Red flag: Lack of a clear communication structure or frequent point-of-contact changes. 6. Culture, values, and brand alignment Recruiters represent your company to the market, so alignment is key. Key questions to ask: How do you ensure your values align with ours, particularly around ethical recruitment practices?Why ask: Prevents reputational risks and fosters a trustworthy partnership.  Can you provide examples of how you’ve helped enhance a client’s employer brand during the hiring process?Why ask: Shows whether they add value beyond filling roles – such as positioning you as an employer of choice. Red flag: No concrete examples of employer branding support or ethical practices. 7. Technology and data responsibility Modern recruitment services use data and tech, but it must be handled responsibly. Key questions to ask: What recruitment technologies or platforms do you leverage to improve candidate matching or efficiency?Why ask: Highlights how innovative and efficient their methods are.  How do you ensure data privacy and compliance with regulations like GDPR or local laws?Why ask: Protects your company and candidate data from legal or reputational risks. Red flag: Lack of awareness around local compliance or vague answers on data handling. 8. Track record and reputation Finally, validate the agency’s credibility before committing. Key questions to ask: Can you provide references from clients for whom you’ve filled similar job vacancies?Why ask: Allows independent verification of their success.  What distinguishes your agency from others?Why ask: Forces them to articulate their unique value proposition and differentiators. Red flag: Unwillingness to provide references or generic claims about being “the best.” Building a successful recruitment partnership Many recruitment agencies claim to build partnerships founded on trust, transparency, and shared ambition – but only the ones who deliver on these values are the most effective. Employers, HR leaders and hiring managers who ask the right questions – and listen closely to how agencies respond – can identify partners who truly understand their business objectives and hiring needs. Beyond filling roles quickly, the right recruitment partner contributes to your organisation’s broader talent and hiring strategy, helping you attract, engage, and retain the right people over time. By recognising red flags early and using the checklist above, you can confidently choose a partner who drives both immediate results and long-term workforce success. Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Tue, 02 Dec 2025 14:05:46 +0800 Carol Yeoh 1565836 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/employee-recognition-leads-to-retention Employee retention remains one of the most pressing challenges for employers across Asia Pacific. While pay and progression continue to influence career choices, employee recognition is a critical driver of engagement and loyalty. When consistently practised, employee recognition fosters motivation, boosts morale and enhances productivity – making individuals more likely to stay with their organisation. Recent global surveys reinforce this link. Gallup and Workhuman’s 2022–2024 research found that employees who receive high-quality recognition are 45% less likely to leave within two years. Deloitte’s 2024 Human Capital Trends report also highlighted recognition as a top factor influencing retention across the region, underscoring its role in building a culture of recognition. For business leaders, recognition is not simply a morale booster – it's a proven way for rewarding employees and improving retention across APAC. Read on to earn insights to any of the following questions: Why employee recognition outperforms costly retention tactics? What are the effective employee recognition efforts? How can employers make employee recognition credible and consistent? How to make employee recognition a part of company culture? How to measure the ROI of employee recognition? Build your retention strategy Why employee recognition outperforms costly retention tactics The benefits of employee recognition are tangible. When acknowledgement is embedded in workplace culture, it contributes to: Lower turnover costs – when employees feel appreciated, they are more likely to stay, reducing recruitment and training expenses. Stronger engagement – recognition reinforces performance-driven behaviours and collaboration, while boosting job satisfaction. Employer branding – organisations known for valuing their people gain an advantage in competitive talent markets. Employee recognition initiatives are also cost-effective, delivering a deeper, more positive impact than financial incentives alone. While employee rewards like gift cards or extra leave days may offer short-term satisfaction, they rarely foster the sense of value and belonging that genuine appreciation creates. Thoughtful gestures – like verbal praise, written acknowledgement or opportunities for growth – build emotional connection and long-term loyalty, making recognition a far more powerful tool than transactional rewards. For employers evaluating employee retention strategies in APAC, recognition offers one of the most immediate returns. What effective employee appreciation looks like Recognition is most effective when it is timely, specific and fair. These principles are particularly important in APAC, where cultural diversity means employees value acknowledgement in different ways. For instance, applauding an outstanding performance over a challenging project helps keep employees motivated and reinforces their contributions. Other effective employee recognition examples include celebrating milestones, acknowledging behind-the-scenes efforts, or highlighting team wins in public forums. In hybrid or remote environments, acknowledging employees' work effectively requires additional effort. Remote employees especially benefit from visible and timely recognition, which helps bridge the gap created by physical distance. Employers should use digital platforms to enable peer-to-peer recognition, ensure managers recognise contributions in virtual meetings, and create visibility for achievements across dispersed teams. Tools like Microsoft Teams can be leveraged to celebrate employee achievements in real time, keeping the entire team engaged. This strengthens the culture of recognition regardless of working arrangement. How can employers make staff recognition credible and consistent While frequent recognition can impact employee engagement positively, they can lose its impact if it becomes inconsistent or insincere. Employers should avoid bias, ensure that recognition does not feel generic, and provide training so managers deliver feedback authentically. Encourage employees to give feedback on recognition practices to ensure they feel meaningful and inclusive. Addressing these challenges ensures recognition strengthens – rather than undermines – employee trust and engagement. For employers, credibility is critical in embedding recognition programmes as a long-term retention strategy. Speak to a recruitment specialist How to make employee recognition a part of company culture Sustainable recognition goes beyond isolated gestures. It should be integrated into performance management, leadership behaviours and organisational values. Examples include: Making recognition a regular agenda item in team meetings. Encouraging peer-to-peer appreciation through internal platforms. Linking recognition to company values, reinforcing behaviours that align with strategy. Integrating employee recognition initiatives into daily routines helps motivate employees and strengthen team bonds. By embedding recognition into everyday culture, organisations reinforce the benefits of employee recognition and build stronger retention strategies across APAC. How to measure the ROI of employee recognition To ensure recognition delivers results, employers should measure its effectiveness. Key indicators include retention rates, engagement survey results, internal mobility and productivity. Recognition platforms can also provide real-time data, enabling HR leaders to track outcomes and refine approaches. Tracking the employee experience through surveys and feedback loops helps quantify the positive impact of recognition efforts. Clear metrics not only validate recognition programmes but also demonstrate their contribution to business performance. Employee recognition as a foundation for retention success Employee recognition is no longer optional. In today’s APAC workplace, where mobility is high and competition for talent is fierce, recognition directly influences engagement, loyalty among team members, and retention. By embedding it into culture, ensuring it is credible and consistent, and tracking its impact, employers can turn recognition into a strategic driver of workforce stability and business growth. Want to explore employee recognition ideas that empower employees and boost morale across your entire team? Get in touch with Michael Page consultants to explore tailored strategies for your organisation. Tue, 04 Nov 2025 02:38:00 +0800 Carol Yeoh 666876 https://www.michaelpage.com.hk/advice/management-advice/staff-development/how-qualitative-performance-evaluations-give-businesses A qualitative performance evaluation assesses the how behind employee performance, not just the what. Unlike purely quantitative performance reviews that track targets, deadlines or output, evaluations with qualitative metrics examine behaviours, attitudes and interpersonal skills – factors that often determine long-term job success. Qualitative measures help employers understand: how employees approach problem-solving how they collaborate and communicate how they demonstrate leadership potential and cultural alignment how they build trust, empathy and resilience This broader lens is critical at a time when global engagement is low. Gallup’s 2024 State of the Global Workplace report reveals that only 21% of employees are engaged, while 60% feel emotionally detached and just 18% describe themselves as thriving. By revealing the dimensions that numbers alone cannot capture, qualitative evaluations can provide a fuller picture of workforce performance – and give businesses stronger insights to support retention, succession planning and culture. Why qualitative performance reviews must go beyond numbers Traditional reviews often focus on hard data as key performance indicators (KPI) – sales achieved, projects delivered, deadlines met. While essential, these measures only show part of the picture. Quantitative data cannot explain how results were achieved or predict how employees will perform in new situations. Qualitative performance evaluations fill this gap by capturing behaviours, attitudes and problem-solving styles that shape long-term success. The same Gallup report highlights that only 27% of managers globally say they feel engaged at work. Disengaged leadership creates ripple effects across culture, performance and retention, making it critical for organisations to look beyond numbers. For hiring managers and business leaders, assessing employee performance with both qualitative and quantitative metrics leads to fairer evaluations, sharper alignment and stronger outcomes – especially in hybrid environments where performance management must adapt to dispersed teams. Strengthen your talent strategy The benefits of qualitative performance evaluations 1. Stronger communication and collaboration Effective communication fosters better teamwork and creates a consistent employer brand. Employees who share ideas openly and listen actively build trust and reduce conflict – outcomes that directly impact productivity and client satisfaction. 2. Initiative that drives innovation High-performing employees often go beyond their remit. They spot opportunities, suggest improvements and anticipate challenges before they escalate. Recognising and rewarding initiative ensures organisations remain agile and competitive. 3. Leadership behaviours at every level Leadership is not limited to those with management titles. Team members who mentor colleagues, motivate others, give peer performance reviews and embody company culture can strengthen engagement and future leadership pipelines. 4. Empathy that retains top talent Empathy builds morale, trust and inclusion. In markets where skills shortages are acute, employees are more likely to stay with employers that demonstrate understanding and care. How qualitative feedback impacts business performance In practice, integrating qualitative insights into review systems delivers measurable outcomes. Regular one-to-one conversations strengthen engagement, while continuous feedback helps reduce turnover and improve motivation. Employees who feel seen and supported are more likely to stay, grow and perform at their best. These improvements lower hiring costs, build stronger retention and reinforce resilience – complementing strategies focused on reducing the hidden costs of hiring. Overcoming challenges in qualitative performance evaluations Qualitative data in evaluations provide a more complete picture of performance, but they also bring challenges. Subjectivity can undermine fairness if reviews are inconsistent. Organisations can address this by applying clear criteria, structured processes and input from multiple reviewers. Translating qualitative insights into action is another common difficulty. Combining behavioural observations with quantitative measures, supported by performance management tools, creates evaluations that are both balanced and practical. This approach ensures fairness, supports continuous development and helps businesses identify and nurture top talent. Strengthen your review process Best practices for employers Blend data and narrative – Combine objective data with qualitative observations to create a more balanced overview of employee performance. Apply 360-degree feedback with structure – Encourage peer performance reviews from colleagues and subordinates, and incorporate customer satisfaction scores into performance evaluations using clear, bias-reducing frameworks. Equip managers to succeed – Train managers in behavioural assessment, active listening, and delivering constructive feedback that supports employee growth. Standardise systems, not responses – Keep systems consistent across teams, but leave space for personalised feedback that reflects individual impact. Link reviews to business goals – Align assessment criteria with organisational strategy so that individual performance drives collective results. Turning evaluations into competitive advantage In a market where retention, engagement and culture determine success, employers that integrate qualitative performance evaluations into their review systems gain a clear edge. By assessing not only quantitative targets but also intangible factors like communication, leadership, and adaptability, organisations can more accurately measure performance and identify what makes someone a valuable team member. When employees are evaluated against both business goals and their own expectations in a safe and understanding environment, it drives stronger employee satisfaction and long-term growth. Qualitative insights help companies move beyond surface-level metrics, turning performance reviews into strategic tools for workforce development, culture building, and sustainable success. Looking to enhance your performance management approach? Contact us to explore how leading employers across APAC are modernising evaluations to retain and develop top talent. Thu, 09 Oct 2025 23:13:28 +0800 Carol Yeoh 664686 https://www.michaelpage.com.hk/advice/management-advice/hiring/future-flexibility-workplace Workplace flexibility is no longer an optional perk – it has become a central pillar of how organisations across the region attract, retain, and engage talent. Employees increasingly see flexible working arrangements as a sign of trust and respect, while employers recognise that adaptability supports business resilience and long-term growth. Yet, flexibility in APAC is not a single model. It is shaped by diverse cultural norms, infrastructure realities, industry requirements, and workforce expectations. Understanding these nuances will help organisations design policies that are not only competitive today, but sustainable in the years ahead. Hire top talent now Essentially, workplace flexibility has evolved into a strategic priority for employers in APAC because: It helps attract, retain, and engage talent. It’s shaped by cultural norms and workplace expectations. It's influenced by infrastructure and digital readiness. It can be adapted creatively across industries. It requires bridging the gap between employee and employer expectations. It supports wellbeing, mental health, and long-term engagement. It must be designed to evolve with changing needs. Use the links above to navigate directly to the topics covered in this article. Related: How recruitment agencies cut your hiring time and secure top talent. Why does flexibility matter more than ever? Workplaces across the region are experiencing shifting priorities. Professionals now place greater emphasis on work-life balance, wellbeing, and career sustainability. Flexibility enables them to integrate personal and professional commitments more effectively, whether that means hybrid schedules, alternative working hours, or role redesign.  For employers, flexibility is a lever for:  Retention – professionals are more likely to stay with companies that accommodate their needs. Attraction – flexibility is now one of the top considerations for jobseekers across the region. Resilience – adaptable models ensure continuity during periods of disruption. Talent reach – organisations can widen their hiring pool by removing geographical barriers.  In highly competitive labour markets, offering genuine flexibility can be the difference between securing top talent and losing out. The most effective policies are tailored to role requirements and business objectives, rather than imposed as a blanket rule.  Build a workforce with us How do cultural norms shape flexible work arrangements? Culture plays a defining role in how flexibility is perceived. In some APAC markets, respect for seniority and strong workplace hierarchies can reinforce the idea that being seen in the office equates to commitment.  In other contexts, younger professionals are challenging these norms. They prioritise autonomy, trust, and wellbeing over presenteeism, and seek the ability to request flexible arrangements that suit their personal lives. Successful organisations acknowledge these cultural dynamics. They provide training for leaders to shift from managing by attendance to managing by outcomes – fostering a supportive environment that allows employees to take ownership of their own schedules and encourages accountability, inclusion, and trust. What role does infrastructure play in enabling flexibility?  Flexibility is only as effective as the infrastructure that supports it. Reliable connectivity, access to secure collaboration platforms, and the availability of shared office space all influence how well remote and hybrid models function.  In dense urban centres, long commutes are a key driver of flexible work adoption, while in more distributed regions, coworking hubs and satellite offices can help employees remain connected and better manage personal obligations alongside their work schedules. Companies that invest in the right tools – from video conferencing to workflow systems – remove barriers and empower their people to thrive regardless of location or work schedule. This improves productivity and helps cut down on unnecessary overtime by making work more efficient. Related: How to nurture meaningful workplace relationships Which industries are most suited to having flexible schedules at work? The ability to implement flexible work varies by sector: Knowledge-based roles such as technology, finance, professional services, and marketing adapt naturally to hybrid or remote structures. Customer-facing and operations-heavy sectors, such as retail, logistics, and manufacturing, require more physical presence, but can still adopt flexible hours or shift-based models. Creative and project-based industries often benefit from hybrid structures, balancing individual focus with collaborative in-person sessions. .table-container{ overflow:hidden; border-radius:12px; box-shadow:0 4px 20px rgba(0,0,0,.1); background:#fff; border:1px solid #e2e8f0; max-width:670px; margin:0 auto; } .table-container table{ width:100%; border-collapse:collapse; background:#fff; border-radius:12px; margin:0 !important; } .table-container thead th{ background:#124395; color:#fff; text-align:left; padding:12px 16px; font-weight:600; } .table-container thead th p{ margin:0; font-size:14px; font-weight:600; color:#fff !important; } .table-container tbody tr{ border-bottom:1px solid #e2e8f0; transition:transform .2s ease, box-shadow .2s ease, background-color .2s ease; background:#fff; } .table-container tbody tr:hover{ background:#f8fafc; transform:translateY(-1px); box-shadow:0 2px 4px rgba(0,0,0,.05); } .table-container tbody th, .table-container tbody td{ text-align:left; padding:12px 16px; vertical-align:top; background:#fff; } .table-container tbody th{ background:#f0f9ff; } .table-container tbody th p, .table-container tbody td p{ margin:0; color:#475569; font-size:13px; line-height:1.6; background:transparent; overflow-wrap:anywhere; word-break:break-word; } .table-container tbody th p strong{ color:#124395; font-weight:600; } .table-container tbody td p a{ color:#124395; text-decoration:none; font-weight:500; } .table-container tbody td p a:hover{ text-decoration:underline; } @media (min-width:768px){ .table-container thead th p{ font-size:16px; } .table-container thead th{ padding:16px 20px; } .table-container tbody th, .table-container tbody td{ padding:16px 20px; } .table-container tbody th p, .table-container tbody td p{ font-size:15px; line-height:1.7; } } @media (max-width:410px){ .table-container{ max-width:410px; border-radius:0; background:none !important; border:none; margin:0; padding:0; box-shadow:none; } .table-container table, .table-container thead, .table-container tbody, .table-container th, .table-container td, .table-container tr{ display:block; width:100%; } .table-container thead{ display:none; } .table-container tbody tr{ margin:0 0 16px; border:1px solid #dbe7f5; border-radius:10px; background:#f8fbff; box-shadow:0 4px 12px rgba(0,0,0,0.08); padding:12px; } .table-container tbody th{ background:none !important; border-radius:0; } .table-container tbody th, .table-container tbody td{ padding:8px 0; border:none; } .table-container tbody th p, .table-container tbody td p{ font-size:14px; line-height:1.5; } .table-container tbody th::before, .table-container tbody td::before{ display:inline-block; margin-bottom:6px; font-weight:600; color:#124395; background:#e0ebff; padding:2px 8px; border-radius:12px; font-size:12px; content: attr(data-label); } .table-container tbody th + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody td + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody th p br{ margin:1px 0; } } @media (prefers-reduced-motion:reduce){ .table-container *{ transition:none !important; } } Mode Suitable sector Examples Fully-remote work Knowledge-based roles Technology, finance, professional services, marketing. Mostly physical Customer-facing, operations-heavy Retail, logistics, manufacturing Hybrid work structures Creative and project-based Illustration, graphic design, copywriting The lesson is clear: flexibility should not be limited to one industry or job type. With creativity, every sector can introduce elements that support both employers and employees' needs while maintaining business performance. Speak with our recruitment specialist What is the “expectation gap” in flexibility? One of the most pressing challenges is the disconnect between what employees want and what employers think they want. Employees consistently place flexibility among their top priorities – often equal to or even above salary – while some employers remain cautious, fearing productivity loss or cultural dilution. Bridging this gap requires open communication, data-driven insights, and a willingness to experiment. Organisations that align policies with employee expectations are better positioned to engage their workforce and strengthen loyalty. Close the expectation gap How do flexible arrangements at work contribute to a better work-life balance? Workplace flexibility is strongly linked to employee wellbeing. The ability to manage personal responsibilities alongside professional duties reduces stress, supports mental health, and drives long-term job satisfaction. Professionals with access to flexible models are more likely to feel trusted, valued, and motivated. From the employer perspective, improved wellbeing often translates into higher productivity, lower absenteeism, and stronger organisational culture. By embedding flexibility into wellbeing strategies, businesses reinforce their commitment to sustainable success. Looking to strengthen your team while preserving work-life balance? Request a callback from Michael Page’s industry expert recruiters today. How can employers design sustainable flexible work strategies? To create policies that stand the test of time, organisations should: Assess role suitability – identify which positions are eligible for flexible working arrangements and to what degree. Engage employees – seek input and feedback when shaping policies. Define clear expectations – set guidelines for availability, communication, and performance, including how many days per week employees are expected to work remotely or on-site. Train leaders – equip managers to support hybrid teams and fairly measure results across different schedules and/or work locations. Measure impact – use data on engagement, retention and productivity to refine approaches. Encourage connection – ensure flexibility is balanced with collaboration and belonging. Evolve continuously – flexibility must adapt as business needs, personal needs and workforce expectations change. Flexibility in APAC is ultimately about balance – between tradition and innovation, between employee autonomy and organisational needs, and between present challenges and future opportunities. Employers who treat flexibility as a strategic advantage, rather than a temporary response, will unlock stronger engagement, broader talent reach, higher job satisfaction, improved work-life balance and increased productivity. If you’re a hiring manager looking to build a flexible, high-performing team, get in touch with our industry expert recruiters to discuss your hiring needs. Key takeaways: Why businesses in APAC should prioritise flexible working hours Work flexibility has shifted from a perk to a strategic necessity – driving attraction, retention, and resilience. There is no one-size-fits-all model – hybrid, flexible hours, diverse work locations, compressed workweeks, and output-based evaluation are all viable approaches. Cultural norms, infrastructure, and industry requirements shape how flexibility is perceived and adopted across APAC. The “expectation gap” remains – many employees rank flexibility as highly as salary, yet some employers are cautious in implementing it. Sustainable strategies require clarity, consistency, and evolution – supported by engaged employees, capable managers, and regular measurement. Read more:How to prevent employees from job hopping12 ways to create work-life balance for employeesHow to make the business case for a recruitment agency partnership Mon, 06 Oct 2025 16:57:11 +0800 Carol Yeoh 1528951 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/workplace-ageism-age-discrimination Ageism has emerged as a key Diversity, Equity, and Inclusion (DE&I) concern for employees in Hong Kong, according to our 2025 Michael Page Hong Kong Talent Trends Report. Interestingly, while ageism is flagged as a priority, the percentage of people who report experiencing it in the workplace remains relatively low. The broader landscape of DE&I priorities In our annual talent trends report, respondents in Hong Kong were asked to rank a diverse array of DE&I initiatives, and their responses highlighted a broad spectrum of workplace inclusivity concerns. Here’s what emerged as the top 10 DE&I priorities for respondents in Hong Kong: Preventing age discrimination in the workplace Closing the gender pay gap Promoting greater equity for and inclusion of people of diverse racial and/or ethnic backgrounds Promoting greater equity for and inclusion of women in the workplace Getting more people of diverse racial and ethnic backgrounds into leadership positions Promoting greater equity for and inclusion of people with disabilities in the workplace Getting more women into leadership positions Promoting greater equity for, and inclusion of, people who identify as transgender and/or non-binary Promoting greater equity for and inclusion of the LGBTQIA+ community in the workplace Getting more people who identify as transgender and/or non-binary into leadership positions Find your next great hire Related: How leaders can gain better engagement with their teams The perception vs. reality gap of ageism in workplaces The report, based on responses from 580 individuals in Hong Kong, highlights a disconnect between the perception and reality of workplace discrimination: 10% of respondents reported experiencing workplace discrimination. Among those who did, 39% pointed to age as the main factor. 26% witnessed discrimination towards another employee in your workplace “Preventing age discrimination in the workplace” emerged as the top DE&I priority for employees in Hong Kong. These findings suggest a significant disparity between the actual experiences of discrimination and the broader concerns about age inclusivity. While the incidence of direct discrimination is relatively low, worries about ageism and other biases remain pervasive. This gap is further highlighted by additional insights: 12% experienced microaggressions 11% reported being stereotyped 9% have been discriminated when applying for a job These figures suggest forms of subtle or soft bias and exclusion, rather than overt discrimination. There, the high ranking of workplace age discrimination prevention as a DE&I priority relative to lower reported incidents suggests a widespread concern with potential rather than actual experiences of ageism. These figures indicate the presence of more subtle forms of exclusion rather than overt discrimination. The strong emphasis on preventing age discrimination, despite fewer reported incidents, suggests that employees are more concerned with the potential for ageism than with direct experiences of it. This underscores a crucial perception gap, where employees value an inclusive workplace even if they haven't personally faced discrimination. It highlights the need for employers to address not just explicit discriminatory practices but also the underlying cultural issues that contribute to feelings of exclusion or bias. Age discrimination across generations While it’s often assumed that ageism primarily impacts older workers, our talent trends report shows that it’s a concern for all generations: 42% of those in their 30s 42% of employees in their 40s 38% of respondents in their 50s and above 25% of workers in their 20s These numbers reveal that ageism transcends age groups, affecting workers at various stages in their careers. It’s not just older employees who face age-related biases; younger workers are also encountering ageism, albeit in different ways. For older employees, the rapid pace of technological change can create a sense of vulnerability, while younger workers often grapple with stereotypes that unfairly label them as inexperienced or naive. This multigenerational challenge highlights the need for inclusive practices that support employees of all ages. Workplace ageism: The amplified concern for different genders Ageism often intersects with other forms of discrimination, such as gender bias, highlighting the need for DE&I strategies to tackle these issues collectively. The report also reveals a gender disparity in age-related discrimination: 45% of male respondents reported age-related incidents 32% of female respondents faced similar issues This indicates that men, particularly older men, may face compounded challenges when age and gender bias overlap – a reminder that inclusion efforts must span all diversity dimensions. Because workplace ageism cuts across demographics and often amplifies other forms of bias, it has become a top concern for employees. Understanding its root causes is essential to designing effective strategies that counter ageism and build more inclusive workplaces. Related: How to hire to improve gender diversity in the workplace Why workplace ageism tops employees’ DE&I concerns Several factors may contribute to the strong employee focus on preventing workplace ageism: Future outlook: With Hong Kong’s growing ageing population, employees may anticipate longer careers and be concerned about potential future discrimination. Economic impact: The fear of age discrimination could be linked to concerns about job security and career progression in a competitive job market. Cultural shifts: As workplaces become more multigenerational, there may be increased awareness of age-related biases and stereotypes. Personal observations: Even though employees might not be the victims, they might see or hear about age discrimination incidents, which would then raise their concern for ageism. Speak with a recruitment specialist today Navigating the complexities of workplace discrimination While workplace ageism remains a top concern, the report highlights the interconnected nature of various forms of workplace bias. The high ranking of initiatives focused on racial and ethnic diversity, gender equality, and inclusion of people with disabilities indicates that employees are acutely aware of the need for comprehensive DE&I strategies. The occurrence of microaggressions (12%) and stereotyping (11%) highlights the subtle yet pervasive nature of workplace discrimination. These experiences are usually less overt than explicit discrimination and relate to a work environment within which one is likely to feel vulnerable to different biases, including ageism. Related: A guide to inclusive hiring for people with disabilities The broader implications Besides ageism in the workplace being a top priority for respondents in Hong Kong, the report also revealed that workplaces in Hong Kong struggle with inclusion: 85% perceive a lack of diversity in senior leadership 81% are unable to be authentic at work 77% believe their workplace lacks inclusivity These perceptions highlight the need for comprehensive DE&I strategies that address not just age but all forms of diversity and inclusion. Related: Find out how much you should be paying your employees with our latest Salary Guide Moving forward: The complex challenge of addressing ageism in the workplace Countering age discrimination in the workplace is not as simple as introducing a new policy or implementing a new workshop. The reason is that the root of ageism lies in perspectives and biases deeply rooted in individual mindsets. Therefore, addressing ageism requires an all-encompassing approach that brings practical changes and slowly reshapes collective attitudes and individual perceptions about age in the workplace. Companies should conduct thorough assessments to understand their unique challenges and cultural dynamics related to ageism. Based on these findings, they can then analyse and implement the strategies that make the most sense for their situation. 10 actionable ways to foster age-inclusive workplaces To address workplace ageism, employers could adopt a holistic approach that implements practical changes and challenges, and reshapes individual mindsets. Here are 10 strategies to consider. 1) Cultivate awareness and challenge biases: Conduct regular workshops on unconscious bias, focusing on age-related stereotypes. Encourage self-reflection and open discussions about age-related assumptions. Use case studies and role-playing exercises to illustrate the impact of ageism. 2) Foster intergenerational understanding: Create opportunities for cross-generational collaboration on projects. Implement reverse mentoring programmes where younger employees mentor older ones on technology, and vice versa for industry experience. 3) Implement age-neutral hiring and promotion practices: Use blind recruitment processes to reduce age bias in initial screenings. Evaluate candidates based on skills and potential rather than years of experience. 4) Provide continuous learning and development opportunities: Offer skill-building programmes accessible to all age groups. Encourage lifelong learning to challenge the notion that older workers are less adaptable. 5) Increase diversity in leadership: Set targets for age diversity in leadership positions. Showcase success stories of leaders from various age groups. 6) Address microaggressions and stereotyping: Conduct regular training on identifying and addressing subtle forms of age discrimination. Encourage bystander intervention when age-related microaggressions occur. 7) Establish cross-dimensional mentorship programmes: Create mentoring pairs that cross age, gender, and cultural boundaries. Facilitate knowledge sharing and mutual support across diverse groups. 8) Regularly assess and address pay equity: Conduct pay audits that consider age alongside other factors like gender and ethnicity. Implement transparent pay scales based on skills and performance, not tenure. 9) Develop robust reporting mechanisms: Create anonymous channels for reporting age discrimination and other biases. Ensure swift and fair investigation of all reported incidents. 10) Lead by example: Train leaders to model inclusive behaviours and challenge their own age-related biases. Celebrate age diversity as a strength in company communications and policies. Recruit with us Building truly inclusive workplaces Employers can work towards dismantling deep-rooted ageism in their corporate cultures by selecting and implementing strategies that fit their organisation’s specific needs. This approach not only fosters a genuinely inclusive environment that values diversity across all dimensions but also positions organisations to cultivate a dynamic, innovative, and engaged workforce – essential for thriving in Hong Kong’s economic landscape. The goal is not to check boxes but to create meaningful change. Start with assessment, choose strategies wisely, and commit to ongoing evaluation and adjustment of your DE&I efforts. This approach will be far more effective in eliminating ageism and creating an age-inclusive workplace that benefits employees of all generations and the organisation as a whole. Compete on clarity: Get more insights on 2025 talent trends Discover the latest in workforce trends in our latest Michael Page Hong Kong Talent Trends 2025 report: Complete on Clarity. This report explores what today’s job seekers and employees truly want – and where employer perceptions may not align. It offers practical insights for talent leaders and hiring professionals looking to attract, engage, and retain top talent in a rapidly evolving market. Download the full report or use our interactive online tool to access deeper, real-time insights tailored to your hiring needs. Read more:12 ways to create work-life balance for employeesWhen to use a recruitment agency instead of hiring in-houseHow to make the business case for a recruitment agency partnership Tue, 02 Sep 2025 04:40:00 +0800 Simone Wu 1300821 https://www.michaelpage.com.hk/advice/management-advice/leadership/leadership-insights-may-wah-chan 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. Read more:11 traits you need to be a highly effective leaderWhy recognising women in leadership and their achievements matterThe value of mentorship and sponsorship, and what it can do for your company 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. Wed, 27 Aug 2025 10:40:14 +0800 Carol Yeoh 1499626 https://www.michaelpage.com.hk/advice/management-advice/hiring/cut-hiring-time-secure-top-talent In Hong Kong’s competitive job market, where in-demand professionals across various industries receive multiple offers within days, speed is everything. Here’s how recruitment agencies like Michael Page consistently find and secure candidates faster than in–house teams. Hong Kong's hiring challenge Hong Kong’s labour market faces the dual challenge of a shrinking talent pool and sustained demand for niche skills. Low unemployment, coupled with job seekers prioritising flexibility and progression, makes it difficult for companies to hire quickly – particularly in financial services, technology, and professional services In a market where top talent are quickly hired, time–to–hire has become a strategic priority for employers. Talk to our industry specialists today Why hiring is slower for many companies in Hong Kong Yet, many companies face internal bottlenecks that slow down the process. Hiring delays are common, especially for multinational companies navigating regional or global approval structures. Some of the most common bottlenecks include: Overburdened HR or TA teams: Internal teams are often stretched thin, juggling multiple hiring requisitions. Complex approval processes: Multinational companies may face delays due to global or regional approval structures for new hires. Competition: Fierce competition for tech talent, finance professionals, and bilingual candidates with specialised skills further complicates hiring. Navigating local requirements: Businesses must also deal with complex local hiring processes, including visa requirements and salary benchmark expectations. Hire faster now How do recruitment agencies speed up the hiring process? Recruitment agencies are specifically designed to overcome these challenges. At Michael Page, we offer a range of services and expertise that give businesses a significant advantage in the race for talent. 1. Advanced approaches in our talent solutions We don’t rely solely on job advertisements when sourcing candidates. Our recruitment consultants use multi–channel sourcing strategies – from AI–powered talent mapping to social listening – to find passive candidates who aren’t actively looking but are open to the right opportunity. 2. Established networks in Hong Kong Michael Page has built deep candidate relationships across diverse industries in Hong Kong. This network allows us to surface quality profiles fast – including professionals who’ve worked with us before and trust our judgment. 3. Relationship–based recruitment Candidates are more responsive when they hear about job vacancies from someone they know and trust. Our consultants act as career coaches, assisting candidates with personalised tips like answering interviews, or giving general career progression advice to job seekers tailored to their specialisations. This helps motivate potential talents as they seek for the right job and increases their engagement, which speeds up response times – especially when time–sensitive roles are on the line. 4. Real–time market intelligence We provide our clients with data–backed, valuable insights on salary benchmarks, notice period trends, and candidate motivations in Hong Kong. This prevents companies from making uncompetitive offers with our talent solutions, ultimately saving weeks in the hiring cycle and ensuring you secure your top choice. 5. Candidate readiness Our recruitment services help you save valuable internal resources by introducing only pre-qualified candidates who are aligned with the job title, motivated, and meet your salary and visa requirements — minimising wasted interview time. 6. Streamlined process management We coordinate interview logistics, manage expectations on both sides, and follow up fast. Our involvement reduces the time lost to email chains and scheduling conflicts, keeping your hiring process on track. Request a hiring consultation What does a faster recruitment process look like? Here's a quick breakdown of Michael Page’s average turnaround times: We can shortlist qualified candidates in just 2 days; get them interviewing within 10 days; and typically have an offer accepted within 51 days. By working with Michael Page, businesses can gain access to our expertise, network, and resources, which allows them to focus on what matters most – running their business. Our structured process allows you to meet fully qualified candidates within a few days – often before your competitors have even launched their job ads. Find the right talent by partnering with Michael Page Hong Kong Working with a recruitment agency isn’t just about filling a vacancy. It’s about accessing a faster, more efficient, and more competitive hiring process that helps you: Move quicker than your competitors Secure exceptional talents before they accept another offer Reduce internal time and resource spent on sourcing Gain insights into what talent in Hong Kong expects from employers today Whether you’re scaling a team, replacing a critical hire, or entering a new business line, Michael Page is your partner in faster, smarter hiring. Need to hire quickly – without compromising on quality? Partner with Michael Page to reduce your time–to–hire and secure your ideal candidates before they accept another offer. Talk to our recruiters today to explore about our recruitment approaches, covering both permanent and contracting services. Tue, 26 Aug 2025 11:11:06 +0800 Carol Yeoh 1498581 https://www.michaelpage.com.hk/advice/management-advice/hiring/top-recruitment-agencies-hong-kong In Hong Kong's rapidly evolving job market, companies face increasing challenges in attracting the right talent. The hiring process – sorting through countless resumes, conducting job interviews, and assessing candidates – can be time-consuming and costly. This is where professional recruitment services or headhunting agencies step in, providing workforce solutions that connect businesses with qualified professionals efficiently and strategically. But with so many recruitment companies operating in Hong Kong, how do you choose the best one for your hiring needs? This guide will explore: Why should I partner with a job recruitment agency? Should I partner with a job recruitment agency or a HR agency? Top recruitment agencies in Hong Kong Michael Page Hong Kong Page Executive Hong Kong How to choose the right recruiting firm in Hong Kong? How can Michael Page help me hire? Why partner with a recruitment agency in Hong Kong? Before exploring specific agencies, examine the strategic advantages and recruitment services they offer employers: Access to a broader talent pool Agencies tap into networks and passive candidate pools often beyond the reach of traditional job postings. This is particularly crucial in competitive sectors or for niche skill sets. Comprehensive screening process Through pre-employment assessments, skills testing, and thorough vetting like these candidate verification processes conducted by Michael Page, agencies ensure only the most qualified candidates reach your desk. This significantly reduces the risk of mis-hires and improves quality-of-hire metrics. Tailored recruitment solutions Leading recruitment agencies offer customised recruitment strategies designed to meet the unique needs of businesses. Rather than a one-size-fits-all approach, recruitment consultants assess factors such as company culture, workforce demands, and industry-specific challenges to create bespoke solutions. Whether you need permanent hires, contract staffing, executive search, or project-based recruitment, recruitment agencies provide flexible options that align with your hiring goals. This adaptability ensures companies can efficiently scale their workforce, navigate market fluctuations, and secure top talent suited to their business needs. Speak with a recruitment specialist End-to-end recruitment process management A recruitment agency manages the entire recruitment process, from writing job descriptions, coordinating interviews, candidate screening, and collecting post-interview feedback to handling salary negotiations and supporting onboarding. This frees your internal human resources (HR) team to focus on strategic talent acquisition initiatives. Reduced time-to-hire In today’s fast-paced business environment, agencies can significantly accelerate your hiring process while maintaining quality standards. Industry expertise and local market insights Reputable recruitment agencies possess in-depth knowledge of specific sectors, providing valuable insights into salary benchmarks, hiring trends, and competitive packages. While some agencies offer recruitment across multiple functions, others operate as specialist professional recruitment consultancy focused exclusively on one area, such as technology recruitment. These varying levels of specialisation and industry knowledge help you position your opportunities effectively in the job market and choose a recruitment partner that best matches your hiring needs. Related: Why working with a recruitment agency in Hong Kong can help you save money What’s the difference between human resources (HR) consulting firms vs. recruitment agencies? While recruitment agencies focus on filling job vacancies by sourcing and placing candidates, HR consulting firms offer a broader range of strategic services. These offer workforce planning, talent management, employer branding, policy development, and organisational restructuring. A recruitment agency is the right choice if you are looking to hire the right talent efficiently. However, an HR consulting firm may be more suitable if you need long-term HR strategy guidance, such as improving employee retention, restructuring teams, or enhancing workplace policies. Understanding this distinction can help businesses choose the right partner for their workforce needs. Top recruitment agencies in Hong Kong While numerous recruiting agencies cater to the Hong Kong job market, some recruitment companies have distinguished themselves through their extensive networks, specialised expertise, and proven track record. Here are a few prominent hiring firms in the recruitment industry: .table-container{ overflow:hidden; border-radius:12px; box-shadow:0 4px 20px rgba(0,0,0,.1); background:#fff; border:1px solid #e2e8f0; max-width:670px; margin:0 auto; } .table-container table{ width:100%; border-collapse:collapse; background:#fff; border-radius:12px; margin:0 !important; } .table-container thead th{ background:#124395; color:#fff; text-align:left; padding:12px 16px; font-weight:600; } .table-container thead th p{ margin:0; font-size:14px; font-weight:600; color:#fff !important; } .table-container tbody tr{ border-bottom:1px solid #e2e8f0; transition:transform .2s ease, box-shadow .2s ease, background-color .2s ease; background:#fff; } .table-container tbody tr:hover{ background:#f8fafc; transform:translateY(-1px); box-shadow:0 2px 4px rgba(0,0,0,.05); } .table-container tbody th, .table-container tbody td{ text-align:left; padding:12px 16px; vertical-align:top; background:#fff; } .table-container tbody th{ background:#f0f9ff; } .table-container tbody th p, .table-container tbody td p{ margin:0; color:#475569; font-size:13px; line-height:1.6; background:transparent; overflow-wrap:anywhere; word-break:break-word; } .table-container tbody th p strong{ color:#124395; font-weight:600; } .table-container tbody td p a{ color:#124395; text-decoration:none; font-weight:500; } .table-container tbody td p a:hover{ text-decoration:underline; } @media (min-width:768px){ .table-container thead th p{ font-size:16px; } .table-container thead th{ padding:16px 20px; } .table-container tbody th, .table-container tbody td{ padding:16px 20px; } .table-container tbody th p, .table-container tbody td p{ font-size:15px; line-height:1.7; } } @media (max-width:410px){ .table-container{ max-width:410px; border-radius:0; background:none !important; border:none; margin:0; padding:0; box-shadow:none; } .table-container table, .table-container thead, .table-container tbody, .table-container th, .table-container td, .table-container tr{ display:block; width:100%; } .table-container thead{ display:none; } .table-container tbody tr{ margin:0 0 16px; border:1px solid #dbe7f5; border-radius:10px; background:#f8fbff; box-shadow:0 4px 12px rgba(0,0,0,0.08); padding:12px; } .table-container tbody th{ background:none !important; border-radius:0; } .table-container tbody th, .table-container tbody td{ padding:8px 0; border:none; } .table-container tbody th p, .table-container tbody td p{ font-size:14px; line-height:1.5; } .table-container tbody th::before, .table-container tbody td::before{ display:inline-block; margin-bottom:6px; font-weight:600; color:#124395; background:#e0ebff; padding:2px 8px; border-radius:12px; font-size:12px; content: attr(data-label); } .table-container tbody th + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody td + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody th p br{ margin:1px 0; } } @media (prefers-reduced-motion:reduce){ .table-container *{ transition:none !important; } } Agency Notable specialisation Strength Michael Page Banking, Legal, IT/Tech, and more(See full list.) Provides end-to-end recruitment by sector-experienced recruiters with large candidate databases. Page Executive Hiring for C-suite roles like CEO, CFO, etc. Board-level executive search led by senior consultants with global reach and bespoke strategies. Adecco Accounting/Finance, Banking, Engineering, etc. Matches candidates with start-ups and MNCs, giving employers access to wide talent networks. Hays Construction, Engineering, HR, etc. Recruitment across permanent, contract, and temporary roles, plus senior executive search. Randstad Legal Support, Supply Chain, Property and Real Estate, etc. Offers staffing across all contract types, career coaching and outsourcing solutions. Michael Page Since its founding in London in 1976, Michael Page has evolved into a