Asia-Pacific

Executive coaching

Anonymous — Wed, 05 Aug 2020 08:17:30 +0000

Executive coaching Anonymous (not verified)

As we take stock of where we are in our lives, we have been forced to disrupt our own narrative and reshape our dreams. As a result, one question emerges: Are you dreaming big enough?

The answer is relatively simple: If your dreams don’t scare you, they aren’t big enough.

I have learned two very important lessons in my coaching journey so far:

Increasing self-awareness will help you turn your fears into fuel.
Partnering with an executive coach will help you set yourself up for success.

The evolution of coaching

Going back to the history of coaching, in the mid-1970s, Timothy Gallwey introduced sport coaching in the workplace with the innovative program The Inner Game of Tennis: “There is always an inner game being played in your mind no matter what outer game you are playing. How aware you are of this game can make the difference between success and failure in the outer game.” (W. Timothy Gallwey).

His new way of coaching was a revolutionary approach to excellence in sports that tackled the issues of how to overcome the inner obstacles that prevent an individual from reaching full potential. From this point onward, coaching became prominent within the learning ecosystem of the Global 500 - a key ingredient for organisations to make their leaders more agile and future-ready.

Having an executive coach to help your professional progress makes perfect sense in today's dynamic business environment. Recent examples also show how companies integrate coaching in their career transition services to support employees to successfully find their next job.

One-on-one Executive Coaching

Whether you are looking at keeping your job search momentum going or adapting to thrive in a VUCA world, your executive coach will be your best ally to:

“Re-energise” - transform your dreams into concrete and measurable stretch goals.
“Re-strategise” - develop grit to push through and overcome internal barriers.
“Re-celebrate” - build a growth mindset and accomplish small wins en route to success.

In other words, an Executive Coach can be a catalyst for change, who will help you navigate through uncertain times.

Coaching and Children’s Cancer Foundation (CCF)

At Page Executive, giving back to others is an important part of our culture. Starting from this month, I will be offering virtual executive coaching sessions to up to 10 clients over a three-month engagement period. In return, I will encourage you to make a donation to our long-term charity partner Children’s Cancer Foundation (CCF). 100% of the gross donations will go to CCF.

CCF is a social service agency with a mission to improve the quality of life of children with cancer and their families and children impacted by cancer through enhancing their emotional, social and medical well-being.

I am very passionate about this project and looking forward to sharing my insights and knowledge during our first coaching session. Are your ready for coaching? If the answer is yes, please connect with me directly on LinkedIn.

Franck Johnson
Senior Partner, Asia
Page Executive

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

Winners, Movers & Shakers in Asia’s Fiercely Competitive FMCG Sector

Anonymous — Tue, 21 Jul 2020 03:51:50 +0000

Winners, Movers & Shakers in Asia’s Fiercely Competitive FMCG Sector Anonymous (not verified)

In the first half of 2020, I had the fortunate pleasure of spending a large proportion of my time speaking with some of Asia’s most influential leaders in the FMCG sectors. Sometimes I spoke to them as clients, sometimes as candidates and oftentimes both. Some of the conversations I had were inspiring, many were up-beat, but some were just downright depressing.

Below are some anecdotes:

Winners

The need for top talent in the Consumer Package Goods (CPG) sector remains strong. From food and beverage to household cleaning products, players in CPG did a great job to meet unusually high demand through quick adaptations of digitalisation. Divisions within companies like Unilever, P&G, RB, Kraft Heinz, Henkel, Kimberly Clark and Hershey capitalised on exceptional market conditions and an ideal portfolio of products. From chocolate bars to laundry detergent, consumers both wanted and needed certain FMCG products in volume.

We continue to see the need for senior FMCG leadership talent in E-commerce, Digital Marketing and Omni-channel Sales roles as well as Logistics, Supply Chain and Procurement. For many companies, COVID caught them with their pants down as their existing e-commerce, digital, technology and supply chain platforms were not robust enough to deal with such high-level disruption.

Hainan, the smallest and southernmost province of China Mainland was the bright spot for CPG with significant travel retail BU’s, with Beijing having raised the annual tax-free shopping limits for Mainland Tourists and also the lack of travelling options - Sales reportedly reached RMB 200 million on 1 May 2020, L’Oreal, Estee Lauder and a number of luxury brands were the main benefactors on Hainan Island in Q2.

