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BY ANTHONY RAJA DEVADOSS ASIA-PACIFIC CAREER GUIDE EMPLOYMENT OUTLOOK AND OPPORTUNITIES FOR NEXT-IN-LINE MANAGERS ACROSS THE REGION
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Asia-Pacific Career Guide

Nov 07, 2014

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Todd Wheatland

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.
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Page 1: Asia-Pacific Career Guide

by anthony raja devadoss

asia-pacific career guideEmploymEnt outlook and opportunitiEs for nExt-in-linE managErs across thE rEgion

Page 2: Asia-Pacific Career Guide

01 the market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six months

the marketIt’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.

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Page 3: Asia-Pacific Career Guide

3

China, India, and their developing neighbours

have the world’s economic future squarely

pinned to them. Yes, we need a stable EU and

a prosperous America, but in the APAC region,

China is still the critical engine of growth. And

as time goes by, China is less dependent upon

external demand to fuel its development.

So, it’s likely that slowing exports to the EU—

should the negative news continue—will likely

trigger a softer economic landing here than in

other parts of the world.

Third-quarter data shows China, India and

Indonesia are still growing strongly while the

smaller, emerging economies in the region are

experiencing less robust growth. Intra-regional

demand is still strong, evidenced in part by

continuing inflationary pressures.

what you’ll be working with in 2012

Exposures in Asia to European debt is a concern

but thanks in part to relatively high inflation,

there is greater room for policy-driven stimulus

and corrections here than in other parts of the

world. All of this adds up to one outcome: if

opportunity and career prospects are going to

remain strong anywhere, it’s in Asia-Pacific.

As the beacon of economic prosperity

throughout this crisis, companies large and

small will continue to look for opportunities

in the region. From an individual career

development perspective, solid experience

in the Asia-Pacific region is going to become

a key differentiator, and in some cases a

prerequisite. That said, experience in other

markets is going to be of greater use to local

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.

For mid-to-senior level career development in

the region, the focus for the next 12 months is

going to be on:

• capturing growth: individual ability to

understand and recognise opportunities in

the region (and outside it) will be critical to

executing company strategy.

• Improving process without slowing growth:

high growth in the region has meant process

and governance has taken a back seat. As

growth moderates, managers will need to utilise

their skills to improve oversight across a range

of areas without impeding flexibility and agility.

• Regional knowledge, global mindset:

demonstrating a broad understanding of how

culture, government policy and organisational

structures differ across the regions will be key

to many companies looking to consolidate in

existing markets and grow in new ones.

Whether you’re a manager looking to take the

next step in your career, or a leader looking to

fill mid-to-senior level positions, these will be

among the defining characteristics of successful

candidates in the short- to medium-term.

All of this adds up to one outcome: if opportunity and career prospects are going to remain strong anywhere, it’s in Asia-Pacific.

Page 4: Asia-Pacific Career Guide

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Banks and resources are unsurprisingly among

the dominant players in the Asia-Pacific region.

By market capitalisation, the regions banks,

particularly those in China, are forging ahead of

international competitors. However, there are a

growing number of opportunities in expanding

industries including property, retail goods, food

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.

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.

companies and industries to watch

CP All, Thailand

Newcrest Mining, AustraliaBHP Billiton, Australia

Adaro Energy, IndonesiaBank Central Asia, Indonesia

Mitsubishi UFJ Financial Group, Japan

Agile Property Holdings, ChinaPing An Insurance, ChinaBelle International Holdings, ChinaChina Mobile, ChinaGome Electrical, China

Noble Group, Hong Kong

HTC, Taiwan

Asia-Pacific Breweries, SingaporeJG Summit Holdings, Phillippines

Axiata Group, Malaysia

Asian Paints, IndiaAirtel, IndiaHCL Technologies, India

CJ CheilJedang, South KoreaSK Group, South KoreaSamsung Electronics, South KoreaHanwha Group, South KoreaHyundai Group, South Korea

Page 5: Asia-Pacific Career Guide

01 the market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six months

the focusOne 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.