global recruitment powerhouse with 140 offices across 36 countries. As PageGroup’s flagship brand, the company established its foothold in Asia in 1994 with the Hong Kong office. Today, Michael Page Hong Kong leverages its extensive global reach and deep sector expertise to deliver mid-management to executive-level recruitment solutions across diverse industries. The company also publishes an annual Talent Trends report, providing valuable local and Asia Pacific market and industry insights to help employers, hiring managers, and job seekers navigate the evolving employment landscape. Related: How does Michael Page attract the best talent for your business? Services: Through its strong focus on industry specialisation, Michael Page employs a unique approach where recruiters are former professionals from the sectors they serve. This industry expertise enables consultative partnerships with clients and strategic hiring processes. For instance, finance sector recruitment is handled by former finance professionals, ensuring deep understanding of client needs and candidate assessment. This approach, combined with their global network, helps businesses secure top-tier talent for mid-management to leadership roles. Specialisations: In Hong Kong, Michael Page demonstrates its commitment to specialised recruitment solutions through its expertise across a diverse portfolio of industries, including:: Accounting & Finance Banking & Financial Services Construction Digital Engineering & Manufacturing Executive Search Healthcare Human Resources Information Technology Legal Life Sciences Marketing Procurement & Supply Chain Property Retail & Sourcing Sales Secretarial & Office Support  Speak with a Recruitment Specialist Page Executive As part of the PageGroup, Page Executive focuses exclusively on executive search and handling board-level and senior management appointments. They offer bespoke recruitment solutions for talent acquisition, leveraging extensive research and a global network of senior consultants Adecco Established in Hong Kong in 1996, Adecco is a Swiss-French recruitment firm with 5,200 branches across 60 countries. The agency serves organizations from large corporations to startups across various sectors. Specialisations: Accounting and Financial Services, Banking, Engineering and Technical, Education, Event and Exhibitions, Human Resources and Administrative Support, Information Technology, Industrial, Logistics and Supply Chain, Retail, Sales and Marketing. Services: Adecco connects employers with potential candidates through their extensive network, serving both entry-level job seekers and those seeking career advancement. Hays In the realm of global recruitment, Hays is known for its comprehensive suite of employment services. It was established in 1968 as the Career Care Group, acquired by Hays PLC in 1986, and launched its operations in Hong Kong in 2006. Specialisations: Accounting and Finance, Banking and Financial Services, Construction, Engineering, Human Resources, Insurance, Legal, Life Sciences, Manufacturing and Operations, Marketing and Digital, Office Professionals, Property, Procurement, Supply Chain, Sales, and Technology. Services: Hays provides tailored recruitment solutions with particular expertise in senior role placements. Randstad Randstad has been established in Hong Kong since 2009. It is globally recognised for providing various HR services across multiple specialisations, including executive search, contracting services, and more. Specialisations: Accounting and Finance, Information Technology, Banking and Financial Services, Life Sciences, Sales, Marketing and PR, Legal Support, Supply Chain and Logistics, Property and Real Estate, Construction and Property, Engineering, Administration, Business Support, Sourcing and Procurement, Retail and Human Resources. Services: Randstad provides permanent, temporary, and contract staffing solutions, along with career coaching and talent outsourcing services. Unsure how to kick off a partnership with a recruitment agency? Explore our step-by-step guide for a seamless start – or connect directly with our team to get tailored support. How to choose a recruitment agency in Hong Kong Your choice of recruitment agency can significantly impact your hiring success. Consider these critical factors: Industry specialisation: Does the agency demonstrate proven expertise in your sector with a strong track record of successful placements? Service scope: Evaluate their full range of recruitment services - from initial screening methods to post-placement support. Do they offer the comprehensive support your organisation needs? Process quality: Assess their candidate assessment methodologies, feedback mechanisms, and quality control measures. How do they ensure candidate quality? Market presence: Consider their geographic reach, network strength, and presence in your target hiring locations. Client portfolio: Review their existing client base and ask for specific success stories in your industry. Technology and innovation: Evaluate their use of modern recruitment tools and technologies to ensure efficient processes. Track record: Request client references and placement success rates to verify their market reputation. How can Michael Page’s recruitment services help me? At Michael Page, our reputation as a global recruitment agency is built on decades of successful talent placements and a team of seasoned industry experts. Whether you’re an enterprise striving for the perfect addition to your team or a professional seeking a new career chapter, we have the expertise to guide you. Businesses keen on streamlining their hiring process can contact us directly and engage with our recruitment connoisseurs. Making the right recruitment choice A well-matched recruitment firm can be a game-changer for your hiring strategy. Whether you need niche talent, executive leadership hiring, or high-volume hiring solutions, the right partner will save time, reduce costs, and help you build a high-performing team. This guide provides a starting point for finding the recruitment agency that best aligns with your organisation’s needs. Read more:A guide to inclusive hiring for people with disabilities How to hire to improve gender diversity in the workplace Diversity, Equity, and Inclusion in the workplace: An employer’s employers guide Wed, 20 Aug 2025 02:30:00 +0800 Michael Page 986716 https://www.michaelpage.com.hk/advice/management-advice/hiring/roi-business-case-for-recruitment-agency Whether you are scaling quickly, filling a business-critical role, or struggling to attract qualified candidates, hiring has become more challenging than ever. Skilled professionals are in high demand, candidate expectations are rising, and internal teams are often stretched thin. In this environment, making the right hire quickly isn’t just about convenience – it’s a competitive advantage. Yet, for many organisations, the idea of outsourcing recruitment can still be met with hesitation. While the value might be clear to you as an HR professional or hiring manager, securing internal buy-in – especially from finance or leadership – requires building a strong business case for a recruitment agency. That means shifting the conversation from a hiring expense to a strategic investment: one that can improve time-to-hire, reduce risk, increase access to top talent, and ultimately support your long-term business goals. Here’s how to build a compelling, data-informed argument that shows why a recruitment agency partnership is a wise decision – and how it aligns with your broader business plan and hiring needs. Talk to our recruitment experts Need to convince stakeholders? Here’s your recruitment agency business case summary Why unfilled roles are costly for your business What makes a recruitment agency worth the investment? What are the most common objections to using a recruitment agency? How do you measure the ROI of working with a recruitment agency? When should you use a recruitment agency — and how do you make the case internally? How to frame your case of engaging a recruitment agency for leadership buy-in 1. Why unfilled roles are costly for your business Before diving into fees and deliverables, frame the conversation around the opportunity cost of an unfilled role. Revenue loss For roles tied directly to revenue – such as sales, business development, or client delivery – every day a vacancy goes unfilled can translate into lost deals, delayed projects, or missed revenue targets. A 2021 study by the Society of Human Resource Management (SHRM) found that businesses incurred an average cost-per-hire of US$4,683. This cost typically decreases for roles at the entry level. Consider what that role is worth to the business in terms of pipeline coverage or client billings. Productivity drain While this may work in the short term, over time it leads to fatigue, lower quality output, and disengagement. You also risk losing top performers to burnout or job dissatisfaction, compounding the hiring challenge with an even bigger talent acquisition gap. Operational bottlenecks Some roles – particularly in compliance, tech support, or product development – play a pivotal role in day-to-day operations. A vacancy here doesn’t just delay one project; it can stall entire workflows, delay product launches, or create risk exposure. These interruptions ripple across departments and may affect clients, customers, and internal teams alike. Poor candidate experience A slow or disorganised hiring process can negatively affect your employer brand, especially if candidates are left waiting. A 2023 study by SHL reveals that 42% of candidates decline job offers after a bad interview experience – another facet of reputation and employer interaction. Top candidates expect prompt communication, clarity on next steps, and a smooth process. When companies delay feedback or allow decision-making to drag on, candidates often disengage or accept other offers. Even worse, unhappy candidates might share their experience publicly, making it harder to attract talent later. A positive candidate experience isn’t a bonus – it’s a must in today’s reputation-driven market. Related: Why working with a recruitment agency in Hong Kong can help you save money 2. What makes a recruitment agency worth the investment – beyond just candidate databases? It’s a common misconception that employment agencies simply have bigger databases. The real value lies in their expertise, market knowledge, and ability to uncover the right talent through a refined recruitment process. Real-time market insight A good recruitment agency doesn’t just source candidates – it operates as a true market advisor. They provide real-time insight into salary benchmarks, notice period trends, and competitor hiring activity within your industry. This gives you the information you need to craft compelling offers that are aligned with candidate expectations – without overpaying or underestimating the role’s value. Market insight is beneficial when opening a new role, entering a new market, or trying to attract foreign candidates with unfamiliar compensation expectations. With this data, you can act decisively and competitively. Related: How to respond to pay rise requests: 13 real-world scenarios and template scripts Passive talent sourcing Most top performers aren’t scrolling job boards – they’re already employed and not actively applying. They are twice as qualified as active job seekers and less likely to be bombarded with offers, making them ideal long-term hires. These passive candidates often require a more personalised, trust-based approach. Recruitment agencies specialise in reaching out to these professionals discreetly, engaging them with the right messaging, and assessing fit before you ever see a CV. This opens up access to a broader, often higher-quality talent pool than your internal team could reach through advertising alone. It's especially valuable when you're targeting niche roles, senior positions, or hard-to-fill markets where demand outpaces supply. Related: How to work with a recruitment agency: A step-by-step guide for employers Efficient screening A strong agency doesn’t just send over resumes. Recruiters pre-qualify candidates on multiple factors: skills, experience, motivation, cultural fit, salary expectations, and interest in the specific role. This depth of screening drastically reduces the number of interviews you need to conduct and improves your interview-to-hire ratio. The result? A smoother recruitment process, less time wasted on misaligned candidates, and better overall hiring decisions. Related: How to hire to improve gender diversity in the workplace Stronger employer brand representation Every interaction a candidate has with your company – including with your recruiter – shapes their perception of your brand. A well-briefed recruiter becomes your professional voice in the market, sharing your story, culture, and value proposition with credibility and care. This is particularly important if you’re still building brand recognition, operating in a competitive market, or expanding into new regions. For passive candidates unfamiliar with your business, the recruiter is often their first impression of your organisation. A professional, informative, and engaging experience can be the difference between “no thanks” and “let’s talk.” Secure top talent now 3. What are the most common objections to using a recruitment agency – and how do you respond? Anticipate and address the likely concerns your stakeholders may raise, especially around cost. “We already have an internal talent acquisition team” True – but are they stretched thin? Many internal talent acquisition or HR teams are operating at full capacity. Partnering with a recruitment agency doesn’t mean replacing your internal function – it means strengthening it. Agencies offer flexible support for urgent or hard-to-fill roles, executive searches, or large-scale hiring projects, without the long-term cost of additional permanent employees. This hybrid approach allows your internal team to manage day-to-day priorities, while the agency steps in to fast-track specialist or urgent hiring needs. Related: When to use a recruitment agency instead of hiring in-house “Agency fees are too expensive” On paper, a recruitment fee might seem like a large line item – but it is essential to look at the broader financial implications. Consider the hidden costs of a vacant role: missed revenue, disrupted workflows, and increased pressure on existing employees. Even worse is the cost of a mis-hire – onboarding, training, and lost productivity can add up quickly. A well-aligned recruitment agency partnership can shorten time-to-hire, improve quality of hire, and boost retention strategies. These outcomes have a measurable return on investment, especially when factored into a broader financial plan or business plan. “We can post the job ourselves” Posting on industry-specific job boards or your careers site is a start – but it is often not enough. The best candidates may never see those ads, especially in competitive markets. Recruitment agencies go beyond job postings; they proactively tap into passive talent, engage skilled professionals, and leverage recruitment software to filter and engage the right profiles. Their outreach is strategic, targeted, and ongoing. This means you’re not just waiting for talent to come to you; you are accessing a pipeline of pre-qualified candidates across the broader talent pool, including those who aren’t actively looking but are open to the right opportunity. Find your next great hire 4. How do you measure the ROI of working with a recruitment agency? Where possible, bring data into your case. It shifts the conversation from assumptions to evidence. Compare time-to-hire How long does it take your internal team to fill a similar role compared to a recruitment agency partner? According to Gem’s 2025 Recruiting Benchmarks Report, hiring teams now conduct 42% more interviews per hire than in 2021, contributing to a 24% increase in average time-to-hire – from 33 to 41 days. A streamlined hiring process can significantly reduce time spent screening, interviewing, and following up. This not only speeds up decision-making but also prevents the risk of losing top candidates who might accept offers elsewhere. Faster hiring helps you keep projects on track, maintain productivity, and start generating ROI from your new employees sooner. Evaluate quality of hire Have agency-placed candidates stayed longer, integrated well, or delivered stronger performance? Look at metrics such as probation pass rates, performance reviews, or promotion timelines. These talent insights show how a recruitment agency can help you find the right people faster – people who fit in well and start making a difference sooner. In the context of your broader retention strategies, this directly supports business activities like succession planning and long-term workforce development. Interview-to-hire ratio A strong agency partner will save you time by only presenting qualified candidates – not a stack of resumes to sift through. This improves your interview-to-hire ratio, meaning fewer interviews are needed to secure the right talent. It reduces the burden on hiring managers and ensures your team can focus on selecting, not screening. With better alignment on cultural fit, skills, and salary expectations, decisions can be made with greater speed and confidence. Cost per hire Agency fees should be balanced against the hidden costs of inefficient hiring. Consider the internal resource drain: time spent by managers in interviews, delays in project delivery, extended use of temporary workers, or even reliance on costly overtime from existing employees. Add in costs for job descriptions, job board postings, and training for mis-hires, and your total cost per hire can escalate. A recruitment agency helps you save time, reduce risk, and improve cost efficiency. 5. When should you use a recruitment agency — and how do you make the case internally Different situations require different angles. Consider framing the case based on the specific business context you’re in: Scaling quickly When your company is growing rapidly – launching new products, expanding into new regions, or onboarding project teams – your internal hiring capacity can become a bottleneck. A recruitment agency can help you efficiently ramp up headcount at scale, without overloading your internal HR or TA team. Whether you need to fill five roles or 50, agencies can quickly tap into their existing talent pool, streamline the hiring process, and ensure you maintain quality even under time pressure. This allows your internal team to stay focused on onboarding and culture integration, rather than being buried in sourcing and screening. Hiring niche, technical or specialist roles Emphasise the difficulty of sourcing niche talent or specialised skilled workers, and how recruiters with deep industry knowledge can fast-track the process, and how to position your role competitively. Whether you're looking for medical technicians, cybersecurity analysts, or bilingual finance professionals, specialist recruiters know the channels, the salary benchmarks, and the candidate motivators that can accelerate your success. Solve your hiring needs today Entering new markets Expanding into a new region – whether locally or internationally – introduces multiple complexities: unfamiliar labour laws, different cultural expectations, and varying levels of talent availability. A recruitment partner with a local presence can guide you through regional compliance requirements, recommend competitive salary ranges, and connect you with candidates who meet both your technical needs and local market expectations. This reduces the risk of costly mis-hires or compliance missteps during a critical phase of growth. Confidential replacements When replacing a senior leader, managing a leadership transition, or hiring under sensitive circumstances like performance issues and restructuring, confidentiality is paramount. Recruitment agencies can run a discreet executive search, protecting your internal team from speculation and your brand from unnecessary exposure. Their structured, off-the-radar recruitment process allows you to assess talent without posting a public job ad – a critical advantage in politically or commercially sensitive situations. Small business or sole proprietorship If you’re running a lean operation, you can’t afford hiring missteps. Outsourcing recruitment to an agency gives you access to experienced consultants, recruitment tools, and pre-qualified talent without needing to build an in-house hiring function. You stay focused on core business activities, while the agency ensures you hire people who are not only skilled, but aligned with your values and long-term vision. Making your case more relatable to the business goal – not just the vacancy – can strengthen your argument. It is a partnership, not just a service A recruitment agency is not a quick fix – it is a strategic partner that aligns with your long-term vision, supports your marketing strategy, and helps you consistently attract and retain top talent. By saving time, reducing risk, improving candidate quality, and increasing market visibility, the right partner helps your business grow smarter and faster. If you haven’t used an agency before, ask the one you’re considering to share case studies, white papers, or client success stories. Look for examples in your industry, especially those related to hiring for similar functions, levels, or locations. This evidence can help reinforce your compelling business case when speaking to decision makers. Presenting a recruitment agency business case to decision makers You have explored the value, addressed common objections, and outlined specific scenarios where a recruitment agency delivers ROI. Now it is time to bring it all together in a way that resonates with decision makers. Here’s how: Lead with data: Use time-to-hire comparisons, cost-of-vacancy figures, and retention metrics to anchor your case in facts, not opinions. Align with business priorities: Link the hiring challenge to company goals like revenue growth, market expansion, or operational efficiency. Speak their language: Finance cares about cost savings. Operations want productivity. Leadership wants results. Tailor your pitch accordingly. Anticipate objections: Address internal team concerns and clarify that agency support is a partnership, not a replacement. End with a solution: Position the agency not just as a vendor, but as a strategic partner who accelerates outcomes and supports long-term hiring success. Done well, this kind of business case doesn’t just get approval – it builds credibility for future hiring strategies too. Need help building your business case? Reach out to our recruiters for salary benchmarks, market insights, and role-specific data to support your next internal presentation Read more:Diversity, Equity and Inclusion in the workplace: An employers’ guideHow to structure effective job interviews: A guide for hiring managersManaging salary conversations during economic downturns: A leader’s guide to basic principles Thu, 14 Aug 2025 18:00:00 +0800 Simone Wu 1489611 https://www.michaelpage.com.hk/advice/management-advice/hiring/when-to-use-recruitment-agency Hiring the right person is not just an HR task – it is a strategic business decision. Whether you are scaling quickly, replacing a key executive, or entering a new market, how you hire can have a direct impact on your operational agility, brand reputation, and revenue. While many organisations default to internal hiring to control costs, there are situations where engaging an external recruitment agency can deliver greater long-term value and help your organisation thrive. The right partner does not just fill roles – their recruitment services unlock access to top talent, reduce risk, and help you hire faster and smarter. So, when should you consider using an external recruiter instead of hiring in-house? Below, we outline key scenarios where outsourcing the search process can strengthen outcomes and protect your business priorities. When to use a recruitment agency You will benefit partnering with a recruitment agency when: You need to hire fast Your roles are hard to fill The hiring must be confidential Your team lacks capacity You want to expand to new markets You want to hire at scale You need strategic hiring support You want to avoid hiring risks 1. When time-to-hire directly affects business performance Some roles can’t sit vacant for long: a sales director generating millions in annual revenue, a finance controller overseeing compliance deadlines, or a project engineer on a time-sensitive build. If your internal team is managing multiple roles or lacks dedicated team sourcing capacity, you risk missing business targets due to unfilled positions. Recruitment firms help reduce time-to-hire by: Tapping into a diverse range of passive candidates and pre-qualified talent pools Managing outreach, screening, and scheduling at speed Keeping recruiting processes moving – even during internal delays Filling a role just two weeks faster can create a measurable impact on revenue generation, team performance, or service delivery. Find your next great hire 2. When you are hiring for specialist or hard-to-fill roles Not every job can be filled through job search platforms, ads and LinkedIn posts. Some require deep market insight and proactive outreach such as direct engagement through corporate messaging platforms, particularly in competitive sectors such as technology, healthcare, or finance. Examples of hard-to-fill roles include: Cybersecurity analysts with regulatory experience Senior software engineers with cloud-native architecture skills Tax specialists with cross-border expertise In these cases, recruitment agencies bring an advantage through: Niche industry knowledge and talent mapping Understanding of candidate motivations and salary expectations Direct access to passive candidates who are open to the right job opportunities If your in-house team has not hired for this type of role before – or you are not getting the right calibre of applicants – it may be time to engage an external partner. Related: How to work with a recruitment agency: A step-by-step guide for employers 3. When the job search must be made confidentially There are times when discretion is not a preference – it is a necessity. This is especially true for executive search and C-suite roles, where sensitive circumstances often require a highly confidential approach. This might apply when: Replacing an underperforming leader Building a new function ahead of a strategic launch Conducting sensitive restructures or exits Recruitment agencies can run confidential searches by: Avoiding public advertising and using direct outreach Acting as a buffer between your brand and the market Managing candidate expectations under NDAs This protects your internal culture, market reputation, and competitive positioning – especially in small or high-profile industries. Related: Why working with a recruitment agency in Hong Kong can help you save money 4. When your internal resources are stretched If your HR or talent acquisition team is managing the whole process of hiring, from onboarding to performance reviews – plus recruiting – you are not alone. In lean or fast-growing companies, recruitment often becomes a reactive process. Recruitment agencies can help by: Acting as an extension of your team, without adding manpower Providing end-to-end recruitment services and support: sourcing, screening, shortlisting Keeping candidates engaged while you focus on other priorities This makes recruitment agencies very efficient, particularly for startups, SMEs, or HR teams supporting multiple regions or business units. Book your free hiring consultation Related: A guide to inclusive hiring for people with disabilities 5. When you are looking to expanding into new markets or geographies Hiring in a new country or region presents unique challenges, including salary expectations, local talent trends, cultural norms, and regulatory requirements. A recruitment firm with regional expertise can help you: Understand local job titles, benefits norms, and interview styles Avoid compliance risks tied to labour laws or visa issues Position your employer brand effectively in a new job market For instance: In Singapore, employers face fierce competition for tech and engineering talent In Hong Kong, cross-border experience and language skills are often critical In Australia, hiring norms and remote work preferences vary significantly by state Partnering with a recruiter helps you localise your hiring approach without reinventing the wheel. Related: How to hire to improve gender diversity in the workplace 6. When you are scaling quickly or hiring in volume Sudden growth, new client wins, or product launches often require filling multiple roles in a short timeframe. If your internal team lacks the bandwidth or tools to coordinate this efficiently, delays can slow momentum. Agencies with project hiring, or recruitment process outsourcing (RPO) capabilities can help you: Deliver consistent candidate experiences across roles Handle bulk CV screening and interview coordination Onboard multiple hires without compromising quality This approach is well-suited for regional expansions, shared services setups, and building new departments. Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide 7. When you want strategic insights – Not just CVs The best recruitment companies do not just source candidates – they are also your talent advisors. Their market visibility gives you a clearer sense of: What candidates expect in terms of salary, flexibility, and workplace culture Keywords that candidates use to search jobs in your industry Why similar roles are attracting (or losing) talent in your industry How to position your company more effectively during the recruiting process This is especially helpful when: You are hiring a new type of role for the first time Your team is unsure how competitive your offer is You have had offers declined without clear feedback A consultative recruitment partner can provide valuable talent insights that help you refine your job description, interview strategy, and EVP, giving you a competitive edge. Talk to our recruitment specialists today 8. When you want to reduce hiring risk A hiring mistake doesn’t just waste time – it can impact team morale, disrupt operations, and incur thousands in rework costs. Recruitment agencies help reduce this risk by increasing your chances of securing top-tier talent through: Vetting candidates through structured interviews and reference checks Offering behavioural assessments or cultural fit evaluations Providing replacement guarantees if a hire does not work out For senior roles or business-critical functions, this added layer of due diligence offers peace of mind, especially when hiring under pressure or with limited internal infrastructure. When not to use a recruitment agency While recruitment agencies offer clear value in many scenarios, there are situations where in-house hiring delivers better results and ROI. Stick to internal hiring when you have: Well-defined, junior roles with clear progression paths and standardised requirements Strong internal talent acquisition capacity with dedicated recruiters and established processes Time flexibility, where a 4-6 week hiring timeline won’t impact operations Limited budgets where agency fees (typically 15-25% of salary) outweigh the urgency Role types that rarely warrant agency support: Entry-level jobs with high application volumes Internships and graduate programmes Administrative roles with clear skill requirements Jobs where cultural fit outweighs technical expertise Roles requiring extensive internal training, regardless of background Red flags for recruitment agency partnerships: You are filling the same role repeatedly and could build internal expertise The role has unclear requirements or constantly changing priorities Your company culture is highly unique and challenging for outsiders to assess Internal stakeholders are not committed to a streamlined decision process The key question: Does the complexity, urgency, or strategic importance of this hire justify the investment in external expertise? Know when to bring in a recruitment partner Not every role requires external recruitment support. If you are hiring for junior, well-defined roles and have a strong internal team with time to spare, in-house hiring often delivers solid ROI. But for roles that are urgent, niche, confidential, or strategically important, partnering with a recruitment company may be the smarter long-term move. It is not just about saving time – it is about protecting business outcomes, strengthening talent pipelines, and reducing hiring risks. Are you wondering whether your next hire requires external support? Our recruiters can assess your role requirements, internal capacity, and market conditions, and help you determine the best-fit approach. We work closely with employers and job seekers from diverse, leading industries across Hong Kong to deliver tailored recruitment solutions that support every stage of the entire process – from sourcing and screening to executive search and onboarding – to ensure a truly seamless experience for your business. We also go the extra mile to share workforce insights and guidance to help you navigate challenges like job scams, economic shifts, and evolving expectations from job seekers. Whether you are recruiting for a new project, expanding your team, or filling a business-critical role, our recruiters are here to help you connect with the talent who will drive your business success. Read more:How leaders can gain better engagement with their teamsHow to structure effective job interviews: A guide for hiring managersManaging salary conversations during economic downturns: A leader’s guide to basic principles Mon, 28 Jul 2025 14:06:51 +0800 Simone Wu 1476601 https://www.michaelpage.com.hk/advice/management-advice/hiring/recruitment-agency-employers-guide Hiring has never been more challenging – and the stakes have never been higher. According to our latest Talent Trends report, 32% of employers in Hong Kong say hiring has become harder over the past 12 months. Employers are grappling with a complex, fast-moving talent landscape, marked by widening skills gaps, rising salary demands, and the growing importance of flexibility. If you've lost top talent to competitors, struggled with salary expectations, or found yourself repeatedly posting the same role, you're not alone. Many companies are now partnering with recruitment agencies not just to fill vacancies, but to boost hiring outcomes, reduce time-to-hire, and remain competitive in a candidate-driven market. A practical guide to partnering with a recruitment agency This step-by-step guide explains how to work with a recruitment agency effectively – helping you hire smarter, faster, and with more confidence. Working with a recruitment agency can be a strategic move for businesses looking to improve hiring efficiency and eventually achieve positive outcomes. Recruitment agencies collaborate closely with companies to understand their workforce needs and deliver tailored recruitment solutions. From accessing a diverse database of specialist talents, acquiring the latest workforce insights to reducing time-to-hire, a recruitment agency can help streamline the entire process, supporting a company's specific hiring needs in Hong Kong – especially when internal resources are limited. In this article, you will find out about The benefits of working with a recruitment agency What to know about fees and guarantees Defining your hiring needs Choosing the right agency Briefing the recruitment agency thoroughly Reviewing the shortlisted candidates Conducting interviews and assessments Create offers and onboarding candidates Talk to our industry specialists today Benefits of working with a recruitment agency Recruitment agencies are crucial in Hong Kong's dynamic job market, expertly connecting professionals with employers. They use their extensive market knowledge and vast talent networks to offer customised hiring solutions, addressing both immediate staffing needs and long-term workforce strategies. For employers, partnering with an agency means quick access to top-tier talent, efficient hiring, and reduced risk of job scams. Agencies manage the entire hiring process, from writing job descriptions to negotiating salaries, ensuring a smooth and professional experience. Their expertise and high standards make them a credible and reliable choice for comprehensive staffing solutions. Fees and guarantees: What employers should know When partnering with a recruitment agency, it's essential for employers to understand their recruitment services, fee structures and guarantees. Reputable agencies are transparent, clearly detailing all costs and included services. Many agencies offer guarantees on candidate quality or placement success, giving employers peace of mind. Discussing these upfront, including any post-placement support, ensures a smooth and successful recruitment experience aligned with your business goals. For growing SMEs or HR leaders, a clear understanding of these aspects, as outlined in our step-by-step guide, will help you navigate the recruitment process effectively and achieve successful outcomes. 1. Define your hiring needs  Before contacting a recruitment firm, clearly define your hiring needs. A detailed understanding helps the recruiter align their sourcing strategy with your business goals and team dynamics. Consider both immediate and long-term requirements: are you filling a vacancy, building a new team, or addressing underperformance? Clearly identifying specific positions ensures the right talent is matched efficiently. Beyond technical skills, industry background, and experience, don't overlook culture fit and adaptability, especially in hybrid or fast-paced environments. Key questions to ask Are you hiring for a permanent, temporary or contract position? What qualifications or certifications are essential? What soft skills and working style would complement the team? What is the urgency and expected start date for this hire?  Having these answers ready will make for a much more productive first conversation with your recruitment partner. 💡 Need help benchmarking salaries or defining the role scope?View our latest Salary Guide for Hong Kong 2. Choose the right recruitment agency  At Michael Page, we specialise in mid to senior-level recruitment and executive search across diverse industries. Our recruiters leverage deep local market knowledge and a global talent network to quickly find the right talent for you. Selecting the right recruitment company is critical. You need a partner who understands your industry, speaks your language, and can professionally represent your brand to job seekers. Not all agencies offer the same level of service or specialisation, so due diligence is essential. Research agencies with experience in your market or function. Look for a track record of strong placements, industry recognition, or a consultative approach that goes beyond simply submitting CVs. Agencies that demonstrate innovation in their recruitment strategies are often better equipped to attract and retain top talent. The right agency will also proactively advise you on hiring strategy, talent availability, and salary expectations. 🔎 Looking for a recruitment partner with proven industry expertise?Talk to a Michael Page consultant today 3. Brief the recruitment agency thoroughly  Once you’ve chosen a recruitment agency, provide a clear and detailed brief covering the role, team culture, business goals, and any challenges. This allows the recruiter to represent your brand authentically and target candidates who are both technically and culturally aligned. A strong agency will guide you through the process – fine-tuning the job opportunities description, managing expectations, and positioning the role competitively. At Michael Page Hong Kong, our recruitment consultants support you at every stage, from initial consultation to post-placement follow-up. What to share  Job title, responsibilities and reporting lines Key skills and qualifications required Company culture and team environment Salary range, benefits and flexibility (e.g. hybrid or remote options) Timeline, interview stages and decision-makers  This information equips your consultant to act as an informed ambassador for your brand – which ultimately improves candidate engagement and retention.  4. Review shortlisted candidates Once the talent search begins, your recruitment consultant will screen and shortlist candidates based on your agreed brief. This is a major benefit of working with a recruiting firm: they filter out unqualified applicants, conduct initial interviews, and only present high-potential talent for your review. When you receive candidate profiles, it's crucial to review them promptly and provide feedback, even if it's a "no". Managers are key here, as their involvement ensures shortlisted candidates align with decision-makers' expectations. Timely feedback not only keeps the process moving but also helps your consultant adjust the search if needed. Throughout the review, the agency offers expert guidance to help you make informed decisions and navigate any uncertainties. Best practices  Keep review cycles short to avoid losing strong candidates Share specific feedback on what worked or didn’t Be open to consultant suggestions on transferable skills or culture fit  This collaborative approach increases your chances of securing the right hire – especially in fast-moving markets where top talent is in high demand.  5. Conduct interviews and assessments Once candidates are shortlisted, your internal interview process begins. A recruitment agency can provide critical support here – helping you coordinate logistics, communicate timelines and even prep candidates beforehand to ensure they arrive well-informed and confident.  Many agencies also offer value-added services such as behavioural assessments, skills testing, or tailored interview questions. These tools can help you evaluate candidates more objectively, particularly for technical or senior roles.  How a recruitment agency can support  Schedule and confirm interviews with all stakeholders Keep candidates informed and engaged Conduct reference checks or skills assessments where applicable Advise on interview structure and evaluation criteria Agencies that go the extra mile can also provide additional support, such as free consultations or comprehensive candidate filtering, ensuring a smoother and more effective hiring process. This supports not only enhances candidate experience but also reflects positively on your employer brand – a key consideration in today’s candidate-driven market. 6. Make the offer and onboard successfully  Once you’ve identified your top candidate, the next step is extending an offer. This phase can be sensitive – particularly if candidates are considering multiple offers or negotiating terms. Your recruitment agency can help facilitate the conversation, manage expectations, and offer insights on market-aligned compensation. In some cases, the consultant may act as a neutral third party to overcome sticking points in salary, benefits or notice periods – improving offer acceptance rates and reducing the risk of drop-offs. Your consultant can also support onboarding by checking in with the candidate during their first few weeks. Effective onboarding helps new hires integrate into the workplace, fostering a positive environment and supporting long-term retention. Final steps  Benchmark salary with tools like our Salary Guide Manage notice periods and pre-boarding tasks Prepare backup candidates in case of counter-offers Ensure a positive and structured onboarding experience  A smooth onboarding is just as important as a smooth hiring process – and a good agency will help with both.  7. Provide feedback and build a long-term relationship  After the hire is complete, don’t let the relationship end there. A good recruitment partner wants to hear how the placement is performing, what could be improved, and how they can support you in the future. Organisations benefit from ongoing recruitment partnerships by improving workforce management, leveraging tailored HR strategies, and staying ahead with innovative recruitment solutions. This feedback loop strengthens your long-term hiring strategy. It also gives your recruiter the context they need to refine future searches or proactively introduce talent that fits your evolving needs. Stay engaged even when you’re not actively hiring. Trusted recruiters can offer market updates, candidate insights and workforce planning advice year-round – not just when a vacancy opens up. Why feedback matters  Improves candidate fit in future searches by incorporating helpful feedback from both clients and candidates, leading to better outcomes Supports long-term workforce planning Builds a consistent pipeline of pre-qualified talent Gives you early access to in-demand profiles Hire with Michael Page Hong Kong now At Michael Page Hong Kong, we view every client relationship as a long-term partnership. Whether you're actively hiring or planning ahead, we’re here to provide ongoing support, talent insights and market trends to keep your business ahead of the curve. A committed recruitment company will continue to support your hiring needs, demonstrating dedication to your long-term success even during periods when you are not actively hiring. From one-off hires to strategic workforce planning, partnering with a recruitment firm helps you stay ahead in securing and keeping the right people. Staying connected with your agency ensures ongoing communication and continued success for your organisation. Explore market insights and talent trends to stay ahead of shifts in candidate expectations, salary movements and in-demand skills. Knowing how to work with a recruitment agency is a valuable skill for any employer looking to hire smarter, faster and more effectively. The right partner brings not just CVs, but insight, strategy and accountability to your hiring process. Whether you’re recruiting for a single role or planning for future growth, partnering with a dedicated team gives you a competitive advantage in attracting the right talent – and keeping them. Looking to hire quickly and confidently? Let Michael Page guide your search with expert insights and tailored recruitment support. Connect with our consultants today and transform your hiring experience. Thu, 24 Jul 2025 10:38:55 +0800 Carol Yeoh 1473891 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/how-hire-improve-gender-diversity-workplace A commitment to improving the balance of gender diversity and inclusion in your workplace is a direct investment in your company culture. A gender diverse workforce has a healthy balance between men and women employees in all levels. This creates an inclusive culture and environment that increases employee productivity and job satisfaction. Businesses that place importance in promoting gender diversity also creates innovative solutions to complex business challenges. Despite the benefits of gender diversity in the workplace, there is still a lot of work to be done. Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide Women's emotional intelligence: a boost for successful leadership The COVID-19 pandemic has accelerated attitudes toward flexible working, innovation, transparent leadership, the need for more diverse perspectives and empathetic management.  Improved gender diversity and inclusion brings improved workplace culture The post-pandemic work-related cultural shifts are particularly relevant when advancing gender equality at work. The Australian Institute of Management (AIM) highlights emotional intelligence and adaptability as essential for “human-centred leadership” – a style that fosters inclusive cultures and drives stronger outcomes in gender diversity in the workplace. These qualities are associated more with female leaders than their male counterparts, a shift away from traditionally masculine traits towards capabilities. Find your great next hire Thriving businesses care about gender diversity and inclusion In fact, companies who are active in supporting gender diversity are the most highly trusted as they are 1.4 times more likely to have gender diversity targets in their chief executive compensation plans, according to PwC's 25th Annual Global CEO Survey report.  This explains the findings on how hybrid models and digitalisation are helping to narrow employment gaps and support women’s workplace advancement, though disparities remain. Related: 5 common hiring pain points every hiring manager in Hong Kong can relate to Addressing the needs of female employees Female leaders are also increasingly vocal about what they need to thrive. Boundary-setting (31%) and flexibility offered by the company (19%) are rising priorities, especially as more women take on leadership roles in hybrid environments. When organisations listen, respond and actively demonstrate sustained progress – with mentorship, transparent pay equity strategies and inclusive leadership – they see stronger results across the board. By embedding emotional intelligence into leadership, businesses strengthen not just individual performance, but long-term organisational resilience – making real progress on diversity and inclusion and gender diversity in the workplace. An increase in women leaders Despite all the efforts toward gender parity, women are still underrepresented at every level of the corporate ladder, with the gap becoming more significant at senior executive levels. According to the McKinsey’s Women in the Workplace 2024 Report, women hold 48% of entry-level roles in U.S. companies, though global figures remain closer to 46%. At the managerial level, women represent 39% of roles in the U.S., with global representation of women in senior levels ranging between 31.7% and 33.5%. Women now occupy 34% of VP positions and 29% of SVP roles in U.S. firms. At the C-suite level, women hold 29% of executive roles in the U.S., while global CEO representation remains significantly lower, hovering between 9% and 10.4%. Related reading: How to nurture meaningful workplace relationships Regional perspectives on employer efforts While global statistics show gradual progress, employee perceptions of these efforts vary across markets. Our 2025 Talent Trends Hong Kong Report reveals notable differences in how female professionals view their employer’s gender equity initiatives: APAC region: 55% of female professionals are satisfied with their employer's efforts on female leadership representation, with 22% dissatisfied and 23% neutral. Hong Kong: In contrast, only 43% of female professionals express satisfaction with their employer's female leadership representation, while 22% are dissatisfied and 35% remain neutral. This 15-percentage-point gap in satisfaction between Taiwan and the broader APAC region suggests that organisations in Taiwan may need to accelerate their efforts or improve communication around their gender diversity initiatives. The good news is that there is steady progress in female representation in the diverse workforce. According to the 2024 Women in Business report by Grant Thornton, women held just 19% of leadership roles globally in 2004. That number rose to 31% in 2021, 32% in 2022, 32.4% in 2023, and 33.5% in 2024. While the pace of progress may seem slow, it is still encouraging – especially in a post-COVID landscape where many companies faced headcount freezes and budget cuts. Momentum is key, and the latest data suggests that the corporate world is gradually moving toward greater gender parity. Speak with a recruitment specialist Why hiring female talents require a strategic approach Companies need to strategise effective approaches to attract top female talents into their organisation bearing in mind the current barriers that hinder gender equality at work. Networking gaps limit leadership opportunities Women tend to network with other women. Given that currently men significantly outnumber women in senior leadership roles, women face barriers of having less access to mentorship and sponsorship from senior leaders, which is a critical gap in inclusive leadership as pointed out in a report by PwC. Confidence barriers affect women’s advancement Many women still feel hesitant to speak up against workplace norms in their day-to-day experience at work – and that might come down to confidence. Key findings from a UK study on gender gaps in remuneration, promotion and career progression found that only 36% of women feel empowered to perform at their best. The report also highlights a persistent gap in how recognition is perceived: women often look to the visibility of their day-to-day work as a source of validation, while men tend to place greater value on company culture. Home responsibilities drive women out of the workforce Shortly after the COVID-19 pandemic, many working mothers have considered exiting the workforce and downshifting their careers due to childcare responsibilities. Despite businesses across many industries starting to implement workplace flexibility to address this issue, women continue to feel burdened by familial obligations on top of their work. A 2025 gender equality report by GeoPoll highlights that women remain less satisfied with work-life balance (30% vs. 34% of men) and more likely to anticipate worsening conditions. Organisations must align hiring with DE&I goals At the end of the day, companies want to build a diverse workforce by hiring more female leaders. Organisations should continuously assess and reassess their best practices for gender diversity, and by extension, diversity and inclusion. While it begins at the recruitment level, corporations need to develop an awareness of Diversity, Equity, and Inclusion (DE&I) and decide how to deliver diversity targets at the workplace, as this would contribute to talent retention in the efforts of building diverse teams, according to Rani Nandan, Diversity, Equity, and Inclusion Director at PageGroup APAC. Through enough diversity training, recruiters may identify and consider excluding non-essential criteria and referencing broader capability requirements to avoid disproportionate focus on professional qualifications. Related: What women in Hong Kong really think about workplace gender equity Long-term gender diversity requires systemic DE&I integration Though it looks like there is still a long way to go to improve gender equality and equity in the workplace, companies need to look at ways to achieve the greatest impact for a gender-inclusive workforce. The key is to integrate DE&I policies and commitments into the business framework to bring about true cultural change – such as expanding mentorship through formal sponsorship programmes, redesigning flexibility models to better support women’s work-life balance, and conducting data-driven audits to address promotion and equal pay. Request a call back Practical hiring strategies to improve gender diversity in the workplace   There are a few ways to kickstart the promotion of gender diversity in the workplace during hiring. 