Movers & shakers

Despite the uncertainties in first half of 2020, major CPG players showed no hesitancy in renewing their leadership teams and executives exuded confidence in stepping out of their comfort zones in these unprecedented times.

Yeo’s hired Samuel Koh, a returning Singaporean, as their new Group Chief Executive Officer. Samuel joined Yeo’s after his international career with The Coca-Cola Company.
CPG giant PepsiCo hired Wern-Yuen Tan from Walmart to be their Asia Pacific Chief Executive Officer.
Heineken made some significant moves in the region including Jacco van der Linden moving from Heineken Vietnam to Heineken Singapore to take over the Asia Pacific Regional President’s role from Dolf van den Brink.
Matteo Fantacchiotti, long time beer and spirits expert, moved to Campari as the Managing Director of Asia Pacific.
Luigi Mirri was promoted to the position of General Manager APAC as Hershey’s continues its growth strategy across Asia Pacific.
Consumer goods veteran Kelly Tung took over the Asia Vice President’s position at The Clorox Company in Hong Kong.
Kimberly Clark reshaped their Asia Pacific leadership team with Aaron Powell returning to the region as the new APAC President.

These leadership appointments reflect company’s continued interest in internal mobility, regional expertise and hiring local / regional talent whenever possible. This doesn’t necessarily bode well for the aspirational expat seeking refuge in Asia Pacific.

Geographical moves were also in full swing. Moet Hennessy announced the relocation of regional staff from Hong Kong to Singapore while Kraft Heinz completed their move to Shanghai after many years in Singapore. These office relocations have and will create opportunities for local talent as not every executive wants to move countries.

What can we expect in H2?

While many companies were busy with crisis management, major players in FMCG showed no signs of slowing on their people strategy. Whatever may happen in the rest of H2, companies have and will continue to hire exceptional talent to help push through chaotic times and prepare for a new normal.

For many FMCG companies Q3 will be the quarter of reckoning as panic buying reduces and consumers like myself realize that the pantry is filled with all the Ketchup, Dettol, Persil and Peroni to last until 2025!

I can confidently say that my 23 years in Asia and 16 years in recruitment have prepared me well for the dynamic and changing nature of the current market and the constant curve balls that seemed to just keep coming. I have no doubt that H2 will bring about a new set of challenges for clients, candidates and recruiters alike but I’m confident we will find our feet and continue to move forward.

Steve Parkes
Senior Partner
Global Consumer Practice Head
steveparkes@pageexecutive.com

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

Singapore’s shifting C&B landscape in the post-COVID world

Anonymous — Wed, 27 May 2020 07:15:33 +0000

Singapore’s shifting C&B landscape in the post-COVID world Anonymous (not verified)

The Coronavirus Disease 2019 (COVID-19) pandemic has so far been the ultimate litmus test for businesses. Aside from putting their resilience and agility to the most gruelling test there is, it’s also changed the kind of compensation and benefits (C&B) that employees demand for at the workplace. Aside from standard ones like parental and childcare leave, the global health crisis has highlighted the importance of other benefits, such as medical insurance, remote work and flexible work arrangements.

As a business looking to rebound in the post-COVID world and remain competitive, it now takes more than an attractive salary package to stand out from the crowd and bring in the best talent. How then must companies rethink their C&B strategy? And for those looking to break into Southeast Asia for the first time, what is the C&B landscape like in this region? Has it changed in view of COVID-19?

To answer these questions, Page Executive held an exclusive webinar on 23 April to help the business and HR community navigate the changing outlook. Hosted by Tom Ho, Senior Consultant at BIPO, and Jon Goldstein, Regional Director at PageGroup, the webinar focused on Singapore’s highly competitive C&B landscape, giving attendees a taste of what they can expect in the city-state.

The following are some of the fascinating points they touched on.

A shifting landscape

In Singapore, it’s not just about the money. Singapore Business Review recently published a survey that compared the benefits Singaporean workers currently enjoyed, versus the benefits that they would most like to have — and there was definitely room for improvement for businesses based here.

For example, only four benefits (insurance, medical benefits, dental benefits and individual performance bonus) out of 10 matched up with employees’ expectations. The rest, like 13th month annual wage supplements (AWS), long service awards, recreational activities and staff discounts, were not reflected in reality. “These are not just ‘nice-to-have’,” Goldstein explained. “Candidates now expect them.”

