https://www.michaelpage.com.vn/ en https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/competitive-salary-retain-top-talent Employee retention starts with one critical question: are your salaries competitive enough to keep your best people? In this article, we explore why pay matters, how dissatisfaction drives employee turnover, and what employers can do to stay ahead. You’ll also learn why salary guides are essential for building a strong employee retention strategy across APAC. Download Salary Guide Employee retention is a business-critical issue Across the region, talent retention is one of the most pressing challenges for employers. Our 2025 Talent Trends research shows that 48% of professionals are actively looking for a new job, and salary dissatisfaction is a major driver. In fact, 46% feel unsure or believe they are not paid fairly for the work they do. These figures highlight a growing disconnect between employer pay strategies and employee expectations. When top performers leave, the cost is more than financial. Productivity drops, team morale suffers, and recruitment expenses rise. In competitive markets, losing key talent can significantly set back business growth. The question is not whether you can afford to offer a competitive compensation package – it’s whether you can afford not to. Salary satisfaction: The numbers tell the story Salary remains a cornerstone of employee engagement. Yet, our data shows that satisfaction levels are far from ideal. One in three professionals is either neutral or dissatisfied with their current salary. This matters because pay perception influences loyalty. When employees believe they are underpaid, they are more likely to explore external opportunities. The challenge for employers is compounded by inflation and rising living costs. Professionals are increasingly benchmarking their pay against peers and industry standards. If your salary structure hasn’t been reviewed recently, you may already be behind. Salary transparency in company culture: A non-negotiable Pay transparency is becoming a critical expectation. Nearly 45% of professionals believe their organisation’s salary structure lacks transparency, and 68% support government legislation for greater pay disclosure. Lack of clarity erodes trust and can push employees to seek opportunities elsewhere. Transparent pay practices build confidence and loyalty – not just compliance. When employees understand how their salary is determined, they are more likely to stay engaged and committed. Employers should consider publishing pay bands internally and explaining how progression works. This simple step can reduce uncertainty and improve retention. The financial case for competitive pay Replacing an existing employee is expensive. The Society for Human Resource Management (SHRM) estimates the average cost-per-hire to be nearly US$4,700. Compare this with a pay adjustment of 10% to 15%, which is often enough to bring salaries in line with market expectations. The financial case for proactive salary reviews is clear – paying competitively costs far less than losing and replacing top talent through a lengthy and costly hiring process. Our Talent Trends data reinforces this point. Salary dissatisfaction is a leading reason professionals plan to leave their current roles. When asked why they are seeking new opportunities, pay-related concerns consistently rank alongside career progression and international opportunities. Employers who ignore this risk higher turnover rates, increased attrition, and the associated costs. Why salary guides matter In a market that changes fast, relying on outdated benchmarks can be costly. Salary guides provide employers with accurate, market-specific data to make informed decisions. They help you: Benchmark salaries against industry standards Identify pay gaps before they become retention risks Plan competitive packages for new hires and existing staff Our salary guide is designed to give you a competitive edge. It covers salary ranges across functions and industries, helping you stay ahead in attracting and retaining talent. Using this resource allows you to develop a competitive salary strategy based on real market data – not guesswork. Action points: How employers can reduce employee turnover with competitive salaries Here are some action points for employers and hiring managers to consider: 1. Benchmark salaries regularly using reliable market data Salary expectations shift quickly in APAC markets. Use up-to-date salary guides to benchmark your ranges against industry standards. This helps you identify gaps before they become retention risks and supports lower turnover across teams. 2. Communicate pay structures clearly to build trust Transparency matters. Employees want to understand how their salary is set and how progression works. Publish internal pay bands and the criteria for moving between them. Make the link to performance explicit and be clear about how you reward skills growth and impact. This approach reduces uncertainty and boosts engagement. 3. Use salary guides proactively to anticipate market shifts Salary guides are not just for recruitment; they are a strategic tool for retention. They provide insights into emerging roles, salary trends, and skills in demand. By reviewing these guides regularly, you can adjust pay structures before competitors lure your talent away – minimising turnover costs and sustaining retention over time. Staying ahead with competitive pay and clear planning Retention is not just about paying more – it is about paying fairly and offering a holistic value proposition. Companies that combine transparent compensation with career growth opportunities achieve lower turnover while setting new employees up for success. Want to know if your salaries are competitive? Download our 2026 Salary Guide or speak to our recruitment experts today. Tue, 10 Mar 2026 13:32:57 +0700 Carol Yeoh 230221 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/7-non-monetary-reward-ideas-employees Employee recognition doesn’t need to involve expensive financial rewards to be effective. In fact, non-monetary rewards – such as timely praise, flexibility, growth opportunities and public acknowledgement – can be just as motivating when they’re consistent, fair and specific. For hiring managers, these approaches help maintain momentum between bonus cycles and strengthen retention and employee engagement. Effective recognition reinforces the behaviours you want repeated and encourages others to do the same. This guide covers seven practical non-monetary rewards you can implement quickly, whether for office-based, hybrid or remote employees. You’ll learn what to do, why it works and how to apply it without creating perceptions of favouritism. These employee recognition ideas are also aligned with modern workforce priorities highlighted in our Talent Trends insights – where employees increasingly value purpose, development and day-to-day support, not only compensation. Request a call back Why non-monetary rewards matter Annual incentives are a useful form of financial reward, but they’re often too infrequent to drive everyday behaviour. Employee recognition efforts and non-monetary rewards fill that gap by making recognition timely, visible and personal. When managers reinforce progress in the moment, employees are more likely to stay engaged, repeat high-performance behaviours and feel noticed – which boosts morale and retention over the long term. Manager takeaway: The most effective reward is often the one that’s immediate, specific and meaningful to the employee. 1. Provide a platform for positive reinforcement Regular, informal recognition works best when it’s built into your workflow. Be specific: Replace vague praise with clear impact statements, such as “Your analysis helped us decide faster.” Match the employee’s preference: Some people appreciate public shout-outs, while others prefer private thanks. Make it frequent: Small, consistent recognition beats occasional grand gestures. Practical ways to apply this today:  Post shout‑outs in Slack or Microsoft Teams, ideally in a dedicated wins channel. Send quick thank‑you notes or digital cards with easy tools like Canva. Use recognition tools integrated with Microsoft Teams. For remote teams: Use platforms like Lattice, Bonusly or Kudos to share praise across departments. This kind of employee motivation costs little – it’s the manager’s attention and consistency that makes it valuable. 2. Enable peer recognition efforts Peer recognition can be a scalable non-monetary incentive with the right tools, and it doesn’t need to come only from leadership. Peer-to-peer acknowledgement builds collaboration and reinforces positive team norms. Simple ways to start:  Add a “wins and thanks” segment to weekly stand‑ups. Create a short nomination form for monthly peer shout‑outs. Set up a recognition wall, either digital or on-site. Highlight cross‑team contributions in town halls. Peer recognition strengthens relationships, improves job satisfaction and helps create a distributed culture of appreciation – one where everyone has a voice, not just managers. 3. Reward employees with flexible work arrangements Time and autonomy are among the most appreciated non-monetary benefits – especially when workloads are heavy. Many studies have shown that the average employee is working increasingly longer hours and spending more time at the office. Work-life balance can suffer as a result, which in turn can lead to disengagement and dissatisfaction.  Practical options:  Offer flexible start and finish times where operations allow. Allow occasional longer lunch breaks. Block out meeting‑free times or days. Grant half‑days after peak periods. Enable asynchronous hours for global teams. Why it works: Flexibility signals trust. It acknowledges employees have responsibilities beyond work, and it reduces burnout risk without increasing payroll. 4. Provide support-based services as an employee reward Non-monetary recognition can also be practical. When you ease a real-life pain point, it communicates genuine care and further motivates employees both in and outside of work. Service-based rewards to consider:  Arrange meal delivery after demanding projects. Offer help with transport, parking or childcare where feasible. Provide extra parental leave days or flexible care options for growing families. Allow time for personal admin during intense periods. These gestures often have a more positive impact than physical gifts because they improve an employee’s day-to-day wellbeing. 5. Recognise small and big wins visibly Celebrating wins reinforces momentum – but it needs to be genuine and specific. Here are some low-cost recognition ideas that land well: Public acknowledgement in team emails or newsletters A handwritten note from a leader (rare enough to be meaningful) A short “spotlight” segment in monthly town halls A personal message highlighting a specific behaviour and its impact Pro tip for managers: Keep a simple record of “above and beyond” moments. This helps you recognise improvements (especially where someone overcame a challenge) and supports fairer performance conversations later. 6. Encourage upskilling with professional development Not all development is free – but it doesn’t have to be expensive to feel valuable. Career growth is one of the strongest drivers of employee satisfaction, engagement and retention. Cost-effective options:  Set up mentorship or shadowing sessions Run internal knowledge-sharing sessions Curate learning playlists using internal content and high-quality public resources. Offer access relevant free certificate programmes Rotate project ownership to develop emerging leaders Development rewards signal “we’re investing in you” and strengthen intrinsic motivation when budgets are tight. 7. Provide licences for productivity tools Many employees already pay out of pocket for tools that help them work better. Offering licences is a practical, modern way to reward performance – and it can be cheaper than traditional perks. Examples:  Writing enhancement tools such as Grammarly Premium Knowledge and organisation platforms like Notion AI (or similar knowledge tools) Project management tools aligned to role needs AI assistants or automation tools where policy allows This approach improves workflow and communicates that the company supports innovation and individual working styles – particularly for hybrid and remote teams. How to choose the right non-monetary rewards (so it feels fair) To keep recognition motivating rather than divisive: Align rewards to behaviours, not personalities: Reward employees for actions like collaboration, customer impact and innovation. Be consistent: Ensure recognition is applied fairly across teams and managers. Give employees choice: Some employees value time and others visibility or growth. Explain the “why”: Make the link between behaviour and recognition explicit. Avoid unintended bias: Track recognition across teams over time. Strengthen retention with non-monetary rewards The best rewards don’t always come with a price tag. Non-monetary rewards like flexibility, recognition, development and support can increase motivation in ways that feel personal and lasting – especially when delivered consistently and fairly. If you want to build a recognition strategy that aligns with what employees value most right now, explore our Talent Trends 2025 report for insights you can apply to engagement and retention. Want tailored advice for your team? Request a callback from our recruitment consultants for practical, role-relevant approaches to improve retention and keep your talent engaged.  Thu, 05 Feb 2026 15:56:47 +0700 Izzat Zainal 226251 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/questions-to-ask-recruitment-agency Choosing the right recruitment agency can make or break your hiring outcomes. The right partner helps you save time, reduce turnover, and improve cultural fit by streamlining your hiring process. Across markets where competition for talent remains high, finding candidates through a partnership with a strong recruitment agency can directly influence business growth, team performance, and retention success. Before signing a contract with any recruitment company, it’s essential to look beyond sales pitches and ask the right questions. Doing so ensures transparency, protects your hiring investment, and sets the foundation for long-term collaboration – because choosing the wrong partner can lead to costly mistakes. This article outlines the key questions employers and human resource (HR) leaders should ask before choosing a recruitment partner. It explains how to evaluate expertise, methodology, and candidate quality while ensuring alignment on culture, transparency, and data responsibility. You’ll also learn how to identify red flags and apply a practical checklist to assess potential partners with confidence. Whether you’re hiring for one critical position or building long-term workforce capability, these insights will help you select a recruiting agency that not only fills roles efficiently but also strengthens your organisation’s talent strategy and employer brand. You’ll learn how to Understand expertise and market knowledge Clarify recruitment process and methodology Assess candidate sourcing and quality Evaluate fees, guarantees, and transparency Define communication and partnership style Align on culture, values, and brand representation Review technology and data responsibility Validate track record and reputation Click any of the links above to jump to a specific section in this article. Speak to a recruitment expert Why the right recruitment agency questions matter Recruitment agencies differ widely in their specialisations, methods, and outcomes. While many promise access to “top talent”, the real differentiator lies in how they deliver results. Asking the right questions reveals not just the agency’s recruitment process, but also its reliability, communication style, and alignment with your organisation’s values. These discussions demonstrate how they can support your entire hiring process from start to finish. In markets where hiring speed can make a competitive difference, it’s equally useful to understand how a partner can help reduce hiring time while securing top talent. This starts with knowing the recruitment agency’s processes before forming a partnership. 1. Understand industry expertise and market knowledge Your first step is to confirm whether the agency genuinely understands your hiring needs. Key questions to ask: What are your core specialisations – industry, function, or seniority level?Why ask: Ensures the agency has deep knowledge in your specific hiring area, rather than offering generic solutions.  How long have you been operating in this region?Why ask: Indicates local market knowledge, network strength, and credibility.  What’s your understanding of the current talent landscape for this role or industry?Why ask: Tests their up-to-date market intelligence and ability to provide advisory insights, not just CVs. Red flag: Vague answers about your industry or a lack of proven experience in your market. 2. Clarify process and methodology Almost all top recruitment agencies claim to have a proven hiring process, but the details matter. Key questions to ask: Can you walk me through your end-to-end process, from taking the brief to candidate placement?Why ask: Helps you understand how structured their process is and where potential gaps may exist in delivering qualified candidates.  How do you ensure you understand our company culture and role requirements?Why ask: Assessing cultural fit is just as important as technical fit – this question reveals how they dig beneath the job description.  What is your typical timeline for filling a role like ours?Why ask: Sets realistic expectations for efficiency and resource allocation.  How do you handle roles that are particularly challenging or niche to fill?Why ask: Shows their problem-solving ability and whether they adapt to complex hiring challenges. Agencies that can explain their methodology clearly tend to have refined, data-informed processes. Red flag: Overpromising speed without clear methodology. 3. Assess candidate sourcing and quality A recruitment agency’s credibility depends on its ability to source, screen, and present the right talent. Key questions to ask: What sourcing channels do you primarily use – database, networking, advertising, or headhunting?Why ask: Reveals the breadth of their search and whether they go beyond standard job boards to engage both active and passive job seekers through proactive outreach.  What is your candidate screening and vetting process?Why ask: Determines the quality control measures applied before a candidate reaches you.  How do you assess candidates’ soft skills and cultural fit?Why ask: Technical skills are essential, but long-term success often depends on soft skills and team compatibility.  Do you present a diverse pool of candidates, and what are your strategies for promoting diversity?Why ask: Ensures they’re committed to inclusive hiring and giving you access to broader talent pools. Red flag: Agencies that focus only on technical skills without addressing culture or diversity. 4. Fees, guarantees, and transparency Clarity around costs protects your budget and builds trust. Key questions to ask: What is your fee structure, and when is the fee payable?Why ask: Essential for budget planning and understanding payment terms upfront.  Do you offer a guarantee period for placements? What happens if a candidate leaves within that period?Why ask: Protects your investment and signals the agency’s confidence in its placements.  Are there any additional costs I should be aware of, such as advertising, background checks, or testing?Why ask: Avoids hidden fees and ensures transparency. A clear discussion about pricing helps employers evaluate total return on investment. Understanding the real costs of hiring also helps you benchmark agency fees against the value they deliver. Red flag: Evasive or unclear answers about fees and guarantees. 5. Communication and partnership style A strong recruitment relationship is built on communication. Key questions to ask: How often can we expect updates on the search progress, and in what format?Why ask: Establishes expectations for visibility and frequency of communication.  Who will be our primary point of contact, and what is their experience with roles like ours?Why ask: Confirms you’ll have a dedicated consultant who understands your hiring challenges.  How do you handle feedback from candidates, particularly if they decline an offer or withdraw?Why ask: Provides valuable insight into how the agency protects your employer brand and gathers useful candidate feedback. Red flag: Lack of a clear communication structure or frequent point-of-contact changes. 6. Culture, values, and brand alignment Recruiters represent your company to the market, so alignment is key. Key questions to ask: How do you ensure your values align with ours, particularly around ethical recruitment practices?Why ask: Prevents reputational risks and fosters a trustworthy partnership.  Can you provide examples of how you’ve helped enhance a client’s employer brand during the hiring process?Why ask: Shows whether they add value beyond filling roles – such as positioning you as an employer of choice. Red flag: No concrete examples of employer branding support or ethical practices. 7. Technology and data responsibility Modern recruitment services use data and tech, but it must be handled responsibly. Key questions to ask: What recruitment technologies or platforms do you leverage to improve candidate matching or efficiency?Why ask: Highlights how innovative and efficient their methods are.  How do you ensure data privacy and compliance with regulations like GDPR or local laws?Why ask: Protects your company and candidate data from legal or reputational risks. Red flag: Lack of awareness around local compliance or vague answers on data handling. 8. Track record and reputation Finally, validate the agency’s credibility before committing. Key questions to ask: Can you provide references from clients for whom you’ve filled similar job vacancies?Why ask: Allows independent verification of their success.  What distinguishes your agency from others?Why ask: Forces them to articulate their unique value proposition and differentiators. Red flag: Unwillingness to provide references or generic claims about being “the best.” Building a successful recruitment partnership Many recruitment agencies claim to build partnerships founded on trust, transparency, and shared ambition – but only the ones who deliver on these values are the most effective. Employers, HR leaders and hiring managers who ask the right questions – and listen closely to how agencies respond – can identify partners who truly understand their business objectives and hiring needs. Beyond filling roles quickly, the right recruitment partner contributes to your organisation’s broader talent and hiring strategy, helping you attract, engage, and retain the right people over time. By recognising red flags early and using the checklist above, you can confidently choose a partner who drives both immediate results and long-term workforce success. Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Tue, 02 Dec 2025 13:23:59 +0700 Carol Yeoh 223841 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/employee-recognition-leads-to-retention Employee retention remains one of the most pressing challenges for employers across Asia Pacific. While pay and progression continue to influence career choices, employee recognition is a critical driver of engagement and loyalty. When consistently practised, employee recognition fosters motivation, boosts morale and enhances productivity – making individuals more likely to stay with their organisation. Recent global surveys reinforce this link. Gallup and Workhuman’s 2022–2024 research found that employees who receive high-quality recognition are 45% less likely to leave within two years. Deloitte’s 2024 Human Capital Trends report also highlighted recognition as a top factor influencing retention across the region, underscoring its role in building a culture of recognition. For business leaders, recognition is not simply a morale booster – it's a proven way for rewarding employees and improving retention across APAC. Read on to earn insights to any of the following questions: Why employee recognition outperforms costly retention tactics? What are the effective employee recognition efforts? How can employers make employee recognition credible and consistent? How to make employee recognition a part of company culture? How to measure the ROI of employee recognition? Build your retention strategy Why employee recognition outperforms costly retention tactics The benefits of employee recognition are tangible. When acknowledgement is embedded in workplace culture, it contributes to: Lower turnover costs – when employees feel appreciated, they are more likely to stay, reducing recruitment and training expenses. Stronger engagement – recognition reinforces performance-driven behaviours and collaboration, while boosting job satisfaction. Employer branding – organisations known for valuing their people gain an advantage in competitive talent markets. Employee recognition initiatives are also cost-effective, delivering a deeper, more positive impact than financial incentives alone. While employee rewards like gift cards or extra leave days may offer short-term satisfaction, they rarely foster the sense of value and belonging that genuine appreciation creates. Thoughtful gestures – like verbal praise, written acknowledgement or opportunities for growth – build emotional connection and long-term loyalty, making recognition a far more powerful tool than transactional rewards. For employers evaluating employee retention strategies in APAC, recognition offers one of the most immediate returns. What effective employee appreciation looks like Recognition is most effective when it is timely, specific and fair. These principles are particularly important in APAC, where cultural diversity means employees value acknowledgement in different ways. For instance, applauding an outstanding performance over a challenging project helps keep employees motivated and reinforces their contributions. Other effective employee recognition examples include celebrating milestones, acknowledging behind-the-scenes efforts, or highlighting team wins in public forums. In hybrid or remote environments, acknowledging employees' work effectively requires additional effort. Remote employees especially benefit from visible and timely recognition, which helps bridge the gap created by physical distance. Employers should use digital platforms to enable peer-to-peer recognition, ensure managers recognise contributions in virtual meetings, and create visibility for achievements across dispersed teams. Tools like Microsoft Teams can be leveraged to celebrate employee achievements in real time, keeping the entire team engaged. This strengthens the culture of recognition regardless of working arrangement. How can employers make staff recognition credible and consistent While frequent recognition can impact employee engagement positively, they can lose its impact if it becomes inconsistent or insincere. Employers should avoid bias, ensure that recognition does not feel generic, and provide training so managers deliver feedback authentically. Encourage employees to give feedback on recognition practices to ensure they feel meaningful and inclusive. Addressing these challenges ensures recognition strengthens – rather than undermines – employee trust and engagement. For employers, credibility is critical in embedding recognition programmes as a long-term retention strategy. Speak to a recruitment specialist How to make employee recognition a part of company culture Sustainable recognition goes beyond isolated gestures. It should be integrated into performance management, leadership behaviours and organisational values. Examples include: Making recognition a regular agenda item in team meetings. Encouraging peer-to-peer appreciation through internal platforms. Linking recognition to company values, reinforcing behaviours that align with strategy. Integrating employee recognition initiatives into daily routines helps motivate employees and strengthen team bonds. By embedding recognition into everyday culture, organisations reinforce the benefits of employee recognition and build stronger retention strategies across APAC. How to measure the ROI of employee recognition To ensure recognition delivers results, employers should measure its effectiveness. Key indicators include retention rates, engagement survey results, internal mobility and productivity. Recognition platforms can also provide real-time data, enabling HR leaders to track outcomes and refine approaches. Tracking the employee experience through surveys and feedback loops helps quantify the positive impact of recognition efforts. Clear metrics not only validate recognition programmes but also demonstrate their contribution to business performance. Employee recognition as a foundation for retention success Employee recognition is no longer optional. In today’s APAC workplace, where mobility is high and competition for talent is fierce, recognition directly influences engagement, loyalty among team members, and retention. By embedding it into culture, ensuring it is credible and consistent, and tracking its impact, employers can turn recognition into a strategic driver of workforce stability and business growth. Want to explore employee recognition ideas that empower employees and boost morale across your entire team? Get in touch with Michael Page consultants to explore tailored strategies for your organisation. Tue, 04 Nov 2025 01:01:00 +0700 Carol Yeoh 223776 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-qualitative-performance-evaluations-give-businesses A qualitative performance evaluation assesses the how behind employee performance, not just the what. Unlike purely quantitative performance reviews that track targets, deadlines or output, evaluations with qualitative metrics examine behaviours, attitudes and interpersonal skills – factors that often determine long-term job success. Qualitative measures help employers understand: how employees approach problem-solving how they collaborate and communicate how they demonstrate leadership potential and cultural alignment how they build trust, empathy and resilience This broader lens is critical at a time when global engagement is low. Gallup’s 2024 State of the Global Workplace report reveals that only 21% of employees are engaged, while 60% feel emotionally detached and just 18% describe themselves as thriving. By revealing the dimensions that numbers alone cannot capture, qualitative evaluations can provide a fuller picture of workforce performance – and give businesses stronger insights to support retention, succession planning and culture. Why qualitative performance reviews must go beyond numbers Traditional reviews often focus on hard data as key performance indicators (KPI) – sales achieved, projects delivered, deadlines met. While essential, these measures only show part of the picture. Quantitative data cannot explain how results were achieved or predict how employees will perform in new situations. Qualitative performance evaluations fill this gap by capturing behaviours, attitudes and problem-solving styles that shape long-term success. The same Gallup report highlights that only 27% of managers globally say they feel engaged at work. Disengaged leadership creates ripple effects across culture, performance and retention, making it critical for organisations to look beyond numbers. For hiring managers and business leaders, assessing employee performance with both qualitative and quantitative metrics leads to fairer evaluations, sharper alignment and stronger outcomes – especially in hybrid environments where performance management must adapt to dispersed teams. Strengthen your talent strategy The benefits of qualitative performance evaluations 1. Stronger communication and collaboration Effective communication fosters better teamwork and creates a consistent employer brand. Employees who share ideas openly and listen actively build trust and reduce conflict – outcomes that directly impact productivity and client satisfaction. 2. Initiative that drives innovation High-performing employees often go beyond their remit. They spot opportunities, suggest improvements and anticipate challenges before they escalate. Recognising and rewarding initiative ensures organisations remain agile and competitive. 3. Leadership behaviours at every level Leadership is not limited to those with management titles. Team members who mentor colleagues, motivate others, give peer performance reviews and embody company culture can strengthen engagement and future leadership pipelines. 4. Empathy that retains top talent Empathy builds morale, trust and inclusion. In markets where skills shortages are acute, employees are more likely to stay with employers that demonstrate understanding and care. How qualitative feedback impacts business performance In practice, integrating qualitative insights into review systems delivers measurable outcomes. Regular one-to-one conversations strengthen engagement, while continuous feedback helps reduce turnover and improve motivation. Employees who feel seen and supported are more likely to stay, grow and perform at their best. These improvements lower hiring costs, build stronger retention and reinforce resilience – complementing strategies focused on reducing the hidden costs of hiring. Overcoming challenges in qualitative performance evaluations Qualitative data in evaluations provide a more complete picture of performance, but they also bring challenges. Subjectivity can undermine fairness if reviews are inconsistent. Organisations can address this by applying clear criteria, structured processes and input from multiple reviewers. Translating qualitative insights into action is another common difficulty. Combining behavioural observations with quantitative measures, supported by performance management tools, creates evaluations that are both balanced and practical. This approach ensures fairness, supports continuous development and helps businesses identify and nurture top talent. Strengthen your review process Best practices for employers Blend data and narrative – Combine objective data with qualitative observations to create a more balanced overview of employee performance. Apply 360-degree feedback with structure – Encourage peer performance reviews from colleagues and subordinates, and incorporate customer satisfaction scores into performance evaluations using clear, bias-reducing frameworks. Equip managers to succeed – Train managers in behavioural assessment, active listening, and delivering constructive feedback that supports employee growth. Standardise systems, not responses – Keep systems consistent across teams, but leave space for personalised feedback that reflects individual impact. Link reviews to business goals – Align assessment criteria with organisational strategy so that individual performance drives collective results. Turning evaluations into competitive advantage In a market where retention, engagement and culture determine success, employers that integrate qualitative performance evaluations into their review systems gain a clear edge. By assessing not only quantitative targets but also intangible factors like communication, leadership, and adaptability, organisations can more accurately measure performance and identify what makes someone a valuable team member. When employees are evaluated against both business goals and their own expectations in a safe and understanding environment, it drives stronger employee satisfaction and long-term growth. Qualitative insights help companies move beyond surface-level metrics, turning performance reviews into strategic tools for workforce development, culture building, and sustainable success. Looking to enhance your performance management approach? Contact us to explore how leading employers across APAC are modernising evaluations to retain and develop top talent. Thu, 09 Oct 2025 10:07:45 +0700 Carol Yeoh 223946 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/future-flexibility-workplace Workplace flexibility is no longer an optional perk – it has become a central pillar of how organisations across the region attract, retain, and engage talent. Employees increasingly see flexible working arrangements as a sign of trust and respect, while employers recognise that adaptability supports business resilience and long-term growth. Yet, flexibility in APAC is not a single model. It is shaped by diverse cultural norms, infrastructure realities, industry requirements, and workforce expectations. Understanding these nuances will help organisations design policies that are not only competitive today, but sustainable in the years ahead. Hire top talent now Essentially, workplace flexibility has evolved into a strategic priority for employers in APAC because: It helps attract, retain, and engage talent. It’s shaped by cultural norms and workplace expectations. It's influenced by infrastructure and digital readiness. It can be adapted creatively across industries. It requires bridging the gap between employee and employer expectations. It supports wellbeing, mental health, and long-term engagement. It must be designed to evolve with changing needs. Use the links above to navigate directly to the topics covered in this article. Related: When to use a recruitment agency instead of hiring in-house Why does flexibility matter more than ever? Workplaces across the region are experiencing shifting priorities. Professionals now place greater emphasis on work–life balance, wellbeing, and career sustainability. Flexibility enables them to integrate personal and professional commitments more effectively, whether that means hybrid schedules, alternative working hours, or role redesign.  For employers, flexibility is a lever for:  Retention – professionals are more likely to stay with companies that accommodate their needs. Attraction – flexibility is now one of the top considerations for jobseekers across the region. Resilience – adaptable models ensure continuity during periods of disruption. Talent reach – organisations can widen their hiring pool by removing geographical barriers.  In highly competitive labour markets, offering genuine flexibility can be the difference between securing top talent and losing out. The most effective policies are tailored to role requirements and business objectives, rather than imposed as a blanket rule.  Build a workforce with us How do cultural norms shape flexible work arrangements? Culture plays a defining role in how flexibility is perceived. In some APAC markets, respect for seniority and strong workplace hierarchies can reinforce the idea that being seen in the office equates to commitment.  In other contexts, younger professionals are challenging these norms. They prioritise autonomy, trust, and wellbeing over presenteeism, and seek the ability to request flexible arrangements that suit their personal lives. Successful organisations acknowledge these cultural dynamics. They provide training for leaders to shift from managing by attendance to managing by outcomes – fostering a supportive environment that allows employees to take ownership of their own schedules and encourages accountability, inclusion, and trust. What role does infrastructure play in enabling flexibility?  Flexibility is only as effective as the infrastructure that supports it. Reliable connectivity, access to secure collaboration platforms, and the availability of shared office space all influence how well remote and hybrid models function.  In dense urban centres, long commutes are a key driver of flexible work adoption, while in more distributed regions, coworking hubs and satellite offices can help employees remain connected and better manage personal obligations alongside their work schedules. Companies that invest in the right tools – from video conferencing to workflow systems – remove barriers and empower their people to thrive regardless of location or work schedule. This improves productivity and helps cut down on unnecessary overtime by making work more efficient. Related: How to nurture meaningful workplace relationships Which industries are most suited to having flexible schedules at work? The ability to implement flexible work varies by sector: Knowledge-based roles such as technology, finance, professional services, and marketing adapt naturally to hybrid or remote structures. Customer-facing and operations-heavy sectors, such as retail, logistics, and manufacturing, require more physical presence, but can still adopt flexible hours or shift-based models. Creative and project-based industries often benefit from hybrid structures, balancing individual focus with collaborative in-person sessions. .table-container{ overflow:hidden; border-radius:12px; box-shadow:0 4px 20px rgba(0,0,0,.1); background:#fff; border:1px solid #e2e8f0; max-width:670px; margin:0 auto; } .table-container table{ width:100%; border-collapse:collapse; background:#fff; border-radius:12px; margin:0 !important; } .table-container thead th{ background:#124395; color:#fff; text-align:left; padding:12px 16px; font-weight:600; } .table-container thead th p{ margin:0; font-size:14px; font-weight:600; color:#fff !important; } .table-container tbody tr{ border-bottom:1px solid #e2e8f0; transition:transform .2s ease, box-shadow .2s ease, background-color .2s ease; background:#fff; } .table-container tbody tr:hover{ background:#f8fafc; transform:translateY(-1px); box-shadow:0 2px 4px rgba(0,0,0,.05); } .table-container tbody th, .table-container tbody td{ text-align:left; padding:12px 16px; vertical-align:top; background:#fff; } .table-container tbody th{ background:#f0f9ff; } .table-container tbody th p, .table-container tbody td p{ margin:0; color:#475569; font-size:13px; line-height:1.6; background:transparent; overflow-wrap:anywhere; word-break:break-word; } .table-container tbody th p strong{ color:#124395; font-weight:600; } .table-container tbody td p a{ color:#124395; text-decoration:none; font-weight:500; } .table-container tbody td p a:hover{ text-decoration:underline; } @media (min-width:768px){ .table-container thead th p{ font-size:16px; } .table-container thead th{ padding:16px 20px; } .table-container tbody th, .table-container tbody td{ padding:16px 20px; } .table-container tbody th p, .table-container tbody td p{ font-size:15px; line-height:1.7; } } @media (max-width:410px){ .table-container{ max-width:410px; border-radius:0; background:none !important; border:none; margin:0; padding:0; box-shadow:none; } .table-container table, .table-container thead, .table-container tbody, .table-container th, .table-container td, .table-container tr{ display:block; width:100%; } .table-container thead{ display:none; } .table-container tbody tr{ margin:0 0 16px; border:1px solid #dbe7f5; border-radius:10px; background:#f8fbff; box-shadow:0 4px 12px rgba(0,0,0,0.08); padding:12px; } .table-container tbody th{ background:none !important; border-radius:0; } .table-container tbody th, .table-container tbody td{ padding:8px 0; border:none; } .table-container tbody th p, .table-container tbody td p{ font-size:14px; line-height:1.5; } .table-container tbody th::before, .table-container tbody td::before{ display:inline-block; margin-bottom:6px; font-weight:600; color:#124395; background:#e0ebff; padding:2px 8px; border-radius:12px; font-size:12px; content: attr(data-label); } .table-container tbody th + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody td + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody th p br{ margin:1px 0; } } @media (prefers-reduced-motion:reduce){ .table-container *{ transition:none !important; } } Mode Suitable sector Examples Fully-remote work Knowledge-based roles Technology, finance, professional services, marketing. Mostly physical Customer-facing, operations-heavy Retail, logistics, manufacturing Hybrid work structures Creative and project-based Illustration, graphic design, copywriting The lesson is clear: flexibility should not be limited to one industry or job type. With creativity, every sector can introduce elements that support both employers and employees' needs while maintaining business performance. Speak with our recruitment specialist What is the “expectation gap” in flexibility? One of the most pressing challenges is the disconnect between what employees want and what employers think they want. Employees consistently place flexibility among their top priorities – often equal to or even above salary – while some employers remain cautious, fearing productivity loss or cultural dilution. Bridging this gap requires open communication, data-driven insights, and a willingness to experiment. Organisations that align policies with employee expectations are better positioned to engage their workforce and strengthen loyalty. Close the expectation gap How do flexible arrangements at work contribute to a better work-life balance? Workplace flexibility is strongly linked to employee wellbeing. The ability to manage personal responsibilities alongside professional duties reduces stress, supports mental health, and drives long-term job satisfaction. Professionals with access to flexible models are more likely to feel trusted, valued, and motivated. From the employer perspective, improved wellbeing often translates into higher productivity, lower absenteeism, and stronger organisational culture. By embedding flexibility into wellbeing strategies, businesses reinforce their commitment to sustainable success. Looking to strengthen your team while preserving work-life balance? Request a callback from Michael Page’s industry expert recruiters today. How can employers design sustainable flexible work strategies? To create policies that stand the test of time, organisations should: Assess role suitability – identify which positions are eligible for flexible working arrangements and to what degree. Engage employees – seek input and feedback when shaping policies. Define clear expectations – set guidelines for availability, communication, and performance, including how many days per week employees are expected to work remotely or on-site. Train leaders – equip managers to support hybrid teams and fairly measure results across different schedules and/or work locations. Measure impact – use data on engagement, retention and productivity to refine approaches. Encourage connection – ensure flexibility is balanced with collaboration and belonging. Evolve continuously – flexibility must adapt as business needs, personal needs and workforce expectations change. Flexibility in APAC is ultimately about balance – between tradition and innovation, between employee autonomy and organisational needs, and between present challenges and future opportunities. Employers who treat flexibility as a strategic advantage, rather than a temporary response, will unlock stronger engagement, broader talent reach, higher job satisfaction, improved work-life balance and increased productivity. If you’re a hiring manager looking to build a flexible, high-performing team, get in touch with our industry expert recruiters to discuss your hiring needs. Key takeaways: Why businesses in APAC should prioritise flexible working hours Work flexibility has shifted from a perk to a strategic necessity – driving attraction, retention, and resilience. There is no one-size-fits-all model – hybrid, flexible hours, diverse work locations, compressed workweeks, and output-based evaluation are all viable approaches. Cultural norms, infrastructure, and industry requirements shape how flexibility is perceived and adopted across APAC. The “expectation gap” remains – many employees rank flexibility as highly as salary, yet some employers are cautious in implementing it. Sustainable strategies require clarity, consistency, and evolution – supported by engaged employees, capable managers, and regular measurement. Read more:How to prevent employees from job hopping12 ways to create work-life balance for employeesHow to make the business case for a recruitment agency partnership Mon, 06 Oct 2025 13:32:40 +0700 Carol Yeoh 223821 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/workplace-ageism-age-discrimination Ageism has emerged as a key Diversity, Equity, and Inclusion (DE&I) concern for employees in Vietnam, according to our 2025 Michael Page Vietnam Talent Trends Report. Interestingly, while ageism is flagged as a priority, the percentage of people who report experiencing it in the workplace remains relatively low. The broader landscape of DE&I priorities In our annual talent trends report, respondents in Vietnam were asked to rank a diverse array of DE&I initiatives, and their responses highlighted a broad spectrum of workplace inclusivity concerns. Here’s what emerged as the top 10 DE&I priorities for respondents in Vietnam: Preventing age discrimination in the workplace Promoting greater equity for, and inclusion of, women in the workplace Promoting greater equity for, and inclusion of, people of diverse racial and/or ethnic backgrounds Closing the gender pay gap Getting more people of diverse racial and ethnic backgrounds into leadership positions Getting more women into leadership positions Promoting greater equity for, and inclusion of, people with disabilities in the workplace Promoting greater equity for, and inclusion of, people who identify as transgender and/or non-binary Promoting greater equity for, and inclusion of, the LGBTQIA+ community in the workplace Getting more people with disabilities into leadership positions Find your next great hire Related: How leaders can gain better engagement with their teams The perception vs. reality gap of ageism in workplaces The report highlights a disconnect between the perception and reality of workplace discrimination: 11% of respondents reported experiencing workplace discrimination. Among those who did, 59% pointed to age as the main factor. 42% witnessed discrimination towards another employee in your workplace. “Preventing age discrimination in the workplace” emerged as the top DE&I priority for employees in Vietnam. These findings suggest a significant disparity between the actual experiences of discrimination and the broader concerns about age inclusivity. While the incidence of direct discrimination is relatively low, worries about ageism and other biases remain pervasive. This gap is further highlighted by additional insights: 15% experienced microaggressions 13% reported being stereotyped 8% have been discriminated when applying for a job These figures suggest forms of subtle or soft bias and exclusion, rather than overt discrimination. There, the high ranking of workplace age discrimination prevention as a DE&I priority relative to lower reported incidents suggests a widespread concern with potential rather than actual experiences of ageism. These figures indicate the presence of more subtle forms of exclusion rather than overt discrimination. The strong emphasis on preventing age discrimination, despite fewer reported incidents, suggests that employees are more concerned with the potential for ageism than with direct experiences of it. This underscores a crucial perception gap, where employees value an inclusive workplace even if they haven't personally faced discrimination. It highlights the need for employers to address not just explicit discriminatory practices but also the underlying cultural issues that contribute to feelings of exclusion or bias. Related: What women in Vietnam really think about workplace gender equity Age discrimination across generations While it’s often assumed that ageism primarily impacts older workers, our talent trends report shows that it’s a concern for all generations: 100% of respondents in their 50s and above 67% of workers in their 20s 50% of those in their 30s 44% of employees in their 40s These numbers reveal that ageism transcends age groups, affecting workers at various stages in their careers. It’s not just older employees who face age-related biases; younger workers are also encountering ageism, albeit in different ways. For older employees, the rapid pace of technological change can create a sense of vulnerability, while younger workers often grapple with stereotypes that unfairly label them as inexperienced or naive. This multigenerational challenge highlights the need for inclusive practices that support employees of all ages. Related: Job hunting over 50 in Vietnam: It isn't over yet Workplace ageism: The amplified concern for different genders Ageism often intersects with other forms of discrimination, such as gender bias, highlighting the need for DE&I strategies to tackle these issues collectively. The report also reveals a gender disparity in age-related discrimination: 60% of male respondents reported age-related incidents 57% of female respondents faced similar issues This indicates that men, particularly older men, may face compounded challenges when age and gender bias overlap – a reminder that inclusion efforts must span all diversity dimensions. Because workplace ageism cuts across demographics and often amplifies other forms of bias, it has become a top concern for employees. Understanding its root causes is essential to designing effective strategies that counter ageism and build more inclusive workplaces. Related: How to hire to improve gender diversity in the workplace Why workplace ageism tops employees’ DE&I concerns Several factors may contribute to the strong employee focus on preventing workplace ageism: Future outlook: With Vietnam’s rising retirement age and growing ageing population, employees may anticipate longer careers and be concerned about potential future discrimination. Economic impact: The fear of age discrimination could be linked to concerns about job security and career progression in a competitive job market. Cultural shifts: As workplaces become more multigenerational, there may be increased awareness of age-related biases and stereotypes. Personal observations: Even though employees might not be the victims, they might see or hear about age discrimination incidents, which would then raise their concern for ageism. Speak with our recruitment specialists today Navigating the complexities of workplace discrimination While workplace ageism remains a top concern, the report highlights the interconnected nature of various forms of workplace bias. The high ranking of initiatives focused on racial and ethnic diversity, gender equality, and inclusion of people with disabilities indicates that employees are acutely aware of the need for comprehensive DE&I strategies. The occurrence of microaggressions (13%) and stereotyping (8%) further emphasises the subtle yet pervasive nature of workplace discrimination. These experiences are usually less overt than explicit discrimination and relate to a work environment within which one is likely to feel vulnerable to different biases, including ageism. Related: A guide to inclusive hiring for people with disabilities The broader implications Besides ageism in the workplace being a top priority for respondents in Vietnam, the report also revealed that workplaces in Vietnam struggle with inclusion: 80% believe their workplace lacks inclusivity 72% perceive a lack of diversity in senior leadership 71% are unable to be authentic at work These perceptions highlight the need for comprehensive DE&I strategies that address not just age but all forms of diversity and inclusion. Related: Find out how much you should be paying your employees with our latest Salary Guide Moving forward: The complex challenge of addressing ageism in the workplace Countering age discrimination in the workplace is not as simple as introducing a new policy or implementing a new workshop. The reason is that the root of ageism lies in perspectives and biases deeply rooted in individual mindsets. Therefore, addressing ageism requires an all-encompassing approach that brings practical changes and slowly reshapes collective attitudes and individual perceptions about age in the workplace. Companies should conduct thorough assessments to understand their unique challenges and cultural dynamics related to ageism. Based on these findings, they can then analyse and implement the strategies that make the most sense for their situation. 10 actionable ways to foster age-inclusive workplaces To address workplace ageism, employers could adopt a holistic approach that implements practical changes and challenges, and reshapes individual mindsets. Here are 10 strategies to consider. 1) Cultivate awareness and challenge biases: Conduct regular workshops on unconscious bias, focusing on age-related stereotypes. Encourage self-reflection and open discussions about age-related assumptions. Use case studies and role-playing exercises to illustrate the impact of ageism. 2) Foster intergenerational understanding: Create opportunities for cross-generational collaboration on projects. Implement reverse mentoring programmes where younger employees mentor older ones on technology, and vice versa for industry experience. 3) Implement age-neutral hiring and promotion practices: Use blind recruitment processes to reduce age bias in initial screenings. Evaluate candidates based on skills and potential rather than years of experience. 4) Provide continuous learning and development opportunities: Offer skill-building programmes accessible to all age groups. Encourage lifelong learning to challenge the notion that older workers are less adaptable. 5) Increase diversity in leadership: Set targets for age diversity in leadership positions. Showcase success stories of leaders from various age groups. 6) Address microaggressions and stereotyping: Conduct regular training on identifying and addressing subtle forms of age discrimination. Encourage bystander intervention when age-related microaggressions occur. 7) Establish cross-dimensional mentorship programmes: Create mentoring pairs that cross age, gender, and cultural boundaries. Facilitate knowledge sharing and mutual support across diverse groups. 8) Regularly assess and address pay equity: Conduct pay audits that consider age alongside other factors like gender and ethnicity. Implement transparent pay scales based on skills and performance, not tenure. 9) Develop robust reporting mechanisms: Create anonymous channels for reporting age discrimination and other biases. Ensure swift and fair investigation of all reported incidents. 10) Lead by example: Train leaders to model inclusive behaviours and challenge their own age-related biases. Celebrate age diversity as a strength in company communications and policies. Recruit with us Building truly inclusive workplaces Employers can work towards dismantling deep-rooted ageism in their corporate cultures by selecting and implementing strategies that fit their organisation’s specific needs. This approach not only fosters a genuinely inclusive environment that values diversity across all dimensions but also positions organisations to cultivate a dynamic, innovative, and engaged workforce – essential for thriving in Vietnam’s economic landscape. The goal is not to check boxes but to create meaningful change. Start with assessment, choose strategies wisely, and commit to ongoing evaluation and adjustment of your DE&I efforts. This approach will be far more effective in eliminating ageism and creating an age-inclusive workplace that benefits employees of all generations and the organisation as a whole. Compete on clarity: Get more insights on 2025 talent trends Discover the latest in workforce trends in our latest Michael Page Vietnam Talent Trends 2025 report: Complete on Clarity. This report explores what today’s job seekers and employees truly want – and where employer perceptions may not align. It offers practical insights for talent leaders and hiring professionals looking to attract, engage, and retain top talent in a rapidly evolving market. Download the full report or use our interactive online tool to access deeper, real-time insights tailored to your hiring needs. Read more:12 ways to create work-life balance for employeesWhen to use a recruitment agency instead of hiring in-houseHow to make the business case for a recruitment agency partnership Fri, 05 Sep 2025 06:00:00 +0700 Simone Wu 223761 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/leadership-insights-may-wah-chan With over four decades of shaping careers globally, Michael Page has witnessed countless leaders rise – both within the business and in the wider professional world. In our ‘Her Path, Your Opportunity’ series, we speak with women across our offices who have navigated pivotal moments, embraced challenges, and left a lasting impact.In this edition, Andy Bentote, Regional Managing Director of Michael Page Asia Pacific, sits down with May Wah Chan, Regional Director of Michael Page Vietnam.With a career spanning multiple markets and business cycles, May Wah is known for her authenticity, resilience, and ability to inspire trust. She reflects on how embracing vulnerability became a source of strength, why systems change is essential for advancing women, and the personal mindset shifts that have defined her leadership journey.Leadership and resilience: A conversation with May Wah ChanAndy: My daughter wanted to ask – what is one skill or mindset every girl should have to succeed?May Wah: Self-belief. Skills can be learned, but if you don’t believe you belong at the table, you’ll hold yourself back. Self-belief doesn’t mean you’ll never feel doubt – it means you move forward anyway, trusting you can adapt and grow.Your voice matters, even if it shakes the first few times you use it. Confidence is built through action, not by waiting until you feel ready.Andy: Reflecting on your journey so far, what inspired you to step into leadership and how did gender equity – or the lack of it – shape your path?May Wah: My journey into leadership evolved from curiosity, ambition, and the opportunities – or gaps – I encountered. Early on, I noticed leadership teams rarely reflected the diversity of those they led. Rather than discouraging me, it pushed me to challenge the status quo.Gender equity, or the lack of it, made me intentional in my growth. To create space for others, I first had to step into it myself – knowing representation matters.Andy: When you stepped in to lead Michael Page Vietnam after the previous director’s departure, how did you approach building trust and stability during that period of change?May Wah: I knew trust had to be earned. I listened first, spending time with the team and clients through one-on-ones and informal coffees. I respected cultural nuances and focused on integration, not imposition. By showing empathy and focusing on career growth, recognition, and integrity, I aimed to support people’s success. Over time, authenticity helped rebuild trust.Andy: What was one specific action or decision you made in those early weeks that helped your team feel supported and confident in your leadership?May Wah: I created clarity with a clear plan and priorities. I set up quick check-ins to surface needs, celebrate wins, and keep dialogue open. I also shared more of myself, so people saw me as a partner, not just a leader. These small steps built confidence and connection.Andy: What’s one stereotype about women leaders you’d like to break?May Wah: That motherhood reduces ambition or productivity. Motherhood sharpened my focus, decision-making, and resilience – and deepened my empathy.Parenthood doesn’t dilute leadership capacity – it can enhance it.Andy: Leadership often demands both strength and vulnerability. Can you share a moment when embracing vulnerability made you more effective?May Wah: For years, I thought leadership meant always having the answer. The pandemic changed that. In a moment of uncertainty, I told my team what I knew, what I didn’t, and that the months ahead were unclear.That openness encouraged others to share ideas and concerns, making us stronger and more adaptable. Vulnerability is not weakness – it’s an act of trust that inspires collaboration.Andy: What belief about leadership have you completely changed your mind about?May Wah: I used to think leaders had to be the strongest, most unshakable presence in the room. Now I know authenticity is more powerful.Vulnerability fosters trust, openness, and better results. Leadership isn’t about being infallible – it’s about creating the conditions for others to succeed.Andy: What’s more critical for women’s leadership – mentorship, sponsorship, or systems change?May Wah: All matter, but systems change is fundamental. Without equitable structures, progress depends too much on individual goodwill.True change means flexibility without stigma, equal parental leave, and transparent career pathways – so women aren’t swimming upstream just to keep pace.Andy: Can you share a moment when you choose between doing what was popular and what was right?May Wah: I once had to deliver difficult news I knew wouldn’t be well received. I chose transparency over delay or softening the message.It was uncomfortable in the short term, but it built trust. Credibility comes from aligning words with actions.Andy: How do you manage work-life balance in a high-pressure role?May Wah: I see it as work-life integration. Some weeks, work takes priority. Other weeks, family does. The key is being present where you are.I recharge through running, travel, and family time, and set boundaries to protect my energy. It’s less about perfect balance – more about intentional presence.Andy: What would true equity in leadership look like to you – and what’s one uncomfortable truth we must face?May Wah: True equity is when we no longer say, “female leader” – just “leader”.The hard truth is we still lose many women mid-career because workplaces fail to support them during key life stages. Until we close those structural gaps, equity will remain out of reach.Andy: Thank you for sharing your story, May Wah. It’s a powerful reminder that