1. Provide training on inclusive hiring practices The impact of gender stereotypes and unconscious biases exists, and it can come from anyone – even from those affected by it, particularly women. Therefore, it is vital to actively train recruiters, hiring managers and senior leaders who participate in hiring, from those responsible for writing job advertisements, to interviewing and making hiring decisions.  “We have a mandatory training course, which is extensive and comprehensive to educate our employees on eliminating unconscious bias when pre-screening and interviewing candidates,” shares Olga Yung, Managing Director at Michael Page Hong Kong. She adds, “We cover unconscious bias, finding diverse talent, creating inclusive job descriptions, inclusive shortlisting, and inclusive interviewing practices. The modules give an in-depth analysis and explore different scenarios, followed by tests that require a 100% passing rate before moving on to the next module.” Related: A guide to inclusive hiring for People With Disabilities To aid interviewers to reduce bias, companies could create a defined job criteria checklist when screening job seekers, and hiring decisions should be made against this list, with any additional notes or performance ratings to be added in a separate section.  Olga elaborates, “The interview process must be standardised, fair, and consistent. The questions we ask the candidates must be structured to be evidence-based. There is an expectation of the consultant being able to manage their personal bias.” “We have a very systematic system of record notes from the interviews, which indicate the correct information presented by the candidate. We ensure we create the right interview environment, ask the right questions, practice active listening skills, make verbatim notes, and classify and evaluate the [feedback].”  2. Implement interview panels with a diverse set of interviewers It is critical to have a diverse panel of interviewers in order to catch interviewer bias early on. If your company uses external recruiting agencies, it is important to check in with them to see how they handle diverse hiring.  At the hiring manager or talent acquisition manager level, the company could make a regulation that there should always be two hirers present at every interview who demonstrate equal participation throughout the interview process. To eliminate gender bias, one interviewer could interview for technical skills, while the other could focus on behavioural ones.  With two people accessing an interviewee, you will get different, or similar, professional opinions, which can lead to a fairer and more objective perspective on the applicant.   For senior role interviews, it is even more crucial to have an interview panel that reflects diversity in ethnicity and gender identity. This approach fosters a gender-inclusive environment and enhances the company's image as committed to improving diversity and eliminating gender disparity, which can positively impact the candidate's view regardless of the interview outcome. 3. Make job advertisements more inclusive    Creating an inclusive workplace culture starts at the very beginning – by attracting a gender-diverse talent pool from the moment the job posting goes live. Here are a few things to note when crafting an inclusive job post: Audit and update job descriptions for inclusive language It is very important for hiring managers to be aware of gender-biased language in job posts. Certain words in the descriptions can affect job appeal for women in terms of personal skill and belongingness. Even one word can make the difference between attracting female applicants and turning them away.  For instance, words like "dominant", "self-reliant" and "analyse" are perceived as more masculine, while words like "serves", "dependable", "collaborate" and "consider" are considered female-trait words, according to this journal.  Skip the nice-to-have requirements and stick to the must-haves 78% of women's reasons for not applying, have to do with believing that the job qualifications are real requirements, according to a Harvard Business Review survey.  According to Nandan: Recruiters may consider excluding non-essential criteria and reference broader capability requirements to avoid disproportionate focus on professional qualifications. There can also be a reduced focus on required qualifications and experience, and more emphasis on the objectives of the role. Related: Asia’s female leaders: How to be more confident at work 4. Demonstrate a commitment to true inclusivity Add a statement to show your organisation's commitment as an Equal Opportunity Employer that expresses the company's approach to diversity, equity, and inclusion, providing support, equal opportunities to career advancements and reasonable adjustments to all. Nandan adds, go further by including family-friendly benefits like flexible working arrangements and parental leave. Gender diversity in the workplace goes beyond the hiring process Hiring with gender diversity in mind is only the beginning. Once your company has onboarded female talents, it is crucial to support them with career advancement opportunities, mentorship, and leadership pathways. Over time, consider intersectionality factors to sustain healthy gender diversity. For example, be mindful of bias or preferential treatment based on a female employee’s appearance, ethnicity, beliefs, sexual orientation, or gender identity. You will also need to assess internal processes like performance reviews and promotions to ensure they are equitable, transparent, and free from any conscious or unconscious unfair treatment within your team. Organisations that build true cultures of inclusion tend to see better retention, stronger morale, and a more compelling employer brand Try our free Gender Decoder tool As advocates for equality and innovation, we understand the vital role language plays in shaping workplace culture and fostering diversity. Start your journey towards a more equitable workplace today with our free Gender Decoder tool – a powerful resource designed to highlight gender bias in your job ads. Our tool scans job posts, identifying gender-coded language to ensure inclusivity for all applicants. By embracing neutral language, you not only attract a wider pool of talent but also cultivate an environment where everyone feels valued and respected. Further reading:11 traits you need to be a highly effective leaderHow to attract more women to the STEM industryHow employers and employees can match their priorities Wed, 23 Jul 2025 02:22:00 +0800 Simone Wu 776256 https://www.michaelpage.com.hk/advice/management-advice/hiring/costs-of-hiring In today’s competitive and volatile hiring landscape in Hong Kong, attracting the right talent is more critical – and costly – than ever. As companies in Hong Kong compete for the same limited skills while navigating economic pressures, the same traditional in-house recruitment methods may be concealing hidden hiring costs that quietly drain resources and momentum.  From prolonged vacancies to poor-fit hires, the true cost of recruitment extends well beyond job advertisements and salaries. In contrast, partnering with a recruitment agency can help your business reduce hiring expenses in both the short and long term – by improving hiring speed, candidate quality, and employee retention. Get expert hiring advice How recruitment agencies help you hire faster Using recruitment services like Michael Page in Hong Kong gives you access to the best consultants and candidate networks that can help you reduce time-to-hire and fill roles efficiently – whether you're hiring permanently or for a short-term contract. With more than 45 years of global experience, a recruitment partner like Michael Page brings insights, sourcing tools, and scalable strategies to help you grow your team. For example, access to pre-qualified candidates, real-time market data, and efficient screening tools all combine to make hiring faster and more cost-effective. According to an article by the Society of Human Resource Management (SHRM) based on US salaries in 2021, the average cost-per-hire for a business is the equivalent of US$4,683 – although it should be noted that cost-per-hire may be lower for entry-level roles.  Let’s examine the true financial impact of hiring decisions and explore the various approaches that can deliver measurable recruitment ROI. What are the hidden recruitment costs of hiring in-house? While managing hiring internally may be appealing for a lean team, it’s important to find out what the true costs are. Here are some common recruitment cost factors you may be overlooking: Job advertising on the wrong platforms Increased turnover from mis-hires Delays that lead to a loss in productivity Rehiring cycles that can cost thousands a year Burnout in your existing team if the role stays unfilled This can have a serious impact on your overall productivity and employee morale. Related: 5 common hiring pain points every hiring manager can relate to The true cost of recruitment While managing recruitment internally may seem cost-effective, many organisations underestimate the broader financial impact of slow hiring cycles and bad hires. These hidden recruitment costs can quietly erode productivity, employee morale, and profitability over time – making traditional hiring methods less efficient than they appear. Direct recruitment costs  These are visible, upfront recruitment expenses such as:  Job advertisements on job boards, social media, and recruitment platforms Employer branding and recruitment marketing campaigns Tools for candidate sourcing and screening (e.g. ATS) Interview costs including staff time or candidate reimbursements Agency fees or executive search charges Onboarding and employee training programmes Indirect recruitment costs  Often more damaging in the long term: Lost productivity from unfilled positions or mis-hires Burnout or disengagement among overworked team members Project delays and operational inefficiencies Turnover costs, including re-hiring and retraining Declining team morale and cohesion Missed business opportunities and lost revenue Together, these costs can also compound quickly – especially if a role remains vacant for an extended period or if a new hire leaves within their first year. Reduce your recruitment spend now How recruitment agencies deliver immediate cost savings Recruitment agencies can reduce hiring costs in many ways – from avoiding long vacancy gaps to improving candidate quality and offer acceptance rates. When you partner with the right recruitment firm, the upfront recruitment agency cost is often outweighed by long-term savings, improved productivity, and better hiring outcomes. Here’s how these savings play out in practice: 1. Faster time-to-hire Each day a vacancy stays open, your business loses value at the expense of productivity and growth opportunities. Recruitment agencies help fill roles faster by:  Using pre-qualified candidates talent networks Leveraging data-driven screening to identify strong matches quickly Managing candidate communications efficiently This reduces time-to-fill, limits disruption, and drives recruitment cost efficiency. 2. Lower recruitment marketing and sourcing costs Running multi-platform job ad campaigns is expensive. Recruitment agencies lower this spend by:  Accessing existing candidate databases Using targeted sourcing via high-performing job platforms Offering digital sourcing solutions like ReachTalent  The result: better candidate quality at lower cost.  3. Smarter salary benchmarking  Offering the right salary is vital – not just to attract talent, but to stay within budget. Your finances in hiring can be optimised through recruitment agencies, as they: Use up-to-date salary data like Michael Page’s 2025 Salary Guide to advise on competitive, realistic offers Avoid overpayment or under-offering that leads to offer rejections Balance salary expectations with the organisation’s hiring goals  This informed approach ensures your offers are both appealing, and supports sustainable hiring budgets. 4. Risk-managed, confidential hiring  For the hiring of senior, strategic, or sensitive roles, recruitment agencies offer:  Discreet recruitment and head-hunting Compliance with employment law Mitigation of legal and reputational risks Such safeguards are crucial for protecting both brand image and the continuity of your business’ operations.  Related: How does Michael Page attract the best talent for your business? Get a cost-saving hiring consultation Long-term value: Building a cost-effective hiring strategy  Beyond immediate savings, recruitment agencies help with strategic workforce planning and sustainable hiring practices.  1. Improved employee retention  By carefully matching candidates to both the role and company culture, agencies help reduce employee turnover. They also play a key role in identifying candidates with long-term potential – helping you avoid the costly cycle of job hopping. The benefits include:  Fewer repeat hiring cycles Greater team stability and cohesion Higher employee engagement Cost savings through long-term retention  A well-matched hire contributes more and stays longer – resulting in better returns on recruitment investment.  2. Scalable and flexible workforce planning  Recruitment firms can help support evolving business needs through flexible and scalable hiring strategies that align with shifting market conditions and organisational priorities. Here’s how:  Contract or temporary staffing for seasonal or project-based work Strategic advice on structuring teams for organisational growth Quick access to on-demand talent without increasing permanent headcount This agility is invaluable in fast-changing markets.  3. Diversity and inclusion support Diverse teams are proven to boost innovation, engagement, and business outcomes. Here’s how recruitment firms support inclusive recruitment practices: Access a broader and more diverse candidate pool Reduce unconscious bias in shortlisting Align hiring strategies with DE&I goals  These efforts not only enhance company culture but also support long-term retention and performance. Recognising employees from all backgrounds meaningfully can further reinforce an inclusive culture.  Related: How to attract talent in a candidate-short market  Why work with Michael Page?   Our recruitment expertise in Hong Kong spans industries like:  Banking & Financial Services Engineering & Manufacturing Information Technology Healthcare & Life Sciences Executive Search  We combine local expertise with a global reach to help you find the right talent at the right time. Want to work with a company that understands what you need? Michael Page works across industries and functions to help businesses hire in a way that’s agile, efficient, and built for long-term success. If your company is ready to save money on recruitment, reduce inefficiencies, and hire smarter, talk to one of our consultants today. Read more: 11 traits you need to be a highly effective leader Why candidate experience matters and how to do it well Tech job seekers in APAC: Priorities clash with employer offerings  Don’t let hiring challenges cost your business. Our specialist consultants have the networks and expertise to fill your role quickly. Let’s discuss your needs. Wed, 18 Jun 2025 15:27:19 +0800 Michael Page 1445566 https://www.michaelpage.com.hk/advice/management-advice/reward-and-remuneration/how-to-respond-pay-rise-requests-scenarios-scripts Even the best-prepared leaders can find it challenging to respond to pay rise requests, particularly during economic downturns. This guide provides practical, real-world scenarios and word-for-word responses to help you navigate these crucial discussions with confidence and care. Common scenarios and responses to help you respond to pay rise requests Here are some of the most frequent situations you’ll encounter and how to handle them effectively: Scenario 1: The direct request Employee: “I’ve been performing well and would like to discuss a salary increase.” Response: “I appreciate you bringing up your pay rise request, and you’re right – your performance has been strong, particularly on the Polaris project. We’re currently under a company-wide salary freeze due to market conditions. “However, I’d like to discuss alternative ways to recognise your contributions, such as leading our new client initiative, which could position you well for advancement when market conditions improve. Would you be open to exploring these options?” Scenario 2: The competitive offer Employee: “I’ve received an offer with higher pay from another company.” Response: “Thank you for being upfront about this. While we can’t match the salary offer right now due to our current financial constraints, I value your contributions and want to understand what aspects of your role and career growth matter most to you. “Could we discuss a salary negotiation and development plan that includes increased responsibilities and a compensation performance review in six months? I’m also authorised to offer additional Paid Time Off (PTO) and flexible working hours immediately.” Related: How to conduct a 360-degree appraisal Scenario 3: The equity comparison Employee: “I’ve learned that colleagues in similar roles earn more than me.” Response: “Thank you for raising this concern. Pay equity is extremely important to us. While I can’t discuss other employees’ specific compensation, I want to ensure you understand how we determine salary bands and where your role fits. Let me walk you through our framework and the factors we consider, including experience, specialised skills, and tenure. “I want to work with you to identify gaps in these areas and create a development plan to address them. Although we can’t adjust salaries immediately, I commit to reviewing your compensation against these benchmarks in our next review cycle.” Scenario 4: The increased responsibilities Employee: “I’ve taken on several new responsibilities since my last review, and I believe my compensation should reflect this.” Response: “You’re absolutely right to bring this up. I’ve noticed your expanded role, particularly in leading the marketing automation initiative. While we can’t increase salaries right now, I want to formally acknowledge these new responsibilities. I propose to update your title to Senior Specialist, with a pay increase in the form of a spot bonus of $3,000 and priority consideration for the Team Lead role opening up in Q4. “I’d also like to enrol you in our leadership development programme, typically reserved for management positions. Can we discuss how these professional development opportunities align with your career goals?” Related: The role of salary transparency in reducing workplace inequality Scenario 5: The performance-based request Employee: “I’ve consistently exceeded my targets and brought in significant revenue. Shouldn’t this merit a raise?” Response: “Your outstanding performance hasn’t gone unnoticed – you’ve exceeded targets by 130% this year. While base salary increases are frozen in our current climate, I’ve secured approval to restructure your bonus scheme. “Based on your current performance levels, this would increase your earnings potential by 20%. I can also fast-track you for our high-potential programme, which includes executive mentoring and priority for promotion when positions open up. Would you like to review the details of this enhanced incentive structure?” Scenario 6: The skill upgrade Employee: “I’ve completed several certifications and improved my skills. I believe I’m now worth more to the company.” Response: “Congratulations on your professional development – achieving those AWS certifications is a significant accomplishment. You’re right that this increases your value to the team. While we can’t adjust base pay currently, I’ve created a new ‘technical specialist’ designation that comes with a quarterly skills bonus of $1,500. “I’d also like to create a new cloud architecture working group with you as the lead, which includes a project leadership allowance. Additionally, would you be interested in becoming our internal AWS training leader? This role comes with its own compensation structure.” Scenario 7: The retention risk Employee: “I’ve been approached by recruiters frequently, and the market rate for my role seems much higher.” Response: “Thank you for being transparent about this. You’re right that the market is active for your skills, and we want to ensure you continue to grow with us. While we’re limited on base salary adjustments now, I can offer an immediate retention bonus of $8,000, split over the next two quarters. “I’m also creating a personal development fund of $2,000 annually for you to use on any professional growth activities you choose. Most importantly, I want to map out your next career move with us – I see you as a potential candidate for the Regional Director role we’re creating. Can we discuss what that path might look like?” For guidance on how to respond to pay rise requests, see our companion article: Managing salary conversations during economic downturns: A leader’s guide to basic principles Managing high performers who are underpaid High performers who are underpaid present a unique challenge during downturns – they’re often your most valuable team members, yet also the most at risk of departure. Here’s how to approach these crucial retention conversations: Scenario 1: The rising star For your top performer who’s below market rate: “Suzu, your impact on the team is exceptional. While we can’t adjust salaries right now, I’ve secured approval for you to lead our biggest upcoming project. This includes a 10% project bonus and exposure to senior leadership. I’m also committing to a compensation review in Q3 when our financial situation is projected to improve.” Scenario 2: The veteran expert For experienced high performers: “William, your expertise is invaluable to us. I want to be transparent – while we can’t offer a raise now, I’ve advocated for and received approval for you to attend three industry conferences of your choice this year, plus a dedicated learning budget. I’d also like to create a formal mentorship programme with you as the lead, which includes a stipend. Let’s also set a concrete timeline for reviewing compensation once our key financial metrics recover.” Scenario 3: The technical specialist For the highly skilled technical expert: “Shah, your deep expertise in cloud architecture has been crucial for our digital transformation. While we can’t match market rates right now, I’ve arranged for you to spend 20% of your time on independent research and development projects. “Additionally, we’re adding a technology leadership allowance of $500 monthly for your role as our cloud champion, and I’ve secured a budget for you to build your own small team by Q3.” Related: How to structure effective job interviews: A guide for hiring managers Scenario 4: The client relationship manager For the revenue-generating relationship builder: “Krystine, your client relationships have generated consistent growth even in this downturn. Although we can’t adjust your base salary now, I’ve restructured your commission framework to increase your earning potential by 25% on new business. “I’m also adding you to our executive client advisory board, which includes a quarterly bonus and fast-tracking your promotion to Senior Manager once we hit our Q4 targets.” Scenario 5: The innovation driver For the creative problem-solver: “Tony, your ability to innovate and improve our processes has saved us significant costs this year. While we can’t offer the raise you deserve right now, I’ve created a special innovation bonus structure where you’ll receive 15% of documented cost savings from your improvement initiatives. I’m also giving you first right of refusal on our new digital transformation projects, each with its own project completion bonus.” Scenario 6: The emerging leader For the high-potential future leader: “Yakita, your leadership potential is exceptional, and I know you’re currently under market rate. While we can’t adjust your base pay now, I’ve enrolled you in our executive leadership programme, which typically requires a senior director level. “This includes executive coaching worth £10,000 annually, shadowing opportunities with our C-suite, and priority consideration for the regional director role we’re creating next year. I’m also adding you to our high-potential bonus pool, which pays out quarterly based on company performance.” Find your Next Great Hire Long-term retention strategies When facing compensation constraints, organisations need to develop comprehensive strategies that focus on immediate retention and long-term engagement. While competitive pay remains important, employees who feel valued, see clear growth opportunities, and understand their path forward are more likely to stay, even when immediate financial rewards are limited. Successful retention strategies combine tangible career development opportunities with transparent communication about future possibilities. This approach helps maintain employee motivation and commitment while building a foundation for sustained engagement that extends beyond compensation alone. Here are key elements to consider: Build career equity Create opportunities for employees to gain valuable experience and skills that increase their market value. This might include cross-functional projects, leadership opportunities, or specialised training. Maintain momentum Keep regular development conversations active and encourage employees to ask for a pay rise if they feel deserving. Use tools like career mapping and skill assessments to show progress despite limited financial growth. Plan for recovery Be explicit about how employees will benefit when business conditions improve. Document commitments and create clear triggers for when compensation reviews will resume. Research comparable salaries To ensure fair compensation for each role and improve transparency around career paths, consider using resources like the Michael Page Salary Guide to benchmark average salary ranges in your industry. Employees value when their company openly references trusted, up-to-date data sources and shows a commitment to pay equity by making compensation decisions based on market standards. Essential takeaways for mastering challenging compensation conversations Remember these key principles when handling compensation discussions: Always acknowledge the validity of the request Show appreciation for their contribution and transparency Explain context without making excuses Offer immediate alternatives where possible Create clear timelines for future reviews Document commitments and follow through Explore more salary insights Get a comprehensive view of salaries across various industries and roles with our 2025 Michael Page Salary Guide, which features the average salary of roles in Hong Kong’s dynamic job market, or use our Salary Comparison Tool to see how your compensation compares to industry standards. Read more:Why should someone be led by you?How to prevent employees from job hoppingHow leaders can gain better engagement with their teams Sat, 07 Jun 2025 01:00:00 +0800 Simone Wu 1341471 https://www.michaelpage.com.hk/advice/management-advice/leadership/leadership-insights-olga-yung 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.  Related: Asia’s female leaders: How to be more confident at work 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.  Related: 11 traits you need to be a highly effective leader 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.  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. Read more:  How to nurture meaningful workplace relationships   Why should someone be led by you?   How to resolve workplace conflicts: A guide for managers Tue, 03 Jun 2025 13:10:22 +0800 Carol Yeoh 1432271 https://www.michaelpage.com.hk/advice/management-advice/hiring/how-does-michael-page-attract-best-talent-your-business If there’s anything the highly competitive job market is telling us today, it’s that sieving out the ideal job candidate is far from what it used to be. The simple task of posting a job advert on online job portals has now morphed into a full-scale digital contest that requires man-hours, resources, money and a snazzy-looking website.Getting the attention of the right job candidates has become a skill that few companies have managed to get right. Time, however, equals money, and recruiting the right talent for your job should not be a difficult task.This is where we, at Michael Page, come in. Whether you’re thinking about expanding your team, or simply want to draw on the untapped potential of young recruits, here’s how we can help make the hiring process seamless and, most importantly, effective.Access to high-quality candidatesA recruitment agency is only as good as its experience and network of candidates. With a total of 149 offices in 37 countries worldwide, as well as over 40 years of recruiting knowledge under our belt, we have our finger on the pulse when it comes to even the most specialist markets.Our in-house research team and senior consultants are constantly mapping out markets at a local, regional and global level, so they have a pool of highly-skilled, pre-screened and pre-referenced candidates at their disposal — which makes it easier to pinpoint the exact individual you and your team are looking for.Saving precious timeOur extensive pool of professionals, with their innate understanding of both candidates’ needs and recruiters’ requirements, can shorten the time it takes for you to fill your vacant positions — especially in niche disciplines where exceptional talents are few and far between.The hiring process can also be extremely time-consuming, and a recruitment agency will do the extra legwork of screening each candidate for interest and comparability before handing them over to you for consideration. This includes ensuring the candidates’ information is accurate by following up on references and conducting preliminary interviews.Candidates who are highly selective or not actively job seeking are also notoriously hard to find. This can be due to a number of reasons that range from being too busy to search for jobs to simply not being sufficiently enticed by current job advertisements. Employing specialist consultants who are experts in their industries, Michael Page has a higher chance of leveraging its extensive global network to connect you to candidates with the right skill sets and experiences, many of whom might be way off the radar of in-house hiring teams.Market knowledgeThrough conversations with both organisations and candidates, recruiters are able to gain knowledge about the sector they are dealing with and can provide valuable advice to both parties. Knowledge of current salary rates, career expectations and market trends is also key to ensuring that either side is satisfied, which adds to the assurance that both parties will be committed for the long haul.At Michael Page, we specialise in advising top companies in many of the most sought-after employment sectors globally. We cover professions ranging from technology and healthcare to banking and financial services. To find out more about these sectors and many others, explore our Recruitment Expertise here.Company representationPartnering closely with recruitment agencies like Michael Page can give potential candidates a better insight into your business. Like ambassadors, they can represent your company as an employer of choice, with a finely-honed ability to communicate your firm’s benefits, job descriptions and workplace culture, making the position even more attractive to your dream candidate.A seasoned recruitment partner will also be incredibly valuable when it comes to clarifying any points that may arise from public platforms like Glassdoor, as well as social media.Candidates > ApplicantsMost job adverts are aimed at attracting applicants, many of whom end up applying on a whim. The problem is that many such applicants are not strong matches for the role, resulting in a lot of time invested in assessing, filtering and communicating with these hopefuls.Because recruiters like Michael Page place priority on you, the employer, only strongly aligned candidates who have been pre-selected, and are worthy of consideration and interview, are thrust into the spotlight. This allows the organisation to only focus on a smaller pool of highly qualified interviewees, which translates into a far better candidate experience – a significant factor for job seekers when choosing a new employer. This positive employer branding makes it easier to attract talent far and wide.Planning aheadIt’s important to look to the future. This means creating the right foundation to make hiring more efficient and facilitating workforce scaling when needed. Michael Page supports companies by providing a dedicated accounts team that will help you plan for the short, medium and long term so that you always stay one step ahead.We also provide a Recruitment Process Outsourcing (RPO) solution that can help when multiple hires are needed across different locations at various levels so that you always stay one step ahead of the competition without the added stress of needing additional resources.The candidate-driven job market is a tricky one to navigate, but any discerning employee will attest that using the right recruitment agency makes the hiring process an easy — even enjoyable — experience for both potential hires and the firm.Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Tue, 11 Mar 2025 19:29:18 +0800 Michael Page 663711 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/ways-create-employee-work-life-balance As we navigate through the ripples of an era that the COVID-19 pandemic so sternly marked, the paradigm of work has drastically shifted. The pandemic has acted as an impetus for millions around the globe to reassess their work-life situations and determine what truly matters. Priorities, which once hovered around career advancement and hefty paychecks, have been realigned, painting a different picture of what employees now covet the most – a balanced life. In an unprecedented surge of introspection, the pursuit of happiness and fulfilment, characterised by an equilibrium between professional commitments and personal well-being, has emerged as paramount. This shift signals a new age for workplace culture, where achieving work-life balance surpasses the lure of higher salaries. Related: Hong Kong Salary Guide 2025 Request a call back The new workforce mindset: Work-life balance as a priority Amid the lingering shadows of the pandemic, the concept of work-life balance changed from being a largely intangible and hypothetical conversation before the pandemic to a very real and undeniable aspect of everyday life. Hong Kong Talent Trends Report sheds some light on this global shift. It illustrates the universal significance of work-life balance that no longer seems an elusive idea but a tangible, everyday necessity. A notable 44% of parents acknowledged work-life balance as the critical determinant of job satisfaction, and 57% of individuals without children, echoed the same sentiment. This report also reveals a startling revelation – an overwhelming 90% of the workforce is open to exploring new career paths. This finding points to an unprecedented surge in professional introspection. Furthermore, when deciding factors in job choices, work-life balance has emerged as the top contender, with 52% of the respondents listed work-life balance being more important than financial remuneration. The shift towards this balanced life has been so profound that it hasn’t shied away from influencing some of the most pivotal career decisions. People would place more value on work if they feel valued by their employers. Related: How to attract talent in a candidate-short market If they do not feel valued, they will leave and look for a new job that aligns with their personal values. A significant 43% of individuals admitted their willingness to forgo a promotion if it poses a threat to their well-being. This is an undeniable testament to the changing landscape of work culture, where work-life balance is now prioritised over potential advancements in career or earnings. In this new epoch, the narrative is clear. The desire for better work-life balance has trumped the allure of bigger paychecks and lofty career advancement. The recent pandemic has tested our resilience and catalysed a profound transformation in our perception of work, success, and, ultimately, the quality of life. The role of leadership in promoting work-life balance This paradigm shift demands a rethinking from employers seeking to attract top talent and retain top performers. The reliance on non-monetary incentives to enhance their talent offerings is no longer enough. The onus is now on the leadership within organisations to look beyond the allure of grand salaries and lucrative promotions and, instead, foster an environment conducive to work-life balance. Related: How to create a great employee experience – in the office or at home Achieving such balance is not a one-size-fits-all concept; it morphs and adapts, shifting in accordance with the culture and unique needs of each organisation. And then there’s the role itself. For a 9-to-6 office worker, the elements required to attain a work-life balance might differ vastly from a retail worker. Moving forward, leaders need to remember that the path to a healthier work-life balance will be a unique journey for each company. At its core, these practices are not merely for ticking off boxes; rather, they should aim at fostering a workforce that makes employees feel not just seen but truly valued. Request a call back How to achieve work-life balance in the workplace Cultivating an environment where employees are more supported and engaged can enhance productivity and create a harmonious, fulfilling workplace. Ahead are 12 ways to help companies create a good work-life balance for employees in the workplace. 1. Communicate the importance of wellness and work-life balance Make it clear that employees’ well-being is a priority to the company, and actively encourage them to seek a balance between their professional and personal lives. This can be done through internal communications as well as daily interactions, which also contribute to employee engagement. Workshops and educational programs focusing on wellness and work-life balance can become regular features in a company’s repertoire, offering opportunities for personal growth, ranging from strategic thinking, fitness, culinary arts, or parenting. 2. Establish a clear understanding of working hours To prevent the spectre of work from invading the sanctuary of personal time, it is vital to define a healthy range of working hours and discourage unnecessary overtime. This could mean leaders taking the initiative to avoid sending emails after work hours, thus reinforcing a boundary between professional commitments and personal time. 3. Incorporate recharge periods or synchronous breaks To prevent burnout and enhance productivity, building regular breaks into the work culture is essential. This could mean being flexible and providing a day off after a peak-work period to compensate for the additional efforts employees put into meeting deadlines. Instituting an extra paid leave day for employees to focus on their personal well-being could be another step in this direction. 4. Offer flexible working arrangements Flexibility in scheduling and work location can help employees better manage their personal responsibilities and preferences. This is also largely dependent on the type of job. While it may be easier for desk-bound employees to adopt a hybrid or remote work model, flexible work schedules could be considered for employees working in retail or factories. Related: Navigating hybrid work: Redefining traditional work patterns in the changing talent landscape 5. Focus on productivity and not hours worked Shift the focus from time spent working to the quality and outcomes of work produced, fostering a results-oriented culture. A company might introduce a results-oriented work environment (ROWE) where employees are evaluated on their performance, not their time spent in the office. 6. Get to know employees’ personal situations Understanding the individual needs and challenges of your employees can help tailor support and flexibility, promoting a more inclusive and understanding workplace. Learn about their personal relationships, home life and their personal goals. For example, employees may come to you for time off because they need to bring their pets to the vet or perhaps visit family at the hospital. Being flexible with such situations can also help build employee loyalty. Request a call back 7. Encourage people to ask for help Foster a company culture where seeking assistance is seen as a strength, not a weakness, to ease workload pressures and promote collaboration. The aim is to form a secure haven where team members feel confident to seek help when faced with roadblocks or difficulties. The focus is not just to institute initiatives that encourage help-seeking but to foster an ambience where assistance is readily available, and help-seeking is comfortable. 8. Encourage employees to use vacation time Stress the importance of taking time off to rejuvenate. This can help reduce burnout and boost productivity upon return. Many employees feel that they need to justify their time off, which can be a barrier to them taking their vacation. Remind them it’s their personal time, and they can use it as they wish. Managers can also provide gentle reminders to those with a surplus of unused vacation days to encourage them to take a breather for their overall well-being and better work-life balance. 9. Don’t glorify overworking Underlining that rest is a cornerstone of high-quality output. Leaders must set the right example by demonstrating the importance of a work-life balance. This may involve logging off at an appropriate hour and prioritising self-care. A leader must foster open communication, transparency, and empathetic leadership. It is crucial that managers regularly review workloads to make sure employees can manage their workload, improve their time management skills, and employees should feel comfortable sharing if they feel overwhelmed. 10. Support your employees’ physical and mental health Provide resources and benefits to help employees manage their health, such as fitness memberships or wellness programs. Similarly, offering mental health resources, flexible work arrangements, consistent work schedules, and adequate staffing to prevent health issues and burnout can bolster mental health and job satisfaction. 11. Get rid of toxic employees Foster a positive workplace culture by addressing toxic behaviour promptly, as that will improve morale and reduce stress among the team. Toxic culture, when not addressed, can lead to chronic stress in employees. A clear code of conduct, transparent reporting systems, and prompt responses to harmful behaviour are all measures that can help foster a respectful and positive work ambience. 12. Lead by example and model work-life balance The most important aspect that can contribute significantly to helping employees achieve true work-life balance is for leaders to lead by example and mirror the work-life balance they desire for their employees. Taking time off for personal engagements, avoiding work emails after work hours, and even taking a substantial vacation to unwind and recharge will set a powerful example for employees to do the same. Organisations should keep in mind that there isn’t a one-size-fits-all approach to achieving work-life balance and employee well-being. Leaders must be discerning and adaptable to meet the unique needs of their organisations and employees. Open communication and purposeful action can cultivate a healthier, more balanced workplace. With these measures, employers can aim to traverse this new talent landscape to support employees and create a work environment that prioritises healthy work-life balance. Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Read more:5 things millennials look for in a jobHow to hire to improve gender diversity in the workplaceEmployee retention strategies amid the Great Resignation Tue, 11 Mar 2025 00:17:06 +0800 Michael Page 967691 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/why-effective-onboarding-process-more-important-you-think The saying “you never get a second chance to make a first impression” never rings truer than when referring to the onboarding process — one of the most important steps a company can take to stay ahead in today’s busy job market. Despite popular belief, the hiring process doesn’t end after an employee signs the contract and turns up for their first day of work — in fact, it should continue well into the following months of their tenure. This onboarding period will make all the difference to your new hire’s level of retention, engagement, satisfaction and, most importantly, productivity.  Related: 5 interview questions to ask to tell a great candidate from a good oneAccording to the Harvard Business Review, 22% of companies have no formal onboarding programme, and yet research suggests that onboarding may be the most critical time in the overall experience of working at a company. The most innovative companies understand that building an effective onboarding programme is both an iterative and ongoing process, and extending this process beyond the first month further cements that strong employee experience — from hire to retire. Read on to find out what these new-hire blind spots are, and how your organisation can benefit from strategic employee onboarding. Request a call backWhat are the benefits of the onboarding process? Word spreads quickly within professions, so your new hires are likely to share their experiences — both good and bad — with their peers, either via word of mouth or on blogs and social media. If you’ve managed to make a good first impression, their positive accounts of company culture will make it much easier to attract the best talents the profession has to offer. Employees who undergo a good onboarding process are also more likely to stay and become long-term employees. Nearly 33% of new hires look for a new job within their first six months on the job, and that figure is even higher among millennials. However, 69% of employees are more likely to stay with the company for at least three years if they’ve had a positive onboarding experience.The organisational costs of employee turnover are estimated to range from 100% to 300% of the replaced employee’s salary, which makes it even more valuable to ensure that your talents’ orientation programme is optimised if you’re seeking higher retention rates and lower costs in the long run. Being part of a new company can be intimidating, if not stressful and distracting. Research by Glassdoor has shown that organisations with a strong onboarding process can improve productivity by over 70%. Getting new hires up to speed with the company’s culture and job expectations as soon as possible translates into positive attitudes, giving them the motivation to be productive, engaged and efficient.  Related: How to create a great employee experience – in the office or at homeWhat can you do to contribute to the best onboarding experience? It’s paramount that you instil new hires with a clear sense of what their position is in the company, and how they can contribute to your mission, values and culture.  The time between the offer acceptance and start date is crucial. Sharing job-relevant information and documentation, an itinerary for the first week (at least) and background details on some of the assignments they’ll be taking on can be extremely helpful in easing them into their position. Even a simple welcome email from the team can go a long way. An employee’s compatibility with their work environment has a major impact on their everyday life, so when day one comes around, take time to introduce your new member to the team, give them a thorough tour of the office or even organise a team lunch to break the ice.  One of the most effective ways of onboarding, however, is designating a mentor to your new recruit. This buddy system not only creates a more productive working environment, but also provides context around the work that they’re about to undertake, which can help new staff fully understand their job and how best they can contribute to their team.  According to the Human Capital Institute, 87% of organisations that assign a buddy during the onboarding process agree that it’s effective in speeding up the new staff’s proficiency; however, less than half of companies include this as a strategy. In addition, 56% of new hires who met with their onboarding buddy at least once in their first 90 days also indicated that their buddy quickly helped them to become productive in their role. That number increases exponentially the more often the new hire and their buddy got together for meetings.  Once that working relationship is established, set and manage expectations, and check back regularly with your new employee to ensure they’re not getting left behind.  Request a call backHow do you go digital with a new hire? Integrating new hires into your company when working remotely — as per the “new normal” — can seem tricky, yet a little creativity and the willingness to adapt are all it takes. You don’t have to overhaul your current onboarding process completely. Instead, evaluate each step to determine which parts can be converted into a virtual set-up.  