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  • Published on

    Business is always personal in Asia.

    AsianCulture Leadership Recruitment

    Business is always personal in Asia.


    We often assume business is a universal language, but the "dialect" changes drastically across borders.


    In many Western contexts, the sales revenue or transaction is king. But looking through an Asian lens, all business is personal. It isn't just about contracts or invoices; it is about the human connection & lifelong trust behind them.


    There is a profound preference for harmony. Rather than the "move fast and break things" approach—often viewed as the destruction of the normal order—there is a focus on stability, respecting hierarchy, and maintaining balance.


    This "Let's not change anything" miindset heavily influences leadership expectations. Asian bosses typically prioritize deep, demonstrated loyalty from their existing staff over the ambitious new hires. However, new hires who can lead and execute the business plan will win over the bosses. It is not about the volume of your voice in the boardroom, but the depth of your commitment after you leave the room.


    To navigate the global market, we must move beyond our own cultural defaults and appreciate these nuances in Asian markets. What works in one city may not in another Asian city..


    How do you balance the drive for business transformation (disruption) with the need for harmony in your professional relationships? What happens when the firm faces a crisis unsolvable using existing leadership?


    #DigitalTransformation hashtag

    #ChangeManagement hashtag

    #BusinessTransformation hashtag

    #BusinessCulture hashtag

    #GlobalBusiness hashtag

    #Leadership hashtag

    #Networking hashtag

    #AsiaBusiness hashtag

    #AsianCulture

  • Published on

    That’s not hiring. That’s a betrayal.

    AsianCulture Leadership SocialResponsibility In-Demand-Skills

    When I was managing a team, we had this sacred rule: never, ever let the people who got us here feel like they’re worth less today than yesterday.


    And yet, I see it happening everywhere in recent years. Companies hiring in a frenzy. Salary for new talent have exploded (sales, engineers, designers, product people). A fresh graduate suddenly makes 30% or 40% more than the person who’s been bleeding for the company for 5 years. Same role.


    That’s not hiring. That’s a betrayal.


    You know what it feels like when you’ve been at a place for years, you’ve shipped incredible products, you’ve worked nights and weekends, you’ve turned down better offers because you believed in the mission… and then some new person walks in, glances at the code you wrote, and gets paid dramatically more than you? It feels like a slap in the face. It feels like the company is saying, “Thanks for working long nights building this thing. Now step aside, the new guy’s more valuable than you.”


    That’s how you destroy a culture. That’s how you kill the soul of a team.


    I’ve seen it. I’ve felt it in the hallways. The best people (the ones with taste, the ones who care deeply, the ones who made the products insanely great) they don’t complain loudly. They just quietly update their résumé. And one day they’re gone. And when they leave, they take the magic with them.


    So here’s what I would do:


    1. Never let the market dictate your soul.

    Yes, you sometimes have to pay crazy money to get the right person. Fine. But the moment you do that, you go back to every single person on the team who’s in a comparable role and you tell them that we’ll review their salary upwards in the next budget. You just do it. Because new people's pay might get disclosed (somehow).


    2. Equity is the great equalizer.

    Cash salaries get compressed and distorted by the market. Shares doesn’t lie. Give people real ownership that grows with the company they helped build. When the company does well, the people who were here in the begining will get insanely high stock valuations. That’s how you keep the early believers believing.(and staying)


    Great companies aren’t built by the people who joined yesterday. They’re built by the people who stayed through the dark days, who shipped the impossible, who cared when it wasn’t cool yet.


    If you let salary inflation turn those people into second-class citizens, you don’t just demotivate them; you lose them. And when you lose them, you lose everything that made your company special in the first place.


    Take care of the people who took care of you.

    It’s not complicated.  It’s the right thing to do.


  • Published on

    the Challenges of hiring top digital talent in Asia

    AsianCulture Recruitment In-Demand-Skills
    Image description





    ​The demand for highly-skilled business and IT professionals now outpace the supply. 
    ​
    We believe that tech talent shortages most likely impact the following areas: 
    - Cybersecurity: With cyber threats more sophisticated than ever, skilled cybersecurity professionals are in demand. 
    - Software development: Companies need more software developers to keep up with rapid technological changes and the growing need for custom software solutions. 
    - Data analysis and data science: Today’s businesses need skilled data analysts and scientists to capture, interpret, and use various data to drive growth. 
    - Artificial intelligence (AI) and machine learning (ML): These are driving innovation in every field – from healthcare to finance to manufacturing – so the demand for AI and ML specialists is high. 
    - Cloud computing: As more companies migrate to cloud platforms, the need for cloud computing professionals surges. 
    - Emerging technologies: More firms are integrating blockchain, augmented reality (AR), virtual reality (VR), and other emerging technologies into their businesses and consumer products, increasing the need for experts in these fields. 
    - Tech support and IT services: As technology takes center stage in nearly every industry, companies need professionals to support their tech systems. 
    - Non-tech roles: The world is becoming increasingly digital, and tech touches nearly every role. The workforce at large must be more tech-savvy. 

    The tech skills gap can lead to many problems for your business. It can set you back in your plans to innovate, hinder opportunities and growth prospects, and prevent you from meeting customer needs. 

    Add the perpetual shift and evolution of technology, and each year continues to present different recruitment challenges for organisations to navigate.

