The Asia-Pacific Career Guide gives insight into the world of employment outlook and opportunities for the next-in-line managers across the APAC region.

1. asia-pacific career guide
Employment outlook
and opportunities for
next-in-line managers
across the region
by anthony raja devadoss

2. the market
It’s never been more difficult to summarise the economic and business outlook
for one region as it is right now. Many interconnected forces are at play and
actual outcomes are dependent upon how individual countries and governments
react. However, it seems Asia-Pacific is the quiet centre in this storm.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
2

3. What you’ll be working with in 2012
China, India, and their developing neighbours Exposures in Asia to European debt is a concern For mid-to-senior level career development in • Regional knowledge, global mindset:
have the world’s economic future squarely but thanks in part to relatively high inflation, the region, the focus for the next 12 months is demonstrating a broad understanding of how
pinned to them. Yes, we need a stable EU and there is greater room for policy-driven stimulus going to be on: culture, government policy and organisational
a prosperous America, but in the APAC region, and corrections here than in other parts of the structures differ across the regions will be key
China is still the critical engine of growth. And world. All of this adds up to one outcome: if • Capturing growth: individual ability to to many companies looking to consolidate in
as time goes by, China is less dependent upon opportunity and career prospects are going to understand and recognise opportunities in existing markets and grow in new ones.
external demand to fuel its development. remain strong anywhere, it’s in Asia-Pacific. the region (and outside it) will be critical to
So, it’s likely that slowing exports to the EU— executing company strategy. Whether you’re a manager looking to take the
should the negative news continue—will likely As the beacon of economic prosperity next step in your career, or a leader looking to
throughout this crisis, companies large and • Improving process without slowing growth: fill mid-to-senior level positions, these will be
trigger a softer economic landing here than in
small will continue to look for opportunities high growth in the region has meant process among the defining characteristics of successful
other parts of the world.
in the region. From an individual career and governance has taken a back seat. As candidates in the short- to medium-term.
Third-quarter data shows China, India and development perspective, solid experience growth moderates, managers will need to utilise
Indonesia are still growing strongly while the in the Asia-Pacific region is going to become their skills to improve oversight across a range
smaller, emerging economies in the region are a key differentiator, and in some cases a of areas without impeding flexibility and agility.
experiencing less robust growth. Intra-regional prerequisite. That said, experience in other
demand is still strong, evidenced in part by markets is going to be of greater use to local
continuing inflationary pressures. companies looking to expand outside the
region. Local companies are on the rise and
need talent to help them capture opportunities
in other markets. If you have knowledge of
both, you’re already streets ahead.
All of this adds up to one outcome:
if opportunity and career prospects are going
to remain strong anywhere, it’s in Asia-Pacific.
3

4. Companies and industries to watch
Banks and resources are unsurprisingly among
the dominant players in the Asia-Pacific region. CJ CheilJedang, South Korea
SK Group, South Korea
By market capitalisation, the regions banks, Samsung Electronics, South Korea
particularly those in China, are forging ahead of Hanwha Group, South Korea
Hyundai Group, South Korea
international competitors. However, there are a
growing number of opportunities in expanding Asian Paints, India
industries including property, retail goods, food Airtel, India Mitsubishi UFJ Financial Group, Japan
HCL Technologies, India
and telecommunications. It’s these sectors that
will be looking to expand and hire key talent
in the short- to medium-term, and which offer
among the best career prospects. Agile Property Holdings, China
Ping An Insurance, China
Belle International Holdings, China
China Mobile, China
Gome Electrical, China
Axiata Group, Malaysia
HTC, Taiwan
Noble Group, Hong Kong
JG Summit Holdings, Phillippines
Asia-Pacific Breweries, Singapore
CP All, Thailand
Adaro Energy, Indonesia
Bank Central Asia, Indonesia
Newcrest Mining, Australia
BHP Billiton, Australia
Figure 1. Companies with strong growth prospects in
the APAC region. This list provides a small snapshot of
companies well-positioned to offer career prospects in
the region. Their competitors are well worth watching, as
are companies that may provide expansion and merger
opportunities.
4

5. the Focus
One of the biggest changes in the Asia-Pacific employment markets over the past
five years has been—and will continue to be—the rise of local firms as preferred
employers. What this group is focused on will be different to the multi-nationals.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
5

6. Local versus global strategies
Multi-nationals have enjoyed employer-of-
Multinationals versus Domestic employers in China
choice status in the region for a long time,
largely due to greater opportunities and higher
salaries. However, this is no longer the case.
Local firms can now offer similar or greater
Employees preferring multinationals
opportunities for the right candidates.
Employees preferring domestic firms
13% 55%
33% 18%
2007 2009
6