Instead of in-person introductions, organise virtual meetings and encourage the use of video so your new hires can put faces to names. Software programmes that offer online training sessions can also be an excellent tool for bringing them up to speed. Organising documents on a cloud-based file-sharing platform means that materials are accessible at all times, making collaborative efforts within the team easier. Clear communication, regular check-ins and feedback are key, just as they are in a physical office. Suggesting specific team members to direct questions to, as well as providing contacts for the finance or IT departments, can prevent frustrating lapses in productivity. In a world that’s no longer limited by physical geography or long distances, virtual onboarding can be a highly effective mechanism that gets the right messages across from the start, no matter where you are. Making a positive impact on your fresh hire from the day they sign the contract is crucial, and we’re not only talking about motivating them to stay for the long haul. A well-executed onboarding system saves the company valuable time and money, but is also imperative in employer branding and can signal to potential hires that you’re an establishment worth working for.Read more:How to be a good team leader: 11 traits of highly effective team leadersWhat mentorship and sponsorship can do for your companyWorkplace flexibility a top priority for candidates: report Tue, 04 Mar 2025 10:41:38 +0800 Michael Page 665176 https://www.michaelpage.com.hk/advice/management-advice/reward-and-remuneration/salary-discussions-economic-downturn-guide One of the most challenging tasks in leadership has to be having a genuine discussion about compensation – especially in economically unpredictable times. Whether you’re a seasoned executive or a first-time manager, discussing salary increase opportunities during a downturn requires a balance of empathy, transparency, and business acumen. Understanding the context before salary discussions Economic downturns affect everyone. Your employees are likely feeling the impact of inflation, market uncertainty, and possibly even witnessing redundancies in their professional networks. As a leader, you’re tasked with bridging the gap between these genuine concerns and your organisation’s financial constraints. Preparing for the conversation Effective salary negotiation requires thorough preparation, yet many leaders find themselves struggling to balance employee expectations with business realities. To avoid this common pitfall, start by: Reviewing your company’s financial position and how it translates to departmental salary budgets Gathering current market data for similar roles in your industry and understanding salary range expectations Understanding each employee’s current compensation package, overall performance, work history, and career trajectory Preparing specific examples of how economic conditions are affecting your organisation The key is to arm yourself with concrete data while remaining flexible enough to have a human conversation. This isn’t just about numbers – it’s about people’s livelihoods. Think of these conversations as building blocks for long-term trust. Here’s how to approach them: Lead with empathy Acknowledge the challenging environment upfront. A simple “I understand these are difficult times, and I want to have an open discussion about your salary expectations” can set the right tone. Be transparent about reality Share appropriate context about business performance and constraints. Your employees are adults who can handle the truth if it’s delivered with respect and clarity. Focus on total value Compensation isn’t just about base salary. Highlight the complete package, which includes benefits, learning opportunities, and workplace flexibility. This isn’t about deflecting – it’s about painting the whole picture, including additional benefits beyond base pay. Master the fundamentals of salary discussions When handling pay rise requests during a downturn, follow these essential principles: Always acknowledge the validity of the request Show appreciation for their contribution and transparency Explain context without making excuses Offer immediate alternatives where possible Create clear timelines for future reviews Focus on total compensation, not just base salary Link development opportunities to career growth Document commitments and follow through For practical examples and specific scenarios, see our companion article: How to respond to pay rise requests: 13 real-world scenarios and template scripts Alternative compensation strategies While traditional pay rises remain the most straightforward way to recognize and reward employees, economic downturns often require creative thinking about compensation. When budget constraints make immediate pay rises impossible, leaders need to explore alternative ways to provide value and demonstrate appreciation for their team members. Short-term solutions: One-time performance bonuses Extra paid time off Flexible working arrangements Priority for high-visibility projects Long-term investments: Mentorship programmes Professional certification funding Skills development opportunities Future salary review sessions tied to business recovery milestones Communication best practices The success of these conversations often lies in the how, not just the what. Consider these approaches: Schedule dedicated time in a private setting Listen more than you speak Take notes and share follow-up in writing Stay connected with regular check-ins Be specific about timelines and next steps How to build trust through salary conversations during economic uncertainty Navigating a salary discussion during a downturn is about more than just delivering news about compensation constraints. It’s an opportunity for refined negotiation strategies to demonstrate leadership, develop trust, build engagement, and strengthen relationships with your team. A negotiation process also allows leaders to understand employee needs and make informed decisions as part of the hiring process. By approaching these discussions with preparation, empathy, and a focus on the future, you can maintain team engagement and establish stronger relationships when economic conditions improve. Remember, your employees will likely forget the specific numbers discussed, but they’ll always remember how you made them feel during challenging times. Make these conversations count. Explore more salary insights Get a comprehensive view of salaries across various industries and roles with our 2025 Michael Page Salary Guide, which features the average salary of roles in Hong Kong’s dynamic job market, or use our Salary Comparison Tool to see how your compensation compares to industry standards. Read more:Why should someone be led by you?How to prevent employees from job hoppingThe role of salary transparency in reducing workplace inequality Sun, 02 Feb 2025 01:00:00 +0800 Simone Wu 1327431 https://www.michaelpage.com.hk/advice/management-advice/leadership/ai-and-recruitment-hold-your-value 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 WorkforceThe 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.  Thu, 23 Jan 2025 14:07:03 +0800 Rupert Forster 1351526 https://www.michaelpage.com.hk/advice/management-advice/leadership/how-write-employee-testimonials 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. Related: How to build a learning culture in your business 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. Related: Why an effective onboarding process is more important than you think Request a call back 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.” Related: A culture of employee recognition contributes to retention Request a call back 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.” Related: Why candidate experience matters and how to do it well Request a call back 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. Related: How to resolve workplace conflicts: A guide for managers 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. Read more:Workplace flexibility a top priority for candidates: reportHow to attract talent in a candidate-short marketThe importance of good communication in the workplace Fri, 10 Jan 2025 01:32:03 +0800 Michael Page 942631 https://www.michaelpage.com.hk/advice/management-advice/leadership/effective-leader-traits 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.Related: How leaders can gain better engagement with their teams1. Acknowledge, appreciate and give creditGreat 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.Related: A culture of employee recognition contributes to retention2. Active listeningAfter 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.Related: How to manage performance reviews during the COVID-19 pandemic3. Communicate effectivelyCommunicating 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.Related: How to resolve workplace conflicts: A guide for managers4. Show commitmentNo 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 failureFailure 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.Related: 5 interview questions to ask to tell a great candidate from a good one6. Invest in your team’s futureA 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.Related: How to boost employee engagement – in the office or at homeRequest a call back7. Lead with empathyEmpathy 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 integrityA 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 objectivelyA 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.Related: How to manage a remote team effectively10. Lead by exampleAs 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 visionHaving 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 trendsOur 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.Read more:How HR needs to evolve to support the future of workHow to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leaders Thu, 02 Jan 2025 02:00:00 +0800 Michael Page 5291 https://www.michaelpage.com.hk/advice/management-advice/reward-and-remuneration/salary-transparency-workplace-inequality The global conversation around pay in the workplace has shifted significantly in recent years, with salary transparency becoming a central topic in job markets across the Asia Pacific. What was once considered off-limits or even taboo is now increasingly seen as a step toward building fairness and equity in the workplace. This isn’t a passing trend. Employers and employees alike recognise that open conversations about salary can help address inequalities and create a more level playing field for everyone. While the specific regulations and cultural attitudes towards pay transparency vary from country to country, the overall movement towards greater openness is gaining momentum throughout the region. What is salary transparency? Salary transparency refers to the practice of openly sharing information about pay. This can range from listing salary ranges in job ads to providing detailed pay scales across an organisation. It encompasses various levels of openness, from sharing basic salary ranges in job postings to full transparency where all employees' compensation details are accessible internally. This approach represents a significant shift from traditional practices where compensation discussions were often considered taboo. Benefits of salary transparency Against this backdrop of changing attitudes, salary transparency offers several key benefits while working toward crucial workplace goals: Enables organisations to craft competitive compensation packages that attract top talent Helps build a positive employer reputation Fosters a sense of trust and open communication among employees Saves time and resources for both job seekers and employers Leads to more effective candidate filtering Empowers employees to negotiate fair wages Helps reduce pay disparities based on gender, race, or other factors Increases employee satisfaction and retention Streamlines the hiring process Leads to more focused and productive salary discussions Current market practices in Hong Kong While salary transparency is gaining attention globally, its implementation varies significantly across Hong Kong's market. “We also have clients specifically asking us to remove salary ranges from advertisements,” notes Olga Yung, Managing Director at Michael Page Hong Kong. She adds: “This is mainly due to the hires at times related to replacements whether it is someone who is moving on from the company or relocating to another role within the company. Generally, larger corporations/conglomerates prefer salaries to be confidential and do not want their staff to see what the salary ranges are.” The practice of including salary information in job postings varies significantly across different market segments. As Rupert Forster, Senior Managing Director at Michael Page Greater China, observes, this variation depends on several key factors: Company type (large multinationals vs. SMEs) Origin (domestic vs. foreign companies) Industry sector (specialist markets like Financial Services vs. more general sectors) Job level (junior vs. senior positions) From a recruitment perspective, Michael Page consultants take a nuanced approach to salary disclosure. “We do not insist on this if they do not want it. Given how sensitive conglomerates and Hong Kong corporates are about salaries on ads these days, we do take an extra step to ask if we can include salary ranges in the ad (and we will explain including such information draws in more candidates),” explains Olga Yung. In Hong Kong’s highly competitive job market, salary transparency has become a strategic tool for companies aiming to attract and retain top talent. As professionals increasingly seek clear compensation structures and equitable pay practices, transparent salary information helps distinguish employers and build trust. With a strong emphasis on financial security and career advancement in Hong Kong, providing upfront salary details can set companies apart, streamline the recruitment process, and attract candidates looking for clarity and fairness in their employment terms. Platform requirements and market practice In Hong Kong, job platforms encourage salary transparency, though actual practices vary. A 2022 report by JobsDB by SEEK highlights that 30% of respondents in Hong Kong will first look at the salary information in a job advertisement. For guidance on how to respond to pay rise requests, see our article: Managing salary conversations during economic downturns: A leader’s guide to basic principles Addressing gender pay gaps The gender pay gap is the difference in average earnings between men and women in the workforce. It is typically expressed as a percentage of men’s earnings and can be influenced by several factors, including occupational segregation, caregiving responsibilities, and educational background. The current state of gender pay equity According to the Hong Kong Talent Trends 2024 Report, many employees have mixed feelings about their employer’s efforts to address pay equity, highlighting the need for ongoing attention. Some 23% of women are satisfied with their employers’ efforts to close the gender pay gap; 27% are dissatisfied, 37% are neutral, and 13% are uninterested. The survey also revealed a significant disparity in DE&I priorities between men and women. ‘Closing the gender pay gap’ was ranked as women’s most important DE&I initiative but only a fourth priority by men. It’s crucial to understand that the gender pay gap is not a simple matter of unequal pay for equal work, which is illegal in many countries. How pay transparency tackles pay disparities The gender pay gap is a complex issue, deeply intertwined with broader structural inequalities in the labour market. These include bias in hiring, promotion, and compensation decisions, and the underrepresentation of women in senior, higher-paying positions. Promoting salary transparency helps level the playing field by: Empowering women and other underrepresented groups to negotiate fair wages Providing clear pay structures, enabling employees to advocate for themselves Reducing the likelihood of accepting less than deserved due to lack of information Empowering employees through transparent pay The practical implementation of salary transparency creates tangible opportunities for employee empowerment. When organisations provide clear access to compensation information, employees can: Make more informed career decisions Better understand their market value Develop clearer career progression paths Take a more active role in their compensation discussions Effective implementation typically involves: Providing clear salary bands and progression criteria Offering regular market benchmarking updates Creating structured processes for compensation reviews Ensuring consistent communication about pay policies When organisations successfully implement transparent pay practices, the impact extends beyond individual employees. Teams experience: More productive compensation discussions Increased trust in leadership decisions Greater understanding of career development opportunities Improved collaboration and reduced pay-related tensions From a recruitment perspective, clear salary information helps candidates make informed decisions earlier in the hiring process, leading to more efficient and focused discussions about career opportunities and professional growth. While the benefits of transparent pay practices are clear, organisations often face implementation challenges that require careful consideration and strategic planning. Related: How to respond to pay rise requests: 13 real-world scenarios and template scripts Action steps for employers and employees Embracing salary transparency isn’t just about compliance – it is about fostering trust, fairness, and engagement in your organisation. Here's how both employers and employees can take meaningful steps towards greater pay transparency while addressing common challenges: For Employers 1. Conduct a pay equity audit: Use data analytics to identify and address unexplained pay gaps. 2. Develop a clear compensation philosophy and structure: Clearly define how pay is determined, including factors like skills, experience, and performance. Communicate this structure to all employees to ensure understanding and buy-in. 3. Train managers on discussing pay transparently: Equip leaders with the skills to have open, constructive conversations about compensation. Include training on handling difficult questions and addressing pay discrepancies. 4. Gradually increase transparency: Start by including salary ranges in job postings. Progress to sharing pay bands for internal roles and eventually consider full pay transparency. Case study: Buffer’s full pay transparency policy has led to increased trust and an increase in job applications. 5. Consider platform-specific strategies When posting job advertisements, consider that different platforms and markets may have varying requirements and norms regarding salary disclosure. Additional market considerations When implementing these steps, consider: Role seniority: Adjust transparency levels for different job levels Industry standards: Consider sector-specific compensation practices Platform requirements: Comply with job board policies on salary disclosure Company culture: Ensure alignment with organisational values and goals For Employees 1. Research industry standards: Use resources like salary guides to understand market rates for your role and experience level. According to our 2024 Candidate Pulse survey, job applicants in Hong Kong primarily rely on these top three sources for the latest salary information, in order of preference: first, salary reports; second, job advertisements; and third, recruitment agencies. 2. Initiate conversations about pay transparency: Respectfully ask your HR department or manager about the company’s stance on pay transparency. Suggest anonymous salary surveys or the creation of pay bands as initial steps. 3. Advocate for clear communication: Request regular updates on the company’s compensation philosophy and practices. Encourage leadership to share how pay decisions are made, even if specific numbers aren’t disclosed. 4. Support colleagues in discussions about fair pay: Share industry salary information with peers (where legally and ethically appropriate). Advocate for equal pay for equal work across all demographics. Commit to taking at least one step towards greater salary transparency in the next 30 days. Whether you’re an employer or an employee, your actions can contribute to a more equitable and transparent workplace. Challenges of Implementing salary transparency While salary transparency brings numerous benefits, it also presents challenges for employers. Transparent pay structures can lead to internal dissatisfaction if employees perceive wage discrepancies, potentially impacting morale and engagement. On top of that, sharing salary ranges publicly may spark wage competition among companies, making it challenging for businesses to retain top talent without continually adjusting compensation levels. Implementing transparency requires thoughtful planning to maintain fair compensation and clear communication to ensure employees understand how pay decisions align with experience and performance. The future of salary transparency in Hong Kong As Hong Kong's workforce continues evolving and aligning with global standards, the push for pay transparency will likely grow. This shift addresses pay equity and positions companies as progressive and employee-focused, which is increasingly important in today’s competitive job market. Emerging trends on salary transparency As the landscape of work continues to evolve, we can anticipate several key trends in salary transparency: AI-driven fairness: The increased use of generative AI and data analytics will play a pivotal role in identifying and addressing pay disparities, ensuring fairer compensation practices. Transparency as a competitive edge: More companies will recognise the benefits of transparent pay practices as a means to attract and retain top talent, fostering a positive employer brand. Regulatory push: There is a growing likelihood of stricter legislation mandating greater pay transparency, particularly for larger corporations, reflecting a societal shift towards greater fairness in the workplace. Moving towards a fairer workplace Salary transparency is a powerful tool in the quest for workplace equality. By embracing this approach as part of retention strategies, organisations can promote accountability, build trust, and empower employees to advocate for fair pay. As recruitment professionals, we have a unique opportunity to champion these changes, supporting employers and employees in creating more equitable workplaces. Explore our job listings and the annual salary guides to stay informed about current salary trends and benchmarks. By fostering transparency in pay information, we can contribute to Hong Kong’s fairer and more inclusive job market. Explore more salary insights Get a comprehensive view of salaries across various industries and roles with our Michael Page Salary Guide, which features the average salary of roles in Hong Kong’s dynamic job market, or use our Salary Comparison Tool to see how your compensation compares to industry standards. Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Read more:How to structure effective job interviewsHow leaders can gain better engagement with their teamsWorkplace ageism: A top concern despite lower incidence rates in Hong Kong Thu, 02 Jan 2025 00:00:00 +0800 Simone Wu 1310506 https://www.michaelpage.com.hk/advice/management-advice/hiring/how-identify-resumes-created-ai-or-chatgpt So, how do you differentiate between a resume penned by a human and one by a machine? For one, look for subtleties. Algorithms often miss the nuances that come with human experience.They may cram in job-specific jargon but miss the mark on the emotional intelligence that can only be conveyed through human words.To increase your chances of identifying AI resumes and weeding them from the recruitment process, here are some things to note:How to identify AI-generated resumes1. Identify uniform, repetitive languageAI-crafted resumes frequently resort to monotonous and repetitive expressions. These documents are shaped by expansive data algorithms that inherently include recurring language structures, specific phrases and keywords. For instance, you may encounter the phrase, “I am a highly motivated and results-oriented individual,” echoed multiple times in an AI-powered resume.2. Look for generic languageAn AI-generated resume often uses generic language and all the “right words” that could apply to anyone in a particular field. Phrases such as “Possessing strong analytical and problem-solving skills” may surface, but without the substantive examples one would expect from a human applicant.“AI-generated resumes often sound like generic job descriptions. They would contain very general action words without tangible or relevant information,” adds Imeiniar Chandra, Regional Director at Michael Page Indonesia.3. Look for a lack of personalisationAI-generated resumes often lack the personal touch that a human writer would bring to the document. For example, an AI-generated resume might not mention the specific job that the applicant is applying for or the skills and experience that are relevant to the position.Related: A culture of employee recognition contributes to retention4. Look for unnatural sentence structuresAI resumes may occasionally betray themselves through awkward sentence constructions. Rooted in machine learning algorithms, these documents are trained on text datasets that may not strictly adhere to conventional grammatical norms.Here are some examples:Disconnected phrases: “In my previous role, I increased sales and adept in Python.”Ambiguous statements: “Experienced in tasks, I have done many.”Overly formal language: “Utilised my competencies to effectuate revenue augmentation.”Illogical sequences: “Fluent in English, Bahasa, and JavaScript.”Redundancy: “I am a person who is highly skilled in programming and also I have programming skills.”5. Review by multiple peopleA multi-faceted review and selection process involving several team members can offer invaluable insights into a resume’s authenticity. For enhanced scrutiny, consider including individuals who have honed their resume evaluation skills before the ChatGPT era.6. Use an AI content detectorIn the battle against AI-powered resumes, consider using machine learning countermeasures. Screening tools like Sapling AI Detector and Copyleaks are not merely surface-level scanners; they delve deep into the text, identifying language patterns, flagging unnatural sentence structures, and even sniffing out plagiarised content.7. You be the judgeIf you are a seasoned hiring manager or recruiter, you already possess a treasure trove of insights from hiring processes in the era before machine-generated resumes flooded the job market.Your firsthand experience can serve as your best sensor. When the language of a resume appears too polished or utilises almost perfect phrases, it could very well be the handiwork of AI algorithms.The future?As AI continues to transform the hiring process, expect to see more AI-developed resumes flooding your inbox. In this AI-dominated world, the resume game has clearly changed. It’s time to adapt or get left behind.AI is here to stay; if you can’t beat them, join them. But first, learn to identify them. Consider this your cheat sheet in the era of the AI-driven resume revolution. Welcome to the future; it’s written in algorithms.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.Read more:12 ways to create work-life balance for employeesShould I use a recruitment agency for my job search or hiring process? Mon, 23 Dec 2024 14:38:34 +0800 Simone Wu 997901 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/guide-inclusive-hiring-people-disabilities In today’s rapidly evolving corporate landscape, fostering diversity and inclusivity in the workplace is not just a moral imperative but a strategic necessity. Inclusive hiring for people with disabilities represents a key opportunity that many organisations overlook. Among the diverse groups that enrich our workforce, People With Disabilities (PWDs) are often overlooked. Yet, they represent a significant and valuable candidate pool. According to the Special Administrative Region (SAR) Goverment of Hong Kong, there were 578,600 PWDs in Hong Kong, representing 8.1% of the total population as of 2021. There were more women (56.8%) with disabilities than men (43.2%). The proportion of PWDs who were economically active is far lower than that of the overall population. Of the 558,000 PWDs who are 15 years old and above, only 14.5% were economically active, while 85.5% or 477,000 were economically inactive.  Traditional recruitment methods often unintentionally create barriers for PWDs, leading to their underrepresentation. This not only restricts their access to opportunities but also hampers businesses from gaining varied insights and abilities. Request a call back Understanding accessibility gaps in conventional recruitment Understanding the importance of inclusive hiring necessitates recognising the unintentional obstacles that conventional recruitment practices can place in the way of PWDs, hindering their full participation. Related: How to create content for people with colour-blindness Inaccessibility of job advertisements and postings Screen reader compatibility: Often, job advertisements are not formatted for compatibility with screen readers, essential tools for visually impaired applicants. For instance, a posting with complex graphics or without proper alt-text descriptions can be unreadable by screen readers. Complex language: The use of complex, industry-specific jargon can be particularly challenging for individuals with certain cognitive disabilities, who might benefit from clear and straightforward language. Physical accessibility challenges Interview locations: Physical access to interview locations is a significant barrier for candidates with mobility impairments. An example could be an interview held in a building without wheelchair access or adequate disability-friendly facilities. Transportation: The lack of accessible transportation options to and from interview locations can also pose challenges for those with physical disabilities. Conventional interview techniques and their limitations Neurodiversity consideration: Standard interview processes often do not consider the unique ways neurodivergent individuals (e.g., those with autism or ADHD) may process information and communicate. For example, an individual with autism might find fast-paced, back-and-forth conversational styles in interviews challenging. Communication differences: Individuals with speech impairments or hearing disabilities might find traditional face-to-face interviews inadequate. Without the provision of alternatives like written interviews or sign language interpreters, their abilities may not be accurately assessed. Lack of flexibility in application processes Rigid application formats: Standardised application processes often lack the flexibility needed by some PWDs. For instance, an online application form that times out quickly can be a barrier for someone with a cognitive or physical impairment that slows down their response time. Understanding these barriers is the first step in moving towards a more inclusive and accessible recruitment process. By recognising and addressing these issues, employers can begin to create a more equitable hiring environment for PWDs. Request a call back 8 strategies for accessible and inclusive hiring processes 1. Rethinking job descriptions and advertisements Use clear and inclusive language to reduce bias: For instance, instead of using technical jargon, use straightforward language and explicitly state, “We welcome applicants with diverse abilities.” Consider essential functions: Clearly list job requirements but distinguish between ‘must-have’ and ‘nice-to-have’ skills. For example, if a job in tech lists “excellent communication skills” as essential, clarify if this means verbal communication or can include written communication for those with speech impairments. Related: How to hire to improve gender diversity in the workplace 2. Leveraging accessible technology Website and application accessibility: Ensure your career website is navigable for someone using a screen reader. Use alt-text for images and provide transcripts for video content. For instance, this Michael Page website has an accessibility toolbar called ReciteMe to assist site visitors with visual impairment. Utilise Assistive Technologies: Implement screen readers like JAWS, speech recognition software like Dragon NaturallySpeaking, and captioning services for video interviews. 3. Flexible application and interview processes Alternative application methods: For example, allow job seekers to apply through a simple phone call or a video submission if they have difficulty with written forms. Customisable interview formats: Provide options like conducting interviews over video calls with sign language interpreters for hearing-impaired candidates or extending the duration of interviews for those needing more processing time. 4. Training and awareness for hiring teams Disability awareness training: Conduct workshops that simulate disabilities, like wearing a blindfold to understand visual impairments, helping the team empathise and adjust their approach. Unbiased interview techniques: Use structured interviews where all candidates are asked the same questions, minimising unconscious bias, and focusing solely on the candidate’s qualifications. 5. Building a supportive infrastructure Workplace accommodations: For example, provide adjustable desks for wheelchair users or special software for those with dyslexia. Fostering an inclusive culture: Implement mentorship programs where employees with disabilities mentor new hires, promoting understanding and inclusivity. 6. Partnering with organisations and advocacy groups Collaborating with groups like the Labour and Welfare Bureau of the Government of the Hong Kong Special Administrative Region, which can offer guidance on best practices, information on available government initiatives and subsidies, and connect you with skilled candidates. 7. Feedback and continuous improvement After a recruitment cycle, conduct surveys specifically designed for candidates with disabilities to understand their experience and areas of improvement. By implementing these detailed strategies, employers can create a more inclusive hiring process that not only complies with legal requirements but also embraces the strengths and skills of individuals with disabilities, enriching their workforce. 8. Embracing modern work arrangements The rise of remote and hybrid work has created new opportunities for PWD employment, removing traditional barriers and expanding accessibility. Remote work advantages Virtual workspaces eliminate physical commuting challenges and allow employees to work in their optimised home environments. For instance, individuals with mobility impairments can avoid transportation difficulties, while those with chronic conditions can better manage their health needs. This flexibility often leads to increased productivity and job satisfaction. Digital accessibility considerations Ensure virtual meeting platforms have closed captioning and screen reader compatibility Provide digital collaboration tools that support keyboard-only navigation Implement accessible document-sharing practices, using formats compatible with assistive technologies Offer multiple communication channels (chat, email, video) to accommodate different preferences and needs Best practices for virtual onboarding Create clear, step-by-step digital onboarding guides with accessible formats Assign dedicated virtual buddies to provide consistent support Schedule regular check-ins to address accommodation needs Provide technical support for setting up home office assistive technologies Ensure all training materials are available in multiple formats (text, audio, video) Related: What women in Hong Kong really think about workplace gender equity Request a call back Benefits of inclusive hiring Inclusive hiring is about actively seeking and valuing diverse perspectives and skills that individuals with disabilities bring to the workplace. Embracing inclusive hiring practices not only aligns with ethical standards and social responsibility but also brings tangible benefits to an organisation. Here are some of the key advantages: Enriching organisational culture and performance Integrating PWDs into your workforce transcends compliance and quota fulfillment. It fundamentally enriches your organisation with a variety of perspectives and skills. For example, a study by Accenture found that companies with highly inclusive cultures, including those with disabilities, tend to outperform their peers in profitability. Related: How to create a great employee experience – in the office or at home Enhancing creativity and innovation Diverse talent pools, including individuals with disabilities, are known to bring unique perspectives that foster creativity and innovation. A Harvard Business Review study indicated a diverse workforce can solve problems faster than cognitively similar people. For instance, an employee with a mobility impairment might offer valuable insights into designing more accessible products or services. Understanding and serving a wider customer base Companies that are inclusive of PWDs are often better equipped to understand and cater to a broader spectrum of customers. This understanding can lead to developing products and services that are more universally accessible, thereby tapping into wider markets. A classic example is the development of voice recognition technology, initially designed to aid those with disabilities, which has now found widespread use in the mainstream market. Talent pool expansion By creating an inclusive hiring process, employers can access a broader talent pool. This approach opens opportunities to tap into the skills and talents of PWDs who are often overlooked. For instance, individuals with autism might have exceptional abilities in pattern recognition and attention to detail, valuable in fields like data analysis and software testing. Brand reputation and corporate responsibility Embracing inclusivity enhances an organisation's brand reputation, positioning it as a socially responsible and progressive employer. This can lead to increased customer loyalty and attractiveness as an employer. For example, Microsoft’s Autism Hiring Program not only brings valuable skills to the company but also significantly enhances its reputation as an inclusive employer. Building a resilient and dynamic workforce An inclusive workforce is often a more resilient workforce. Employees from diverse backgrounds, including PWDs, bring different approaches to problem-solving and adapting to change. This diversity of thought and experience makes the organisation more agile and better equipped to face business challenges. A more resilient business for the future Creating an inclusive and accessible hiring process for PWDs is a journey that brings substantial benefits to an organisation. These benefits span from enhanced creativity and innovation to an expanded customer base, improved company culture and improved brand reputation. This journey is not just about meeting compliance standards; it is about building a more diverse, resilient, and successful future for the organisation. Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here. Read more:How to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leadersA culture of employee recognition contributes to talent retention and business success Sat, 21 Dec 2024 02:00:00 +0800 Michael Page 1031451 https://www.michaelpage.com.hk/advice/management-advice/hiring/tech-job-seekers-priorities-vs-employer-offerings In today’s competitive technology recruitment landscape, understanding what attracts tech job seekers to new roles isn’t just helpful – it’s essential. However, our latest research reveals an intriguing disconnect: what employers think tech professionals want when job hunting often differs significantly from what these job seekers actually prioritise. The perception gap: what tech job seekers look for when job hunting vs. what employers think tech talent want This perception gap can have real consequences. “Organisations might be emphasising the wrong factors in their recruitment strategies, potentially missing out on top tech talent looking for different qualities in their next role,” says Nicolas Dumoulin, Senior Managing Director for Michael Page Indonesia, Malaysia, Philippines, Thailand and Vietnam. Take workplace flexibility, for instance – while tech professionals consider this a crucial factor, many employers (tech employers and companies hiring for their tech department) underestimate its importance in their attraction strategy. Areas of alignment and divergence Our Michael Page Talent Trends 2024: The Expectation Gap Report maps out these differences across eight key priorities that influence job decisions. Interestingly, there are only two areas where employers and tech job seekers completely align: the importance of competitive salaries and company culture. Beyond these points of agreement, the divergence in priorities presents both challenges and opportunities for organisations looking to strengthen their tech teams. Dumoulin adds, “While market conditions and practices vary across APAC, our research reveals consistent patterns in what tech professionals value most in new opportunities. Understanding these priorities while considering local market nuances can help employers build more effective talent attraction strategies.” Discover Our Tech Recruitment Expertise Understanding the tech talent perception gap in APAC Our latest talent trends report reveals an interesting dynamic in the APAC tech recruitment landscape. While employers and tech job seekers find common ground on the critical importance of competitive salaries and company culture, significant disconnects in other areas could affect your ability to attract top tech talent. Understanding these alignments and gaps is crucial. The fact that both parties agree on the fundamental importance of competitive compensation and cultural fit provides a solid foundation for recruitment strategies. However, differences in priorities often create challenges in attracting the right talent. Top 3 priority mismatches in tech recruitment (Above) The infographic illustrates the importance of each priority (e.g. competitive salary) to tech job seekers, and what employers perceive as important to tech job seekers, from 10 (most important) to 1 (least important). For instance, employers view workplace flexibility as the 6th most important factor, while tech job seekers view it as the second most important. Workplace flexibility: a higher priority than employers think Flexibility has become more than just a trendy benefit in today’s work environment. Our data shows that tech professionals value workplace flexibility significantly more than employers anticipate. This disconnect reflects a broader shift in work expectations across the region. To bridge this gap, organisations need to reassess their approach to workplace flexibility. This doesn’t necessarily mean going fully remote – instead, consider implementing thoughtful hybrid work models that balance collaboration and autonomy. The key is creating clear, documented flexibility policies and communicating these effectively during the recruitment process. Companies that successfully implement and showcase their flexibility options often see higher engagement from potential tech talent. Clear career progression: the hidden deal-breaker One of the most significant misalignments we’ve observed is how career progression is valued. Tech professionals across APAC rank clear career progression paths much higher than employers expect. This makes sense when considering the rapid pace of technological change – tech professionals are inherently focused on staying relevant and growing their skills. To address this, organisations need to move beyond traditional career ladders. Consider implementing detailed progression frameworks that account for both technical expertise and leadership potential. This might include creating dual-track career paths that allow professionals to advance either as technical experts or people managers. Being transparent about these pathways during the hiring process can significantly increase your appeal to tech talent. Purpose over leadership: the shifting priority While employers often emphasise their leadership team’s strength during recruitment, our data shows that tech professionals place higher value on finding purpose in their role and company. This doesn’t mean leadership isn’t important. Instead, it suggests that tech professionals are increasingly motivated by the impact of their work and their contribution to meaningful objectives. Organisations can address this by clearly articulating what they do and why they do it. Share concrete examples of how your tech teams contribute to broader business and societal goals. This might include highlighting projects that have significantly impacted, sharing success stories, or demonstrating how technical solutions solve real-world problems. How to align your tech recruitment strategy Quick wins: 3 actions to attract tech job seekers now The good news is that you can take several concrete steps to address these perception gaps. Update your EVP: Start by reviewing and adjusting your Employee Value Proposition (EVP) to better reflect what tech professionals truly value. This means going beyond competitive salary (which remains crucial) to emphasise flexibility options, career development opportunities, and meaningful work impact. Revamp job postings: Your job postings should be revised to lead with these factors rather than traditional corporate achievements or leadership profiles. Be specific about flexibility policies, career development programmes, and how the role contributes to larger organisational goals. Align benefits with priorities: For lasting impact, organisations need to think beyond recruitment messaging to create substantive changes in supporting and developing tech talent. This includes developing comprehensive career frameworks that clearly outline progression paths, creating opportunities for meaningful project work, and regularly reviewing and adapting workplace policies to meet evolving expectations. Common challenges in tech talent attraction While understanding what tech professionals want is crucial, implementing changes to meet these expectations comes with practical challenges. Organisations across APAC face several hurdles when aligning their offerings with job seeker priorities. Balancing flexibility with business needs First, balancing flexible work arrangements with business needs is challenging. Organisations must consider client requirements, team collaboration, and project delivery demands when designing flexibility policies. Companies with client-facing tech roles or those handling sensitive data often find this particularly challenging. Resource allocation and career development Resource allocation presents another significant hurdle. While clear career progression ranks high on tech professionals’ priority lists, implementing comprehensive development programmes requires substantial investment. Organisations must balance these costs with maintaining competitive pay in an increasingly expensive talent market. Cultural transformation and purpose alignment Cultural transformation also poses challenges. Shifting from traditional leadership-centric approaches to purpose-driven operations requires more than changes in recruitment marketing – it demands fundamental organisational change. Many companies struggle with authentically articulating their purpose while meeting business objectives. Navigating regional diversity across APAC Finally, the diverse nature of the APAC region adds complexity. Organisations with regional operations must maintain consistent employer value propositions while adapting to local contexts. How to track your tech recruitment success Success in adapting to these new priorities isn’t just about implementation – it’s about measuring impact. Track not only your application rates and quality but also your offer acceptance rates and new hire retention. Regular pulse surveys and exit interviews can provide valuable insights into how well your organisation meets tech professionals’ expectations. Future-proofing your tech talent strategy While it’s encouraging to see alignment between employers and tech job seekers on the importance of competitive salaries and company culture, successful tech recruitment in APAC requires a broader understanding of what truly matters to tech professionals. By acknowledging and actively addressing the gaps in perception around flexibility, career progression, and purpose, organisations can create more compelling opportunities that resonate with tech talent. In today’s competitive market, the organisations that will succeed in attracting top tech talent are those that can demonstrate they understand and care about what tech professionals truly value. It’s time to move beyond assumptions and align your recruitment strategy with the actual priorities of the tech talent you’re trying to attract. As the demand for tech jobs continues to rise, candidates are not just looking for any role – they’re seeking a tech career that aligns with their values and offers long-term growth. For companies aiming to attract top talent, it’s crucial to highlight exciting career opportunities and showcase what makes your tech company unique. Emphasising flexibility, career progression, and meaningful impact can make a world of difference in appealing to the motivations and priorities of today’s tech professionals. Get more insights about the modern workforce Discover the latest in workforce trends in our latest Michael Page Hong Kong Talent Trends 2024 report: The Expectation Gap. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific. It covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. Also, download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market. Read more:Why should someone be led by you?The role of salary transparency in reducing workplace inequality9 common mistakes hiring managers should avoid in job interviews  Mon, 04 Nov 2024 04:35:54 +0800 Simone Wu 1325096 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/workplace-gender-equity-hong-kong-women In today’s competitive business landscape, achieving gender equity in the workplace is not just a moral imperative – it’s a strategic necessity. Our Michael Page Talent Trends 2024: The Expectation Gap Report sheds light on the current state of gender equity in Hong Kong’s workplaces, revealing both progress and persistent challenges. Understanding these insights for hiring managers and leadership teams is crucial for creating more inclusive and equitable work environments that attract top talent and retain top performers. The shift towards workplace flexibility in Hong Kong The pandemic catalysed a significant shift in workplace dynamics across APAC, with flexibility emerging as a new norm. Our talent trends 2024 report shows that professionals in Hong Kong now consider flexible work arrangements as the third most important factor after salary when job hunting. This change, born out of necessity during lockdowns, has become a permanent feature of the work landscape in Hong Kong’s compact urban environment and tech-savvy workforce. While offering potential benefits for work-life balance, this shift also presents new challenges for gender equity in the workplace. Gender equity focuses on fairness by providing support based on individual needs, recognising that different genders may have different starting points. In contrast, workplace gender equality means giving everyone the same rights and opportunities. Both approaches foster gender diversity, with equity ensuring individuals get what they need to succeed. Gender stereotypes can hinder progress by reinforcing traditional roles and expectations, limiting opportunities for all genders to thrive equally in diverse environments. Also, gender discrimination, which involves treating individuals unfairly based on their gender, creates further barriers to equal opportunities and undermines efforts to achieve both gender equity and diversity. Together, these challenges highlight the importance of breaking down gender bias to foster a more equitable environment. As organisations in Hong Kong adapt to these evolving expectations, the impact on gender equity remains a critical consideration in fostering inclusive work environments. Women’s satisfaction levels with workplace gender equity efforts Our data reveals a nuanced picture of how women feel about workplace gender equity efforts in Hong Kong: Closing the gender pay gap 37% of women are neutral about their employer’s efforts 27% are dissatisfied 23% are satisfied 13% are uninterested Hong Kong’s gender pay gap initiatives appear to be falling short of expectations, with just 23% of women satisfied with their employers' efforts. The predominant neutral response (37%), combined with dissatisfaction (27%), suggests a critical need for more transparent and decisive action on pay equity. The level of disinterest (13%) could indicate fatigue with ineffective initiatives or a lack of confidence in current approaches. These findings point to an urgent need for Hong Kong organisations to strengthen their commitment to pay equity through more visible, measurable actions and improved communication about their efforts and outcomes. Related: The role of salary transparency in reducing workplace inequality Promoting equity and inclusion for women 43% of women are neutral 33% are dissatisfied 14% are satisfied 10% are uninterested Hong Kong organisations appear to be facing substantial challenges in their women’s equity and inclusion efforts, with an overwhelming majority of women either neutral (43%) or dissatisfied (33%). The strikingly low satisfaction rate (14%) suggests current initiatives may be missing the mark or falling short of expectations. The level of disinterest (10%), combined with the high neutral response, could indicate a need to fundamentally rethink approaches to gender equity in Hong Kong workplaces. These findings point to an urgent need for organisations to revitalise their commitment to women’s inclusion through more concrete, impactful actions and measurable outcomes. Female leadership representation 28% of women are satisfied 28% are neutral 44% are dissatisfied Female leadership representation in Hong Kong appears to be falling significantly short of expectations, with nearly half (44%) of women expressing dissatisfaction. The equal split between satisfied and neutral responses (28% each) indicates that even among those not actively dissatisfied, there's considerable room for improvement. These figures suggest that despite Hong Kong’s position as a global business hub, organisations may be struggling to create effective pathways for women’s advancement into leadership roles. The data points to an urgent need for more targeted efforts to identify and remove barriers to women’s leadership progression, and to implement more effective programmes for developing and promoting female talent. Related: Asia's female leaders: How to be more confident at work Differing priorities in DE&I initiatives Our report also highlights significant differences in how men and women prioritise various Diversity, Equity, and Inclusion (DE&I) initiatives: Women’s top 5 DE&I priorities: Closing the gender pay gap Preventing age discrimination in the workplace Promoting greater equity for and inclusion of women in the workplace Getting more women into leadership positions Getting more people of diverse racial and ethnic backgrounds into leadership positions Men’s top 5 DE&I priorities: Preventing age discrimination in the workplace Promoting greater equity for and inclusion of people of diverse racial and / or ethnic backgrounds Getting more people of diverse racial and ethnic backgrounds into leadership positions Closing the gender pay gap  Promoting greater equity for and inclusion of women in the workplace The prioritisation of DE&I initiatives in Hong Kong shows a clear gender divide in perceived urgency of various issues. Women’s priorities reflect immediate concerns about gender equality, particularly around pay and leadership representation, suggesting these remain significant challenges in Hong Kong workplaces. Men’s priorities demonstrate a stronger focus on age discrimination and racial/ethnic diversity, with gender issues appearing lower in their rankings. This disparity in priorities might explain some of the challenges in advancing gender equity initiatives, as those in leadership positions (predominantly men) may not share the same sense of urgency about gender-related workplace issues as their female colleagues. Related: How HR needs to evolve to support the future of work Men’s engagement in workplace gender equity While our data reveals clear differences in how men and women prioritise DE&I initiatives, it’s crucial to recognise the role men play in advancing workplace gender equity. The fact that closing the gender pay gap appears in men’s top five priorities, albeit at a lower rank, indicates some level of awareness and concern. Having two women-specific issues in men’s top priorities suggests some understanding on the issue.  