Goldstein added that, Millennial and Generation Z workers will soon become the dominant workers, even senior leaders, in the upcoming decade. The benefits that they expect, too, are dramatically different, even in Singapore.

For example, Goldstein observed that many more male candidates are asking about paternity leave in Singapore, which wasn’t the case in decades past. Also, Millennials desire meaningful work and are devoted less to companies and more to themselves; Generation Z are more about change, stimulation and opportunities to grow. As such, in Singapore, some of the most game-changing benefits include higher-than-average annual leave, flexible work arrangement, company-paid services and activities, even free food, beverage and experiences.

Goldstein added that a lot of tech startups, locally based or otherwise, are already offering many of these benefits in order to attract the very best talent. “We have some clients who pay for the medical bills of [their employees’] pets!” Goldstein shared. “It goes to show that people will do a lot to attract the data science candidates, the niche management candidates, or a developer and engineer that is hard to get.” In short, the value system has changed, and the benefits that appeal in the past carry less weight now than ever before.

Meeting expectations

In view of these changing demands, which areas of C&B are Singapore-based companies looking to review in the near future? BIPO conducted a C&B survey recently, and one of the questions asked companies if they have reviewed specific C&B benefits within the last three years, and if they had the intention to do so within the next 12 months.

The responses were fascinating. For example, Ho shared that more than half of the companies surveyed have plans to review medical claim amounts and/or change vendors (57%). More than 60% of them even have plans to provide employees with online or mobile access to their benefits, thus affording them better control over what and how they want to claim. On the flip side, less than 10% of respondents have plans to review maximum coverage or increase the amount of co-insurance. These numbers reveal the priorities for Singapore-based companies, from a C&B perspective, within the coming year.

With that said, none of the benefits shared during the webinar is mandatory, as Goldstein repeatedly alluded to. “You don’t have to do these things,” he said. “But it is important to know them. You have to understand what your competitors are doing. This will enable you to choose which of them you want to implement based on employee feedback. It also enables you to understand what other companies are doing, so that you can adjust, not only what you take in, but how you talk about the positive points of your business.”

C&B makes a huge difference in today’s climate. In Southeast Asia, where the competition is especially high for talented professionals, companies must work doubly hard to attract the right candidates, as well as retain the ones that are already there. “Nowadays, candidates want to hear about [these benefits] when they are interviewing. It makes a huge difference as to whether they accept or decline offers. It makes a big difference to whether they stay and retain in the business.”

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

Activate Future Readiness Today

Anonymous — Wed, 20 Feb 2019 09:21:54 +0000

Activate Future Readiness Today Anonymous (not verified)

Date and time: Tuesday 19th March 2019, 8.00 am to 10.00 am

Location: Page Executive Boardroom, One Raffles Place Tower 2, #09-61

Key Speaker: Nicole Scoble-Williams, Programme Director, Deloitte Global Centre of Excellence for the Future of Work

Event details

Page Executive, in collaboration with Deloitte would like to invite you to a discussion session that will focus on introducing the disrupters and trends that are the driving forces behind the new realities of work.

The disruptions of accelerating connectivity, new talent models, and cognitive tools are forming a collective set of opportunities and challenges. This session will focus on introducing the disrupters and trends that are the driving forces behind the new realities of work, and the shifts that individuals, business and government need to focus on in order to activate the journey to future readiness.

Agenda

8:00 – 8:30 Registration and breakfast

8:30 – 9:15 Introduction and keynote

9:15 – 9:30 Q&A and close

9:30 onwards Coffee and networking

About Nicole Scoble-Williams

Nicole is currently leading Deloitte's Future of Work Centre of Excellence (CoE), assisting individuals, business and government to navigate the unprecedented opportunities and challenges of the Future of Work.

An established leader in driving Operational Excellence through digital transformation, with extensive experience in Organisational Transformation and Change Management across Mergers & Acquisitions, Digital HR, HR Technology and Talent Analytics, Talent Development and Total Workforce Management, in addition to more than 20 years of experience in Information Technology Services, specialising in end-to-end system implementations and business integration across a number of industries and organisations.

A passionate 'pioneer' who applies strong commercial acumen to disrupt and challenge the status quo and drive transformational change across all levels of the organisation through pragmatic customer-centric solutions that deliver sustainable business outcomes.

Please be informed that seats are limited. If you would like to attend kindly contact Jon Goldstein at jongoldstein@michaelpage.com.sg

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton