Executive Corner This is a fortnightly column featuring leaders in the executive search industry International search for executive talent By Marc-Yannick Ceyton Expatriates from Hong Kong or Asia are still the preferred candidates for senior management positions in China As Asia's economy picks up pace and major organisations focus on their plans for expansion within the region, the demand for senior executive talent has never been greater. In some cases, employers are even instigating global searches to identify candidates capable of managing and reshaping their businesses in a fast moving and ultra-competitive market. Blue-chip companies are increasingly on the lookout for experienced individuals who can provide effective leadership and successfully blend local and international talent in one cohesive unit. And nowadays, the task of finding suitable candidates and matching them with prospective employers is often outsourced to executive search consultancies with extensive international office networks and industry contacts. "The most prevalent current trend is still toward appointing Hong Kong or Asian expatriates with the right language skills to take up senior-level engagements in mainland China," says Fiona Yung, director of Tricor Executive Resources Limited. Ms Yung is an authority on the subject having worked with many top organisations in recruiting senior executives to take up positions in Asia. She has found that, in the current environment, Hong Kong Chinese executives educated or trained overseas can represent the best of both worlds. They have extensive international exposure and qualifications along with local knowledge, language skills and the necessary cultural sensibility. The expatriate community is booming as are the cities themselves New perceptions One key factor attracting these Hong Kong or overseas expatriates to China is that the mainland is no longer seen as a difficult or unfashionable place to live. Indeed, cities like Beijing and Shanghai offer exciting career opportunities and a quality of life the equal of almost anywhere in Asia. "The expatriate community is booming as are the cities themselves," Ms Yung says. She points out that, compared with Hong Kong, housing is better value for money and the major cities are sufficiently westernised for people to enjoy a comfortable lifestyle. Nevertheless, when conducting a targeted executive search for a senior position in China, Tricor still finds that someone with a Chinese background, fluency in Putonghua and local experience usually has a huge advantage. "Not surprisingly, the families of executives from Hong Kong find it significantly easier to settle in. While management principles are universally applicable and not culturally bound, local knowledge makes a big difference," she explains. If asked to undertake an international search for an executive with specific experience and skills, a consultant will utilise any number of proven methods to identify and open discussions with the best qualified candidates. Recruitment firms may specialise in certain industries or professions and, with their overseas offices, will maintain databases with precise information about top executives and their current employers. This enables them to access relevant details and quickly consider possibilities when a client enquiry comes in. "The process is tailor-made to each client's specific needs, goals and corporate environment," says Ms Yung. Dangling the carrot While money isn't everything, it obviously plays a significant part in any negotiation, especially if an executive who is well settled has been approached about a move. Ms Yung admits that the salary offer has to be good, but adds that any senior candidate considering relocation to another city will examine the whole package on offer, including basic remuneration, tax benefits, housing, car allowance and schooling. Also, she emphasises, anyone considering a move will expect the new position to be challenging and to provide an opportunity to take the next career step and achieve personal growth. If a candidate is being asked to relocate their family and work in a different cultural environment, it is not a decision to be taken lightly. It is therefore necessary to allow new arrivals time to settle into the company and the position and realise there will be a period of readjustment which can often be difficult for all concerned. In some circumstances, appointees may have little idea of what will confront them, so executive recruitment firms can also pass on their expertise and experience in this respect. Having dealt with countless similar situations, they have the know-how and extensive contacts to provide practical advice and general guidance. In the ongoing battle for executive talent, the best search firms are increasingly marked out not simply by their ability to find the best available candidates, but also by being able to ensure the best match with the employer and prepare both sides for the challenges that may lie ahead. The executive search process 1. Analysis of employer needs 2. Building an attractive package 3. Scan the market 4. Research companies and candidates 5. Identify suitable candidates 6. Initial contact and the sorting process 7. Interview and assessment of potential candidates 8. Debriefing process with candidates and the potential employer 9. Sealing the deal after in-depth reference checks 10. Finalising terms of the package and making an offer Taken from Career Times 15 July 2005 Your comments are welcome at [email protected]