This discrepancy highlights the need for increased awareness and engagement among men, particularly those in leadership positions, regarding the challenges women face in the workplace. Bridging this perception gap is essential, as men often hold positions of influence that can drive significant change in organisational policies and workplace culture. Related: How leaders can gain better engagement with their teams Implications for employers These findings have several important implications for hiring managers and leadership teams: Address the gender pay gap: With less than half of women satisfied with efforts to close the gender pay gap, organisations must prioritise pay equity. This could involve conducting regular pay audits, implementing transparent pay scales, and addressing unjustified disparities.  Enhance leadership opportunities: The low satisfaction with female leadership representation suggests a need for more robust leadership development programs for women, mentorship initiatives, and a critical examination of promotion practices.  Promote inclusive policies: While general equity and inclusion efforts for women have the highest satisfaction rate, there’s still room for improvement. Consider implementing or enhancing policies that support work-life balance, parental leave, and protection against workplace harassment.  Bridge the perception gap: The differing priorities between men and women in DE&I initiatives highlight a potential disconnect. Organisations should foster open dialogues about DE&I priorities and ensure that men, especially those in leadership positions, are aware of and supportive of women’s concerns.  A holistic approach to DE&I: While addressing workplace gender equity is crucial, it’s important to maintain a holistic approach to DE&I. Age discrimination, for instance, is a top concern for both genders and should not be overlooked.  Transparency and communication: The high percentage of neutral responses across all categories suggests a need for better communication about workplace gender equity efforts. Organisations should be transparent about their initiatives, progress, and challenges. Bridging the gender gap in Hong Kong’s workplaces is an ongoing process that requires sustained effort and commitment. While progress has been made, our Talent Trends 2024 report clearly shows that there’s still work to be done. By understanding and addressing women’s perspectives on workplace equity, organisations can create more inclusive environments that attract and retain female talent, foster innovation, and improve overall performance. The message for hiring managers and leadership teams is clear: prioritising gender equity is not just about meeting DE&I targets but creating a workplace where all employees can thrive, contribute their best, and drive the organisation forward. Get more insights on DE&I at the workplace Discover the latest in workforce trends in our latest Michael Page Hong Kong Talent Trends 2024 report: The Expectation Gap. 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. It covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. Also, download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market. Read more:Why should someone be led by you?5 ways to use negative feedback to your advantage9 common mistakes hiring managers should avoid in job interviews Tue, 29 Oct 2024 02:00:00 +0800 Simone Wu 1316101 https://www.michaelpage.com.hk/advice/management-advice/leadership/how-nurture-meaningful-workplace-relationships 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 helpfulBuilding 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 growthWork 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.Related: 5 ways to improve equity in the workplaceNavigating career advancementTrusted 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 relationshipsCultivating 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 activitiesEvents such as workshops, retreats, or social gatherings provide a relaxed environment for colleagues to bond, break down barriers, and build friendships.Related: How to hire to improve gender diversity in the workplace2. Initiate cross-departmental meetingsEncourage interactions beyond immediate teams. This creates opportunities for collaboration and understanding among diverse teams.3. Create mentorship programmesImplement 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 gapsRecognise 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 challengesIn 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.Related: How to create a great employee experience – in the office or at home6. Developing networking skillsFor 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 etiquetteIn 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.Related: Best practice for virtual recruitment and hiringCultural sensitivity and diversityAn 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 themIt 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 relationshipsHealthy 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.Related: How to build a learning culture in your businessImpact on organisational cultureThere 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.Read more:How HR needs to evolve to support the future of workHow to lay off employees with graceHow to be more confident at work according to Asia's female leadersLooking 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. Fri, 27 Sep 2024 03:50:47 +0800 Naren Sankar 1310511 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/how-conduct-360-degree-appraisal Select a representative group: To gain a well-rounded perspective, it is essential to collect feedback from a group of 5 to 10 colleagues who interact regularly with the employee. This group should include managers, peers, and direct reports to provide a well-rounded perspective.Choose the data collection method: Online surveys are commonly used for gathering feedback in 360-degree appraisals due to their efficiency and anonymity. Alternatively, face-to-face interviews or structured discussions can be conducted for more in-depth insights, especially in smaller teams or organisations.Ensure anonymity: Guarantee respondents that their feedback will remain anonymous. This assurance encourages honest responses, which are essential for the appraisal's effectiveness.Communicate the purpose: Clearly explain the purpose of the 360-degree survey to all employees. Transparency helps prevent misunderstandings and ensures everyone understands the goal of fostering professional growth and development.Involve the employee: Ask the employee to complete their own survey. Self-assessment allows the employee to reflect on their performance and provides a baseline to compare with the feedback from others.Set a minimum interaction period: All participants should have worked with the employee for at least six months. This requirement ensures that the feedback is based on sufficient interaction and observation.Compile and analyse data: Once the performance feedback is collected, compile and analyse the feedback data to identify patterns and trends. Look for consistent themes that can provide valuable insights into the employee's behaviour and performance. Utilise software or tools designed for data analysis to simplify the process.Human resources should be involved in successfully implementing a 360-degree appraisal system. HR professionals are often responsible for designing the feedback system, ensuring the anonymity of responses, and guiding managers and employees through the appraisal process.Handling negative feedback can be challenging but essential for personal and professional growth. Here are some tips for helping employees effectively manage challenging feedback:Maintain a positive mindset: Approach negative feedback with an open mind and a willingness to learn and grow. Instead of viewing it as criticism, see it as an opportunity for improvement.Seek clarification: Don't hesitate to seek clarification if feedback is unclear or ambiguous. Ask for specific examples or suggestions for improvement to understand better the areas needing development.Develop action plans: Use the feedback as a catalyst for action. Identify specific steps you can take to address the feedback and improve in areas of weakness. Set realistic goals and timelines for implementing changes.Focus on solutions: Rather than dwelling on the negative aspects of the feedback, focus on making improvements. Use the feedback to identify areas where you can excel and make a positive impact.Seek support: Don't be afraid to seek support from mentors, colleagues, or a coach. Discussing feedback with others can provide valuable insights and perspectives, helping you navigate challenges and develop effective strategies for improvement.Fostering growth through constructive feedback360-degree appraisals are a valuable employee performance management tool for fostering professional development and improving overall organisational performance. By carefully collecting and analysing feedback and focusing on constructive criticism, organisations can help employees develop their skills and behaviours, ultimately contributing to the company's success.Performance evaluations can significantly boost employee engagement by fostering a culture of transparency and continuous feedback to track progress, making employees feel valued and involved in their personal and professional development.Implementing these appraisals thoughtfully and effectively ensures that the organisation and its employees can reap the benefits of this comprehensive feedback tool.Read more:3 ways to be agile during business disruption—fastHow HR needs to evolve to support the future of workThe importance of good communication in the workplaceStart a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Fri, 19 Jul 2024 22:20:15 +0800 Michael Page 1281446 https://www.michaelpage.com.hk/advice/management-advice/hiring/how-structure-effective-job-interviews-guide-hiring-managers As a hiring manager, knowing how to structure effective job interviews is a critical skill that significantly impacts the future of your organisation. A well-structured interview process helps you identify the most suitable job applicants, and ensures that you make informed hiring decisions that align with your company's goals and values. Whether it is your first time hiring or if you are a seasoned recruiter, this guide will explore the critical elements of structuring an effective job interview and provide practical tips and strategies to elevate your interviewing skills and attract top talent to your organisation. 12 things to do before, during and after job interviews Before the interview 1. Define clear objectives Before diving into the interview process, start by defining clear objectives. Thoroughly review the job description and identify the essential skills, qualifications, and experience required for the role. Collaborate with other stakeholders, such as the hiring team and department heads, to gain a comprehensive understanding of the position's requirements and expectations. Once you have a clear picture of the ideal candidate profile, list key competencies and attributes you will assess during the interview. This list will serve as a roadmap, ensuring your questions and evaluations remain focused and aligned with your hiring goals. 2. Develop a structured interview format A structured interview format is essential for maintaining consistency and fairness throughout the hiring process. By following a standardised approach, you can minimise bias and ensure all job applicants are evaluated based on the same criteria. Start by creating a set of core questions that will be asked of all applicants. These questions should assess the key competencies and attributes you identified earlier. Consider including a mix of behavioural, situational, and technical questions to gain a well-rounded understanding of each candidate's capabilities. In addition to the core questions, allow for some flexibility to explore unique aspects of each candidate's background and experience. However, maintain a consistent structure and allocate similar amounts of time for each interview to ensure a level playing field. Related: How to hire to improve gender diversity in the workplace 3. Minimise unconscious bias Unconscious bias can impact hiring decisions, leading to unfair treatment of job applicants and potentially overlooking top talent. A structured interview format can help minimise bias by ensuring all applicants are evaluated based on the same criteria. To further mitigate unconscious bias, consider the following: Train interviewers to recognise and avoid common biases, such as confirmation bias, halo effect, and stereotyping Use diverse interview panels to bring multiple perspectives to the evaluation process Develop objective scoring rubrics to assess applicants’ responses consistently Avoid making snap judgments based on first impressions or irrelevant factors, such as appearance or background Focus on job-related qualifications and competencies rather than personal characteristics or cultural fit By actively addressing unconscious bias, you can create a more inclusive and equitable interview process that identifies the best applicant based on merit. Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide 4. Manage interview panels effectively When conducting interviews with a panel, it is crucial to ensure a cohesive and organised experience for both the interviewers and the candidate. To manage interview panels effectively: Assign specific roles and responsibilities to each panel member, such as asking certain questions or evaluating specific competencies Develop a clear agenda and time allocation for each panel member’s questions and discussion Encourage all panel members to contribute and share their perspectives while maintaining a respectful and professional atmosphere Designate a panel leader to facilitate the discussion, keep the interview on track, and ensure a smooth transition between panel members Provide the candidate with clear instructions on the panel format and introduce each panel member and their role Allow time for the candidate to ask questions and engage with the entire panel By managing interview panels effectively, you can create a structured and organised experience that allows for diverse input while maintaining a cohesive and professional environment for the candidate. 5. Prepare thoroughly Proper preparation is vital to conducting effective job interviews. Begin by reviewing each candidate's resume, cover letter, and any additional materials they have submitted. Familiarise yourself with their background, qualifications, and relevant experience. Next, create a detailed guide that outlines the interview questions you will ask and any specific points you want to cover. This guide will help you stay organised and collect all the necessary information during the interview. It is also essential to prepare the interview environment. Choose a quiet, comfortable space that is free from distractions. Ensure all necessary materials, such as the candidate’s resume and a notepad for taking notes, are readily available. Adopting open body language can create a welcoming and engaging atmosphere, such as avoiding crossing arms and legs to prevent the appearance of disinterest or defensiveness. Related: 9 common mistakes hiring managers should avoid in job interviews During the interview 6. Establish rapport with job applicants Creating a positive and welcoming atmosphere is crucial for easing applicants' nerves and allowing them to showcase their best selves. Start the interview by introducing yourself and providing a brief overview of the company’s values, the role and how it contributes to the success of the company. Engage in some light conversation to break the ice and help the applicant feel more comfortable. Ask about their journey to the interview location or mention something interesting from their background that caught your attention. Throughout the interview, maintain a friendly and professional demeanour. Use active listening techniques, such as nodding, maintaining eye contact, and asking follow-up questions, to demonstrate your genuine interest in the candidate's responses. 7. Ask behavioural and situational questions Behavioural and situational questions are powerful tools for assessing a candidate’s past performance and potential to handle future challenges. These questions require candidates to provide specific examples of how they have handled real-life situations, giving you valuable insights into their problem-solving skills, decision-making abilities, and work style. Use the STAR (Situation, Task, Action, Result) framework when crafting behavioural questions. Ask job applicants to describe a specific situation, the task they needed to accomplish, the actions they took, and the results they achieved. This structured approach helps you gather concrete evidence of their capabilities. Situational questions, on the other hand, present hypothetical scenarios and ask the applicants how they would respond. These questions allow you to evaluate a candidate’s thought process, judgment, and ability to think on their feet. Related: 5 interview questions to ask to tell a great candidate from a good one 8. Evaluate technical skills Depending on the role you are hiring for, assessing technical skills may be crucial to the interview process. Develop a set of technical questions or practical exercises that align with the specific requirements of the position. For example, if you are hiring a software developer, you may ask them to solve a coding problem or discuss their experience with specific programming languages. If you are interviewing a marketing professional, ask them to analyse a case study or develop a creative campaign idea. When evaluating technical skills, it’s essential to clearly understand the desired proficiency level and assess applicants fairly based on their demonstrated abilities. 9. Allow for candidate questions Allocating time for interviewees to ask questions is a courtesy and an opportunity to gauge their interest and engagement with the role and the company. Encourage them to ask questions throughout the interview or dedicate a specific portion of the interview for this purpose. Pay attention to details in the questions job applicants ask, as they can reveal their priorities, research, and understanding of the position. Thoughtful and well-informed questions demonstrate genuine interest and preparation. Be prepared to provide honest and informative answers to candidate questions. Use this as an opportunity to share more about the company culture, growth opportunities, and expectations for the role. 10. Take detailed notes Taking detailed notes during the interview is essential for accurately evaluating applicants and making informed hiring decisions. Create a standardised note-taking template that aligns with the key competencies and attributes you are assessing. Record specific examples, achievements, and responses that stand out during the interview. These notes will serve as a helpful reference when comparing applicants and making final decisions. Be sure to maintain a balance between active listening and note-taking. Avoid getting overly absorbed in writing that you miss important nonverbal cues or fail to engage with the candidate effectively. After the interview 11. Conduct post-interview evaluations After each interview, take time to conduct a thorough post-interview evaluation. Review your notes and assess the candidate’s performance against the predetermined criteria and competencies. To gather diverse perspectives and insights, involve other hiring team members in the evaluation process. Discuss the candidate's strengths, weaknesses, and overall fit for the role and the organisation. Use a standardised rating system or evaluation form to ensure consistency and objectivity in your assessments. This will help you compare applicants fairly and make data-driven hiring decisions. 12. Provide timely feedback Providing timely feedback to job applicants is critical to a positive interview experience. Whether a candidate is selected for the role or not, it's essential to promptly inform the candidate of the interview’s outcome. For successful applicants, extend a verbal or written job offer outlining the key terms and conditions of employment. Be prepared to answer any additional questions they may have and provide guidance on the next steps in the hiring process. For those who are not selected, provide constructive feedback on their performance and express appreciation for their time and interest in the role. Offering specific and actionable feedback can help candidates improve their interviewing and communication skills and maintain a positive impression of your organisation. Mastering the art of job interviews: Key to building a high-performing team Structuring an effective job interview requires careful planning, preparation, and execution. You can make informed hiring decisions that drive your organisation’s success by defining clear objectives, developing a structured format, asking behavioural and situational questions, evaluating technical skills, and conducting thorough post-interview evaluations. Remember, the interview process is an opportunity to assess candidates and showcase your company’s culture and values. A positive and engaging interview experience can attract top talent and build a strong employer brand. As you refine your interviewing skills and techniques, continuously seek feedback from colleagues and candidates to identify areas for improvement. Stay updated on industry best practices and emerging trends in talent acquisition to ensure that your interview process remains effective and competitive. By mastering the art of conducting effective job interviews, you can build a high-performing team that will propel your organisation to new heights of success. Read more:Why should someone be led by you?How to prevent employees from job hoppingA guide to inclusive hiring for People With Disabilities Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Tue, 09 Apr 2024 22:18:14 +0800 Simone Wu 1236106 https://www.michaelpage.com.hk/advice/management-advice/hiring/common-mistakes-hiring-managers-avoid-job-interviews Finding the perfect candidate feels like winning the lottery – exhilarating, validating, and a little bit lucky. But before you pop the champagne, remember: just like the lottery, the job interview process comes with its own set of pitfalls.Hiring mistakes costs companies big bucks, wastes resources, and fosters the wrong team dynamic. So, how do you avoid these landmines and ensure your next interview leads to a rockstar hire, not a recruitment regret?Let’s explore some common interview mistakes hiring managers make and how to steer clear:9 common pitfalls hiring managers should steer clear of during interviews1. Winging itYou haven’t reviewed the candidate’s resume, researched their career background, or prepared insightful questions. This screams unprofessionalism and disrespect for the candidate’s time. Hiring managers should go to job interviews prepared with a structured interview plan and tailored questions for an effective hiring strategy.As a hiring manager, familiarity with the candidate’s background allows you to tailor questions that probe beyond the surface (think situational questions), revealing depth and potential. Preparation demonstrates respect for the candidate’s time and showcases the professionalism of your organisation.2. Talking at, not with, the candidateYou spend the entire time presenting the company and listing responsibilities, leaving no room for genuine dialogue with potential candidates. Remember, this is a two-way street. Let the candidate ask questions and showcase their potential.3. Turning it into an interrogationYour questions are aggressive, judgmental, or pry unnecessarily into personal matters. This hiring mistake creates a hostile environment and alienates potential hires. Maintain a professional and respectful tone throughout.4. Avoiding unconscious biasesA critical yet often overlooked aspect of the recruitment process is the potential for bias. Bias in interviewing someone, whether based on gender, age, ethnicity, or even alma mater, can inadvertently influence a hiring manager’s decision, sidelining potentially excellent candidates.Here’s how to neutralise them:Blind resumes: Consider masking identifying information like name, age, and location until later stages. It forces you to focus on relevant skills and experience.Standardised questions: Develop a set of job-specific questions for every candidate, ensuring a fair and consistent assessment.Diverse interview panels: Include team members from different backgrounds and perspectives to mitigate individual biases and gain well-rounded insights.Focus on behaviour, not attributes: Ask questions that explore past actions and achievements relevant to the role, not personal opinions or beliefs.Be mindful of non-verbal cues: Don’t let unconscious reactions based on appearance or mannerisms influence your judgment. Focus on the content of their responses.The best candidates might not tick every box on your list, but they possess the skills, experience, and potential to thrive in your role and contribute to your team’s success.By actively removing bias from your hiring process, you open the door to a broader talent pool and increase your chances of finding that perfect match.Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide5. Undervaluing the importance of soft skillsTechnical prowess can get a candidate through the door, but soft skills are what enable them to navigate the room effectively.Communication, teamwork, adaptability, and problem-solving are crucial for any role. Overlooking these during the job interview can lead to hiring a candidate who excels in their tasks but struggles in a collaborative, dynamic work environment.Incorporate questions that draw out these skills, like asking for examples of how they’ve overcome obstacles or worked effectively in a team. Soft skills, intangible qualities like communication, problem-solving, and teamwork, are the glue that holds successful teams together.Don’t underestimate the power of a candidate who can communicate clearly and concisely, both verbally and in writing. Look for someone who actively listens, asks insightful questions, and can express their ideas persuasively.A team player who thrives in collaborative environments readily adapts to change and demonstrates a willingness to learn is invaluable. Remember, technical skills can be honed, but soft skills are often inherent and challenging to teach.Prioritise candidates with soft skills that complement your existing team and drive a positive, productive work environment.6. Overlooking cultural fitCultural fit is the secret sauce to long-term employee satisfaction and success. A candidate might tick all the technical boxes, but if they clash with the company’s core values and culture, friction is inevitable.This doesn’t mean seeking clones; diversity in thought and background enriches a team. However, ensuring alignment in fundamental values and work style is key. Engage in discussions that shed light on the candidate’s views on collaboration, innovation, and work ethics to gauge compatibility.Related: How to create content for people with colour-blindness7. Making snap judgmentsFirst impressions matter, but basing your entire decision on the initial handshake or the first few minutes of the job interview is risky. Bias, whether conscious or unconscious, can cloud judgment. Allowing the interviewing process to unfold fully is crucial, giving the candidates ample opportunity to present themselves. This approach mitigates the risk of passing over a potentially great fit for the team due to initial misjudgments.8. Not selling the role and companyRemember, a job interview is a two-way street. Candidates are assessing your organisation just as much as you’re evaluating them. Failing to highlight the benefits of the role, the growth opportunities within the company, and the culture can lead to top talent choosing to go elsewhere. Share what makes your organisation unique and why it’s a place where they can thrive and develop.9. Skipping the detailsGlossing over the specifics of the role or needing to be more transparent about the challenges it entails can set up both the new hire and the team for frustration.A clear understanding of the day-to-day responsibilities, the team dynamics, and the broader goals of the position helps candidates gauge whether they’re a good fit. This clarity can prevent mismatches and ensure the selected candidate is ready to hit the ground running.Related: Workplace flexibility a top priority for candidates: reportPost-interview mishapsIgnoring follow-up: Post-interview follow-up is not just a courtesy; it’s a reflection of your organisation’s professionalism.Ghosting candidates: Leaving applicants hanging without any communication after the job interview reflects poorly on your company’s professionalism. Send a timely update, regardless of the decision, and offer feedback if possible.Failure to provide feedback or communicate the next steps in a timely manner can leave candidates with a negative impression, potentially deterring them from considering future opportunities with your company. Even a brief update can make a significant difference in maintaining a positive relationship with candidates.Slow decision-making: You take weeks, even months, to decide, leaving candidates frustrated and potentially accepting other offers. Have a defined timeline for the hiring process and stick to it.Failing to debrief your team: You forget to discuss the candidate selection process with other team members, leading to inconsistent feedback and missed opportunities to identify the best candidate. Schedule a debrief session to compare notes and make informed decisions.Related: 11 traits you need to be a highly effective leaderThe takeawayThe job interview process is a delicate dance, requiring preparation, insight, and a touch of finesse. By avoiding these common mistakes, hiring managers can not only improve their chances of finding the right candidate but also enhance the candidate’s experience and perception of the company.It’s about creating a process that is thorough, respectful, and reflective of the company’s values, and every interview is an opportunity to build your brand in the eyes of potential employees.Approach it with the seriousness it deserves, and you’ll pave the way for a team that’s skilled and aligned with your company culture and organisational goals.Read more:12 ways to create work-life balance for employeesHow to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leadersWe recruit on behalf of the world's top companies. Fast-track your success with the right team. Explore how we can quickly match you with top talent. Thu, 07 Mar 2024 12:02:38 +0800 Simone Wu 1059721 https://www.michaelpage.com.hk/advice/management-advice/%E6%8E%A8%E8%96%A6%E4%BF%A1%E7%AF%84%E4%BE%8B 許多公司在招聘過程中，都會要求職者提供推薦信（Reference Letter），推薦信往往在招聘決策過程中具有重要作用。本文將會詳解如何撰寫一封情理兼備、具說服力的推薦信，幫助申請人在求職過程中脫穎而出。 什麼是推薦信（Reference Letter）？ 推薦信（Reference Letter），也稱為品德推薦信或個人推薦信，會列出了一個人的技能、特質和經歷。它們由具有公信力或與求職者共事的人士撰寫，表達他們對申請人的看法，及用不同事例解釋為什麼申請人適合特定的工作機會、職位或行業。推薦信對求職者十分重要，因為它們能讓僱主以客觀的角度，了解申請人的特質和能力，從而做出更明智的招聘決策。 如何撰寫專業的推薦信 如果一名員工或同事要求您撰寫推薦信，您只能在您足夠了解申請人，並且能夠誠實、全面且不帶偏見地提供評估時情況下方同意撰寫。您還應該在信中特別提及該名同事的特定特質或經驗，使他們從僱主的角度來看，更有吸引力。 解釋您與申請人的關係 您可以於信件開頭介紹自己以及您如何認識申請人。無論作為他們的經理、主管、同事還是其他關係，清楚陳述您們之間的專業關係也有助建立您的可信度，並為招聘經理提供一些背景。 提及您認識申請人的時間 您認識申請人的年期長短，左右您的陳述是否可靠。如果您認識申請人的時間很短，您可能不是最適合撰寫他們推薦信的人選。 具體談及申請人的優點 突出申請人個性特質及過人之處，讓僱主更清楚地了解申請人是什麼樣的人，以及這些特質如何對他們公司有利。對於每一項特質，最好提供申請人在職期間如何展示這些特質的具體例子。 描述申請人的資歷、技能和經歷 在推薦信中簡要概述申請人的相關資歷、技能和工作經驗，還可以提及任何特別出色的成就，例如公司獎項或其他員工的認可等。 解釋申請人出眾的原因以及適合的職位 確保您的推薦信能解釋申請人表現出眾的原因，以及他們能為公司帶來什麼益處。用實而不華的措辭，重申該位同事不同的技能或特質，如何配合新工作的工作要求或行業發展。 提供您的聯繫資訊 在推薦信末尾提供您的聯繫資訊，通常都是您的電子郵件地址和電話號碼。向僱主表明您是一個可信及可靠的來源，並願意提供額外的訊息。如果他們有任何進一步的問題，您可以參考下文的範例。 如何撰寫引人注目的推薦信？ 現在您已經知道了推薦信中應包含哪些內容，以下是撰寫推薦信時需要留意的一些額外提示： 1. 誠實、客觀 誠實地評價申請人的資歷和經驗，切勿誇大其詞。 您應該對申請人進行公正持平的評估，以不過不失的方式突出他們的優勢。 2. 專業 在整封信中使用專業且一致的語調和語言。 避免使用俚語、口語或任何可能有損信函專業性的非正式措詞。 3.保持簡潔 保持信件簡潔，如果可以的話，盡量將內容限制於一頁內。 您需要確保僱主完整地閱讀整封信，以便他們了解清楚申請人的能力。 4. 避免分享個人資訊 尊重申請人的私隱，避免在推薦信中透露機密資訊或私人事項，盡量保持客觀、專業和正面。 經理及員工使用的推薦信（Reference Letter）範例 假如您在撰寫推薦信上需要更多幫助，又或者想要了解何謂一封具體而有說服力的推薦信，您可以參考以下的推薦信範例： ［收件人的職稱及姓名］／敬啟者： 本人謹代表［申請人姓名］撰寫這封推薦信。［申請人姓名］曾在［公司名稱］擔任［職位］，在該職位工作了［工作年期］年。在［公司名稱］工作的期間，［申請人姓名］於工作上始終如一高水準的in屋現對我們的團隊來說，是無價的資產。 在他／她擔任［職位］一職時，［申請人姓名］承擔了各種職責，包括［工作內容及職責簡述］。憑藉他／她優秀的［列出能力及技能］，他／她總是能夠以高效和高質量的方式完成工作。 除了履行日常職責外，［申請人姓名］還透過［公司內部成就的簡要範例，例如任職管理實習生或獲得任何獎項］，來表現出他／她願意付出額外的努力。 如有需要，我非常樂意提供有關［申請人姓名］於［公司名稱］工作的更多資訊。請隨時透過［電話號碼／電子郵件］與我聯絡。 祝 工作順利 ［寄件人全名］謹啟 ［日期］ 瀏覽我們的Management Advice，了解更多有關招聘流程及如何為有潛力的求職者提供新的工作機會。 Tue, 20 Feb 2024 11:32:38 +0800 Michael Page 1051301 https://www.michaelpage.com.hk/advice/management-advice/leadership/why-should-someone-be-led-you 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. Related: Reacting and rebounding starts with leaders 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. Related: How to build a learning culture in your business 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. Read more: How leaders can gain better engagement with their teams Workplace flexibility a top priority for candidates: report The importance of good communication in the workplace 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. Thu, 01 Feb 2024 16:00:54 +0800 Andy Bentote 1043706 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/employee-retention-strategies-amid-great-resignation The past three to four years have seen a wave of resignations around the world. The Great Resignation, a term coined to describe the significant increase in employees leaving their jobs amid the COVID-19 pandemic by Texas A&M University Professor Anthony Klotz, is not showing any signs of slowing down. This talent movement is also strongly reflected by the popularity of our article, Resignation Letter Templates, in recent years. Even though resignation rates increased even higher than expected, this number doubled in 2022, according to our Talent Trends 2023 survey report. This is when, according to most, it should have stabilised. Our study found that 59% of the Asia-Pacific workforce is actively seeking employment this year, coupled with the increasing uncertainty in the global economy, which means that this number is expected to increase throughout 2023. This seismic shift has been driven by an increased focus on flexibility and work-life balance, evolving career priorities and employees’ growing expectations around how their employers should treat them. Related: Why a good talent attraction plan is the first step to retaining your best staff Make flexible working the standard The pandemic has fundamentally disrupted how we work and left the traditional 9-to-5 workplace firmly in the past. Flexible work policies promote equality, increase retention and reduce exhaustion, burnout and fatigue. Employers need to stop waiting for things to return to pre-pandemic times — how we work has forever changed. Companies that transform their mindsets from simply tolerating flexibility to embracing 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. Companies focusing on adaptive flexibility policies that aim to deliver at an individual level and avoid one-size-fits-all rules will have a much better chance of limiting the leaky bucket this year. Unless a company’s approach to flexibility is holistic and end-to-end, using benefits like “hybrid work” as a selling point will not stand out to prospective talent. Instead, they become a hygiene factor in a job ad akin to vacation policy. As companies explore what the ‘new normal’ will look like, it is critical to consider how flexible work can be embedded into organisational culture, supported by strong policies and strategies. Providing the flexibility employees now expect – ​​in terms of place, working hours, job description and career paths – will be vital to retaining staff over the long term. Provide opportunities for development Career progression and personal growth consistently sit at the forefront of what motivates people to stay or leave. It requires leadership to authentically commit to career progression as a critical element of its company culture and make that believable and actionable through the resulting employee experience every day. And while offering robust career development to all employees is a big ask, top talent should feel consistently engaged and supported to grow. The more they grow and experience new things, the less motivated they may be to keep their eyes on job boards. Employers should ensure that the pay is aligned with the market and compete for talent by focusing on career advancement and promotion. Related: How to build a learning culture in your business Career development must be transparent, integrated into company culture, and authentically delivered through the employee experience. For a start, companies should develop a progression pathway for ambitious employees; adjust the period between promotion and retirement to below two years to improve retention and ensure compensation keeps pace with seniority. Companies can provide training and development opportunities, such as mentorship programs, skills training, and career coaching, to help employees build new skills and advance in their careers. Regular performance evaluations and feedback can also help employees understand where they stand regarding their career progression and what steps they can take to reach their goals. Companies can also show their commitment to career progression by offering internal job postings, opportunities for cross-functional collaboration, and competitive compensation and benefits packages. By providing resources and support for career development, companies can demonstrate their commitment to helping their employees achieve their career goals and grow within the organisation. Related: The value of mentorship and sponsorship, and what it can do for your company Foster meaningful work Engaged, satisfied employees understand that their work is essential, find purpose in their day-to-day responsibilities and take pride in the results of their efforts. From a management perspective, it is crucial to reinforce the relationship between your employees’ roles and your company’s purpose and values.  Have regular, transparent conversations about the company’s objectives and how employees’ efforts contribute to success. Also, invite employee feedback about company strategies and initiatives to instil a sense of ownership over the company’s direction. Related: Why a good talent attraction plan is the first step to retaining your best staff Develop a data-driven retention strategy Understanding and measuring the key drivers of retention at your company – and conversely, the predictors of resignation – is essential to developing a successful long-term retention strategy.  Employee engagement surveys, candidate feedback and exit interviews can all offer valuable insights into the success of your retention initiatives and areas that need to be improved moving forward. 5 steps to develop a data-driven retention strategy: 1. Identify key data points Companies should first identify the critical data points they need to track to develop a retention strategy. This may include employee turnover rates, reasons for leaving, employee engagement levels, performance metrics, and demographics. 2. Analyse the data Once the data is collected, companies can use analytics tools to analyse the data and identify patterns and trends. This can help companies identify areas where they may lose employees and understand the root causes of turnover. 3. Develop targeted retention initiatives Based on the insights gained from data analysis, companies can develop targeted retention initiatives to address specific areas of concern. For example, suppose data shows that employees resign due to lacking growth opportunities. In that case, companies can develop career development programs or mentorship initiatives. 4. Monitor and adjust To ensure the retention strategy is effective, companies should monitor the success of their initiatives and make adjustments as needed. Regularly reviewing data and adjusting retention initiatives based on new insights can help companies avoid potential retention issues. 5. Communicate with employees Companies should also communicate with employees about their retention strategy and the initiatives being implemented. This can help employees feel heard and valued, and it can also increase employee engagement and retention. 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. 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. Read more:5 ways to improve equity in the workplaceWhy candidate experience matters and how to do it well5 interview questions to ask to tell a great candidate from a good one Mon, 22 Jan 2024 18:00:00 +0800 Michael Page 923396 https://www.michaelpage.com.hk/advice/management-advice/leadership/how-lay-employees-grace 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. Related: How to create a great employee experience – in the office or at home Request a call back 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. Related: How to hire to improve gender diversity in the workplace Request a call back 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. Read more:5 things millennials look for in a jobHow to resolve workplace conflictsAsia’s female leaders: How to be more confident at work Wed, 17 Jan 2024 11:52:32 +0800 Michael Page 917446 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/how-prevent-employees-from-job-hopping In today’s fast-paced job market, job hopping has become prevalent. The culture of long-term service to a single company is becoming obsolete.People are increasingly open to exploring new opportunities, and job hopping has become the norm. Employers are often faced with the challenge of retaining their employees and preventing them from seeking new opportunities elsewhere.Understanding the reasons behind job hopping and implementing effective strategies to prevent it is crucial for businesses to maintain a stable workforce.Related: Navigating hybrid work: Redefining traditional work patternsUnderstanding the phenomenon of job hoppingBefore delving into the strategies to prevent job hopping, it is crucial to understand what job hopping means. Job hopping is defined as the act of frequently changing jobs within a short period of time. This trend has risen in recent years, with employees being more willing to explore different opportunities.Defining job hoppingJob hopping is characterised by employees who change jobs every few years or months. It is a departure from the traditional career path, where individuals would commit to a single employer for a longer period.It can be seen as a strategic move for individuals looking to enhance their skill sets, broaden their professional network and increase their salaries. By switching jobs, employees and job seekers can gain exposure to different industries, work cultures, and management styles, ultimately contributing to their overall career development.Job hopping can also result from external factors such as economic instability or company downsizing. In such situations, employees may have no choice but to seek new employment opportunities to secure their financial stability.The rising trend of job hoppingThe workforce, especially among younger generations like Millennials and Gen Z, is more inclined towards job hopping as a means of career advancement, skill acquisition, and personal fulfilment. While the trend of job-hopping predated the pandemic, COVID-19 influenced and amplified its trajectory. Here’s why:Remote work opportunities: The widespread adoption of remote work during the pandemic made it easier for people to explore new careers and job opportunities without geographical constraints, and away from prying eyes in the office.Reevaluation of work-life balance: The pandemic led many to reassess their work-life balance and career choices, prioritising personal well-being and flexibility. People are more empowered to seek opportunities that best fit their lifestyle and career goals.Increased focus on mental health: There was a heightened awareness of mental health and its importance in the workplace. Employees began seeking out employers who offered better support in this area.Economic uncertainty and resilience: The economic impact of the pandemic also played a role, as some individuals were forced to job-hop due to layoffs or to seek more secure or better-compensated positions.Demand for specialised skills: Technological advancements created new industries and job roles, and this has resulted in a higher demand for specialised skills and expertise. As a result, employees are more inclined to switch jobs to capitalise on these emerging opportunities and stay relevant in the ever-evolving job market.Traditionally, employers may view frequent job changes as a lack of commitment or loyalty, impacting an individual’s reputation and future job prospects. They still do. However, given the prevalence of job-hopping, employers who view a candidate’s history of frequent job changes unfavourably risk missing out on qualified talent in a highly competitive talent market.At the same time, employers need to be cautious about candidates who leave jobs too quickly without clear reasons, as it could indicate issues with commitment or performance.Related: How to be a good team leaderHow job hopping impacts businessesJob hopping can have significant implications for businesses, both financially and operationally. Employers need to recognise the impact and devise strategies to mitigate its effects.When employees frequently switch jobs, it can create a ripple effect of financial burdens for businesses. The costs associated with recruitment, training, and onboarding new hires can be substantial. Not only does the company have to invest time and resources in finding suitable candidates to hire, but they also need to allocate resources to train these new employees.This constant turnover can drain the company’s financial resources, hindering its ability to invest in other areas of growth and development. The financial implications of job hopping go beyond recruitment and training costs. Losing intellectual capital and institutional knowledge can have long-term financial consequences for businesses.When experienced employees leave, they take with them valuable insights, expertise, and relationships that they have built over time. This loss can result in a decline in productivity and performance, as new hires may take time to adjust and learn the intricacies of the job.How job-hopping affects team dynamics and moraleJob hopping not only affects a business’s financial stability but also significantly impacts team dynamics and morale within an organisation.Frequent departures can create a sense of instability among the remaining employees. The constant turnover can make employees question the stability and prospects of the company, leading to decreased morale and job satisfaction.When employees see their colleagues leaving one after another, it can create a domino effect, where more employees consider job opportunities elsewhere. This can further exacerbate the turnover problem, resulting in a vicious cycle of departures.On top of that, the constant flux of new faces can disrupt team dynamics as employees struggle to build cohesive working relationships. This can hinder collaboration, communication, and overall productivity within the organisation.The departure of experienced employees can lead to losing mentorship and guidance for junior staff members. Without experienced individuals to learn from, employees may feel a lack of professional growth opportunities, which can further impact morale and job satisfaction.Related: How to lay off employees with graceWhy do people job-hop?To effectively prevent job hopping, employers must understand the underlying reasons that drive employees to seek new opportunities. By addressing these root causes, businesses can create an environment that encourages loyalty and commitment.Lack of career growth opportunitiesEmployees strive for career growth and development, and if they feel stagnant in their current roles, they are more likely to explore opportunities elsewhere. Employers can prevent this by providing clear career paths, promoting from within, and offering training programs for skill development.Inadequate compensation and benefitsEmployees who feel undervalued or underpaid are more likely to seek higher-paying positions, so employers should regularly evaluate their compensation packages and ensure they are competitive.Besides a higher salary, offering attractive benefits such as healthcare, insurance plans, gym memberships and flexible work arrangements can also enhance job satisfaction and loyalty.Poor work-life balanceA healthy work-life balance is a priority for many employees. Those who feel overwhelmed and unable to maintain a satisfactory balance are more susceptible to job hopping.Employers can address this issue by promoting flexible work arrangements, encouraging time off, and promoting employee well-being and work-life balance initiatives.Related: Workplace flexibility a top priority for candidates: reportActionable strategies to prevent job hoppingUnderstanding the underlying causes of job hopping empowers businesses to craft effective strategies aimed at curbing this trend.By addressing these key factors, companies can foster a more stable and satisfied workforce, reducing the frequency of employees seeking opportunities elsewhere.1. Create a positive work environmentA positive work environment plays a crucial role in employee satisfaction and retention. Employers should foster a culture of respect, open communication, and collaboration. Recognising and rewarding employee achievements can also contribute to a sense of belonging and loyalty.2. Offer competitive compensation packagesCompetitive compensation packages are vital in attracting qualified talent and retaining top performers. Employers should regularly benchmark their salaries against industry standards and adjust accordingly. Besides salary, performance-based incentives and bonuses can further incentivise employees to stay with the company.3. Provide opportunities for professional developmentInvesting in employee development can demonstrate a commitment to their growth and success. Offering training programs, mentorship opportunities, and career coaching can help employees develop new skills and advance within the organisation. Providing opportunities for personal and professional growth can significantly reduce the urge to job-hop.4. Implement employee retention programsWhile implementing strategies to prevent job hopping is crucial, it is equally important to proactively engage employees and foster their loyalty through well-designed employee retention programs.Related: A culture of employee recognition contributes to retentionEmployee engagement initiativesEngaged employees are more likely to stay committed to their organisation. Implementing initiatives such as regular feedback sessions, team-building activities, and employee recognition programs can foster a sense of loyalty and satisfaction. Employers should strive to create an inclusive and supportive work environment that values each individual’s contributions.Mentorship and leadership programmesMentorship and leadership development programs can provide employees with guidance and support, encouraging their professional growth within the organisation.By connecting employees with experienced mentors and providing leadership training opportunities, employers can nurture their talent and promote long-term loyalty.Creating a loyal workforce through effective communication, empathetic leadership, and a culture of appreciationBesides what organisations can do for their employees, the journey towards mitigating job hopping in the modern workplace also hinges on the management team.Foremost among these is fostering open, two-way communication channels between employees and management. Regular feedback sessions are not just a formality but a crucial tool in identifying and addressing concerns before they escalate into reasons for employees to seek opportunities elsewhere.Equally important is the role of leadership and company culture in shaping an environment that nurtures employee satisfaction and retention. Leaders who demonstrate empathy, support, and inclusivity are more likely to cultivate a workforce that is engaged and committed.This leadership style, complemented by a company culture that actively recognises and appreciates employee efforts, goes a long way in enhancing job satisfaction and loyalty. Celebrating achievements and milestones, both big and small, can significantly boost morale and a sense of belonging.By integrating these approaches, businesses can create a work environment where employees feel valued, heard, and motivated to grow alongside the organisation, significantly reducing the inclination towards job hopping.Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.Read more:Employee retention strategies amid the Great ResignationHow to attract talent in a candidate-short marketHow to build a learning culture in your business Thu, 11 Jan 2024 16:16:59 +0800 Simone Wu 1034556 https://www.michaelpage.com.hk/advice/management-advice/self-reflection-questions-for-career-growth As the year draws to a close, it is vital to pause and reflect on your journey and relationships in your personal lives and careers. Self-reflection is a powerful tool for introspection, helping us understand our core nature and facilitating personal growth as we work towards a better version of ourselves. Whether you’re evaluating your work-life balance, personal development, or career progression, self-reflection can be incredibly empowering and beneficial for your overall well-being. The value of reflection and introspection Harnessing the power of reflection As we approach the end of the year, taking the time to reflect on the past twelve months is not just a ritual but a powerful tool for personal and professional growth. Reflection allows us to pause in our fast-paced lives and examine our experiences, decisions, and actions. It allows us to celebrate our successes, learn from our mistakes, and acknowledge our growth areas. By looking back, we gain valuable insights that empower us to approach the future with a more informed and intentional mindset. Understanding ourselves better Introspection is a vital component of self-reflection. It involves diving deep into our thoughts, feelings, and motivations. This process helps us understand why we do what we do, what drives our decisions, and how our actions align with our core values and goals. Understanding ourselves better is crucial for personal development and helps us make more authentic and aligned choices in the future. Setting the stage for future success Reflecting on the past year sets the foundation for setting realistic and meaningful goals for the new year. It helps us identify what we truly want, what areas need more attention, and what strategies worked or didn’t work.This clarity is essential for setting goals that are both ambitious and achievable and aligned with our personal and professional aspirations. Promoting well-being and reducing stress The act of reflection can be therapeutic. It allows us to process our experiences, both positive and negative, and can lead to a greater sense of peace and closure. This is especially important in today’s world, where we often rush from one task to another without taking the time to process our experiences. Reflecting on the year helps us close chapters, reduce stress, and approach the new year with renewed energy and optimism. Fostering continuous learning and adaptability The world is constantly changing, and adaptability has become a crucial skill. Reflecting on how we’ve navigated changes in the past year, both expected and unexpected, prepares us for future uncertainties. It reinforces continuous learning and adapting, essential in personal and professional contexts. Year-end review: 10 questions for self-reflection Here are 10 thought-provoking questions to guide your year-end reflection. These questions cover various aspects of your life, including work experiences, personal growth, work-life balance, and future aspirations. As you answer them, be honest and consider writing down your responses for a more tangible record of your thoughts and goals. Sample answers help guide and inspire you as you reflect upon your year. These example answers provide a glimpse into the kind of introspection and planning that can result from such reflective questions, helping you assess your current state and set meaningful goals for the future. 1. Best and worst work experiences What were your best and worst work experiences in the last 12 months? Be specific about projects, teams, roles, and activities. Sample answers Best: Leading a successful project launch, mentoring a new team member, and receiving positive client feedback. Worst: Facing a project delay due to miscommunication, struggling with a software tool, and experiencing a stressful team conflict. 2. Job success and satisfaction elements Can you identify three elements of your job that contributed to your success and satisfaction? Conversely, what three elements hindered your success and fulfilment? Sample answers Positive: Collaborative team environment, challenging tasks that foster learning, and recognition from management. Negative: Limited resources, unclear company direction, and infrequent feedback. 3. Skills development What five skills, talents, or pursuits would you like to develop or attain in the next 12 months? Sample answers Improve public speaking, learn advanced data analysis, enhance leadership skills, develop a new programming language, and cultivate creative problem-solving techniques. 4. Passion in work What topics in your work can you talk about non-stop? Does this energise you consistently? Is this your passion or something else? Sample answers I am passionate about designing user interfaces. Discussing design trends and user experience energises me and is a significant part of my job satisfaction. 5. Unachieved goals What’s one significant goal you didn’t achieve in the last 12 months, and why? How would you change the outcome? Sample answers I aimed to get a professional certification but couldn’t due to time constraints. I plan to manage my time better and enrol in a course next year. 6. Fearless ambitions What would you aim to achieve in the coming year if you knew you couldn’t fail? Sample answers If I knew I couldn’t fail, I would aim to start my own tech startup focusing on innovative educational tools. 7. Role evaluation How would you rate your current role out of 100%? What factors prevent you from reaching 100%, and how can you overcome them? Sample answers I’d rate my role at 75%. To reach 100%, I need more creative freedom and opportunities for professional development. With these, I could be fully satisfied. 8. Future aspirations Without any limitations, what experiences, skills, activities, and responsibilities would you like to have in the future? List up to 12. Sample answers Lead larger projects, develop expertise in AI, participate in international conferences, mentor others, work abroad, achieve work-life balance, publish industry articles, learn a new language, adopt sustainable work practices, engage in CSR initiatives, explore different company roles, and start a professional blog. 9. Personal growth and development How have you grown personally over the past year? What personal qualities or habits have you developed, and what would you like to work on? Sample answers I’ve become more resilient and patient over the years. I want to work on my time management and stress management skills. 10. Challenges and overcoming obstacles Reflect on the biggest challenge you faced this year. How did you overcome it, and what did you learn? Sample answers My biggest challenge was adapting to remote work. I overcame it by creating a structured daily routine, investing in a better home office setup, and improving my digital communication skills. Reflect to grow Remember, the purpose of these questions is not just to reflect on what has been but also to pave a path for what lies ahead. By understanding where you currently stand and identifying your goals and aspirations, you can approach the new year with clarity, purpose, and a renewed sense of direction. If you're searching for a new job that can bring you greater career satisfaction and personal growth, check out our job portal here. Wed, 20 Dec 2023 14:36:18 +0800 Michael Page 1068006 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/how-leaders-gain-better-engagement-with-teams In my 29 years in the recruitment industry, I’ve witnessed firsthand the pivotal role a leader plays in shaping a team’s engagement and success. The dynamic of this relationship is always evolving in a constantly changing business landscape. Here are some tips on how today’s leaders can elevate their engagement strategies:   1. Continuously communicate your vision Exceptional leaders aren’t just visionaries but architects of a shared vision. Once this vision is in place, it needs to be talked about constantly, so people remain clear and engaged on the ultimate goals. At PageGroup, we have just launched our new global vision, so we are getting plenty of practice guiding the team successfully towards our shared objectives. 2. Master active listening Listen to understand, not just to respond. Sometimes, as leaders, we overthink and are considering what we will say in response, rather than truly listening to what someone is saying. Top leaders are not just attentive; they’re actively engaged listeners. In our fast-paced world, the ability to pause, engage, and absorb what team members communicate is crucial.  3. Empower and develop your team’s skills “A normal leader will use his own skills, a more adept leader will use the skills of others, but a truly talented leader will be able to inspire the skill in others.” This drives home the point that being a good leader isn’t just about your own skills. It’s about recognising the talents of the people you work with and making the most of their abilities. That means mentoring and helping people play to their strengths, so they can be the best version of themselves, rather than someone they think they should be.   4. Infuse purpose into work Our own purpose is ‘PageGroup Changes Lives’. When people believe what they are doing is meaningful and valuable, they will experience great motivation in their work. Today’s leaders must put purpose at the heart of their team’s endeavours. This is especially relevant in an era where entry and mid-level professionals prioritise personal values and seek fulfilment well beyond financial rewards.   5. Leverage technology for consistent communication Incorporate the most relevant internal and external communication platforms to foster a more connected and collaborative work environment. Decide what works best for your business and caters to the digital-first preferences (not email!) of the modern workforce. 6. Passionately promote diversity and inclusion Create a culture that values diverse perspectives and backgrounds. This enhances creativity and innovation and resonates with a global and socially conscious workforce. In an ever-changing corporate landscape, the ability to adapt, connect, inspire and ultimately engage with your team is what distinguishes good leaders from great ones. Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Read more: 12 ways to create work-life balance for your employees How to create a great employee experience – in the office or at home Navigating hybrid work: Redefining traditional work patterns in the changing talent landscape Wed, 06 Dec 2023 15:51:07 +0800 Andy Bentote 1024696 https://www.michaelpage.com.hk/advice/management-advice/leadership/sustainable-leadership-fifa-sustainability 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.” Related: 11 traits of highly effective leaders 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.” Related: Leading Women: Sustainability starts with purpose and values 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.” Related: How to create a great employee experience – in the office or at home 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. Read more: The value of mentorship and sponsorship How HR needs to evolve to support the future of work Navigating hybrid work: Redefining traditional work patterns in the changing talent landscape Mon, 06 Nov 2023 15:15:46 +0800 Simone Wu 1012831 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/diversity-equity-and-inclusion-workplace-employers-guide Imagine a recruiter telling a top candidate how her LinkedIn profile fits the job description they are recruiting for, only to reject the candidate after finding out that she is older than what the employer they represent is looking for. This taints the candidate's experience and creates a negative impression of the company. Such practices highlight the pressing need for a change in hiring perspectives. In the swiftly evolving workplace, Diversity, Equity, and Inclusion (DE&I or DEI) stand out as pivotal subjects captivating the attention of professionals. “Diversity, equity and inclusion are not just buzzwords, but necessary for any company to thrive. By embracing and valuing diversity, embedding equity and creating an inclusive environment, we unlock the full potential of our people to drive innovation, creativity, and success,” says Rani Nandan, Diversity, Equity & Inclusion Director at PageGroup APAC. Some might assume that people who want DE&I only come from marginalised groups. However, research has shown that that isn’t so. In Asia Pacific, one in three men says that a lack of clear DE&I commitment from a potential employer would stop them from pursuing an interview or opportunity at a company, as revealed in a company culture report by Michael Page for the Asia Pacific.  Related: How to create a great employee experience – in the office or at home Request a call back What does Diversity, Equity, and Inclusion mean? Diversity, equity, and inclusion represent values integral to the foundation of successful organisations. But what exactly do these terms mean? And why have they become indispensable in the modern workplace? Diversity Diversity refers to the unique differences that each individual brings to the table. This encompasses a wide range of attributes, including race, gender, age, socio-economic status, physical disabilities, religious beliefs, sexual orientation, educational background, demographic characteristics and other life experiences. While it’s easy to think of diversity in terms of visible traits, it also covers invisible attributes like professional backgrounds, perspectives, and thoughts. Equity Equity ensures everyone has equal access to opportunities, regardless of their background, physical abilities, or gender identity. It’s about understanding and addressing the barriers that prevent certain marginalised groups from having the same chances as others. This doesn’t mean treating everyone equally but recognising differences and tailoring strategies to level the playing field. Inclusion Inclusion goes beyond mere representation of ethnic diversity. It’s about creating an environment where everyone feels heard, empowered and valued to participate. Teams with inclusive cultures make better decisions up to 87% of the time. This means that diverse voices are not only present but are also integral to decision-making processes. An inclusive work culture celebrates differences and ensures everyone can thrive and contribute to their fullest potential. Related: How HR needs to evolve to support the future of work The moral imperative of Diversity, Equity and Inclusion: Why it’s the right thing to do Beyond strategic advantages and business outcomes lies a profound ethical call to action – one that challenges our collective conscience and defines our shared humanity: moral imperatives. These elevate DE&I from a mere initiative to an ethical obligation, and they are multi-fold: Human dignity Every individual deserves respect and recognition irrespective of their background. Recognising the inherent worth of every person lays the foundation of DE&I. Fairness and justice Equity ensures that equal opportunities and resources are available to every one according to their needs, thereby promoting fairness. It’s a moral duty to give everyone an equal shot at success, regardless of their starting point. Equity also applies to pay equity. Women are still paid less than men for the same job with the same skills. Despite incremental changes, the persistent gender pay gap remains a significant, unresolved issue in today’s workforce. Bridging the gap between recognising a problem and implementing a solution, some forward-thinking companies like Salesforce have taken proactive steps towards pay equity. Diversity is not about how we differ. Diversity is about embracing one another's uniqueness.- Ola Joseph Building stronger communities Diverse and inclusive environments cultivate mutual understanding, bridging gaps between cultural and social groups. This leads to more cohesive, tolerant, and harmonious communities. Cultivating empathy By fostering an inclusive environment, we inadvertently nurture empathy, understanding, and mutual respect among individuals. It leads to better employee well-being. Combatting systemic discrimination Systemic discrimination has persisted for centuries, marginalising countless individuals. Adopting DE&I will actively challenge and dismantle these deep-rooted biases and prejudices. Legacy for future generations By upholding DE&I values today, organisations lay the groundwork for a more inclusive future, ensuring that upcoming generations inherit a world where people are judged by their character and not their background. Reaping the collective benefits Diverse teams drive innovation, leading to economic growth, while inclusive societies are generally more peaceful and productive. Gender-diverse companies are 15% more likely to outperform their peers. In comparison, ethnically diverse companies are 35% more likely to outperform their peers. Beyond individual gains, embracing DE&I benefits society. The moral imperatives of DE&I are not just guidelines for organisations but a compass pointing towards a more equitable future. It urges us to create inclusive workplaces where every voice is heard, every talent recognised, and every individual valued. Request a call back 7 Benefits of DE&I: The new currency of modern workspaces When navigating the modern workspace, DE&I can amplify unique perspectives and foster an environment of trust and innovation. After all, it has become a potent catalyst that fuels innovation, trust, and an overarching sense of belonging in the modern workplace.  1. Enhanced innovation and creativity Diverse teams are more creative and better problem-solvers. A diverse workforce isn’t about colourful company photos. It’s a dynamic think tank where every perspective adds a new layer of innovation. Getting individuals from various backgrounds together not only helps businesses diversify but also helps them evolve, challenging conventions and creating innovative solutions. 2. Supercharge employee drive and performance Performance skyrockets when everyone feels like a valued part of the puzzle. According to a Deloitte report, 83% of millennials are actively engaged when they believe their organisation fosters an inclusive culture, compared to only 60% of millennials who are actively engaged when their organisation does not foster such a culture. Engaged and empowered employees aren’t just working for a paycheque; they’re committed stakeholders. The byproduct? Plummeting turnover rates and a tangible reduction in those hefty recruitment bills. 3. Reflects the global market Our world is a melting pot of cultures, identities, and perspectives. A diverse and inclusive workforce is better equipped to understand and cater to the diverse needs of global clients and consumers. 4. Attracts top talent 85% of employees say they’re more likely to stay with an employer that shows a high level of diversity and inclusion. Top-tier talent today seeks more than a hefty salary. They’re hunting for growth, purpose, and inclusivity. DE&I is no longer a perk – it’s a promise that attracts the best in the business. On top of that, diversity and inclusion initiatives can improve employee retention rates by up to 72%. Diversity is not a compliance issue, it's a business strategy.- Kathy Hannan 5. Tapping into hidden talent The broader the range of experiences and perspectives a company can draw upon, the richer the pool of ideas and innovative solutions it can generate. And herein lies the concept of 'hidden talent' – a reservoir of potential that, in the absence of inclusive policies, remains largely untapped. Hidden talent refers to individuals who, due to systemic biases or traditional hiring practices, might have yet to be considered by employers. These individuals bring different experiences, skills, and perspectives that can contribute to an organisation's growth. This untapped talent pool includes but is not limited to, people with disabilities, those from marginalised communities, and individuals returning to the workforce after significant gaps. These candidates may offer a fresh and often unique perspective, challenging the status quo and driving innovation from angles employers might not have previously considered. Moreover, tapping into hidden talent also sends a powerful message both internally and externally. Internally, it fosters a culture of respect, acceptance, and empowerment. Externally, it positions the company as a forward-thinking, equitable employer – a factor that is increasingly important in today's competitive talent market. 6. Mitigates risks An inclusive workplace isn’t just about mitigating risks; it’s about pre-empting them. By fostering a culture of respect and understanding, businesses reduce potential conflicts and create a harmonious symphony of collaboration. 7. Boosts financial performance DE&I isn’t just ethically correct – it’s commercially smart. Research doesn’t just suggest but underscores the correlation between DE&I and sterling financial performance. Companies with diverse workforces are 35% more likely to outperform their competitors, while companies with more diverse management teams have 19% higher revenue due to innovation. McKinsey & Company, a global management consulting firm, has conducted several studies highlighting diversity's positive impact on business performance. Their reports, including “Diversity Wins” (May 2020) and “Delivering Through Diversity” (January 2018), found that companies with diverse leadership teams tend to have higher financial returns and are more likely to outperform their less diverse counterparts. Credit Suisse Research Institute’s report titled “The CS Gender 3000: The Reward for Change” (September 2019) analysed the gender diversity of companies and found that companies with more women in decision-making roles tend to exhibit better financial performance and higher returns on equity. DE&I is a transformative strategy. It redefines the way businesses operate, innovate, and thrive. And in the ever-evolving workspace, it’s the enterprises that embrace DE&I that will lead the charge into the future. Request a call back Common barriers to creating a diverse workforce Despite the many benefits of diversity, equity and inclusion in the workplace, there are still many barriers to achieving it. Unconscious bias One of the most common barriers to achieving DE&I in the workplace is unconscious bias. This refers to the automatic and unintentional attitudes or stereotypes that people hold about certain groups of people, and it can lead to discrimination in hiring, promotion, and other workplace practices. Lack of diversity in leadership When a particular group dominates leadership positions, achieving DE&I in the workplace can be difficult. This is because leadership positions significantly influence the company culture and decision-making processes. Without diversity in leadership, creating an inclusive workplace culture that values and supports all employees can be challenging. Related: 11 traits you need to be a highly effective leader Resistance to change Another common barrier to achieving DE&I in the workplace is resistance to change. Some employees may resist changes in workplace practices or policies designed to promote diversity, equity, and diversity equity and inclusion in the workplace. This can make implementing new initiatives difficult and slow progress towards achieving DE&I goals. Lack of awareness and education Many employees may not fully understand the importance of DE&I in the workplace or may not be aware of how their biases and behaviours contribute to inequality. Creating a workplace culture that values diversity and promotes equity and inclusion can be challenging without education and awareness. Systemic barriers Finally, systemic barriers such as discrimination and societal inequality can also impact the workplace. Only 3% of Fortune 500 companies have a workforce that reflects the population’s demographics. For example, if certain groups of people face discrimination in education or employment opportunities, they may be less likely to have the skills or experience needed to succeed in certain industries. This can lead to a lack of diversity in specific fields or positions, making it difficult to achieve DE&I in the workplace. Related: How to resolve workplace conflicts: A guide for managers 16 Best practices for implementing a successful DE&I strategy Building a DE&I strategy for your company is a comprehensive and ongoing process that involves careful planning, execution, and continuous evaluation. Diversity: the art of thinking independently together.- Malcolm Forbes A step-by-step guide to help you develop an effective DE&I strategy Here are 16 ways to get companies started on their DE&I journey. There are no hard and fast rules. Depending on the level of DE&I proficiency in an organisation, leaders may work on various steps simultaneously, skip certain steps or switch them around. Leadership commitment and buy-in: Ensure senior leadership is committed and accountable for DE&I initiatives. With leadership accountability and support, driving meaningful organisational change becomes more seamless.  Assessment and data collection: Gather data on your company’s current demographics, hiring practices, promotions, pay equity, employee satisfaction, and other relevant metrics. This will help you identify areas that need improvement.  Goal setting: Define clear and measurable DE&I goals that align with your company’s values and business objectives. These goals include increasing the representation of underrepresented groups in leadership positions, improving retention rates, or addressing pay disparities.  Inclusive policies and practices: Review and update company policies and practices to ensure they are inclusive and equitable. These include hiring, onboarding, promotions, and performance evaluations.  Education and training: Provide DE&I training for all employees, including senior leaders. Diversity and inclusion training can improve workplace culture and reduce bias. This training should raise awareness, challenge prejudices, and promote inclusivity.  Recruitment and hiring practices: Implement strategies to attract diverse candidates. Consider blind recruitment, diverse interview panels, and partnerships with organisations focused on underrepresented groups.  Employee Resource Groups (ERGs): Support the formation of employee resource groups for various affinity groups within your company. These groups can provide a platform for employees to connect, share experiences, and contribute to DE&I initiatives.  Communication and transparency: Develop a communication plan to share progress, successes, and challenges related to DE&I efforts with all employees. Transparency fosters trust and accountability.  Salary equity and benefits: Regularly assess salary equity to ensure fair compensation across all demographic groups. Also, consider benefits that support diverse employee needs.  Inclusive leadership development: Offer programs focusing on inclusive leadership skills will help create a culture where diverse voices are valued and heard.  Supplier diversity: Extend your DE&I efforts to your supply chain by actively seeking diverse suppliers and vendors.  Partnerships and community engagement: Collaborate with external organisations and diverse communities to amplify your DE&I initiatives and create a positive impact beyond the company walls.  Metrics and evaluation: Continuously measure and evaluate the impact of your DE&I efforts and initiatives against the established goals. Use this data to make informed decisions and refine your strategy.  Adaptability and flexibility: DE&I is an ongoing journey, and strategies need to evolve with changing circumstances and insights. Be prepared to adapt and refine your approach over time.  Accountability: Hold individuals and teams accountable for achieving DE&I goals. Incorporate DE&I metrics into performance evaluations to ensure that progress is being made.  Celebrating successes: Recognise and celebrate achievements along the way. Positive reinforcement can boost morale and motivation. Building an effective DE&I strategy requires genuine commitment, long-term dedication, and an open willingness to learn and improve. It’s a continuous process that involves every member of the organisation. Related: How to be more confident at work according to Asia's female leaders Request a call back How to build and sustain an inclusive workplace culture In the era of rapid digital transformations, remote working and AI-assisted tools dominate the scene, and an inclusive and diverse workplace is not a mere benefit but a necessity. 67% of job seekers consider workplace diversity an important factor when considering employment opportunities. A huge part of feeling safe, valued, and respected at work comes down to DE&I practices and policies in an organisation. “Company culture is in everything you do. It begins with company purpose and values, and encompasses how leaders conduct themselves and the way processes are taken to deliver the support needed. Culture needs cultivating, monitoring, and adjusting over time,” says Greg Tadman, Regional Human Resources Director, PageGroup APAC. Related: Building blocks and components of people-first company culture: report Digital empathy is important Access to digital platforms is essential in the age of Zoom calls and virtual onboarding, whether through closed captioning, user-friendly interfaces, or multilingual support. But beyond mere accessibility, consider the user experience of your employees. Inclusivity is as much about feeling seen and valued as it is about logistically participating. Diverse hiring isn’t the finish line A mosaic of cultures, backgrounds, and perspectives enriches the workplace. But merely hiring a diverse team isn’t the end goal. It’s the starting line. Foster an environment where diverse backgrounds and voices are not just present but are heard, respected, and influential. Create safe spaces for open conversations where employees feel safe to share their perspectives and learn from others. Continuous learning and unlearning Inclusivity is an evolving landscape. What was considered inclusive a decade ago might seem dated today. Encourage continuous learning through workshops and feedback sessions with diverse leaders. Keep in mind that it’s equally essential to unlearn outdated notions and unconscious biases, like the practice of including a small number of individuals from underrepresented communities or marginalised groups, merely to give the appearance of diversity and the belief that ignoring or downplaying differences in race and ethnicity promotes equality, to make way for fresh perspectives. Celebrate and communicate It’s not enough to implement inclusive policies behind the scenes. Celebrate them! Be vocal about your commitment to inclusivity, both internally and externally. When employees see leadership advocating for inclusivity, it sets a tone and standard for the organisation. Request a call back Moving forward: Sustaining a culture of DE&I in your workplace Embracing diversity, equity and inclusion is not just a moral imperative but also a strategic one. Verna Myers, Vice President of Inclusion Strategy at Netflix, a diversity consultant, author, speaker, and lawyer, said, “Diversity is being invited to the party; inclusion is being asked to dance.” Organisations that have inclusive cultures that not only invite diverse talent but also empower them to lead the dance are the ones that will thrive in this age of globalisation. The journey towards a fully inclusive workplace is ongoing, but the rewards – both tangible and intangible – are well worth the effort. As organisations continue to embrace diversity, equity and inclusion in the workplace, and recognise the value of DE&I, workplaces around the world will be more representative, equitable, and prosperous for all. Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here. Read more:How HR needs to evolve to support the future of workHow to hire to improve gender diversity in the workplaceEmployee retention strategies amid the Great Resignation Tue, 12 Sep 2023 03:13:08 +0800 Michael Page 991561 https://www.michaelpage.com.hk/advice/management-advice/how-to-write-a-reference-letter It's common for companies to request a reference letter from candidates as a crucial step in their hiring process. These letters hold substantial weight in influencing hiring decisions, underscoring the vital role of an authentic and well-crafted reference letter. Read on to discover how to write an effective reference letter that sets candidates on the path to success during their job search. What is a reference letter?  Reference letters, also known as character reference letters or personal reference letters, offer a reflection of an individual's skills, attributes, and experiences. They are written by someone able to provide valuable insights into why this individual is suitable for a particular opportunity, job title, or industry. These letters are important because they give employers a balanced perspective of the candidate's qualities and abilities to make better informed hiring decisions. How to write a professional reference letter If an employee or colleague approaches you to write a reference letter, you should only agree to write it if you know the individual well enough to make an honest, well-rounded assessment free from bias. You should also be able to highlight specific traits or experiences that could make them appear more attractive from the employer's point of view. 1. Explain your relationship to the candidate Start the letter by introducing yourself and how you know the candidate. Clearly state what your professional relationship with them is, whether it is their manager, supervisor, colleague, or otherwise. This helps establish your credibility and gives the hiring manager some context. 2. Mention how long you’ve known the candidate Include how many years you've known the candidate to increase the validity of your statements. If you have only known the candidate for a short time, then you may not be the best person for the job of writing their reference letter. 3. Give specific examples of positive personal qualities Highlight some personal qualities that would give the employer a better idea of what type of person the candidate is and how these qualities would benefit the company. For each quality, it would be good to provide a specific example of how they demonstrated it to you during their time at work.  4. Describe the candidate's qualifications, skills, and experience Give a brief overview and samples of the candidate's relevant qualifications, skills, and work experience within the reference letter. You can also bring up any particularly impressive achievements, such as company awards or recognitions from other employees. 5. Explain why the candidate stands out and why they would be a good fit Make sure your reference letter explains why the candidate is outstanding to you and what they would bring to the company, in your honest words. You can reiterate any particular skills or qualities, and further link them to the job description or industry.  6. Provide your contact details End the reference letter by providing your contact information, most likely your email address and phone number. This shows the employer that you are a credible source willing to provide additional information if they have any further questions. You can refer to the template further down in the article for more guidance on formatting. Tips for writing a compelling reference letter Now that you know what to include in your reference letter, here are some additional tips to keep in mind while writing: 1. Be honest and objective Provide an honest assessment of the candidate's qualifications and experience that is void of exaggeration. You should give a fair assessment of the candidate, highlighting their strengths in a way that does not seem excessive.  2. Be professional Use a professional and consistent tone and language throughout the letter. Avoid using slang, colloquialisms, or any informal wording which might detract from the letter's professionalism.  3. Keep it concise Keep the letter concise, and try to limit it to one page if possible. You want to make sure the employer properly reads the entire letter so they have the best understanding of the candidate's abilities. 4. Do not share personal details Respect the candidate's privacy by not disclosing confidential information or private matters within your reference letter. Focus on being as objective, professional, and positive as possible without getting too personal.  Sample reference letter template for manager and employee use If you need some more help crafting your letter or want to get a better idea of what a good reference letter looks like, you can refer to the below reference letter example: [Date] Dear [title and name of recipient] OR To Whom It May Concern, I am writing this reference on behalf of [candidate’s name]. [candidate’s name] was employed at [company] as a [job role] for [number of years in role]. During their time at the company, [candidate’s name] consistently produced work of a very high standard and was an invaluable asset to our team.  In their position as [job role], [candidate’s name] took on a wide range of responsibilities, which included [short list of job duties]. Thanks to their excellent [list of competencies and skills], they were always able to get the job done in an efficient and high-quality manner. In addition to performing their daily tasks, [candidate’s name] also demonstrated their willingness to go the extra mile by [short example of internal achievements for the company, such as managing trainees or winning any awards]. I would be happy to provide more information about [candidate’s name]'s work at [company] if necessary. Please feel free to contact me at [phone number/email]. Sincerely, [Your name and title] Visit our management advice centre for more insights on the hiring process and how to provide promising candidates new job opportunities.  Mon, 04 Sep 2023 14:50:27 +0800 Michael Page 986831 https://www.michaelpage.com.hk/advice/management-advice/leadership/navigating-hybrid-work-redefining-traditional-work-patterns-success-changing-talent-landscape 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. Related: Workplace flexibility a top priority for candidates: report 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. Related: How to create a great employee experience – in the office or at home 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. Related: How HR needs to evolve to support the future of work 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. Read more: Workplace flexibility a top priority for candidates: report How to attract talent in a candidate-short market Employee retention strategies amid the Great Resignation Fri, 30 Jun 2023 03:44:03 +0800 Michael Page 956146 https://www.michaelpage.com.hk/advice/management-advice/leadership/workplace-flexibility-top-priority-candidates-report 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.Related: 2023 Hong Kong Salary Guide: Salaries you should be paying your talentFlexibility has become a universal right, not a privilegeThe 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.Related: How to attract talent in a candidate-short marketSome 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.Related: The highest paying jobs in Hong KongEmbracing flexible workOne 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.Related: How to improve your work-life balance in 2023Now is the time for bold, people-first movesWhile 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.Related: 12 ways to create work-life balance for employeesEmployees don’t just want flexibility; they want autonomyFor 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.Read more:Sick leave and your bottom line: How to manage workplace absencesThe future of work in AsiaNavigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape Sat, 03 Jun 2023 01:00:00 +0800 Michael Page 665191 https://www.michaelpage.com.hk/advice/management-advice/hiring/how-attract-talent-candidate-short-market Recruiting is no longer only about what you can offer but also about what you stand for. In our globalised world, where the next competitor can easily outbid you in a remuneration war, competing for candidates based on salary alone is no longer sustainable.Our Talent Trends 2023 survey report titled ‘The Invisible Revolution’ found that salary still ranks first on a list of job motivators across the Asia Pacific. At the same time, 43% of respondents in Hong Kong are willing to reject a promotion if they believe it will have a negative effect on their well-being.“How should employers interpret these findings? Clearly, it is no longer a smart or sustainable strategy to compete for talent based on salary alone, especially in a market where a candidate – particularly one with in-demand skills – may receive multiple job offers,” says Olga Yung, Managing Director at Michael Page Hong Kong, in an article for the Hong Kong Institute of Human Resource Management.She adds, “If a candidate has the luxury of choice, they will likely opt for the job that best appeals to their passion and interests, the company that offers a better cultural fit, or the organisation that takes their employees’ mental health to heart – not necessarily the one that offers the highest pay package.”Related: 2023 Hong Kong Salary Guide: Salaries you should be paying your talentProvide information on career advancement opportunities to job seekersHigh-performing and talented job applicants are keen on learning and improving their skills, so career growth opportunities are always big motivators for them to join any organisation.In fact, across the Asia Pacific, career progression and promotions have emerged as the second most important job motivator, after salary, according to our Talent Trends 2023 report survey findings.In Hong Kong, career progression ranked third in our Talent Attraction Index, a list of motivators that best attract talent to their next role, two places higher than last year.This means it has become crucial for hiring managers to provide candidates with transparent information on their career path if they join the company. It also means that companies need to pay attention to how current employees can advance within the company in order to retain them.Employees have always been interested in career progression in APAC. In our Talent Trends 2021 report, a lack of upskilling options was one of the top three reasons that would cause employees to leave their job voluntarily across all levels of the company, from entry-level workers to VPs.This finding was further amplified in our Talent Trends 2022 report, where 38% of respondents say that a lack of career progression or promotion will lead them to resign from their jobs in Hong Kong.Career growth opportunities can also come in the form of mentorship and is an essential part of a talent attraction programme. It is not just employees who benefit from these initiatives; organisations can enjoy higher engagement, retention, and knowledge-sharing, which boosts employer branding to attract top talent.Flexibility is now considered a universal right, not a luxuryAfter the lockdowns and restrictions brought about by the COVID-19 pandemic, companies have learned how to implement hybrid working arrangements and exercised flexibility for employees working from home.“Flexible work is here to stay,” says Nilay Khandelwal, Managing Director at 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.”Depending on the job scope and industry, employers need to consider flexibility as part of the employee experience. Companies need to stop waiting for things to return to pre-pandemic days — the way we work has forever changed.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.Related: How HR needs to evolve to support the future of work“Flexibility has to be customised to individuals and it also depends on the industry. Some people love the concept of 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 when it comes to flexibility — they want your trust to make the right decisions. The ability to retain talent will improve with adaptive flexibility policies that target individual needs rather than one-size-fits-all rules.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.Related: Workplace flexibility a top priority for candidates: reportBring company culture across to job seekersIt can be fuzzy to define, but candidates usually know good company culture when they experience it.For companies to attract, retain, and grow the talent that will bring them long-term success, they will need to tweak — or even overhaul — their culture to meet the expectations of professionals to be seen as human beings and not just cogs in the machine. Employees want to work in a place built on respect, trust and kindness. Creating a people-first culture can bring huge payoffs for companies: It boosts team morale, enhances collaboration, and improves overall productivity and performance. Showcase your company culture at every touchpoint The question is, how can job candidates experience your company’s culture before they accept the job offer? It is vital not to underestimate every touchpoint an employer gets with a potential new employee. And it starts when you advertise with the job descriptions, and how HR personnel and hiring managers sound when they talk on the phone or email the candidates. Treat job descriptions as a proposal that will be mutually beneficial. Make clear what it will take to succeed in the role, but ensure that you are clearly showing what the candidate can stand to experience, learn, and achieve within the position and company. “Hiring managers can humanise the conversation. They can share their experiences at that company and talk about what they enjoy about their jobs, not the technical aspects but just what makes them happy to go to work, what the hybrid work arrangements are like, etc. These would help bring across the company culture at your organisation. Also, the interview session should not be treated as an interrogation. It is a two-way conversation,” explains Sonia Fernandez, Associate Director at Michael Page Thailand.Related: Why candidate experience matters and how to do it wellThe best way to attract candidates is through positive word of mouth. It is no secret that candidates look at reviews on Glassdoor to get an idea of a company’s culture before applying for their open roles. Internally, organisations need to connect employees to corporate initiatives that encourage collaboration, transparency, and trust.Culture-enhancing activities could be as simple as organising team lunches, being flexible with remote work, or offering more parental leave. All these gestures — whether big or small — cultivate a positive company culture from the top down that is enforced at all levels of the organisation.A great company culture improves employer branding, making your company more appealing to top candidates. According to Glassdoor’s Statistical Reference Guide for Recruiters in 2020, almost all employees (93%) mention company culture in their reviews on the site, making it clear just how important it is to them.The same report revealed that having an overall rating on the website that’s one star higher — a score that includes points for positive company culture — attracts talent six times more effectively than paying a higher salary.Related: 5 interview questions to ask to tell a great candidate from a good oneDemonstrate commitment to diversity, equity, and inclusion (DE&I)One tangible indicator of company culture at any organisation is its diversity, equity, and inclusion (DE&I) policies, says Kristoffer Paludan, Regional Director at Michael Page Thailand.The rise in awareness of diversity comes at a time when modern organisations are increasingly structured to be collaborative and team-based, and there is ample evidence that those who effectively recruit and manage a diverse workforce have a clear competitive advantage.According to Thomson Reuters’ Diversity and Inclusion Index, big organisations that have embraced the concept include Gap, L’Oréal and Nestlé. Moreover, companies with a greater gender mix and ethnic diversity consistently outperform the rest by up to 21% – achievements that will surely catch the eye of top talent.Paludan adds that more candidates are now bringing up DE&I during discussions on job interviews. They are asking if companies have a DE&I strategy, how that aligns with the overall company strategy, and how they manifest in their company culture.Related: How to hire to improve gender diversity in the workplaceAccording to our Hong Kong Talent Trends 2022 Report, 63% of respondents have asked or will consider asking about a company’s DE&I policies at job interviews, of which 67% are Baby Boomers and 74% are Gen Z. In comparison, Millennials make up 64%, and Gen X are 62%.On top of that, 34% of respondents say they would withdraw from interviews or job opportunities if they observed a lack of DE&I policy and commitment from potential employers.People want to work in a place where they are heard and valued, and where there’s psychological safety to express their ideas and opinions.Aside from reading about the DE&I policies companies may have on their websites, candidates can easily observe the level of diversity and inclusion in a company by going through the respective company’s LinkedIn account and looking at the profiles of its employees.Related: 5 ways to improve equity in the workplaceHire from alternative sources and sectors, and focus on primary skill setsWith the competition for applicants intensifying, companies should also consider candidates from different industries with similar skill sets.According to Sharmini Wainwright, Senior Managing Director at Michael Page Australia, the traditional approach to recruitment has always been quite linear.“For instance, many hiring managers only consider potential hires from the same industry. Many don’t stand back and think: ‘What skill set am I looking for? What other job functions and industries can I recruit from?’ But that mindset is slowly changing.”She adds: “If organisations want a solid chance at addressing the talent shortage problem, many realise they will need to get creative and hire from sources they might not have previously considered. If a potential candidate has the primary skill set but not the technical knowledge, it could be organising training sessions or upskilling them to get them up to speed.”Offer great employee experienceSeveral factors contribute to a holistic employee experience: adequate pay, a clear career advancement path in a company, flexibility, hybrid work arrangements, and upskilling and reskilling opportunities for career advancement.According to Toby Truscott, Managing Director at Michael Page Japan, “It is important not to underestimate the impact of having changes to working conditions thrust suddenly upon us as a result of the pandemic. Whilst many have enjoyed working remotely, many have also experienced isolation and fatigue. Moving forward, it is important to provide choices to employees.”In this post-COVID era, offering flexibility and hybrid work models at the workplace are no longer substantial perks. These have become hygiene factors.The Asia-Pacific talent emphatically demands flexibility, yet the day-to-day experience of work flexibility is entirely individual. Flexibility preferences and needs, however, are nuanced.The desire for flexibility and hybrid work models is consistent across all seniority levels in an organisation, even for those at C-suite levels, and across all generations, even Gen Z (1965-1980) and baby boomers (1946-1964).Related: How qualitative performance evaluations give businesses a competitive edgeFocus on strengthening your employer brand, not company brandLarge organisations may lean on their well-marketed company brands, but this strategy is no longer viable in this new era of talent acquisition in a candidate-driven market.“In the past, working for a big multinational brand was a real motivator and a significant driver for candidates we represented. But that dynamic has shifted,” says Anthony Thompson, Regional Managing Director, Asia Pacific, and Executive Board Director at PageGroup. Our 2022 talent trends report found that employers overvalue the importance of their company brand by 107% when it comes to talent attraction in Hong Kong.“A company brand is how the world perceives you and is what companies use to attract customers. Those with a good company brand think people would want to work with them just because of their well-perceived company brand image. However, that is not the case; and companies that still think this way would not be able to attract and retain talent efficiently if they do not work on their employer branding,” Rhiannon Guilford, Director at Michael Page Philippines, explains.“Candidates are looking for a lot more than a big brand now. They are interested to know how a company’s vision and purpose align with their values; they want to know how they can fit into the company culture and will look at things like diversity, equity, and inclusion (DE&I),” says May Wah Chan, Regional Director for Page Executive and Michael Page Malaysia.Related: A culture of employee recognition contributes to talent retention and business success“Candidates are asking more in-depth questions about a company’s vision and how companies give back to the community. I advise companies to convey a simple, clear, and consistent message throughout the interview process,” says Olly Riches, Senior Managing Director of Indonesia, Singapore and Philippines, and Page Executive SE Asia.  He adds: “We are also starting to see Environmental, Social and Governance (ESG) becoming a prominent topic for Millennials and Gen Z. What companies can do is to bring senior decision-makers earlier into the interview process as they tend to have more information and can articulate ESG goals quickly and confidently, and that can attract candidates.” In a world where money is no longer the sole motivator for employees, organisations need to move towards creating and maintaining a positive and meaningful company culture and employee experience to retain the best and brightest. They also need to focus on developing a strong employer brand and offer clear career growth opportunities.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.Read more:3 ways to be agile during business disruption—fastHow HR needs to evolve to support the future of workThe importance of good communication in the workplace Thu, 01 Jun 2023 01:00:47 +0800 Michael Page 666441 https://www.michaelpage.com.hk/advice/management-advice/staff-development/value-of-mentorship-and-sponsorship We often romanticise successful people as lone visionaries who, through sheer determination, hard work and a spark of genius, navigated the cut-throat world of business to come out on top. The truth is that few people have achieved success in a vacuum; at some point, professors, colleagues, advisers and managers make a sizeable impact on a person’s psyche and shape the way we see the world and carry out our work. These diverse outside influences are extremely valuable in helping steer your employees’ career trajectories to greater heights, all while giving your organisation a branding boost to attract future talent. Similarly, mentorship and sponsorship are two proven ways of helping your hires achieve the breakthroughs they need to further their skills and career within your organisation. Related: How the best companies are attracting the talent they want Sponsorship: what’s it all about? Sponsors are active advocates who create opportunities for employees that they would otherwise be inaccessible. These people will help them navigate their career advancement differently. Instead of simply advising and supporting them, they will prime them for promotion within their organisation, make key introductions and delegate “stretch assignments” — challenging tests designed to expand their skill sets — to help them grow strategically. They might also nominate them for important projects and contracts. A sponsor’s ability to provide visibility and nurture talent alongside them means they are valuable allies in an employee’s quest for career advancement. Those who have a sponsor are paid 11.6% more than those who do not, according to findings from PayScale Inc. And since remuneration is one of the biggest drivers for retention, sponsors can help you keep your best staff. Related: Why should the candidate experience matter to you? However, an organisation can benefit immensely from a successful sponsorship program as well. Identifying all high-potential staff who are suited to be leaders can help improve retention and organisational productivity, which in turn boosts profits — not to mention a company’s employer branding and attractiveness to prospective hires. Sponsorships are also key to alleviating the gender-equality crisis faced by many professions today, where women are more likely to be overlooked for career advancement than men. The financial consequence of this bias — whether conscious or not — can be significant. According to a report entitled The Pipeline’s Women Count 2020, companies with no women on their executive committees have a net profit margin of 1.5%, whereas those with more than 33% of women at this level reached an impressive 15.2% net profit margin.2 Companies that use sponsorships to propel women into leadership positions have also resulted in even greater gender diversity at senior levels. In the FTSE 350, companies led by women have on average male/female ratio of 2:1 on their executive committees, as opposed to an average of 4:1 for companies led by men. A more diversified and gender-equal workplace has been proven to be a major part of employer branding and is an attractive quality that today’s in-demand talent will take into consideration. How does mentorship differ from sponsorship? A mentor is a more experienced or knowledgeable person in a profession or specific area who provides guidance and lends support to a less experienced person. Mentorships are useful for those who want to advance their career goals by tapping into someone who has more lived perspective in a particular field and can help them focus on the changes that they need to make to progress. The benefits of mentoring are vast — so much so that according to the Association for Talent Management, 71% of Fortune 500 companies have mentoring programs. The advantages for both parties are clear. Mentors in the workplace can shorten the learning curve of new employees and make the onboarding process a much more positive one, while also saving time on formal training and supervision. In addition, these experienced mentors often gain a fresh perspective on their work, reinforce their knowledge and find greater satisfaction in their job. Related: 5 interview questions to ask to tell a great candidate from a good one Benefits for mentees Being mentored is one of the most valuable and effective development opportunities you can offer employees. Having the guidance, encouragement and support of a trusted and experienced mentor can provide a mentee with a broad range of personal and professional benefits, which ultimately lead to improved performance in the workplace. For mentees, some key benefits of business mentoring include: Exposure to new ideas and ways of thinking Advice on developing strengths and overcoming weaknesses Guidance on professional development and advancement Increased visibility and recognition within the company The opportunity to develop new skills and knowledge Benefits for mentors Mentoring is more than the transfer of advice, knowledge and insights. The relationship offers reciprocal benefits for mentors willing to invest their time in developing another professional. As well as the personal satisfaction of sharing their skills and experience with a willing learner, being involved in mentoring also provides some tangible benefits that can reward mentors professionally. Some key benefits for mentors include: Recognition as a subject matter expert and leader Exposure to fresh perspectives, ideas and approaches Extension of their professional development record Opportunity to reflect on their own goals and practices Development of their personal leadership and coaching styles The impact of mentorship on an organisation’s workplace culture So why is mentorship important, and what’s in it for the companies that invest in such programs? An effective mentoring program has far-reaching benefits; the positive ripple effects include a more efficient and motivated workforce, increased job satisfaction and retention, and ultimately, a better workplace culture and employer branding. These four benefits help to position your company competitively among the market’s top talent looking for their next move. 1. Talent attraction Learning opportunities are attractive incentives for these talents. Research has shown that opportunities for development have become the second most important factor in workplace happiness, after the nature of the work itself. Prioritising employees to help them meet their career goals sends a clear message that you value the importance of a learning culture, and genuinely want to assist in giving them the edge in their career advancement, making it much more appealing for potential candidates to want to work for your company. 2. Retention The returns of investing in mentorship also include employee retention. Aside from the cost of filling a vacant role, the cost that attrition has on morale, team dynamics and corporate culture can be substantial – and can influence how both current staff and potential future employees perceive the organisation. According to a study by Californian tech company Sun Microsystems, retention rates were significantly higher for mentees (72%) as well as for mentors (69%) than for employees who did not participate (49%). 3. Engagement Harvard Business Review has found that as many as 71% of millennials are either not engaged or actively disengaged at work. Mentorship programs are especially useful for helping your employees feel passionate about their jobs and want to put discretionary effort into their work. In fact, 78.8% of these professionals said that they felt more engaged with their organisation after taking part in a mentorship program. With higher engagement comes a greater sense of fulfilment, and this eventually maps back to retention. Moreover, engaged workers are more productive and can be 21% more profitable. 4. Workplace culture A good mentor can be the bridge between an individual and organisation, while also being a platform for a firm to demonstrate its commitment to helping employees develop skills to advance their careers. A business’s supportive culture, focused on learning and professional development, is one of the key considerations that prospective staff take into account when choosing their next endeavour. It is also an important aspect of the overall employee experience. A positive workplace culture boosts motivation and morale for the company, and drives productivity and efficiency even further. It can also help with both staff retention and recruitment efforts, as it proves that your business has something more to offer workers than just a paycheck. One of the most impressive things about effective mentoring and sponsorship programs is how far the positive ripple effects reach. By effectively engaging, developing, and retaining employees, they help position your company competitively in the industry. That boost in a firm’s image can make all the difference between attracting mere candidates and stellar talent who will contribute significantly to business success, as well as pushing your organisation further up the profitability ladder. Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Read more: 9 ways to manage a remote team effectively  3 ways to be agile during business disruption—fast How to be more confident at work according to Asia's female leaders Mon, 01 May 2023 13:11:11 +0800 Michael Page 666961 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/strategies-to-improve-employee-retention-amid-great-resignation Over the past three years amid the COVID-19 pandemic, there has been a wave of resignations around the world. The Great Resignation, which was coined by Texas A&M University Professor Anthony Klotz to describe the significant increase in employees quitting their jobs as a result of this year's COVID-19 pandemic, shows no signs of abating any time soon. Early in 2021, much was said about the Great Resignation: the year would be characterized by unprecedented movements of talent. The attention paid to headlines obscured the larger picture that has existed for a much longer period of time. By 2021, it was widely accepted that the worst of the situation had passed. Even though resignation rates increased even higher than expected, this number doubled in 2022, according to our Talent Trends 2023 survey report. This is when, according to most, it should have stabilised. It was revealed in our study that 59% of the Asia-Pacific workforce is actively seeking employment this year, and this number is expected to rise throughout 2023. Changing workplace priorities on flexibility and work-life balance, evolving career priorities, and employees’ expectations regarding how they are treated by their employers have all contributed to this significant shift. Make flexible working the standard The pandemic has fundamentally disrupted how we work and left the traditional 9-to-5 workplace firmly in the past. Flexible work policies promote equality, increase retention and reduce exhaustion, burnout and fatigue. Employers need to stop waiting for things to return to pre-pandemic times — how we work has forever changed. Companies that transform their mindsets from simply tolerating flexibility to embracing 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. Companies focusing on adaptive flexibility policies that aim to deliver at an individual level and avoid one-size-fits-all rules will have a much better chance of limiting the leaky bucket this year. Unless a company’s approach to flexibility is holistic and end-to-end, using benefits like “hybrid work” as a selling point will not stand out to prospective talent. Instead, they become a hygiene factor in a job ad akin to vacation policy. As companies explore what the ‘new normal’ will look like, it is critical to consider how flexible work can be embedded into organisational culture, supported by strong policies and strategies. Providing the flexibility employees now expect – ​​in terms of place, working hours, job description and career paths – will be vital to retaining staff over the long term. Provide opportunities for development Career progression and personal growth consistently sit at the forefront of what motivates people to stay or leave. It requires leadership to authentically commit to career progression as a critical element of its company culture and make that believable and actionable through the resulting employee experience every day. And while offering robust career development to all employees is a big ask, top talent should feel consistently engaged and supported to grow. The more they grow and experience new things, the less motivated they may be to keep their eyes on job boards. Employers should ensure that the pay is aligned with the market and compete for talent by focusing on career advancement and promotion. Career development must be transparent, integrated into company culture, and authentically delivered through the employee experience. For a start, companies should develop a progression pathway for ambitious employees; adjust the period between promotion and retirement to below two years to improve retention and ensure compensation keeps pace with seniority. Companies can provide training and development opportunities, such as mentorship programs, skills training, and career coaching, to help employees build new skills and advance in their careers. Regular performance evaluations and feedback can also help employees understand where they stand regarding their career progression and what steps they can take to reach their goals. Companies can also show their commitment to career progression by offering internal job postings, opportunities for cross-functional collaboration, and competitive compensation and benefits packages. By providing resources and support for career development, companies can demonstrate their commitment to helping their employees achieve their career goals and grow within the organisation. Related: The value of mentorship and sponsorship, and what it can do for your company Foster meaningful work Engaged, satisfied employees understand that their work is essential, find purpose in their day-to-day responsibilities and take pride in the results of their efforts. From a management perspective, it is crucial to reinforce the relationship between your employees’ roles and your company’s purpose and values.  Have regular, transparent conversations about the company’s objectives and how employees’ efforts contribute to success. Also, invite employee feedback about company strategies and initiatives to instil a sense of ownership over the company’s direction. Related: Why a good talent attraction plan is the first step to retaining your best staff Develop a data-driven retention strategy Understanding and measuring the key drivers of retention at your company – and conversely, the predictors of resignation – is essential to developing a successful long-term retention strategy.  Employee engagement surveys, candidate feedback and exit interviews can all offer valuable insights into the success of your retention initiatives and areas that need to be improved moving forward. 5 steps to develop a data-driven retention strategy: 1. Identify key data points Companies should first identify the critical data points they need to track to develop a retention strategy. This may include employee turnover rates, reasons for leaving, employee engagement levels, performance metrics, and demographics. 2. Analyse the data Once the data is collected, companies can use analytics tools to analyse the data and identify patterns and trends. This can help companies identify areas where they may lose employees and understand the root causes of turnover. 3. Develop targeted retention initiatives Based on the insights gained from data analysis, companies can develop targeted retention initiatives to address specific areas of concern. For example, suppose data shows that employees resign due to lacking growth opportunities. In that case, companies can develop career development programs or mentorship initiatives. 4. Monitor and adjust To ensure the retention strategy is effective, companies should monitor the success of their initiatives and make adjustments as needed. Regularly reviewing data and adjusting retention initiatives based on new insights can help companies avoid potential retention issues. 5. Communicate with employees Companies should also communicate with employees about their retention strategy and the initiatives being implemented. This can help employees feel heard and valued, and it can also increase employee engagement and retention. 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. 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. Sun, 23 Apr 2023 14:26:05 +0800 Michael Page 1067991 https://www.michaelpage.com.hk/advice/management-advice/staff-development/how-build-learning-culture-your-business A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels. A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company. Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing. Implement formal training On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result. It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level. Reward learning As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside. Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays. Related: How to create a great employee experience – in the office or at home Create time for learning To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning. An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar. Lead by example Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through. When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves. Ensure new skills are applied To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned. You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained. Hire the right people Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them. Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result. 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. Read more: How HR needs to evolve to support the future of work How to lay off employees with grace How to be more confident at work according to Asia's female leaders Thu, 20 Apr 2023 12:31:34 +0800 Michael Page 922366 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/how-create-great-employee-experience-office-or-home Talent-short markets make it imperative for organisations to boost employee retention. To do that, employers need to focus on improving employee engagement and employee experience. Employee engagement is the emotional connection employees have with their work and their organisation, while employee experience encompasses all the experiences an employee has had throughout their tenure with the company. While there are some overlaps, both elements come together to drive productivity and retention. However, creating truly effective engagement strategies is no easy feat. For employee engagement initiatives to succeed, they must be tailored to each individual's unique needs and motivations. Related: How employers and employees can match their priorities in 2024​ Why should you care about creating a great employee experience? Engaged employees voluntarily invest extra time, effort and initiative to contribute to business success. They feel a sense of purpose within their role, and bring enthusiasm, passion, and energy to the work they do. As well as being more motivated, committed and loyal, engaged workers are typically higher performers and produce better results for both the customer and the company. Boost your employee experience with these six techniques: 6 ways to boost employee experience 1. Ensure that your leadership is inspiring Competent, passionate, and hands-on leadership is critical to employee engagement. Showing a genuine interest in your employees and investing time in understanding their needs and aspirations will help send the message that their contribution is valued, creating goodwill and a desire to succeed – both as an individual and as part of a team. Check in with them regularly to find out how their experience in the workplace can be improved. This can be done informally, by participating in casual conversation, or via occasional non-work activities. Find out what motivates them by instigating more formal employee surveys and avenues for feedback. Make a point of finding out how your employees define success so you can create a rewarding environment in which they can thrive. Leaders must also take a serious look at their company’s DE&I policies, and make sincere efforts to effect positive change if current policies are lacking on this front. Michael Page's Talent Trends 2025 shows that 10% of talents in Hong Kong have personally experienced workplace discrimination, while 26% have witnessed colleagues facing the same.  These findings highlight the growing importance of Diversity, Equity & Inclusion (DE&I) in shaping workplace culture – and companies considered to be more progressive will have an edge over their competitors in the war for talent. 2. Provide opportunities for growth A guaranteed way to disengage staff is to let them feel underused. Engaged employees are those who are given the opportunity to adequately use their skills and are encouraged to stretch those skills in order to progress. Talk to your employees about their career plans. Does their current role make full use of their strengths and abilities? If not, come up with a plan to expand the role description. Is their career moving in the direction they desire? Try and map out a path within your organisation and agree on targets for promotion. Are there new or interesting projects they can work on to expand their skillset? Perhaps a secondment to a different department or location will give them the variety they need to maintain engagement. Discuss the training and development opportunities that can help them advance within the company and provide clear and consistent feedback on how they can improve their performance. Ultimately, showing that you care about helping employees maintain job satisfaction will reap the rewards. Related: The value of mentorship and sponsorship, and what it can do for your company 3. Foster meaningful work for all employees Engaged employees believe that the work they are doing is important and has value. They feel they are contributing to something meaningful and take pride in the results of their efforts. As a manager, it is crucial to frequently reinforce the importance of your employees’ roles to the organisation as a whole. Help them to see the direct connection between their activities and company success, and the ways in which even the smallest tasks can contribute. Set goals and challenge your employees to meet them to promote a sense of purpose. Grant them the autonomy to improve the way things are done to help them feel trusted and respected, and involve them in decisions that provide a sense of ownership over the direction of the company. 4. Find ways to recognise and reward employees For employees to be motivated to give their best, they need to know their efforts will be recognised and rewarded. Regularly thanking them for their efforts demonstrates your awareness of their hard work and provides encouragement for them to boost their performance. Make the time to celebrate accomplishments, rewarding and recognising employees in ways that are meaningful to them. The celebrations don’t have to be lavish to be meaningful – ordering in a team lunch, sharing wins with the wider business, or presenting someone with a small gift for achieving a milestone goes a long way to making people feel recognised and rewarded. While competitive pay and good benefits are key motivating factors in accepting a job, providing incentives for higher performance gives employees something extra to strive for and helps them stay engaged for a longer period. 5. Go green A study published in the Journal of Organisational Behaviour showed that employees at green firms were 16% more productive than employees at other firms, concluding that “employees in such green firms are more motivated, receive more training, and benefit from better interpersonal relationships. [The] employees at green companies are therefore more productive than employees in more conventional firms.” Similarly, research from the Charlton College of Business at the University of Massachusetts-Dartmouth found that employees are likely to report higher levels of job satisfaction if they work for a company that is perceived to be environmentally friendly. Here are some simple strategies your organisation can adopt to improve your green image and employee engagement: Implement company-wide recycling policies and challenge employees to limit waste Switch to energy-efficient light globes Use recycled paper in the printer and challenge employees to use less Provide employees with reusable water bottles to discourage the consumption of drinks in PET plastic Ask employees to power down their computers and other desk appliances fully in the evening Explore corporate social responsibility (CSR) initiatives that can get your organisation involved in helping the local community Related: How to attract talent in a candidate-short market 6. Put people at the heart of the company culture Companies that understand people are their greatest asset reap the benefits of an engaged workforce. These days, this means considering employees’ lives beyond the office. Find out the responsibilities of your employees and consider initiatives that enable them to balance work and home life more easily – this may mean flexible hours or remote work arrangements. Encourage employees to balance hard work with socialising and fun by investing in social events and regular team-building activities. Promote the sharing of ideas, suggestions, and improvements by asking for feedback in a variety of ways, such as a ‘suggestion box’ initiative or – more difficult but more rewarding – fostering a culture of honest feedback. A work environment in which people feel valued, and heard, and have a sense of camaraderie is critical to employee engagement. Related: Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape  Ways to maintain employee engagement while working from home The pandemic has fundamentally changed the way we work. Remote work has become the new norm for many traditionally in-office roles, and this shift is likely to impact work models long after the lockdown is over. So, how do you boost individual and team engagement while staff are working from home or telecommuting? Try these tips. 1. Set clear expectations from the outset Many employees have had to quickly change their working arrangements, which can lead to confusion about what’s expected of them on a day-to-day basis. As a manager, it’s important to communicate your expectations with your team as early as possible, including: Their responsibilities – these may stay the same, or they may need to change given the new remote work environment. When they should be online and available – work hours may be fixed or flexible How and when they should check in with you New policies and guidelines about workplace conduct, including how to work securely online Periodically check in with your team to ensure these expectations are being met, and remember that it may take time to find the right workflow for some employees. 2. Be deliberate about communication Communication can be a challenge for remote teams. A study found that many employees struggle with communication issues and even loneliness when working remotely. To mitigate the risk of disconnected teams and disengaged employees, managers must set the standard for regular, ongoing communication. Organise regular meetings and catch-ups – both one-on-one with employees and as a team – via apps like Google Hangouts, Zoom and Skype. It’s also a good idea to keep lines of communication open with collaboration platforms like Slack and Microsoft Teams. 3. Embrace flexible ways of working Many people are trying to navigate unexpected changes in their lives, which often involve juggling childcare and personal commitments with work. Managers should be empathetic and flexible in supporting employees during these times of uncertainty. Where possible, allow for flexible work arrangements such as flexible working hours, and acknowledge that different people may require certain accommodations due to family situations and living arrangements. This will demonstrate clear support for employees and help stave off resentment during difficult periods. Related: 5 things millennials look for in a job 4. Listen to your team’s feedback Adopting new ways of working is a learning curve for both managers and workers. With that in mind, encourage your team members to share their challenges and successes while working remotely. Listen to the needs of employees, and incorporate changes to policies and arrangements where possible to help continually improve the work environment for your team. While it may not be possible to prevent the fear and uncertainty of the current landscape, you can implement processes to support your employees while they navigate unfamiliar territory. As in any office environment, keeping employee motivation levels up in a remote work situation is key to keeping staff happy, retaining your best people, and maintaining team cohesion. Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Read more:5 ways to improve equity in the workplaceWhy candidate experience matters and how to do it well5 interview questions to ask to tell a great candidate from a good one Mon, 03 Apr 2023 01:30:00 +0800 Michael Page 663831 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/linkedin-tips-for-companies-to-succeed In a world where first impressions are everything, the pressure to stand out can be overwhelming. Savvy business owners and recruiters know that LinkedIn is much more than just a platform for job seekers.  With more than 900 million members with over 58 million registered companies, LinkedIn is one of the most important tools in any recruiter or hiring manager’s arsenal. In fact, more than 87% of recruiters regularly use LinkedIn. One study found that 122 million people had received an interview through LinkedIn, and 35.5 million people had been hired by a person they connected with on the platform. Suffice it to say, LinkedIn is a leading global recruitment driver. But in an increasingly competitive landscape, how do you stand out from the pack to attract top talent to your business? There are some creative ways to leverage this powerful tool and propel your business to new heights. From mastering content marketing to building strong relationships, the possibilities are endless. Ahead, five key ways you can make an impact on LinkedIn in the year ahead and beyond. Tips to make your business thrive on LinkedIn 1. Empower your employees to be brand ambassadors It is no longer good enough to simply say, “We’re an awesome company to work for!” More than ever, job seekers look for proof of an employer’s value proposition before applying for a role. One of the most effective ways to deliver this is through your own employees' voices. Sharing positive, genuine employee stories, opinions, and experiences on LinkedIn is a powerful employer branding strategy that cuts through the noise. This strategy demonstrates authenticity to potential candidates. So how do you encourage employees to get involved? It all comes down to communication and engagement. When you have a team that understands and values your brand proposition, they will be motivated to reflect and market that to the broader market through LinkedIn. Related: How employer branding can help your company attract the best talent 2. Demonstrate your company's culture The internet today is dominated by video content, and LinkedIn isn't any different. On LinkedIn, video content is shared 20 times more frequently than any other type of content, and job listings with video have a 34% greater application rate than those without. In 2023 and beyond, video and visually engaging content will be critical to standing out from the pack on LinkedIn. If you include visual elements in your content mix and don't limit yourself to job listings, you can capture your target audience's attention. Candidates want to experience your workplace culture and people, so use creative ways to share stories about your workplace and highlight reels. Related: Why candidate experience matters and how to do it well  3. Establish your company as a thought leader A company's goal in content marketing is to create and share informative, valuable content on LinkedIn as a way to establish itself as a thought leader within their industry, and to build relationships with prospective customers and partners. A company's target audience can benefit greatly from blog posts, industry news, case studies, and other relevant and valuable content that can be shared with them. Related: The power of employee recognition and how it contributes to business success 4. Nurture your talent pools A talent pool is a set of potential candidates that cover all your key hiring segments. A talent pool typically includes a mix of previous job applicants as well as people with specific expertise, alumni (former employees), and generalists in a variety of fields. In most cases, these people are not only relevant to your hiring needs, but they are also familiar with or have interacted with your company. LinkedIn can keep these people engaged by sending them job alerts, personalised content, and one-to-one interactions. When you leverage LinkedIn to build and nurture talent pools, you can hire quickly and efficiently. Related: 4 key strategies to attract job seekers 5. Build company reputation A strong presence on LinkedIn can help you build a reputation within the business community and with top talent. Success does not come overnight, but it takes time and dedication. A key element to a winning LinkedIn strategy is having clear goals. For example, building awareness of specific talent groups or increasing the number of applicants, then communicating these goals within your organisation and implementing things over time to ensure you succeed. As always, consistency and continuous effort are the key drivers for making the biggest impact on LinkedIn in 2023 and beyond. Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Wed, 29 Mar 2023 14:22:19 +0800 Michael Page 1067986 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/why-candidate-experience-matters The competition for the job market is heating up and as the fight for top talent gets more intense, so has the focus on two of the most important words that can set businesses apart from the rest: Candidate experience.Now that information – both positive and negative – about companies is more readily available, and that candidates are less restricted by geography, the increasingly competitive job market has meant that every aspect of the hiring process matters now more than ever.Building an engaging candidate experience requires thinking about every step of the journey to ensure that the message is consistent across the board — and ultimately, that your company is one worth working for.Related: 5 interview questions to ask to tell a great candidate from a good oneAccording to Michael Page’s Talent Trends 2022: The Great X Report, there has been a wave of resignations in Hong Kong as 42% of our respondents have only been at their current job for less than two years. Our research also found that 76% of respondents will be looking for new career prospects over the next six months.With the pandemic forcing home life and work-life into the same physical space, people now view their work and lives more holistically. Employees are re-evaluating what constitutes quality work, and they want it to be purposeful.According to our findings, 69% of respondents in Hong Kong are willing to accept a lower salary or forgo a pay rise or promotion for better work-life balance, overall well-being and happiness.What does all that have to do with the candidate's experience?As the first-stage job seekers interact with your company, the candidate experience is highly crucial because it immediately influences their decision to apply to your company and subsequently, accept your job offer should they be selected. There are, however, still businesses that do not fully appreciate the sizeable ripple effect of the candidate experience.An astonishing nine out of 10 respondents surveyed for our Talent Trends 2021 report recounted frustrating experiences during the interview stage, and more than half of them stated that these dissatisfactions would eventually affect their decision to accept a job offer.When candidates have multiple job offers, they tend to go for the employer that made them feel welcomed during the interview experience, and many times, it is not necessarily the offer with the best remuneration.Related: Why an effective onboarding process is more important than you thinkWhat makes a great candidate experience?The application process: Creating a better candidate experience requires businesses to review their recruiting process from pre-application to onboarding. To start, make your candidate’s job search process as fuss-free as possible.This means ensuring that your company website’s careers section and job descriptions are clear and straight to the point while keeping your online job application process seamless. Making your careers page engaging and as easy to find as possible, while giving clear application instructions, are also practices you should implement.The way hiring personnel communicates: Following that, the way the company's recruiters, HR personnel or hiring manager communicate with candidates for their job interview contributes to the candidate experience as well. This refers to the phone or video call to the candidates, and the way interview details are communicated.The interview: The interview process can be tricky to navigate. The three most common frustrations faced by candidates are a lack of follow-up; a lack of transparency regarding job expectations and remuneration; and an unnecessarily long and tedious interview process.Candidates don’t enjoy feeling left in the dark, and a lack of communication is frustrating. Respecting the candidate’s time with the right number of interviews and following up quickly absolutely impacts their overall experience.According to Google’s oversight of its own hiring process, four interviews are more than enough to make an informed hiring decision — all you have to do is ask the right questions. Those who make it through should be kept updated on the remaining steps of the interview, such as who will be carrying out the interview or what test assignments can be expected.The candidate experience has never been more important, now that hiring in most parts of the world has moved online. In fact, 86% of organisations made the switch to virtual interviews during the COVID-19 pandemic, which has forced businesses to rethink how they can connect and provide information to candidates to the same extent as they would for physical, face-to-face interviews.Giving candidates projections for the business, both during and after the pandemic, can also help establish trust and prevent blindsiding in the future. Making digital interviews convenient by utilising video technology, and closing the loop with regular check-ins and feedback, can eliminate any gaps in communication.After the interview: The way a company follows up after a job interview significantly affects the candidate's experience too. Candidates talk to each other, especially when they are from the same industry, and you want them to recommend your company to others, or even apply for another job in the future. Whether an organisation extends a job offer to the candidate or not, it is crucial for the company to provide clear and timely feedback.Rejected candidates who had a poor experience will also likely tell others, creating negative publicity that will affect your ability to attract potential talent in the future.Glassdoor has also found that its users read at least six reviews before forming an opinion of a company. In addition, 70% of job seekers now look to reviews before making career decisions.Research by Talent Board, a not-for-profit organisation focusing on candidate experience, revealed that as many as 35% of job candidates who had a bad experience with a company shares it via social media, as well as by writing reviews on Glassdoor and Indeed  — so a candidate’s experience will often travel quickly via word of mouth.Being consistent from pre-application to interviews and finally, the moment when the candidate officially joins the team is indicative of how a company truly values its people. The onboarding process plays just as important a part in the candidate experience as the other stages of hiring.A good candidate experience contributes to a strong talent brandThe candidate experience is important, and that’s not only because 65% of candidates say a bad interview experience makes them lose interest in the job. It’s also a major component of employer branding: how companies treat their employees can define their brand and reputation for years to come.Interviews are innately awkward since they are essentially intimate conversations with a complete stranger. Because the candidate is in a vulnerable position, taking some time to make them feel more comfortable during the interview will make them want to tell other people about their experience.Shift your communication with candidates to better align with their priorities. Interviews should no longer be treated as grilling sessions — they must evolve to become conversations that map out mutual interests, values and passions.Companies that can relate to a candidate’s desired purpose will find it much easier to convince people to join them when competitors are outspending them.Related: How to hire to improve gender diversity in the workplaceA strong candidate experience is good for businessRevenue is another reason why the candidate experience is so crucial today. Businesses that fail to provide the same experience for their prospective candidates as they do for their customers are costing some companies millions in lost revenue.Virgin Media, for example, receives 150,000 applications every year, but only hires 3,500 of them. Because of lapses during the interview process, 7,500 of these applicants in 2015 were sufficiently upset enough to cancel their contracts and sign up with Virgin Media’s competitors instead, costing the company US$6 million in lost revenue each year.The company updated its hiring process to focus on creating a candidate experience so positive that it would even attract new customer opportunities from the people it engaged with, despite not landing the role.Just as a company assesses the suitability of a candidate, job seekers are always evaluating whether the company is a good fit for them. By grasping the importance of a candidate’s journey and designing the recruiting process around respect, trust and welfare, firms are sharpening their competitive edge in the burgeoning job market.Discover the latest in our 2022 Talent Trends report, The Great X. This survey report covers what hiring professionals need to know to address talent attraction and retention for the year ahead. It also highlights a change of times in the hiring outlook as job candidates and employees now prioritise their well-being more than ever. Download our report to find out more.Read more:9 ways to manage a remote team effectively How to be more confident at work according to Asia's female leadersHow qualitative performance evaluations give businesses a competitive edge Wed, 11 Jan 2023 11:09:18 +0800 Michael Page 663746 https://www.michaelpage.com.hk/advice/management-advice/leadership/how-resolve-workplace-conflicts-guide-managers 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. Related: How to boost employee engagement – in the office or at home 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. Related: How to manage performance reviews during the COVID-19 pandemic 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. Related: 7 reasons why employees lose motivation 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. Related: Communication under a brighter spotlight: separating the good from great 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. Related: How to manage a remote team effectively 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. Related: The value of mentorship and sponsorship, and what it can do for your company 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. Read more: How HR needs to evolve to support the future of work How to hire to improve gender diversity in the workplace 5 interview questions to ask to tell a great candidate from a good one Tue, 14 Jun 2022 00:00:00 +0800 Michael Page 795761 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/7%E5%80%8B%E5%93%A1%E5%B7%A5%E7%BC%BA%E4%B9%8F%E5%B7%A5%E4%BD%9C%E5%8B%95%E5%8A%9B%E7%9A%84%E5%8E%9F%E5%9B%A0 雇主需要適時激勵員工，並確保員工健康快樂。為確保團隊發揮最佳能力，所有成員都必須全心參與投入。所謂「全心投入」在不同人身上有不同的定義，必須了解每個人的真正動力來源 。 聆聽並回應員工需求，才能確保員工真心投入。若能在早期發現員工士氣低落的警號並迅速回應，可以提高員工留任比率。 以下是七個導致員工士氣低落的常見因素： 1. 缺乏職業願景 金錢只是員工動力的其中一個因素，但並不是唯一。大多數人都希望有明確的職涯目標，讓他們感受到自己在組織內可以不斷進步、升遷。職業願景有助於員工設立明確的長期目標，讓他們積極努力，向目標邁進。 2. 對工作有不安全感 接續上述內容，缺乏職業願景可能會帶來不安全感。所有員工都需要對工作有安全感，要覺得自己會在崗位上做的長久，因此雇主必須協助提供定期指導，並協助員工設定目標。 3. 感覺被低估 如果一個員工感覺自己的付出不受認可或感激，他們很快就會失去工作動力。認可員工的成就並給予應有的肯定，這是很重要的。試著確保員工的成就都能獲得獎勵 – 即使只是拍拍他的肩膀也好。 4. 缺乏培訓或發展機會 培訓與發展機會可以提升員工動力與參與感。大多數員工都會把握機會，提昇自己的能力與知識。如果職場氣氛是死氣沉沉、沒有進步也沒有啟發，員工士氣會快速降低。定期了解團隊回饋意見，了解什麼樣的培訓或發展機會有利於員工的長遠職業發展，也是員工最需要的。 5. 缺乏正確領導 有效領導是激勵員工的要件。若缺乏強而有力的領導，有些員工可能會感覺士氣低落。主管必須針對全體成員採取彈性管理方式，且要能與員工有效溝通，強化員工自信心並使努力目標更加明確。 6. 職場衝突 職場中的衝突擁有巨大的破壞力。正面的辯論通常能提升生產力，但務必要避免任何型態的職場威脅或欺凌。有些員工可能不敢表達看法，這就是為什麼要透過匿名員工調查來找出問題所在。 7. 工作量失衡 定期檢視公司對員工的期望與要求是否合理。如果員工感覺其工作量明顯過重，到了不可能完成的地步，他們可能會覺得壓力過大，並失去工作動力。同樣地，如果員工工作量過輕，或是工作性質太過單調，他們也會對工作失去興趣。 Fri, 13 May 2022 14:18:25 +0800 Michael Page 1067971 https://www.michaelpage.com.hk/advice/management-advice/what-it-takes-be-successful-secretary It’s often said that an executive is only as good as their secretary, executive assistant or personal assistant. Handling the day-to-day administration for a person, team or network, a secretary is the “eyes and ears” of a company, privy to unique and powerful insights about the company culture, performance and future direction. It can be a rewarding and exciting career path for any professional. What does it take to be a successful secretary? It’s important to understand everything that’s expected from you in the role, seek opportunities to go above and beyond and continuously upskill, keep up with new software and technology, hone organisational skills and increase overall knowledge related to the industry that you are in.   Related: 8 questions to ask your recruiter before your job interview Qualities that make a good secretary A good secretary has various qualities - both hard and soft skills that help them succeed in a role. These qualities can be learned and developed with a little bit of dedication. These are just a few of them: Organisational skills: a strong ability to be organised, keep a clear head and keep track of everything from deadlines to essential files.  Professional communication skills: clear and friendly communication, along with a personable phone manner.  Initiative and drive: the ability to take the initiative, work independently and seek out new opportunities.  IT literacy: knowledge of software such as Microsoft Office Suite, Outlook, Adobe Programs and typing skills is required. A bonus would be knowing about other software that could help with the day-to-day work.  Honesty and discretion: A secretary often handles expenses, petty cash and other sensitive topics, it’s important that employers can trust a secretary fully.  Time-management skills: Working on several projects means a lot of multitasking. This requires the ability to manage your own time and ensure that you can deliver on timelines.  Being a team player: better if you have a flair for championing a teamwork ethic and fostering teamwork within a team.  Remaining calm under pressure: an ability to cope with stress, deadlines and multitasking, often dealing with several stakeholders at once.  Professionalism: a skill needed for dealing with internal and external stakeholders.  Project management skills: skilled at managing all the moving parts of any given project. Besides these soft skills, most employers expect a secretary to be educated to at least matriculation level, followed by secretarial training. Typing speed is an important skill for many employers. If you can touch-type, your speed will improve the more typing you do – you’ll need to be able to type anywhere from 55 to 80 words per minute, and faster is always better. Related: How to use the STAR technique to excel in job interviews What are the characteristics of a good secretary? Learn to anticipate needs The most successful secretaries work towards helping others when they ask for it, then anticipate what might be needed for the future. Be proactive and search out ways to anticipate requests and needs from others. Paying attention to detail on assigned tasks can help you anticipate what will be needed in the future.  Be meticulously organised This one is important both for yourself while juggling multiple tasks and for others that you are working on. Come up with various systems to stay organised, whether handwritten or using organisational technology. Being organised is especially helpful if part of your job includes making travel arrangements, managing people’s schedules, or organising multiple events.  Keep detailed notes In meetings or on phone calls,  keep detailed notes on what is said and requested for later reference. Keeping these notes for reference will mean that you have your finger on the pulse of what’s going on - and will be seen as the go-to person to get the details that others may have overlooked or forgotten.  Focus on clear communication.  Work on your communication skills to communicate directly, clearly and with intent to any stakeholders you interact with. Being able to write a concise email and speak well both internally and externally will be a huge advantage, given that a large part of your job is about communicating effectively. Related: Year-end review: 10 questions for self-reflection What does a secretary do? There will always be different elements to each secretary’s job description. However, generally speaking, a secretary is responsible for supporting various aspects of the business, often taking care of administrative tasks from taking meeting notes to managing schedules, organising events or making travel arrangements.  It is a varied role and depends a lot on whom the secretary is supporting and what type of company they are working for. Given that broad job description, one of the most valuable assets a secretary or business support professional can have is the ability to think on their feet. Secretarial and business support work is demanding and requires someone who can wear multiple hats and multitask well.  What does the career path for a secretary look like? An ambitious secretary can refresh their career every couple of years, once they have mastered the latest role and developed it. This is the perfect time to take on more responsibility, developing the project management and supervisory aspects of a role.  Entry-level secretarial jobs generally have lots of room for growth, and a secretary can evolve into being an administrative assistant, executive assistant, office manager, administrative coordinator or other senior administrative roles. With specialised knowledge of a department, industry or company, effective secretaries should see themselves moving up an exciting career path.  The alternative is to make a lateral move within an organisation to other departments or look to new pastures for the following external challenge. Project management and human resources are two sectors that many secretaries find themselves well-prepared for with transferable skills sets.  Focus on commitment and resilience Employers look for stability on a secretary’s CV. This demonstrates highly prized attributes like resilience, the ability to make considered choices, commitment and reliability.  