7. The keys to growth
The strategic priorities for companies in the • Increasing customer value: dominant • IPOs and shareholder value: as traders and • Sustainability: a rapidly urbanising population
region, or expanding into it are changing. They players in emerging markets (such as China investors look for safe havens in the economic is increasing pressure on cities, infrastructure
will be looking for candidates to help them Mobile, which has an estimated 600 million- storm, experience in IPOs in the region and and the environment more generally. While
capitalise on issues such as: plus users) face the tougher task of growing in delivering increased shareholder value are overall CO2 emissions from Europe and North
and maintaining market share amid growing going to be sought-after skills. America are decreasing, Asia-Pacific emissions
• Expanding outwards from Asia: while many competition. Instead, they will be looking are still rising substantially year-on-year. As
companies are clearly looking to expand into for talent to make more out of their current • Mergers & joint ventures: as companies governments implement pollution reduction
Asia-Pacific, local companies are also looking opportunities and increase loyalty to compete look to grow market share in an often tightly schemes and tighter regulations on industry, the
to expand out into other regions. Assisting with new entrants in their market. regulated market, acquiring local businesses ability to improve productivity and reduce costs
companies based in local, emerging markets or entering into joint ventures is high on many through sustainability measures will be in higher
throughout Asia to grow their borders will be a • Speed of strategic implementation/change corporates’ agendas. The $7.2bn deal between demand.
key skill in high demand. management: companies face a competitive BP and Reliance Industries is just one of many
race to capture opportunities in the region— examples of how even large organisations are
• Accessing Asia’s cash reserves: banks are their talent requirements are increasingly managing growth in the region.
looking to increase margins, reduce risk and focused on proven ability to implement large-
consolidate loan volumes. More international scale change projects quickly.
banks are seeking to increase their presence
and relevance across Asia, particularly to access • Plugging skills gaps: growing economies
private cash reserves held by individuals and tap need talent, and particularly in APAC there are
into the need for business loans in the region. large gaps between talent needs and availability
Banking and financial services across Asia- of skilled resources. So, companies will be
Pacific is likely to become more competitive as looking for people with the ability to train and
a result. lead others in particular fields—exceptional
people management ability will be high on
the list of desired skills. Understanding cultural Companies will be looking for people with
differences and the ability to adapt leadership
qualities for different markets will be critical for the ability to train and lead others…
the leaders of the future.
7

8. the skills
There are significant skills shortages across much of Asia-Pacific and
employment remains high despite economic uncertainty globally. Shortages
of both technical and “soft/people” skills, threaten to limit organizations’
abilities to serve the needs of their clients and customers, and this is a strategic
constraint many organisations are seeking to more proactively manage.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
8

9. Understanding the shortages
The industries still enduring the most acute • Communication: with an increasing number
critical skills – all industries
shortages of mid- to senior talent are the of communication channels used by businesses,
what is most important and what is in shortage?
engineering, life sciences and pharmaceutical, including email, web conferencing and social
retail, and the IT & telecommunications sectors. media, there is more pressure on mid- to
However, particular skill sets are in high demand High importance senior-level executives to adopt a concise
and low supply across many sectors. Knowing and meaningful communication approach.
what these are can help you position yourself Being able to communicate effectively across
for career growth. Communication
multiple platforms will be a distinct advantage
Work-related Problem solving & over other candidates.
Given the cultural and language diversity of technical skills decision making
the region, as well as the talent development Teamwork People management • People management & strategic thinking:
pressures that have been created by rapid Strategic thinking in Asia-Pacific, issues of management style
growth, it’s perhaps not surprising that the skills and the ability to convey a strong vision to staff
in greatest demand but lowest supply in the are rated as more critical to employees than
region include: low shortage High shortage in other parts of the world. Our own research
• communication of some 97,000 employees globally reveals that
Initiative & enterprise
• problem-solving and decision-making Lifelong learning employees in Asia-Pacific are more likely to cite
• people management; and Global mindset management issues as a reason to leave their
• strategic thinking. Marketing & sales workplace. As companies look to stem the
Creative thinking
Project management tide of high turnover in the region, management
For candidates living in Asia-Pacific, developing Self management
for retention will be a key differentiator for
Negotiation
these critical skills and demonstrating senior managers.
Health & workplace safety
experience in delivering them will provide
a significant advantage in obtaining your
low importance
preferred role. For outside candidates looking
to work in the region, it’s likely that these
skills will be nothing short of mandatory as
companies seek to plug skills gaps and recruit
candidates externally to improve performance
across these areas.
9

10. Skill needs by industry
Across each of the five sectors surveyed,
common themes and niche issues arose
regarding skills shortages. All five sectors
reported high demand and high shortage of Strategic Thinking
problem-solving and decision-making skills
in potential candidates. In the manufacturing Fin Services / Banking
sector, teamwork seems to be a niche issue, as
Creative Thinking IT & Telecomms
does the lack of work-related technical skills in
the engineering and financial services sectors. Manufacturing Life sciences/ Pharma
Life sciences / Pharma Work-related
tech skills
Communication IT & Telecomms
Fin Services / Banking
Manufacturing
Engineering
Fin Services / Banking
IT & Telecomms Problem-solving /
decision-making
Engineering
Manufacturing
Teamwork
Life sciences / Pharma
Manufacturing
IT & Telecomms
Fin Services / Banking
People Management Engineering
Life sciences / Pharma
Fin Services / Banking
10

11. the sell
For mid- to senior-level positions, more often than not, the job
comes to you rather than the other way around. However, there are
ways to increase the likelihood that the right job will find you.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
11

12. Networking & influencing
In developing markets throughout Asia, Networking opportunities: • Online networking sites: connecting with • Work functions: we all need to balance work
including India, China and the Philippines, recruiters and colleagues on professional online with family and other commitments, therefore
personal networks are by far the most dominant • Professional associations: attending events forums has varying impact depending on your it’s critical to choose carefully which work events
way that people find work. The number of and being a member helps, but being actively market. In Australia, Singapore and other you attend. Larger events may actually be
people here who utilise friends and family to involved in formal ways helps even more. When developed markets it’s a good way to keep lower in value from a networking point-of-view
gain employment in these countries is much there are opportunities to assist with events or up with a large number of opportunities and and provide fewer opportunities to engage in
higher than the global average. to take on formal positions within a professional connections, yet there are significant cultural meaningful dialogue. Look for opportunities to
association you’re affiliated with, jump at barriers to this form of networking in places share knowledge and engage with others that
Across the region, it seems that the more them¬—you can make many connections and like China. It pays to be aware of cultural represent quality over quantity.
developed the economy the less reliance learn from others. norms when looking to expand networks and
there is on friends and family to gain work. if your strategy is region-wide, you’ll need to
In Singapore, Australia and South Korea for • Alumni groups: if you are completing further
use more than one site and more than just
example, candidates are more reliant on study or have done so in the past, join or
online methods.
recruitment firms and other forms of advertising reconnect with alumni groups. The commitment
to find employment than they are on family and is low and many only require attendance at
friendship networks. That said, social media a couple of events annually, but they are a
networks are growing in importance and have great way to stay connected with like-minded
significant benefits if used to your advantage. In individuals as they move through their careers,
any market now, it’s important to understand the as well as opportunities to source new talent.
difference between networking and influencing.
The rise of influence
Forget about how many people you’re connected with online—who are they, and how connected
are they with experts in your field of work? How likely are they to view, comment on or share any of
your network activities? The quality of your connections and the take up of the content you share
will increasingly determine your ability to become an ‘influencer’ online. And for roles in the sales,
marketing, HR and management consulting fields, the ability to influence is gaining importance.
However, this only holds true in some markets. So, do your research, think broadly about how your
content will be perceived across borders, and remember that there is really no such thing as a global
social networking platform.
12

13. Leveraging recruiters & HR consultancies
Recruiters, head-hunters and HR consultancies Make sure they know you well: spend time Be patient: when you’re ready to jump ship it’s
come in all shapes and sizes, and no matter how with your recruiter. When we’re busy and tempting to go before the right role comes up, Free agents, freelancers
senior or junior you are, there will be one to suit already gainfully employed it’s hard to find but it can take upwards of six months, even in a and flexibility
your needs. The hard part is knowing how to the time and the motivation for meetings and buoyant market, to find the right role at a senior
A report from the Economists Intelligence
get the most out of them. coffees with recruiters, but a good one will get or managerial level.
Unit: Global firms in 2020 shows that there
to know you and your strengths well in order to
Know what you want and what you don’t: if Know what you’re worth: don’t look for is a growing trend toward free agency and
match you with the right role. But they can’t do
you wait for recruiters to come to you, chances recruiters to decide your salary. Know as much contract work and a decline in permanent
this unless you give them time.
are they’ll be more focussed on filling the role or more about the marketability of your skills so positions. When executives were asked,
they have on offer than on what your individual they can set expectations with clients upfront. “How will the employee experience change at
needs are. It’s in recruiters’ interests to get the [your] organization over the next 10 years?”
best fit, but when they have vacancies they’ll Six in 10 (62%) said that they would expect
look to fill it as fast as they can. So, recruiters to see a growing proportion of contract-based
can be part of a proactive career strategy but workers, or free agents—that’s five times
only if you’ve got a good idea of where you’re the number who expect to see a
headed. If you’re looking for career advice, growing proportion of permanent workers
head to a specialist in your field, not a recruiter. at their organization.
If you fit the description of a free agent, you’re
better off partnering with HR consultancies or
outsourcing firms who work with companies on
a project-by-project basis.
Recruiters can be part of a proactive career
strategy but only if you’ve got a good idea of
where you’re headed.
13

14. the reward
Regardless of your role, skill level or industry, it pays to know
what you’re worth before you start negotiating. If you know that
a particular skill is in high demand and you have it, you should do
your research to find out what other firms are paying for it.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
14

15. Wage growth
Wage growth across Asia-Pacific continues India, Indonesia and China have seen Wage growth in the mature Japanese
to be strong due to skills shortages and the strongest wage increases in 2011. and Australian markets lag the broader
elevated inflation. region, but are less impacted by
• India’s average wages were forecast to rise inflationary pressures.
• Stronger than expected job creation lifted 10% in 2011, with some analysts predicting
average wage growth to 5.2% in 2010 – a 12-15% annual wage growth over the next • Japan continues to experience the lowest
significant improvement over the 3.2% five years. Engineering, auto, and energy wage growth in the region as job creation
growth reported in 2009. sectors are seeing among the strongest was weak leading into the earthquake/
wage hikes. tsunami. The 2.3% wage growth estimate for
• Strong demand for talent has caused 2011 was made prior to the disasters.
employee turnover rates to double or triple • China’s 31 provinces boosted minimum
across China, India, Australia, Singapore and wages by an average of 24% in 2010, • Australian hourly wages grew 4% YOY during
Malaysia during the first half of 2010. prompting some manufacturers to look the first quarter on 2011 following a strong
elsewhere for cheaper labor. In January, year of job creation. As Australia approaches
Coach Inc. announced it would decrease the full employment and skills shortages grow,
production of its handbags and wallets from further wage pressure is anticipated.
85% to 50% by 2015 in China.
• Dong Tao, an economist with Credit Suisse,
believes China will reach the “Lewisian
turning point” by 2014 – a critical moment in
a developing economy when its surplus labor
supply dries up, prompting hikes in wages,
prices, and inflation.
• Inflation is contributing to Indonesia’s 9%
wage growth forecast in 2011.
15

16. the first 6 months
So you’ve secured the right role and start tomorrow. Before you get too
comfortable, you should know that your biggest challenge still lies ahead: making
the role a success. The first six months of a new role are critical. This is when you
set the expectations for the rest of your tenure and when people will be keen to
know what you have to offer. Three of our key leaders in the Asia-Pacific region
share their advice on what to focus on in the first six months of your new role.
01 the market
02 the focus
03 the skills
04 the sell
05 the reward
06 the first six months
16

17. James Agrawal, Country Head of BTI India
Asking questions and On building relationships Words of wisdom
making change
When starting out in a role, new relationships Respect individual space. Don’t overdo
During the first six months in a role, my will often be one-dimensional. It’s only when your own PR and don’t buy into gossip!
advice is to focus more on listening and you get to know people better and how The more you focus on completing
observing before getting into questioning- they operate that you can align your efforts your tasks the better off you’ll be.
mode. New employees cannot always be to build relationships more effectively.
aware of all the issues going on and should
focus on getting as much clarity as possible Obviously, you’re drawn to people who have
on work-related issues and challenges. similar likes and dislikes and ways of operating
as you do. With any work relationship, including
Generally, I think waiting a little longer to the relationship with your manager, it must
float your new ideas ensures you can do so always be a fine balance between individual and
knowing that you have a good understanding professional priorities. When you get this right,
of workflow and all other issues. you have something sustainable and productive.
17

18. YouMe Jeon, Country Head of BTI South Korea
Asking questions and On building relationships Words of wisdom
making change
Relationships are very, very important. Be open-minded. The company will be different
In the beginning, you need to listen and They help you adapt to the new culture than your previous company, so embrace the
observe, but you also need to learn about and business environment faster. In terms difference and be positive. Your views and
your new company as quickly as possible— of the relationship with your new boss, try thoughts are more important than anything else.
and asking questions is a good way to to share and be as open as possible, even
do that. So, you need to do two things when what you have to share is negative.
at once: you need to listen and observe, If you do that, you’ll build trust quickly.
but at the same time you need to ask as
many questions as possible to settle in.
Before making or suggesting any big changes,
make sure you really know the company
and culture first. After that, you would be
better off showing and presenting your ideas
and thoughts methodically. You shouldn’t
be in a rush to change until you know
exactly what affect the change will have.
18

19. Wanna Assavakarint, Country Head of BTI Thailand
Asking questions and On building relationships Words of wisdom
making change
There are four key things that should be the Focus on the task at hand, yet pay attention
The first six months is the time to foundation of any relationship at work: to the long-term objectives. Take your
learn about the new organization, the responsibilities seriously and passionately.
business, the culture and its people. 1. Don’t get involved in office politics And last but not least, do yourself what
you would demand of your employees.
The key thing to avoid during this phase 2. Be genuine and be true to who you are.
is the making of constant comparisons
3. Respect people at all levels
with your previous organization. It is the
time to move on and thrive in your new
4. Focus on the tasks you are responsible for
environment—and this requires acceptance
and deliver results (generally, managers
that things won’t be the same.
prefer people who actually perform
rather than people who talk about
It is fine to voice new ideas in your first six
performance that never gets delivered).
months, however, I believe that it’s better to
wait until you have a deeper understanding of
the company before you push for big changes.
19

20. Pauline Ng, Country Head of BTI Malaysia
Asking questions and On building relationships Words of wisdom
making change
Different people require different levels of My advice is to be tolerant of ambiguity.
It is my personal style to listen and observe first, engagement. So, when starting out in a new Analyse situations, but have the courage to
and that is typically what I do in new situations. role, I’d spend one-on-one time with the key act when a decision has to be made.
However, as you step into leadership positions people who have a direct influence on the
you are also expected to take quick and decisive success of my role (which could be everyone on If you happen to be leading a team, lead by
action in some situations—the challenge is to the team!) and work my way outwards. Although example and be consistent. Trust is the key and
identify which ones these are. You cannot be spending time as a team is a given, focusing on there should be no doubt that every member
the ‘newbie’ for long, so I’d question as much individuals is important. of the team will act with integrity every time
as I possibly can and be aware that very quickly and do the right thing. Promoting respect and
you’ll also be expected to provide the answers. Make sure you communicate regularly with your making sacrifices for the greater good is also
new boss. One of my former bosses once told critical to galvanizing teams together.
Introducing some new ideas during your me that it is better to over-communicate than
settling-in phase is a good way to gauge how to under-communicate. So, if in doubt, I would
open the team is to change, and to understand include my boss in an email or discuss a matter
what mechanisms are in place for pushing with him or her before sharing it with others.
through a new idea. Although, for a start Communication is a two-way street, so seek
I’d choose a safer idea to test versus a feedback about how you are doing and any
high-risk option. areas for improvement.
20

21. references
ANZ Asia Pacific Economics, Emerging Asia Monthly, September 2011
http://www.cnbc.com/id/42565346/Asia_s_Most_Valuable_Companies?slide=2
http://www.forbes.com/lists/2011/37/fab-50-11_land.html
http://www.unescap.org/stat/data/syb2011/ESCAP-syb2011.pdf
http://www.executiveboard.com/sg/human-resources/asia-hr-executive-board/asia-labor-market/
pdf/Asia-Labor-Market-Briefing_Q4_2010-Q1%202011-PF.pdf
http://in.reuters.com/article/2009/10/21/idINIndia-43321020091021
21

22. About the Author
Anthony Raja Devadoss is currently the Vice President—APAC with the
Outsourcing & Consulting Group of Kelly Services. From network services,
engineering to e-business solutions, Anthony Raja has worked in both India and
Malaysia, within technical roles to the Chief Executive Officer. He has received his
Bachelors degree in Science and his MBA in Marketing & Postgraduate Diploma
in Computing. He holds membership in various local and international associations
such as the MIM, Human Capital Institute & Association of Career Professionals International. He is
the Head of Policy Enablement & Government Liaison with Outsourcing Malaysia and a member
of the Industry Advisory Board for the Graduate School of Business, UNIRAZAK. He has been
recently appointed to the HR Capacity Building task force by the Ministry of Human Resources,
Govt of Malaysia. Anthony is also a member of the HROA APAC Chapter Board.
http://my.linkedin.com/in/anthonyraja http://twitter.com/anthonyraja
About KellyOCG
KellyOCG is the Outsourcing and Consulting Group of Fortune 500 workforce solutions provider,
Kelly Services, Inc. KellyOCG is a global leader in innovative talent management solutions in the
areas of Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent
Workforce Outsourcing (CWO), including Independent Contractor Solutions, Human Resources
Consulting, Career Transition and Organizational Effectiveness, and Executive Search.
Further information about KellyOCG may be found at kellyocg.com.
EXIT