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Page 6: Asia-Pacific Career Guide

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Multi-nationals have enjoyed employer-of-

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

opportunities for the right candidates.

local versus global strategies

multinationals versus domestic employers in china

Employees preferring multinationals

Employees preferring domestic firms

33% 18%

55%

20092007

13%

Page 7: Asia-Pacific Career Guide

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The strategic priorities for companies in the

region, or expanding into it are changing. They

will be looking for candidates to help them

capitalise on issues such as:

• Expanding outwards from Asia: while many

companies are clearly looking to expand into

Asia-Pacific, local companies are also looking

to expand out into other regions. Assisting

companies based in local, emerging markets

throughout Asia to grow their borders will be a

key skill in high demand.

• Accessing Asia’s cash reserves: banks are

looking to increase margins, reduce risk and

consolidate loan volumes. More international

banks are seeking to increase their presence

and relevance across Asia, particularly to access

private cash reserves held by individuals and tap

into the need for business loans in the region.

Banking and financial services across Asia-

Pacific is likely to become more competitive as

a result.

the keys to growth

• Increasing customer value: dominant

players in emerging markets (such as China

Mobile, which has an estimated 600 million-

plus users) face the tougher task of growing

and maintaining market share amid growing

competition. Instead, they will be looking

for talent to make more out of their current

opportunities and increase loyalty to compete

with new entrants in their market.

• Speed of strategic implementation/change

management: companies face a competitive

race to capture opportunities in the region—

their talent requirements are increasingly

focused on proven ability to implement large-

scale change projects quickly.

• Plugging skills gaps: growing economies

need talent, and particularly in APAC there are

large gaps between talent needs and availability

of skilled resources. So, companies will be

looking for people with the ability to train and

lead others in particular fields—exceptional

people management ability will be high on

the list of desired skills. Understanding cultural

differences and the ability to adapt leadership

qualities for different markets will be critical for

the leaders of the future.

• IPOs and shareholder value: as traders and

investors look for safe havens in the economic

storm, experience in IPOs in the region and

in delivering increased shareholder value are

going to be sought-after skills.

• Mergers & joint ventures: as companies

look to grow market share in an often tightly

regulated market, acquiring local businesses

or entering into joint ventures is high on many

corporates’ agendas. The $7.2bn deal between

BP and Reliance Industries is just one of many

examples of how even large organisations are

managing growth in the region.

• Sustainability: a rapidly urbanising population

is increasing pressure on cities, infrastructure

and the environment more generally. While

overall CO2 emissions from Europe and North

America are decreasing, Asia-Pacific emissions

are still rising substantially year-on-year. As

governments implement pollution reduction

schemes and tighter regulations on industry, the

ability to improve productivity and reduce costs

through sustainability measures will be in higher

demand.

Companies will be looking for people with the ability to train and lead others…

Page 8: Asia-Pacific Career Guide

01 the market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six months

the skillsThere 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.

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The industries still enduring the most acute

shortages of mid- to senior talent are the

engineering, life sciences and pharmaceutical,

retail, and the IT & telecommunications sectors.

However, particular skill sets are in high demand

and low supply across many sectors. Knowing

what these are can help you position yourself

for career growth.

Given the cultural and language diversity of

the region, as well as the talent development

pressures that have been created by rapid

growth, it’s perhaps not surprising that the skills

in greatest demand but lowest supply in the

region include:

• communication

• problem-solving and decision-making

• people management; and

• strategic thinking.

For candidates living in Asia-Pacific, developing

these critical skills and demonstrating

experience in delivering them will provide

a significant advantage in obtaining your

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.

understanding the shortages

• Communication: with an increasing number

of communication channels used by businesses,

including email, web conferencing and social

media, there is more pressure on mid- to

senior-level executives to adopt a concise

and meaningful communication approach.

Being able to communicate effectively across

multiple platforms will be a distinct advantage

over other candidates.

•People management & strategic thinking:

in Asia-Pacific, issues of management style

and the ability to convey a strong vision to staff

are rated as more critical to employees than

in other parts of the world. Our own research

of some 97,000 employees globally reveals that

employees in Asia-Pacific are more likely to cite

management issues as a reason to leave their

workplace. As companies look to stem the

tide of high turnover in the region, management

for retention will be a key differentiator for

senior managers.

high shortagE

Work-related technical skills

teamwork

communication

problem solving & decision making

people management

strategic thinking

creative thinking

initiative & enterprise

lifelong learning

global mindset

marketing & sales

project management

self management

negotiation

health & workplace safety

high importancE

loW importancE

loW shortagE

critical skills – all industrieswhat is most important and what is in shortage?

Page 10: Asia-Pacific Career Guide

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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

problem-solving and decision-making skills

in potential candidates. In the manufacturing

sector, teamwork seems to be a niche issue, as

does the lack of work-related technical skills in

the engineering and financial services sectors.

skill needs by industry

creative thinking

manufacturing

LIFE SCIEnCES / PhARMA

IT & TELECOMMScommunication

manufacturing

FIn SERvICES / BAnkIng

IT & TELECOMMS

engineering

strategic thinking

FIn SERvICES / BAnkIng

IT & TELECOMMS

LIFE SCIEnCES/ PhARMA

work-related tech skills

FIn SERvICES / BAnkIng

engineering

PROBLEM-SOLvIng / decision-making

manufacturing

LIFE SCIEnCES / PhARMA

IT & TELECOMMS

FIn SERvICES / BAnkIng

engineeringpeople management

LIFE SCIEnCES / PhARMA

FIn SERvICES / BAnkIng

teamwork

manufacturing

Page 11: Asia-Pacific Career Guide

01 the market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six months

the sellFor 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.

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In developing markets throughout Asia,

including India, China and the Philippines,

personal networks are by far the most dominant

way that people find work. The number of

people here who utilise friends and family to

gain employment in these countries is much

higher than the global average.

Across the region, it seems that the more

developed the economy the less reliance

there is on friends and family to gain work.

In Singapore, Australia and South Korea for

example, candidates are more reliant on

recruitment firms and other forms of advertising

to find employment than they are on family and

friendship networks. That said, social media

networks are growing in importance and have

significant benefits if used to your advantage. In

any market now, it’s important to understand the

difference between networking and influencing.

nETwORkIng & InFLuEnCIng

networking opportunities:

• Professional associations: attending events

and being a member helps, but being actively

involved in formal ways helps even more. When

there are opportunities to assist with events or

to take on formal positions within a professional

association you’re affiliated with, jump at

them¬—you can make many connections and

learn from others.

• Alumni groups: if you are completing further

study or have done so in the past, join or

reconnect with alumni groups. The commitment

is low and many only require attendance at

a couple of events annually, but they are a

great way to stay connected with like-minded

individuals as they move through their careers,

as well as opportunities to source new talent.

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.

• Online networking sites: connecting with

recruiters and colleagues on professional online

forums has varying impact depending on your

market. In Australia, Singapore and other

developed markets it’s a good way to keep

up with a large number of opportunities and

connections, yet there are significant cultural

barriers to this form of networking in places

like China. It pays to be aware of cultural

norms when looking to expand networks and

if your strategy is region-wide, you’ll need to

use more than one site and more than just

online methods.