Choosing a career path as a secretary can be fulfilling, and successful secretaries often become essential parts of the organisation. Ready for your next career step? Check out these current job openings or submit your CV now. Thu, 10 Feb 2022 14:39:49 +0800 Michael Page 1068011 https://www.michaelpage.com.hk/advice/management-advice/hiring/should-you-hire-contractor-your-company When you have several big projects coming up or a headcount has opened up, should you hire a contractor or get a new employee? Is your workforce scaled for growth, or will it remain steady? What is a contractor? Contractors are independent professionals or businesses who offer their services to other companies for a set fee over a fixed period. They are hired by other firms to complete a function over an agreed period and are not employees of those businesses. They can be a one-person operation or can be part of a company that manages contractors. Contract workers negotiate their own fees and working arrangements, and can work for more than one client at a time. They are also sometimes called freelancers or temporary workers. Related: 3 ways to be agile during business disruption, fast How does hiring a contractor add value to your business? A contractor does more than plugging a gap for your business. When you tap into the expertise of contractors, you are helping to grow your business too. A fresh perspective and access to skills While you may hire a contractor for a specific project or as a stand-in for staff on extended leave, contractors can bring a fresh outlook based on their experiences at different workplaces. “Experienced and specialised contractors have a wealth of experience across different projects, companies, and industries,” says Marlinda Zulkifli, Head of Page Contracting Malaysia. They bring new ideas and introduce new ways of working to your team, enabling your existing staff to learn and think differently. On top of that, contractors are motivated to succeed as they build their reputations through their projects. They are results-driven, and positive feedback will help them get more projects in the future. Lower overheads You don’t need to provide employee benefits like employer taxes, medical bill compensation, transport allowance or pension for contractors. And therefore, hiring contractors is more cost-effective than hiring permanent staff. Related: 7 strategies for HR leaders to navigate periods of change When should you hire a contractor? Aside from filling in for full-time staff on extended leave, contractors are suitable for seasonal projects requiring more personnel. If you are testing a campaign where demand is uncertain, hiring a contractor would be appropriate as well. If time is of the essence, you could consider hiring contractors first. Contractors or temporary employees can help fill the gap and provide an interim solution. This arrangement would afford you time to decide before recruiting the right full-time candidate. However, if you are looking to build a team, having contractors would not be suitable. This is because you want to create stability in the team, and using contractors to fill vital gaps can distract new staff. Contractors are short-term hires, and you should not rely on them to help you develop the business. While temporary employees can add value to your company, they do not add to the core value of the business in the long run. So, if you find yourself extending the contract of your contractors,again and again, that would be a telltale sign that you most likely need a permanent staff for that role. Nonetheless, having a network of reliable, skilled contractors on your contact list is essential in the event that you need extra help. Looking to work with contractors? Contact our recruitment consultants to connect with the top contractors in your industry. Read more: How does Michael Page attract the best talent for your business? 5 interview questions to ask to tell a great candidate from a good one Why an effective onboarding process is more important than you think Tue, 21 Sep 2021 12:25:56 +0800 Simone Wu 710781 https://www.michaelpage.com.hk/advice/management-advice/hiring/5-interview-questions-ask-tell-great-candidate-good-one Interviewing a candidate for a position might sound like a simple task. After all, all you have to do is make sure they have the right skill set for the job description, right?  Quite the contrary. The process of interviewing candidates today extends well beyond measuring their abilities; it also delves into the candidate’s personality, maturity level and compatibility with a company’s culture. This is especially important at the final stages of an interview, where candidates are already neck-and-neck in terms of qualifications and skills.   If you’re looking to fill senior positions, your decision can have an even bigger impact on the company as a whole. Asking the right questions when choosing between two equally qualified candidates can save the company at least 30% of the employee’s first-year earnings, which can be a significant sum for startups and smaller firms on a budget.  Interview questions reflect a company’s priorities, and these very priorities should shape the questions below for better insights into the candidates, as well as how they will fit within the organisation and existing team. In the long haul, this will have an influence on all kinds of areas, ranging from onboarding experiences and retention to productivity.  Knowing the qualities your candidates possess can make the difference between a good potential team member and a great one. Here are some questions you should include in the final interviews.  1. If we hire you for this job, what goals will you set for yourself?  A seemingly straightforward question, but what you’ll really get out of this is whether your candidate thinks ahead. Goals are usually a measure of a person’s foresight and ambition, as well as being an indicator of how much they can bring to the position, as well as to the team. Their answer will also reveal how motivated they are to stick around for the long haul, and whether their vision aligns with that which the company has for the job.   2. What is the first thing you would tackle in this position?  This is an important question to ask in a final interview because the answer indicates whether the candidate has a solid understanding of the position they’ll be hired for.   It’s also a good way to find out what their priorities are when they begin their job there, and most importantly, an actual indicator of how they would perform when starting their role.  3. What isn’t on your CV that is important for me to know?  Candidates often tailor their CVs to the position that they’re applying for. Because of this, there can be synergies relevant to the job that might otherwise be overlooked, even if they aren’t directly related to the position. For example, a candidate might be proficient in video editing — expertise which might be useful if there are plans by management to expand their video marketing output. This can be extremely useful for smaller companies, or startups who are looking for employees with general skills to help the company through its early growth stages.  4. Can you outline an occasion when you failed to reach your goal?  The biggest takeaway from this question is finding out whether the candidate possesses self-awareness, and whether the lessons from this failure can prevent a recurrence. Answers that push the blame usually indicate that the candidate is working from a victim mentality, and might not have the resolve to take on challenges and responsibility when the time calls for it. On the other hand, individuals with grit and tenacity will tell of how, despite not succeeding, they didn’t give up. These candidates see failure as a temporary obstacle that can be mitigated with hard work and patience, and should be the ones you want to consider for the job.  5. What area are you working on to improve yourself?  People who are highly motivated and pro-active, and thrive on productivity, are always enriching their lives. The pandemic, for example, has resulted in lockdowns around the world, and what candidates have done with this extra time says a lot about their character. For instance, if they have spent their time doing volunteer work or learning a new skill like coding or video editing, this is a significant sign that they’re looking to continuously improve. These might even be skills your business will find useful in the future. Visit our management advice centre for more insights on hiring the perfect candidate today. Fri, 30 Apr 2021 22:40:24 +0800 Michael Page 663791 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/how-employer-branding-can-help-your-company Today’s increasingly competitive job market doesn’t only mean that candidates have had to get creative to stand out. Employers too have had to adapt to woo the brightest, most sought-after candidates and for that, employer branding is key. Selling your company to potential talent is an art. Today’s job seekers have high expectations, and while salary and paid time off remain important factors in talent attraction, there are other intangible benefits and day-to-day experiences that have become just as important.  According to LinkedIn’s Talent Solutions report, a good employer brand can reduce turnover rates by 28% and cut your costs-per-hire by half. Companies will also find themselves with 50% more qualified applicants, cutting down the time needed for recruiting. The biggest obstacle candidates face when searching for a job is not knowing what it’s like to work at an organisation, therefore employer branding can help to gain the trust and commitment of potential applicants from the start. In a Glassdoor survey, 75% of active job seekers are more likely to apply to a job if the employer actively manages its employer brand. Job candidates today are also looking for a lot more information from their potential employer than just an offer. Some areas of interest include the company’s values, identity, diversity and inclusion, as well as corporate social responsibility (CSR) initiatives. Employers need to look as appealing to prospective candidates as possible. Employer branding is important to get right. Here’s how your company can make a positive and lasting impact on job seekers amid the fast-paced, ever-changing world of work. Develop an Employer Value Proposition (EVP) Companies need to create a long term employment plan that focuses on their values and culture. An EVP will help candidates better understand what you and your company stand for. This can make all the difference when it comes to standing out from your competitors and will answer the age-old question of: Why should people want to work for you? To create a powerful employer brand, focus on your company’s mission statement, values, and culture. It’s also helpful to identify what your company’s needs are, in order to gain better insight into the type of talent you’re seeking – and target them accordingly. Ensuring your workplace is an environment that encourages personal and professional growth is also paramount to retaining current talent and attracting new ones. How to communicate company culture The next step is to communicate that culture to the outside world. Building a great looking website that showcases your company’s image, what it’s like to work there, and what potential employees can expect will be highly beneficial, and this goes beyond the About Us section. The journey of communicating your employer brand typically starts from the home page. Social media has also become an increasingly popular way for candidates to suss out whether their potential employers have values aligned with their own. 68% of talent acquisition leaders agree that social professional networks are an effective tool for spreading awareness about employer brand. It is, however, important to understand which platforms are better suited for your audience and industry. While Facebook and LinkedIn remain to be two of the biggest social media sites that can reach a very wide audience, those in fast-paced industries like technology and IT can be more inclined to Twitter, where bite-sized messages are favoured over lengthy blog posts. On the other hand, the massive talent pool in the creative industry might find platforms like YouTube and Instagram more relatable and engaging. Sharing pictures of your workspaces and group gatherings on social media gives a voice to your employees through videos, posts, and testimonials, which are helpful for those job seekers deciding if they believe they are the right fit for that business.  A new platform that can make a big impact on job seekers today is Clubhouse. On this invitation-only app, you can effortlessly hold talks and informal Q&A sessions with people in your industry to give them a first-hand glimpse into the company’s values and culture. Be consistent How you engage with fresh graduates for junior positions will greatly differ from the way you approach talent at the director level. Segmenting your audience and speaking to them as specific groups, instead of as one group with differing needs, will ensure you’re tailoring the right messages to potential employees.  Regardless of which platform you use and what message you want to get across, however, it’s important to ensure you are consistent in delivering your employer branding, plus the business tone throughout. Ace your candidate experience and onboarding processes First impressions count, and it starts from the candidate experience – one of the most important factors in attracting talent. Essentially, it’s how candidates feel about your company after undergoing your hiring process, and affects how they perceive your job culture, work ethics, and eventually, whether or not they accept your offer. Job candidates who have a bad experience during the interview process may also leave reviews on Glassdoor, which can negatively affect employer branding. Onboarding is just as important, and a smooth and effective transition can be critical in instilling a positive impression. This engages and motivates the newcomer from the get-go, and the enthusiasm this generates will likely carry on to the rest of the employee’s career. People who have had a negative experience are twice as likely to seek a different opportunity. Arm your new employees with the tools and instructions needed to excel in the role from the start. As many people continue to work from home, there’s never been a better time to ensure you have a good digital onboarding process in place. Ongoing efforts such as setting up regular meetings with employees working from home and those in the office via video calls, organising online training sessions, and keeping work files on the cloud can make the initial stages of a new hire’s tenure much more efficient and enjoyable. This raises the company’s profile and improves its employer branding. A thought-out and well-implemented employer branding strategy can help you attract better talent and reduce your hiring costs and turnover rate. Read more: How to improve your work-life balance The highest paying jobs in Singapore for 2022 How to be more confident at work according to Asia's female leaders Fri, 30 Apr 2021 00:09:58 +0800 Michael Page 663086 https://www.michaelpage.com.hk/advice/management-advice/leadership/importance-good-communication-workplace 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. Related: 8 must-have qualities of an effective leader 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. Read more:5 ways to improve equity in the workplace: IWD 2021Tackling mental health and well-being at the executive levelCommunication under a brighter spotlight: separating the good from the great Sat, 17 Apr 2021 14:07:53 +0800 Michael Page 240361 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/5-ways-improve-equity-workplace-iwd-2021 ‘Diversity & Inclusion’ has quickly become more than just a hot-topic issue for businesses around the world — and for good reasons too. After all, discrimination of any kind has no place in our society, let alone the future workplace. However, beyond just the right thing to do, studies have also shown that diversity and inclusion is good for business, too.In a recent analysis, Wall Street Journal revealed that the 20 most diverse companies in the S&P 500 performed better than the least diverse firms over five- to 10-year periods — 4 percentage points more in terms of average operating profit margin, to be exact. A separate study from Mckinsey reinforces this point, with the top 25% of companies studied for their gender diversity having a greater chance (21%) to experience above-average profitability.Considering the hard figures, the business case for diversity and inclusion is hard to ignore. However, recognising the potential benefits does not necessarily equate to action and implementation, at least among S&P 500 companies. For example, less than a dozen companies in the S&P 500 have at least 50% female boards; less than 5% are run by a female CEO or equivalent; the number of female executives averages at just 18% in 2020. That is not to say that headways have not been made over the years. In 2020, S&P 500 boards appointed 413 new independent directors, with 59% of them being women and minority men, a small yet significant step in the right direction.As part of International Women’s Day 2021, Page Executive recently hosted an exclusive webinar session that featured an esteemed list of female leaders from across APAC: Datin Yasmin Merican, President of Malaysian AEON Foundation & CEO, Trax Associates; Aliza Knox, Non-Executive Director of Healthway Medical Group and Grand Thornton International (London); H.E. Margriet Vonno, Ambassador of the Kingdom of Netherlands to Singapore & Brunei; as well as Noni S.A. Purnomo, President Director of PT Blue Bird. Representing Page Executive was Jon Goldstein, Regional Director of Southeast Asia at PageGroup.Part of the conversation touched on practical actions that businesses can take to improve equity at the workplace. Here are some of the highlights:1. Going beyond mentoring at the workplaceMentorship at the workplace means giving advice and guidance to less experienced employees within the organisation. Sponsoring, on the other hand, goes beyond just giving friendly career advice. Knox explained that mentoring is about investing in an employee’s career and using your influence and network to connect them to high-profile assignments or decision-makers. “Many tech firms have these calibration sessions, where [there is] a limit on how many people we can promote at once. Sponsoring means that you are out there saying, ‘Listen, I understand that all four of these people are equally good, and we can only promote three, but I really believe that so and so is ahead’,” Knox said. “Sometimes, that person is a man or a woman, but I think as women, we can look to sponsor other talented people, and we bring them up.”2. Be willing to challenge the status quoRecruiters, too, are in an interesting position to improve a company’s equity. During the discussion, Goldstein said that it was a good idea for leaders to ‘get out of what’s in their heads’ when hiring. “A lot of clients come to us with [an] ideal based on what they know, and what they know generally refers to the male idea of what the ideal candidate is,” he explained. One way to deal with this mindset, then, is to challenge the status quo. “One of the most important things for me, my peers and all the different recruitment companies out there is to challenge back. We encourage our clients to consider a female candidate. It’s a risk, and we risk our clients pushing back, but that’s just the right thing to do.”3. Becoming role models for the next generationFostering diversity and inclusion at the workplace goes beyond the current generation of workers, too. To Vonno, it is also about nurturing the next generation of leaders and inspiring them to become better, more equitable leaders. During the webinar, Vonno shared how, as a child, the person she looked up to was her father who gave her a lot of encouragement. Now that she’s an adult with a daughter of her own, she aims to become a role model as a way to pay it forward. “When my daughter was younger, she would tell me that she wanted to become a mother! She then clarified that she wanted to be a mother and then hop on an airplane to go to work. So she already knows that she can work and be a good mother at the same time, and I am very pleased with that,” Vonno said. “She also wants to drink lots of coffee, which is what she thinks I do all the time.”Clockwise from top left: Jon Goldstein, Regional Director of Southeast Asia at PageGroup; H.E. Margriet Vonno, Ambassador of the Kingdom of Netherlands to Singapore & Brunei; James Chau, International Broadcaster and Host of The China Current; Aliza Knox, Non-Executive Director of Healthway Medical Group and Grand Thornton International (London); Noni S.A. Purnomo, President Director of PT Blue Bird; Datin Yasmin Merican, President of Malaysian AEON Foundation & CEO, Trax Associates.4. Recruit those who share the same mindset about diversity and inclusionIt is one thing for female leaders to support women at the workplace — but what about the men? What if they don’t share the same ideas about diversity and inclusion? Purnomo believes that, on top of giving women the flexibility and confidence to make their own choices (that is, to be a mother, a full-time working professional or both), it is also about recruiting men who share the same mindset about workplace equality. “When I recruit new employees, especially male, the first question I ask is, ‘What are your views on having a wife who’s trying to climb the corporate ladder?’ Also, what happens if she earns more than you? It is important to know these things because, to make it sustainable, we need to change the culture. This means we have to recruit those with the same mindset. It is very important that their personal views align with the corporate view.”5. Childcare-related policies or facilitiesOne question that piqued the interest of panellists is regarding the work culture in Japan. Specifically, an attendee shared that many of his female colleagues had to choose between becoming mothers and their careers. As the country with the highest rate of ageing globally, Japan’s working female leaders are thus in a real conundrum as many of them feel that choosing one means compromising the other.On that front, Knox said that childcare at the office is an excellent step in the right direction. “That will maybe change after the Covid-19 pandemic because it’s unclear where employers could provide such a thing,” she said. “I mean, right now, if you want to be home with your kids, you have to make some trade-offs. You can’t do both at the same time. You can’t be baking with your child or playing with trucks and be on a work call. However, if you want to work but can’t because you can’t get childcare, I think that’s where both the government and companies could step up more in terms of practical action.”The panellists also took a moment to recognise that progress has been made in markets in the Asia Pacific. “In Malaysia, we have achieved quite a lot when it comes to getting women in the workplace,” Merican shared. “In the latest report, Malaysians achieved 33% [when it comes to] getting women into senior positions. That’s compared to the global average of 29%. So to me, International Women’s Day is a chance for us to stop and think about what we can do to contribute.”Ultimately, the panellists agreed that the most important way to improve diversity and inclusion is to look beyond just International Women’s Day. The other 364 days, too, are just as critical. “My concern is that it becomes something we do for one day a year,” Knox said. “We really should be thinking about gender parity all through the year, as well as other kinds of diversity. So what International Women’s Day means to me is [an opportunity] to challenge ourselves, to think about concrete things we can do, recognise the people who have come before us and pay it forward.” Tue, 23 Mar 2021 11:43:19 +0800 Michael Page 240406 https://www.michaelpage.com.hk/advice/management-advice/leadership/how-manage-multi-generational-workforce-complete-guide 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   Tue, 06 Oct 2020 14:01:00 +0800 Michael Page 5341 https://www.michaelpage.com.hk/advice/management-advice/hiring/5-common-hiring-pain-points-every-hiring-manager-hong-kong-can With countries around the world experiencing varying levels of economic downturn, businesses might think that now is a good time to maintain (or even reduce) headcount and take a more conservative approach to recruitment. The truth, as Sharmini Wainwright, Senior Managing Director at Page Group, wrote in a recent article, is that it really depends on your industry, business needs, as well as financial circumstances. “Faced with questions from clients asking us whether they should delay their team’s hiring, my teams’ answers are typically pragmatic. You have the budget available, the talent available, and the chance of a first-mover advantage? If the answer to each question is ‘Yes’, then now may actually be the best conditions for hiring that you’ll find in the near future.” With that said, the same hiring challenges your business faced before the pandemic will likely persist in the weeks and months after. Here is a list of common pain points we hear from our clients, and the one thing you can do to make ‘recruiting the best and most suitable talent ’that much easier in the post-COVID world. 1. Senior management roles are hard to fill Hiring for senior management positions was tricky enough before the pandemic. For one, several pieces need to fall in the right places for the relationship to work for all parties. For example, beyond the credentials and experience on paper, senior management roles often require a solid set of soft skills as well, such as leadership, teamwork and the ability to learn. A reluctance to change jobs during an economic downturn is only going to make the process that much longer and more arduous. 2. Specialty field + Specialty role = Especially difficult The challenges associated with filling senior roles are further exacerbated in niche fields that require candidates to have comprehensive prior training and certification to even be considered. Take healthcare interior design, for example. Healthcare facilities are designed not just to meet the practical needs of patients and medical practitioners alike, they also have to adhere to a whole host of different regulations — and these regulations change all the time. This means that an extensive career in residential, corporate and commercial interior design is simply not enough. This individual has to have a finger on the latest regulatory developments and make adjustments to the healthcare facility accordingly — a tall order for those unfamiliar with the field. 3. Trying to fill urgent roles, fast In a recent interview, Anthony Thompson, Regional Managing Director, Asia and Executive Board Director of PageGroup, foresees an upcoming war for talent, “When we moved into this pandemic, there was very much a war for talent. There will be another war for talent on the way out. Companies will want to hire across all sectors. We’ve seen it in all past crises. It’s just a matter of when.” Opportunities, too, will come hard and fast once the economy stabilises, which means that companies will likely experience a sudden uptick in manpower needs. This is where the pain point comes in: filling an urgent role fast, if not done with care, often comes at the cost of a quality hire. Instead of making the right hire, time-strapped businesses sometimes opt for making a hire right now. Traditional methods of recruitment like job boards are not the best options because they rely more on candidates reaching out, which can be a passive, time-consuming process. 4. Hiring in a new market is a challenge Entering a brand new market is challenging enough as it is. Aside from local rules, regulations and cultural differences, companies also have to contend with finding the right candidates and building a team from scratch. While big-name multinational companies might not have as much trouble attracting talent due to name recognition alone, small-to medium-sized enterprises without a prior presence in Hong Kong might not have such luxuries. In short, unless you have local partners to work with, it is hard to know what the talent pool is like, how best to reach out to the very best and what they expect from employers. 5. Conventional solutions are too general for my needs Conventional recruitment strategies typically involve posting vacancies on job boards. And while these methods still play an important role in the future of recruitment, they are certainly not one-size-fits-all solutions. With the competition for talent fiercer now than ever before, businesses want tailored, more targeted services to differentiate themselves, and this extends to their hiring solutions and approach to bringing top talent in as well. Furthermore, most candidates visit job boards to look for vacancies either because they are actively looking for a new job or are interested in the available prospects — but what about those who aren’t considering a career change in the first place? Passive candidates form a large reservoir of untapped opportunities for employers, and the only way to reach them is a tailored, more targeted approach through other channels, such as social media newsfeed or message ads. The one thing you can do The hiring market is changing every day, and the way we find and attract talent must evolve along with it. That is why a digital recruitment strategy is becoming an up-and-coming trend in the world of hiring. Instead of relying solely on job boards and company websites to do the leg work, a comprehensive digital recruitment strategy reaches a bigger pool of talent by advertising across various digital channels, such as Google, LinkedIn, as well as niche job sites that cater to specific sectors. Casting a wider net also addresses some of the most pressing pain points mentioned above, such as the need to fill urgent roles. Instead of the usual text-based job description, a comprehensive digital strategy also utilises creative tactics, such as video content, to showcase the role and the business at large — perfect at capturing the interest and attention of time-short professionals. This means embracing and implementing a more targeted approach to sourcing, selecting and hiring candidates, from active and passive candidates to senior roles and talent in brand new markets, will take less time than ever before — and with much better ROI, too. Businesses who use this approach can therefore hire smarter and hire faster in this new normal. To find out more on how we can help implement your digital recruitment strategy, click on the banner below:  Wed, 23 Sep 2020 16:20:33 +0800 Michael Page 5311 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/%E6%8F%90%E5%8D%87%E5%93%A1%E5%B7%A5%E5%8F%83%E8%88%87%E5%BA%A6%E7%9A%84%E4%BA%94%E7%A8%AE%E6%96%B9%E5%BC%8F 留住人才與生產力策略，已經逐漸變成各個地方的公司重要的考量，讓員工投入工作，已經是今日企業領導者重要的待辦事項。 但是，要建立一套真正有效的策略讓員工投入工作，並不是一件容易的事。想要成功激勵員工投入工作，就必須針對每個人的特別需求和動力來源量身打造。 為什麼要投資時間金錢，來讓員工投入工作？ 投入工作的員工會自願投資額外的時間和精力，主動促使業務成功。他們在工作裡感受到明確的目標後，更會將滿腔熱忱、熱情與精力投注在工作裡。 也因為投入工作的員工更有幹勁、更賣力而且更忠誠，所以通常會有比較好的工作表現，當然就能為客戶和公司帶來更好的工作成果。利用下列 5 個技巧，促使員工更投入工作： 確定掌握能鼓舞員工的領導能力 有能力、熱情與實際經驗的領導者，才是員工投入工作的關鍵。表現出你對員工真的很關心，花些時間了解他們的需求和抱負，這樣能幫你傳達一些訊息，讓他們知道自己的貢獻有人重視，他們就會樂意並渴望追求成功 (無論是個人還是團隊的成功)。 定期和他們聊聊，想辦法改善他們對公司環境的體驗。這點可以透過非正式的管道去做，例如平常的聊天或偶爾舉辦和工作無關的活動。提出更正式的員工調查和反饋管道，了解他們的動力來源。了解員工對成功的定義，以便創造一個有利他們實現成功的環境。 提供成長機會 如果員工覺得自己不受重用，保證會自動離職。所以會投入工作的員工，應該要有機會適當發揮自己的技能，並且受到鼓勵延伸這些技能而不斷追求進步。 和你的員工談談他們的職涯規劃。他們目前的工作能充分運用強項並且發揮能力嗎？若不行，可以計畫增加一些工作內容。他們的職涯有朝著他們想要的方向前進嗎？試著在公司內部安排一條路徑，並且對升遷的目標取得一致的意見。有沒有新的專案或讓他感興趣的專案，能讓他參與並擴大工作技能？也許借調到不同的部門或地點，變換一下工作內容或環境，剛好是他繼續投入工作所需要的。 討論一些能幫他在公司內部繼續前進的培訓和發展機會，並對於提高績效的方法提供明確一致的建議。適時表現你的關心，而且願意幫員工維持工作滿意度，最後一定會看到回報。 讓所有員工覺得工作有意義 員工會投入工作，是因為相信他們做的事情重要而且有價值，他們會覺得自己努力在做一件有意義的事，也會對自己的努力結果感到自豪。 身為主管，一定要經常強化員工的角色對整個公司的重要性。幫助他們看到他們的行動與公司的成功之間有直接的關聯，即使是最小的工作也會一定的貢獻。 設定目標和挑戰讓員工達成，就能讓他們更感覺到工作的目的。給他們自主權來改善做事情的方法，讓他們覺得受到信任和尊重，也可以讓他們參與決策，覺得自己有權決定公司的方向。 找到表揚和獎勵員工的方式 如果想要激發員工充分發揮才能，就必須讓他們知道自己的努力會獲得表揚及獎勵。定期感謝他們的努力，證明他們的努力你都注意到了，再鼓勵他們進一步提升績效。 抽時間慶祝工作的成就，用一些員工覺得有意義的方式給予獎勵和表揚。慶祝活動不一定要奢華才有意義，可以預約一場團體午餐，和更多同事分享勝利成果；或是在漫長的路程中達到一個里程碑就送個小禮物，都能作為表揚和獎勵員工的方式。 相關文章：花費不高卻能有效激勵員工的 9 個方法 雖然有競爭力的薪資和優渥的福利，是應徵者接受工作很重要的刺激誘因，但是提供一些激勵措施讓員工追求更高績效，還能讓員工加倍努力工作，幫助他們延長從事這份工作的時間。 人，是公司文化的核心 人，是公司最大的財富，能夠了解這一點的公司，就能獲得為工作奉獻、投入的員工。最近這幾年，公司還要考慮員工在辦公室以外的生活。 也就是公司要了解員工的家庭責任，考慮採取一些做法，讓他們能夠更輕鬆地平衡工作與家庭生活。這方面也許可以用彈性上下班時間或在家工作之類的安排。 鼓勵員工從事社交活動，並且定期舉辦一些凝聚團隊向心力的活動，讓員工能在努力工作和社交玩樂之間取得良好的平衡。透過各種不同的方式促使員工分享看法、提出建議和改進的意見，例如「意見箱」，或是一個比較難做到但更有用的方法，就是「培養誠實表達意見的文化」。 覺得自己受到重視、說話有人要聽、同事之間友善忠誠，這樣的工作環境才能讓員工積極投入工作。 Fri, 19 Jun 2020 14:29:28 +0800 Michael Page 1067996 https://www.michaelpage.com.hk/advice/management-advice/leadership/future-hiring-challenges-hiring-right-people 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. Fri, 17 Apr 2020 15:33:10 +0800 Michael Page 5066 https://www.michaelpage.com.hk/advice/management-advice/diversity-and-inclusion/how-attract-more-women-stem-industry Women are everywhere in the science, technology, engineering and mathematics (STEM) industry — at least on the academic level. According to the UNESCO Science Report, women actually account for 53% of the world’s bachelor’s and master’s graduates in STEM. In the US, for example, the number of STEM-related degrees and certificates awarded to women have also been steadily increasing over the years, from 143,018 in 2008–2009 to 212,471 in 2015–2016.    With that said, more work can be done to level the playing field. For example, even though there are now more female STEM graduates than ever before, the same UNESCO Science Report above claims that just 30% of researchers are women. Moreover, while the gender balance has improved for specific fields such as math, life sciences, health sciences and physical sciences, the number of women in engineering and computer science has actually decreased over the years.    The best example of this in recent times is when the National Aeronautics and Space Administration (NASA) cancelled its first-ever all-female spacewalk mission back in March 2019 because there was a ‘lack of spacesuit in the right size’. While NASA have since rectified the issue and accomplished a first-ever all-female spacewalk mission in October 2019, the incident did highlight the fact that, while women have been going into space since 1963, spacesuits have largely been designed by men and for men. In fact, speaking of gender imbalance in space, in the 58 years since humans have been travelling there, only 11% of them have been women.    The case for women in STEM There are many reasons why more women need to join STEM-related professions, and the first is economical. According to the Association of Women in Science, a minimum investment of US$1 million is required to train scientists and engineers at the PhD level. However, while more than 40% of STEM degrees are awarded to women, less than 30% remain in the fields’ workforce. Letting talent slip through the cracks, no matter the industry, is a bad investment.    Investment aside, hiring women in STEM is good for business also. Research shows that companies that hire more women consistently perform better than those who don’t. Take the traditionally male-dominated venture capital firms, for example. Firms that increased their proportion of female partner hires by 10% saw, on average, a 1.5% spike in overall fund returns each year and had 9.7% more profitable exits. The research, which was conducted by Harvard Business School, believes that this is partly due to ‘homogeneity of thinking, which is self perpetuating, since people tend to hire other people like them’.    Finally, if nothing else, having more female representation also means that future generations will have a more diverse cast of role models to look up to, showing them that it is indeed possible to succeed in fields traditionally dominated by men.   However, beyond the economics, lives are literally at stake.    The prime example of this is in car designs. Men and women are built differently in a physical sense, and statistics show that women are at a higher risk of injuries in rear-end collisions, since they have less muscle on their necks and upper torso. However, a Swedish research has shown that modern car seats tend to be too firm to protect women against whiplash-related injuries.    The reason this design flaw has been allowed to perpetuate is simple: according to this report, cars are largely tested using crash-test dummies modelled after the ‘average male’.    Here’s what happened: when crash-test dummies were first introduced in the 1950s, engineers looked at the 50th-percentile male. This so-called ‘average male’ weighed 76kg and measured 1.77m tall. Furthermore, the dummy’s muscle-mass proportions and spinal column were also modelled after the average male. And since men and women are dramatically different from a physiological point of view, car seats were primarily designed to suit the average male.   Attempts to correct the mistakes were made. It wasn’t until 2011 when the US finally decided to use female crash-test dummies. With that said, gender biases quickly emerged despite the best efforts. For one, instead of designing brand new crash-test dummies based on the average female, many tests used scaled-down male dummies instead. Pregnant women, too, were seldom, if ever, factored into the design of car seats.    Crash-test dummies and spacesuits are just two reasons why women need to be better represented in STEM fields. Aside from making good health and business sense, it makes common sense, too.    Adding women to the equation So how exactly do we attract and retain women in STEM? According to one World Economic Forum article, it comes down to ‘changing the narrative at a policy level’ in order to facilitate ‘how we change minds’.    In May 2019, the UN Commission on Science and Technology for Development (CSTD) gathered some of the world’s leading women in STEM to explore potential recommendations for policymakers in science, technology and innovation to promote equality and the status of women in research. These recommendations focused on ‘participation and promotion of women in the research workforce, on social norms, on research design and on funding agencies’.    However, all of that is supposed to happen at the policy level. In the recruitment space, businesses and employers, too, can play a part. For example, businesses can consider better work-life integration policies to accommodate people with different priorities and lifestyles, supporting returnees — including mothers after maternity leaves — as a talent retention strategy, as well as boosting workplace flexibility to increase engagement.    At the end of the day, hiring qualified young women and putting her on a STEM team is only the beginning. The real challenge is often related to corporate culture and team dynamics. One of the best practices is to measure and report on diversity, training to recognise unconscious bias, as well as reviewing processes, such as promotion, to ensure there is no unconscious bias involved.    Naeema Ismail, GM & Senior Partner, PR at Ying Communications, has worked in and around technology extensively for the last 20 years. She says that while filling the pipeline at both entry and senior levels is important, equally critical will be how we widen the lens for the industry and its possibilities. “At top levels, we started seeing a shift in the last few years, not just in the boardrooms of enterprise technology vendors, but also among digital-first businesses and startups,” she says, noting that Melinda Gates in particular was a personal inspiration in terms of broadening the impact and voice of technology leaders.     "But it’s not just about making STEM jobs more attractive to women, it needs to start with education and the mass media,” she says. “Too often, STEM is portrayed, even among parents and educators, as more masculine in its appeal — and therefore not fields that female students could do well in.” This stereotype is often propagated further in popular culture. “If we want more girls to go into STEM, we need to address this perception bias and look at how we can help make STEM more appealing to girls.”   Michael Page will be holding an exclusive invitation-only Women in STEM event on 15 November 2019. The discussion panel, which is happening at the Michael Page Singapore office, will discuss diversity & inclusion policies, mentorship for women in STEM and much more. Watch this space for further coverage of the event.  Thu, 31 Oct 2019 14:59:32 +0800 Will Chin 4936 https://www.michaelpage.com.hk/advice/management-advice/hiring/%E4%B9%98%E9%A3%8E%E8%80%8C%E4%B8%8A%EF%BC%9A%E5%A6%82%E4%BD%95%E6%8A%8A%E6%8F%A1%E6%9C%BA%E9%81%87%EF%BC%8C%E5%90%B8%E7%BA%B3%E9%A6%99%E6%B8%AF%E9%A1%B6%E5%B0%96%E4%BA%BA%E6%89%8D 近年来，中国大陆企业的经济增长取得了惊人的成就，但业务扩张的同时，亦伴随着不断上升的沟通和对话之需求。尤其在招聘和保留顶尖人才方面，这一需求更为迫切。专业招聘公司Michael Page近期对效力于中国大陆企业的约3,000名香港职场人士和管理人才进行调查后，得出了以上结论。 调查显示，从这些企业离职的员工中，有72%的人表示离职是因为感觉难以适应，无法融入企业文化；有67%的人因为薪资与预期不符而选择辞职。 基于这些调查数据，中国大陆企业和负责招聘的经理人应如何更好地处理这些文化和沟通上的差异? Page Personnel香港地区总监Ellen Lai表示，“解决方法就是‘诚实’，从一开始就为求职者设定恰当的期望值，并如实介绍公司文化。” 她还表示，企业应该在招聘过程中阐述实际情况，并在求职者入职的第一周起就逐步引导他们融入公司的文化，这样可以更为容易地消除他们在刚加入企业时对职位和工作期望的种种不确定感。 “雇主应该在一开始就清楚阐明一切情况，包括员工的薪资结构等。” Ellen提到，“求职者常常会认为薪资与预期不匹配，这是因为他们也不确定可能获得的薪资标准。”她表示，任何有关薪酬条款的具体内容，都应该在最初就由人力资源部门做出明确解释，尤其是在某些地区，企业的薪酬条款可能与当地的基准有所出入。 在文化差异方面，香港的职场人要克服的最大障碍之一就是语言。在如今的工作环境中，普通话是必须掌握的语言，对中国大陆本土企业而言，应多留意那些愿意学习和适应文化差异的求职者。同样，坦诚的沟通和对话是有效的第一步。 Ellen解释说，“了解求职者的心态相当重要。求职者们希望了解企业开放的程度，以及是否乐于接纳不同的意见以及做处改变。5到10年前，还没有多少中国大陆的本土企业入驻香港，他们对于某些求职者来说仍是一个新的领域。” 当下良机，全力把握 当沟通的差异逐渐消失，大量的商机也悄然来临。随着中国大陆企业将发展的疆域延伸至香港，他们也迎来了鼓舞人心的崭新机遇。对于急待发展的企业来说，正是乘风而上、把握香港积极变迁的良好时机，在招募香港高素质专业人才的方面，也将势不可挡地成为领头先锋。 Michael Page香港区域总监Olga Yung也对中国大陆企业在香港的未来发展感到振奋。她说，“这些知名的中国大陆企业发展稳健，为求职者提供了诸多有吸引力的条件，包括工作的稳定性、高薪报酬、丰厚奖金和全新的项目等，甚至还有在大中华区以外职业发展的机会。” 在吸引人才方面，具有全球影响力的中国大陆企业尤其具有优势。这些企业不仅为求职者提供大中华区以外发展的机会，其职业稳定性也相对更高。对于初创企业而言，要吸纳经验丰富的香港优秀人才虽然更具挑战性，但也有独特的优势，因为他们能够为求职人才提供独特的平台，另其在职业生涯初期便能组建并领导自己的团队，从而更快取得佳绩后获得丰厚的薪酬。 计划先行，有序推进 Olga 表示，“在甄别和聘用新人才方面，香港已经是一个成熟的市场。求职者也很清楚一般招聘流程是如何运作的，这些年来他们经历过求职市场的各种兴衰。” 因此，对于有意竞争香港人才市场的企业来说，制定严谨而周密的招聘计划至关重要。在此之前，企业首先应该明确希望招募的人才对象，以及如何成功吸引他们。 “香港求职者应聘中国大陆本土企业时，最主要的顾虑是工作的稳定性和公司的发展纪录，” Olga解释道，“鉴于此，如果雇主没有明确的招聘计划，或是招聘过程断断续续，就很可能损害这个企业的声誉。” 双向选择，实现双赢 雄心勃勃的香港求职者一旦加入中国大陆企业并拥有一个坚实的平台，他们的职业生涯也伴随着企业在规模和范畴方面的扩展而提升，自身发展价值得以体验。这些专业人才将与企业一同成长，适应新的文化，制定政策，并最终领导更大的团队。 幸运的是，香港汇聚了大量多才多艺并具有国际视野的优秀人才，非常适合为企业的全球扩张服务。Ellen说，“香港的求职者拥有极强的求知欲和适应能力，同时，他们服务国许多国际公司， 所以非常熟悉国际市场的规则和标准。因此，他们有能力为新入驻的中国大陆本土企业打下坚实的发展基础。” 招募真正适合企业长期发展的香港优秀人才，才会为您和您的品牌带来最大收益。“他们工作不辞辛苦，不计较工作时长，能为任何企业创造极高的价值！” 近期我们进行了候选人移民趋势，以及其在大陆企业工作的动因调研，点击链接获取详情。 Thu, 02 May 2019 11:57:17 +0800 Michael Page 4716 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/5-things-millennials-look-job Less than a third of millennials are engaged in their duties at work. Gallup, an analytics company that focuses on the attitudes and behaviors of people in the workplace, defines employee engagement as individuals that are “emotionally and behaviorally connected to their job and company”. Gallup reports that majority of the millennial workforce is checked out when doing their work, meaning they don’t put energy or passion into their job duties. But what has changed and what do millennials want in a job and career? Here are some interesting findings from the report.1. They value purpose over paychecksMillennials are more likely to take a job with a lower pay if they believe that this position gives them a sense of meaning. Although pay should be fair and appropriate for the job duties, this isn’t their main motivating factor. Having a strong company brand and culture helps attract millennials and will keep them engaged.2. They want skill developmentA job that helps cultivate, develop, and grow skillset drives this generation. Millennials are more apt to accept a job that they don’t necessarily like if they believe it will allow them to enhance their skills.3. They want a coach, not a bossInstead of a taskmaster, millennials want their managers to serve a more supportive and developmental role. Be mindful in how you delegate tasks and deliver feedback, and be sure to view your millennial employees as an ever-evolving asset, rather than a cog in the machine.4. Regular feedback is crucialMillennials need to know where they stand in an employer’s eyes.Gone are the days where all feedback was neatly packaged and delivered in an annual review. Reviews should still happen, but feeding back criticisms and praise in real time to millennials will ensure they stay motivated and engaged.5. Work-Life cohesionInstead of having two separate lives – one for work and one outside of work – this generation believes that their job isn’t just a career, it’s their life, too. In order to have a fulfilling life, millennials need positions that seamlessly integrate into their personal schedules. What does this mean for leaders and management? The challenge is two-fold: first, they need to understand how to attract millennial workers and next, they need to understand how to retain their existing millennial employees. Visit our management advice section for further insights on how to create a positive culture and develop an appropriate management style to become this generation’s employer of choice. Thu, 19 Jul 2018 11:41:58 +0800 Michael Page 4621 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/7-reasons-why-employees-lose-motivation As an employer, you have a certain amount of responsibility for the motivation and well-being of your workforce. For a team to function to the best of its ability, all members must be fully engaged and fully committed. It’s important to recognise that true engagement will mean different things to different people and to understand what really drives an individual’s motivation. Really listen and respond to your employees’ needs to ensure high levels of engagement throughout your company. Spotting the warning signs of a disengaged employee early and addressing them quickly can help encourage retention. RELATED: Six reasons why companies lose top talent If you fear that one of your employees may be lacking in motivation, here are seven common causes that could be at the root of the issue.  1.  Lack of career vision Money is merely one part of an employee’s motivation. Most people want clear career objectives in place to feel that there’s progression for them within their organisation. Career visioning can be a useful process in setting clear, long-term goals for an employee so that they can proactively work towards projected outcomes.  2. Job insecurity Following on from the above point, a lack of career vision can give rise to feelings of insecurity. All employees want to feel a sense of security and longevity in their roles and an employer must help facilitate this with regular coaching and objective setting.  3. Feeling under-valued If an employee feels that their efforts are not being recognised or appreciated, they’ll soon begin to lack energy and commitment in their role. It’s important to celebrate successes and give credit where it’s due. Try to make sure that achievements are rewarded – even if it’s just with a pat on the back. RELATED: 9 inexpensive but effective ways to motivate your staff  4. No development opportunities Regular training and development opportunities can help boost employee motivation and engagement. Most employees will value the opportunity to expand and improve their skills and knowledge. If a workplace feels stagnant, non-progressive and uninspired, your employees’ motivation levels will soon dwindle. Get regular feedback from your team to see where increased training or development opportunities would be best placed and appreciated. RELATED: How to be indispensable at work  5. Poor leadership Effective leadership is an essential factor in motivating your staff. If strong leadership is lacking, some employees may start to feel demoralised.  Leaders must have a flexible, inclusive approach when it comes to managing a team and be able to communicate clearly while instilling confidence and focus.  6. Conflict Conflict in the workplace is hugely detrimental. Healthy debate is often productive, but it’s important to keep an eye out for any workplace intimidation or bullying. Some employees may feel worried to come forward about issues relating to a fellow colleague - which is why an anonymous employee survey may help to reveal any problem areas. RELATED: Where to draw the friendship line at work  7. Unrealistic workload It is important to keep a check on the expectations and demands that are being placed on your employees. If someone feels overburdened by a large, impossible workload – they can soon become disillusioned, stressed and lose motivation. Equally, if an employee has a workload that’s too light or not varied enough, they might quickly lose interest. RELATED: 5 ways to beat the Monday morning blues Tue, 16 Aug 2016 08:52:27 +0800 Michael Page 4031 https://www.michaelpage.com.hk/advice/management-advice/leadership/sick-leave-and-your-bottom-line-how-manage-workplace-absences 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”. RELATED: Be a better boss: Nine ways to inspire your team 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. RELATED: How to keep your employees happy when announcing promotions 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.  Tue, 31 May 2016 10:37:24 +0800 Greg Tadman 3946 https://www.michaelpage.com.hk/advice/management-advice/staff-development/6-tips-managing-remote-teams-more-effectively Having looked after teams in Asia over the last eight years, I am the first to admit that managing people remotely is hard work. Why? Because remote teams are isolated from the day-to-day communication that the rest of us take for granted. While everyone might be clear about a project at the start of the week, by Friday the work may have been clarified, discussed, refined and massaged into something very different. Without access to these conversations, it’s no surprise that your remote team members can be five steps behind everyone else! We assume they’re on the same page, but in reality they’ve been left out and robbed of the opportunity to add value. Throughout my career, I have found that the secret to effectively managing teams remotely is simple: When in doubt, communicate! Here are six ideas that I’ve implemented to stay better connected to my team overseas: Create a daily summary At the end of each day, a member of my team will compile discussion points around key projects. If we talked about processes, issues, concerns, or made any decisions during the course of the day – it’s documented, filed, and sent out to the remote team members. That way, nothing gets lost in translation. I’ve been doing this with my teams for the last 12 weeks now and the results have been very positive – the remote members of my team feel more included and informed; and I can close doors faster with fewer errors than before. Give them clear goals, tasks and deadlines We all know role ambiguity kills engagement. The last thing I want is for the remote members of my team to feel like they’re isolated from the rest of the team, and are waiting around for work. It’s critical to let them know exactly what I want them to achieve over the coming month/quarter, so that they can feel empowered, independent and in control. During regular catch-ups we’ll verbally agree on tasks, KPIs, short and long-term milestones; document them; and then refer back to this on an on-going basis. Checking in regularly to see how they’re going is critical, particularly for those that are shy/uncomfortable about bringing up issues. Of all the engagement strategies I’ve implemented, I’ve found this to be the most effective so far. Recognise their efforts publically Remote teams often don’t get the verbal “Good job!” that people offer in passing here. I make an effort to regularly recognise their contribution publically, such as in a team meeting or team email. This helps them to feel like their efforts are acknowledged and valued – and that they’re part of the team. I don’t always wait for something “big” to happen to recognise them. It could be as simple as telling them they have written a good email, or thanking them for completing a task proactively. Recently one of my team members in Asia presented some information on a conference call. I sent them an email telling them they did a great job on the call citing a specific example: “I like the way you handled question x on the call.” I then followed that up in our next team meeting giving them a few minutes on the call to talk about their presentation and how they felt it went. When it comes to managing people remotely, out of sight doesn’t need to mean out of mind. By making the effort to (over)communicate and include them as part of the team, we both win. Get them involved in team building/celebrations Celebrating together and creating shared memories is one of the best ways I’ve found to bring my remote and local teams together. Here’s an example: My team completed a major global project last year, and I was given budget to take them to lunch as a congratulations. Instead, we bought a cake in Sydney and organised a team meeting via teleconference. While on the line to Singapore, they received a knock at the door, and were surprised with a cake of their own (which I had organised through the office manager). We all enjoyed in the cake celebration as a team, and it’s a memory that the team in Singapore still recount to this day. We do the same for holidays – whether it’s exchanging Christmas cards, chocolates for Valentine’s Day, lanterns for Diwali or envelopes for Chinese New Year – if it happens here, we make sure it happens for the remote members of my team. For a small cost, these things go a long way to making people feel included. Schedule meetings within their time zone Another simple consideration: if you are managing people outside of your country, make meetings in a convenient time within their time zone. Unless a major crisis has erupted, I also avoid missing or changing meetings with Asia. They’re not here to understand why a meeting can’t happen, so it’s important to honour the commitment to demonstrate that I value their time and prioritise our catch ups. Slow down meeting agendas Phone conversations are tough, even if language issues aren’t a factor. For people on the receiving end it’s often difficult to hear, hard to interject, and impossible to interpret social queues. It’s critical to avoid rushing through the agenda. Remote teams need a chance to weigh in and respond, as we can’t see perplexed looks or confusion. They need to feel they’ve had a chance to listen and participate. Here’s how I structure each discussion point: “Does anyone in Asia have any questions?” “Does anyone in Australia have any questions?” “Asia team – before we move on from this topic, do you have anything more to add?” This gives my remote team ample opportunity to have things repeated, clarified or explained. Meetings are minuted and distributed, then followed up with a personal phone call to ensure everything was understood, and to give them a chance to clarify things privately. It also means that as a manager all major announcements and changes are captured, should I need to refer to them down the track. When it comes to managing people remotely, out of sight doesn’t need to mean out of mind. By making the effort to (over)communicate and include them as part of the team, we both win – the business leverages their talents, and they feel like an engaged and valued member of the team. Mon, 01 Dec 2014 12:25:30 +0800 Marcus Sandmann 3446