    Here are key challenges which organisations face when recruiting:

    - The shortage of available talent. The demand for skilled and experienced technology professionals has never been higher and subsequently organisations are finding themselves under immense pressure to find the talent to deliver on projects. Organisations are competing for the same skills and many are turning to contractors to fill immediate skills gaps. DevOps Professionals, Cyber Security Specialists, and Data Scientists are only the beginning of a long list of critical tech skills that are in short supply. This is further compounded by very specific demands from organisations who are no longer just looking for professionals with the desired technical expertise. Added to this they now want relevant industry experience, demonstrable business acumen and good communication and interpersonal in order to help an organisation navigate future business challenges.
    - The right candidates may live elsewhere. The shortage of local tech talent means organisations are expanding their geographical search. This opens up opportunities to find highly skilled talent not just within another state or region but on a broader global scale too. Remote working is not without its challenges, but technology increasingly allows communication, collaboration, relationship building and knowledge sharing solutions.
    - Top talent wants a competitive salary & benefits. Tech professionals know they are in high demand and therefore have the upper hand in salary negotiations and selecting the right role for them. The overall package is increasingly important to top talent.  Organisations must also now sell the job and career opportunity to candidates. An organisation’s brand matters more than ever given the reach of social media and online reviews. Building a reputation as an employer of choice is therefore key. Part of this involves promoting career progression opportunities, the ability to work with cutting-edge technologies and continuous learning opportunities. Additional benefits such as flex-place or flex-time, extra superannuation or performance-based bonuses can also be the differentiating factor between candidates choosing one role over another.
    - Slow hiring processes:  In order to ensure the best talent doesn’t get snapped up by rival businesses, employers, particularly in the world of tech, need to consider how they can shorten their recruitment process. For instance, candidates could undertake multiple interviews with co-workers, senior management and the HR/talent team, sit aptitude and technical tests, receive feedback and be offered a conditional role, all in just one day. We’re seeing companies already using such a scaled-down recruitment process for certain positions and this approach brings advantages to both the employer and the candidate. 
    - Today’s requirements could change tomorrow. Given the rapid rate of technical innovation, it is difficult to predict what kind of disruption organisations might face next. Employers are therefore recruiting tech talent who not only fulfil a specific need of today but are futureproofed to stay relevant in future.  This means looking at how a candidate’s skills have changed over time to establish their level of adaptability and willingness to continuously upskill.

    Attracting and retaining top tech talent will remain a challenge given the current supply and demand ratio, but employers that develop and adjust their recruitment practices accordingly will secure strong candidates in our evolving digital landscape.
  • Published on

    East VS WEST?

    AsianCulture Leadership
    Understanding the differences between Western and Asian cultures and work ethics is crucial for fostering effective collaboration and mutual respect in a global workplace. Here are some key distinctions:

    Cultural Differences between East and West at the workplace:

    Individualism vs. Collectivism:
    - Western Culture:
    • Generally emphasizes individualism.
    • People are encouraged to express their own opinions and pursue personal goals.
    • Independence and self-reliance are highly valued.
    - Asian Culture:
    • Often focuses on collectivism.
    • Emphasizes group harmony, family, and community.
    • Decisions are frequently made with consideration of their impact on the group or community.

    Communication Styles:
    - Western Culture:
    • Typically more direct and explicit in communication.
    • People value clarity and straightforwardness.
    • Open debate and discussion are common.
    - Asian Culture:
    • Communication tends to be more indirect and nuanced.
    • Emphasis on context and reading between the lines.
    • Respect and harmony are maintained by avoiding direct confrontation.

    Hierarchical Structure:
    - Western Culture:
    • More egalitarian and less hierarchical.
    • Leaders are often accessible, and open-door policies are common.
    • Employees may feel comfortable voicing opinions and challenging superiors.
    - Asian Culture:
    •   Often more hierarchical with a clear respect for authority and seniority.
    •   Decisions are usually made by higher-ups, and subordinates may be less likely to challenge authority.
    •   Emphasis on respect for elders and those in higher positions.

    Attitudes Towards Change:
    - Western Culture:
    • Generally more open to change and innovation.
    • Encourages risk-taking and experimentation.
    • Adaptability and flexibility are valued traits.
    - Asian Culture:
    • May be more conservative and risk-averse.
    • Preference for maintaining tradition and stability.
    • Changes are often implemented gradually and with caution.

    Work Ethic Differences

    Approach to Work:
    - Western Culture:
    • Work-life balance is emphasized.
    • Flexible working hours and remote work options are increasingly common.
    • Productivity is often measured by output and results.
    - Asian Culture:
    • Strong emphasis on hard work and dedication.
    • Long working hours and presenteeism are common.
    • Loyalty to the company and perseverance are highly valued.

    Team Dynamics:
    - Western Culture:
    • Encourages teamwork but also values individual contributions.
    • Team members may have clear roles but are expected to take initiative.
    • Collaboration is often structured and task-oriented.
    - Asian Culture:
    • Strong focus on teamwork and collective effort.
    • Emphasis on group harmony and avoiding conflict within the team.
    • Team members may defer to the group consensus or leader's decision.

    Decision-Making:
    - Western Culture:
    • Decision-making can be quick and is often based on data and analysis.
    • Individual accountability is emphasized.
    • Openness to debate and different viewpoints is encouraged.
    - Asian Culture:
    • Decision-making can be slower and more deliberate.
    • Consensus-building and ensuring everyone’s opinion is considered are important.
    • Decisions often take into account long-term impacts and relationships.

    Reward and Recognition:
    - Western Culture:
    • Individual achievements are often recognized and rewarded.
    • Performance-based incentives and promotions are common.
    • Public recognition and praise are typical.
    - Asian Culture:
    • Group achievements are frequently recognized.
    • Rewards and promotions may be based on seniority and loyalty.
    • Praise may be given more discreetly to avoid singling out individuals.

    Understanding these cultural and work ethic differences is crucial for fostering effective communication and collaboration in multinational teams. By respecting and integrating diverse cultural perspectives, organizations can create more inclusive and productive work environments.