• work functions: we all need to balance work

with family and other commitments, therefore

it’s critical to choose carefully which work events

you attend. Larger events may actually be

lower in value from a networking point-of-view

and provide fewer opportunities to engage in

meaningful dialogue. Look for opportunities to

share knowledge and engage with others that

represent quality over quantity.

the rise of influence

Page 13: Asia-Pacific Career Guide

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Recruiters, head-hunters and HR consultancies

come in all shapes and sizes, and no matter how

senior or junior you are, there will be one to suit

your needs. The hard part is knowing how to

get the most out of them.

know what you want and what you don’t: if

you wait for recruiters to come to you, chances

are they’ll be more focussed on filling the role

they have on offer than on what your individual

needs are. It’s in recruiters’ interests to get the

best fit, but when they have vacancies they’ll

look to fill it as fast as they can. So, recruiters

can be part of a proactive career strategy but

only if you’ve got a good idea of where you’re

headed. If you’re looking for career advice,

head to a specialist in your field, not a recruiter.

LEvERAgIng RECRuITERS & hR COnSuLTAnCIES

Make sure they know you well: spend time

with your recruiter. When we’re busy and

already gainfully employed it’s hard to find

the time and the motivation for meetings and

coffees with recruiters, but a good one will get

to know you and your strengths well in order to

match you with the right role. But they can’t do

this unless you give them time.

Be patient: when you’re ready to jump ship it’s

tempting to go before the right role comes up,

but it can take upwards of six months, even in a

buoyant market, to find the right role at a senior

or managerial level.

know what you’re worth: don’t look for

recruiters to decide your salary. Know as much

or more about the marketability of your skills so

they can set expectations with clients upfront.

Recruiters can be part of a proactive career strategy but only if you’ve got a good idea of where you’re headed.

A report from the Economists Intelligence

Unit: Global firms in 2020 shows that there

is a growing trend toward free agency and

contract work and a decline in permanent

positions. When executives were asked,

“How will the employee experience change at

[your] organization over the next 10 years?”

Six in 10 (62%) said that they would expect

to see a growing proportion of contract-based

workers, or free agents—that’s five times

the number who expect to see a

growing proportion of permanent workers

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.

FREE AgEnTS, FREELAnCERS and flexibility

Page 14: Asia-Pacific Career Guide

01 the market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six months

the rewardRegardless 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.

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wage growth across Asia-Pacific continues

to be strong due to skills shortages and

elevated inflation.

• Strongerthanexpectedjobcreationlifted

average wage growth to 5.2% in 2010 – a

significant improvement over the 3.2%

growth reported in 2009.

• Strongdemandfortalenthascaused

employee turnover rates to double or triple

across China, India, Australia, Singapore and

Malaysia during the first half of 2010.

wage growth

India, Indonesia and China have seen

the strongest wage increases in 2011.

• India’saveragewageswereforecasttorise

10% in 2011, with some analysts predicting

12-15% annual wage growth over the next

five years. Engineering, auto, and energy

sectors are seeing among the strongest

wage hikes.

• China’s31provincesboostedminimum

wages by an average of 24% in 2010,

prompting some manufacturers to look

elsewhere for cheaper labor. In January,

Coach Inc. announced it would decrease the

production of its handbags and wallets from

85% to 50% by 2015 in China.

• DongTao,aneconomistwithCreditSuisse,

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.

• InflationiscontributingtoIndonesia’s9%

wage growth forecast in 2011.

wage growth in the mature Japanese

and Australian markets lag the broader

region, but are less impacted by

inflationary pressures.

• Japancontinuestoexperiencethelowest

wage growth in the region as job creation

was weak leading into the earthquake/

tsunami. The 2.3% wage growth estimate for

2011 was made prior to the disasters.

• Australianhourlywagesgrew4%YOYduring

the first quarter on 2011 following a strong

year of job creation. As Australia approaches

full employment and skills shortages grow,

further wage pressure is anticipated.

Page 16: Asia-Pacific Career Guide

01 the market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six months

the first 6 monthsSo 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.

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asking questions and

making change

Duringthefirstsixmonthsinarole,my

advice is to focus more on listening and

observing before getting into questioning-

mode. New employees cannot always be

aware of all the issues going on and should

focus on getting as much clarity as possible

on work-related issues and challenges.

Generally, I think waiting a little longer to

float your new ideas ensures you can do so

knowing that you have a good understanding

of workflow and all other issues.

James Agrawal, Country head of BTI India

on building relationships

When starting out in a role, new relationships

will often be one-dimensional. It’s only when

you get to know people better and how

they operate that you can align your efforts

to build relationships more effectively.

Obviously, you’re drawn to people who have

similar likes and dislikes and ways of operating

as you do. With any work relationship, including

the relationship with your manager, it must

always be a fine balance between individual and

professional priorities. When you get this right,

you have something sustainable and productive.

words of wisdom

Respectindividualspace.Don’toverdo

your own PR and don’t buy into gossip!

The more you focus on completing

your tasks the better off you’ll be.

Page 18: Asia-Pacific Career Guide

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asking questions and

making change

In the beginning, you need to listen and

observe, but you also need to learn about

your new company as quickly as possible—

and asking questions is a good way to

do that. So, you need to do two things

at once: you need to listen and observe,

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.

YouMe Jeon, Country head of BTI South korea

on building relationships

Relationships are very, very important.

They help you adapt to the new culture

and business environment faster. In terms

of the relationship with your new boss, try

to share and be as open as possible, even

when what you have to share is negative.

If you do that, you’ll build trust quickly.

words of wisdom

Be open-minded. The company will be different

than your previous company, so embrace the

difference and be positive. Your views and

thoughts are more important than anything else.

Page 19: Asia-Pacific Career Guide

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asking questions and

making change

The first six months is the time to

learn about the new organization, the

business, the culture and its people.

The key thing to avoid during this phase

is the making of constant comparisons

with your previous organization. It is the

time to move on and thrive in your new

environment—and this requires acceptance

that things won’t be the same.

It is fine to voice new ideas in your first six

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.

wanna Assavakarint, Country head of BTI Thailand

on building relationships

There are four key things that should be the

foundation of any relationship at work:

1. Don’tgetinvolvedinofficepolitics

2. Be genuine and be true to who you are.

3. Respect people at all levels

4. Focus on the tasks you are responsible for

and deliver results (generally, managers

prefer people who actually perform

rather than people who talk about

performance that never gets delivered).

words of wisdom

Focus on the task at hand, yet pay attention

to the long-term objectives. Take your

responsibilities seriously and passionately.

And last but not least, do yourself what

you would demand of your employees.

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Pauline ng, Country head of BTI Malaysia

asking questions and

making change

It is my personal style to listen and observe first,

and that is typically what I do in new situations.

However, as you step into leadership positions

you are also expected to take quick and decisive

action in some situations—the challenge is to

identify which ones these are. You cannot be

the ‘newbie’ for long, so I’d question as much

as I possibly can and be aware that very quickly

you’ll also be expected to provide the answers.

Introducing some new ideas during your

settling-in phase is a good way to gauge how

open the team is to change, and to understand

what mechanisms are in place for pushing

through a new idea. Although, for a start

I’d choose a safer idea to test versus a

high-risk option.

on building relationships

Differentpeoplerequiredifferentlevelsof

engagement. So, when starting out in a new

role, I’d spend one-on-one time with the key

people who have a direct influence on the

success of my role (which could be everyone on

the team!) and work my way outwards. Although

spending time as a team is a given, focusing on

individuals is important.

Make sure you communicate regularly with your

new boss. One of my former bosses once told

me that it is better to over-communicate than

to under-communicate. So, if in doubt, I would

include my boss in an email or discuss a matter

with him or her before sharing it with others.

Communication is a two-way street, so seek

feedback about how you are doing and any

areas for improvement.

words of wisdom

My advice is to be tolerant of ambiguity.

Analyse situations, but have the courage to

act when a decision has to be made.

If you happen to be leading a team, lead by

example and be consistent. Trust is the key and

there should be no doubt that every member

of the team will act with integrity every time

and do the right thing. Promoting respect and

making sacrifices for the greater good is also

critical to galvanizing teams together.

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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

references

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Exit

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.

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