leadership is both a mindset and a mission – shaped by the challenges we face and the change we choose to create.May Wah's story reflects the wider purpose of our ‘Her Path, Your Opportunity’ series – to spotlight the diverse journeys of women at Michael Page who continue to redefine leadership.Read more:11 traits you need to be a highly effective leaderWhy recognising women in leadership and their achievements matterThe value of mentorship and sponsorship, and what it can do for your companyLooking to hire your next leader? Partner with us for tailored recruitment solutions that connect you with top leadership talent. Contact us, and we’ll match you with the right consultant for your market and hiring needs. Wed, 27 Aug 2025 10:14:46 +0700 Carol Yeoh 223901 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/cut-hiring-time-secure-top-talent In Vietnam’s competitive job market, where in-demand professionals across various industries receive multiple offers within days, speed is everything. Here’s how recruitment agencies like Michael Page consistently find and secure candidates faster than in–house teams. Vietnam's hiring challenge Vietnam’s labour market continues to expand rapidly, supported by foreign investment and a growing workforce. However, employers face challenges due to skills shortages and high competition for talent, especially in manufacturing, technology, and consumer sectors. In a market where top talent are quickly hired, time–to–hire has become a strategic priority for employers. Talk to our industry specialists today Why hiring is slower for many companies in Vietnam Yet, many companies face internal bottlenecks that slow down the process. Hiring delays are common, especially for multinational companies navigating regional or global approval structures. Some of the most common bottlenecks include: Overburdened HR or TA teams: Internal teams are often stretched thin, juggling multiple hiring requisitions. Complex approval processes: Multinational companies may face delays due to global or regional approval structures for new hires. Competition: Fierce competition for tech talent, finance professionals, and bilingual candidates with specialised skills further complicates hiring. Navigating local requirements: Businesses must also deal with complex local hiring processes, including visa requirements and salary benchmark expectations. Hire faster now How do recruitment agencies speed up the hiring process? Recruitment agencies are specifically designed to overcome these challenges. At Michael Page, we offer a range of services and expertise that give businesses a significant advantage in the race for talent. 1. Advanced approaches in our talent solutions We don’t rely solely on job advertisements when sourcing candidates. Our recruitment consultants use multi–channel sourcing strategies – from AI–powered talent mapping to social listening – to find passive candidates who aren’t actively looking but are open to the right opportunity. 2. Established networks in Vietnam Michael Page has built deep candidate relationships across diverse industries in Vietnam. This network allows us to surface quality profiles fast – including professionals who’ve worked with us before and trust our judgment. 3. Relationship–based recruitment Candidates are more responsive when they hear about job vacancies from someone they know and trust. Our consultants act as career coaches, assisting candidates with personalised tips like answering interviews, or giving general career progression advice to job seekers tailored to their specialisations. This helps motivate potential talents as they seek for the right job and increases their engagement, which speeds up response times – especially when time–sensitive roles are on the line. 4. Real–time market intelligence We provide our clients with data–backed, valuable insights on salary benchmarks, notice period trends, and candidate motivations in Vietnam. This prevents companies from making uncompetitive offers with our talent solutions, ultimately saving weeks in the hiring cycle and ensuring you secure your top choice. 5. Candidate readiness Our recruitment services help you save valuable internal resources by introducing only pre-qualified candidates who are aligned with the job title, motivated, and meet your salary and visa requirements — minimising wasted interview time. 6. Streamlined process management We coordinate interview logistics, manage expectations on both sides, and follow up fast. Our involvement reduces the time lost to email chains and scheduling conflicts, keeping your hiring process on track. Request a hiring consultation What does a faster recruitment process look like? Here's a quick breakdown of Michael Page’s average turnaround times: We can shortlist qualified candidates in just 4 days; get them interviewing within 12 days; and typically have an offer accepted within 67 days. By working with Michael Page, businesses can gain access to our expertise, network, and resources, which allows them to focus on what matters most – running their business. Our structured process allows you to meet fully qualified candidates within a few days – often before your competitors have even launched their job ads. Find the right talent by partnering with Michael Page Vietnam Working with a recruitment agency isn’t just about filling a vacancy. It’s about accessing a faster, more efficient, and more competitive hiring process that helps you: Move quicker than your competitors Secure exceptional talents before they accept another offer Reduce internal time and resource spent on sourcing Gain insights into what talent in Vietnam expects from employers today Whether you’re scaling a team, replacing a critical hire, or entering a new business line, Michael Page is your partner in faster, smarter hiring. Need to hire quickly – without compromising on quality? Partner with Michael Page to reduce your time–to–hire and secure your ideal candidates before they accept another offer. Talk to our recruiters today to explore about our recruitment approaches, covering both permanent and contracting services. Tue, 26 Aug 2025 13:43:15 +0700 Carol Yeoh 223816 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/top-recruitment-agencies-vietnam In Vietnam’s rapidly evolving job market, companies face increasing challenges in attracting the right talent.  The hiring process – sorting through countless resumes, conducting job interviews, and assessing candidates – can be time-consuming and costly. This is where professional recruitment or headhunting agencies step in, providing workforce solutions that connect businesses with qualified professionals efficiently and strategically.  But with so many local and international recruitment agencies operating in Vietnam, choosing the best one for your hiring needs can be a challenge. This guide will explore: Why should I partner with a job recruitment agency? Should I partner with a job recruitment agency or a HR agency? Top recruitment agencies in Vietnam Michael Page Vietnam Page Executive Vietnam How to choose the right recruiting firm in Vietnam? How can Michael Page help me hire? Speak to a recruitment expert Why partner with a recruitment agency in Vietnam Before exploring specific agencies, let's examine the strategic advantages and hiring services they offer employers: Access to a broader talent pool Agencies tap into networks and passive candidate pools often beyond the reach of traditional job postings. This is particularly crucial in competitive sectors or for niche skill sets. Comprehensive screening process Through pre-employment assessments, skills testing, and thorough vetting like these candidate verification processes conducted by Michael Page, agencies ensure only the most qualified candidates reach your desk. This significantly reduces the risk of mis-hires and improves quality-of-hire metrics during the talent acquisition process. Tailored recruitment solutions Leading recruitment agencies offer customised hiring strategies designed to meet the unique needs of businesses. Rather than a one-size-fits-all approach, recruitment consultants assess factors such as company culture, workforce demands, and industry-specific challenges to create bespoke solutions.  Whether you need permanent hires, contract staffing, executive search, or project-based recruitment, recruitment agencies provide flexible options that align with your hiring goals. This adaptability ensures companies can efficiently scale their workforce, navigate market fluctuations, and secure top talent suited to their specific business needs. End-to-end recruitment process management A recruitment agency manages the entire recruitment process, from writing job descriptions, scheduling interviews, candidate screening, and collecting post-interview feedback to handling salary negotiations and supporting onboarding. This frees your internal human resources (HR) team to focus on strategic talent acquisition initiatives or other administrative support tasks. Reduced time-to-hire In today's fast-paced business environment, agencies' thorough involvement in the talent acquisition process can significantly accelerate your hiring while maintaining quality standards. Industry expertise and local market insights Reputable recruitment agencies possess in-depth knowledge of specific sectors, providing valuable insights into salary benchmarks, hiring trends, and competitive packages.  While some agencies offer recruitment across multiple functions, others operate as specialist professional recruitment consultancy focused exclusively on one area, such as technology recruitment.  These varying levels of specialisation and industry knowledge help you position your opportunities effectively in the job market and choose a recruitment partner that best matches your hiring needs. The difference between human resources (HR) consulting firms vs. recruitment agencies While recruitment agencies focus on filling open positions by sourcing and placing candidates, a human resource consulting firms offer a broader range of strategic services. These firms offer administrative staffing, training programmes, workforce planning, talent management, employer branding, policy development, and organisational restructuring.  If your goal is to place skilled professionals in your business, a recruitment agency can be an effective solution.  However, an HR consultation firm may be more suitable if you need long-term HR strategy guidance, such as improving workforce management, employee retention, restructuring teams, or enhancing workplace policies. Understanding this distinction can help inform businesses on the preferred partner based on their workforce needs. Find your next great hire Top recruitment agencies in Vietnam While numerous recruiting firms cater to the Vietnam job market, some recruitment companies have distinguished themselves through their extensive networks, specialised expertise, and proven track record. Here are a few prominent hiring firms in the recruitment industry: .table-container{ overflow:hidden; border-radius:12px; box-shadow:0 4px 20px rgba(0,0,0,.1); background:#fff; border:1px solid #e2e8f0; max-width:670px; margin:0 auto; } .table-container table{ width:100%; border-collapse:collapse; background:#fff; border-radius:12px; margin:0 !important; } .table-container thead th{ background:#124395; color:#fff; text-align:left; padding:12px 16px; font-weight:600; } .table-container thead th p{ margin:0; font-size:14px; font-weight:600; color:#fff !important; } .table-container tbody tr{ border-bottom:1px solid #e2e8f0; transition:transform .2s ease, box-shadow .2s ease, background-color .2s ease; background:#fff; } .table-container tbody tr:hover{ background:#f8fafc; transform:translateY(-1px); box-shadow:0 2px 4px rgba(0,0,0,.05); } .table-container tbody th, .table-container tbody td{ text-align:left; padding:12px 16px; vertical-align:top; background:#fff; } .table-container tbody th{ background:#f0f9ff; } .table-container tbody th p, .table-container tbody td p{ margin:0; color:#475569; font-size:13px; line-height:1.6; background:transparent; overflow-wrap:anywhere; word-break:break-word; } .table-container tbody th p strong{ color:#124395; font-weight:600; } .table-container tbody td p a{ color:#124395; text-decoration:none; font-weight:500; } .table-container tbody td p a:hover{ text-decoration:underline; } @media (min-width:768px){ .table-container thead th p{ font-size:16px; } .table-container thead th{ padding:16px 20px; } .table-container tbody th, .table-container tbody td{ padding:16px 20px; } .table-container tbody th p, .table-container tbody td p{ font-size:15px; line-height:1.7; } } @media (max-width:410px){ .table-container{ max-width:410px; border-radius:0; background:none !important; border:none; margin:0; padding:0; box-shadow:none; } .table-container table, .table-container thead, .table-container tbody, .table-container th, .table-container td, .table-container tr{ display:block; width:100%; } .table-container thead{ display:none; } .table-container tbody tr{ margin:0 0 16px; border:1px solid #dbe7f5; border-radius:10px; background:#f8fbff; box-shadow:0 4px 12px rgba(0,0,0,0.08); padding:12px; } .table-container tbody th{ background:none !important; border-radius:0; } .table-container tbody th, .table-container tbody td{ padding:8px 0; border:none; } .table-container tbody th p, .table-container tbody td p{ font-size:14px; line-height:1.5; } .table-container tbody th::before, .table-container tbody td::before{ display:inline-block; margin-bottom:6px; font-weight:600; color:#124395; background:#e0ebff; padding:2px 8px; border-radius:12px; font-size:12px; content: attr(data-label); } .table-container tbody th + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody td + td{ border-top:1px dashed #c5d7ef; padding-top:10px; margin-top:8px; } .table-container tbody th p br{ margin:1px 0; } } @media (prefers-reduced-motion:reduce){ .table-container *{ transition:none !important; } } Agency Notable specialisation Strength Michael Page IT and Technology, Healthcare and Life Sciences, Engineering and Manufacturing and more.(See full list.) Provides end-to-end recruitment by sector-experienced recruiters with large candidate databases. Page Executive Hiring for C-suite roles like CEO, CFO, etc. Board-level executive search led by senior consultants with global reach and bespoke strategies. Adecco Accounting and Finance, Banking, Engineering and Technical Matches candidates with start-ups and MNCs, giving employers access to wide talent networks. JAC Recruitment Engineering and Manufacturing, HR, Office Support Provides recruitment, career counselling for job seekers, and HR consulting for employers. Robert Walters Banking and Financial Services, Legal, Sales Connects employers with professionals and supports candidates in career growth. Michael Page Since its founding in London in 1976, Michael Page has evolved into one of the leading global recruiting agencies, an industry powerhouse with 140 offices across 36 countries.  Marking its foray into Asia in 1994, the Vietnam office opened in 2018. Today, Michael Page Vietnam leverages its extensive network of skilled professionals, wide global reach, and deep sector expertise to deliver mid-management to executive-level recruitment solutions across diverse industries.  The company also publishes an annual Talent Trends report, providing valuable local and Asia Pacific workforce-related market trends and industry insights to help employers, hiring managers, and job seekers navigate the evolving employment landscape.  Services: Through its strong focus on industry specialisation, Michael Page's competitive edge lies in their unique approach where recruiters are former professionals from the sectors they serve. This industry expertise enables consultative partnerships with clients and strategic hiring processes.  For instance, finance sector recruitment is handled by former finance professionals, ensuring a deep understanding of client needs and candidate assessment. This approach, combined with their ability to access a vast network of global talent pool, helps businesses secure top-tier talent for mid-management to leadership roles. Specialisations: In Vietnam, Michael Page provides specialised recruitment solutions across a diverse portfolio of industries, including: Accounting & Finance Banking & Financial Services Digital Engineering & Manufacturing Executive Search Healthcare Human Resources Information Technology Life Sciences Marketing Procurement & Supply Chain Property Sales  Page Executive As part of the PageGroup, Page Executive focuses exclusively on executive search and handling board-level and senior management appointments. They offer bespoke recruitment solutions for talent acquisition, matching highly-skilled professionals to open roles by leveraging extensive research and a global network of senior consultants. Speak to a recruitment expert Adecco Adecco began its operations in 2011 in Vietnam, and the company has 5,200 branches in 60 countries. The agency offers recruitment services across various sectors, connecting job seekers with organisations ranging from large corporations to small startups, focusing on specific industries.  Adecco’s specialisations: Accounting and Financial Services, Banking, Engineering and Technical, Education, Event and Exhibitions, Human Resources and Administrative Support, Information Technology, Industrial, Logistics and Supply Chain, Retail, Sales and Marketing.  About Adecco’s recruitment services: Adecco provides employers and job seekers with a platform. Employers can access a vast network of potential candidates. Job seekers can find positions across diverse companies, catering to those new to the job market or those looking for career progression. JAC Recruitment First established in the UK in 1975, the Japanese-owned JAC Recruitment set up its Vietnam office in 2013. The company started as a service-driven company catering to Japanese companies in the UK. It launched its recruitment business in 1981.  From global enterprises to homegrown Vietnamese businesses, a wide array of organisations benefit from this agency's expert talent acquisition services. The firm excels in matching skilled professionals with career opportunities across diverse industries throughout Vietnam.  JAC’s specialisations: Accounting and Finance, Banking and Financial Services, Engineering and Manufacturing, Human Resources and Office Support, Sales, and Supply Chain Management, Logistics and Procurement.  About JAC’s recruitment services: JAC Recruitment specialises in talent acquisition and career support, offering skilled candidate placement, career counseling for job seekers, and HR consulting for clients. This comprehensive approach enhances their services beyond traditional recruitment, fostering long-term relationships with both candidates and employers. Robert Walters With over 3,100 employees across 31 countries, the British professional recruitment consultancy, Robert Walters, established its Vietnam office in 2011. The firm offers specialised recruitment services across various professional sectors, connecting talented candidates with organisations ranging from multinational corporations to local Vietnamese companies.  Robert Walters’ specialisations: Banking and Financial Services, Legal, IT and Technology, Sales and Marketing, Human Resources, Accounting and Finance, Supply Chain and Procurement, Healthcare and Life Sciences.  About Robert Walters’ recruitment services: Robert Walters provides a comprehensive platform for both employers and job seekers. Employers gain access to a network of highly qualified, often bilingual professionals. Job seekers can explore opportunities across diverse industries, catering to both experienced professionals seeking career advancement and those new to the Vietnam market. Unsure how to kick off a partnership with a recruitment agency? Explore our step-by-step guide for a seamless start – or connect directly with our team to get tailored support. How to choose a recruitment agency in Vietnam Your choice of recruitment agency can significantly impact your hiring success. Consider these critical factors:  Industry specialisation: Find out if the agency has a proven expertise in your sector with a strong track record of successful placements. Service scope: Evaluate their full range of services – from initial screening methods to post-placement support. Check whether they offer the comprehensive support your organisation needs. Process quality: Assess their candidate assessment methodologies, feedback mechanisms, and quality control measures. Find out how they ensure candidate quality. Market presence: Consider their geographic reach, network strength, and presence in your target hiring locations. Client portfolio: Review their existing client base and ask for specific success stories in your industry. Technology and innovation: Evaluate their use of modern recruitment tools and technologies to ensure efficient processes. Track record: Request client references and placement success rates to verify their market reputation. On top of that, scrutinise reviews on their Google Business Profile to learn about their service quality and client experiences. How can Michael Page’s recruitment services help me? At Michael Page, our reputation as a people-centred global recruitment agency is built on decades of successful talent placements and a team of seasoned industry experts.  Whether you’re an enterprise striving for the perfect addition to your team or a professional seeking a new career chapter, we have the expertise to guide you. Businesses keen on streamlining their hiring process can contact us directly and engage with our recruitment connoisseurs. Related: Why working with a recruitment agency in Vietnam can help you save money Making the right recruitment choice A well-matched recruitment firm can be a game-changer for your hiring strategy. Whether you need niche talent, executive leadership hiring, or high-volume hiring solutions, the right partner will save time, reduce costs, and help you build a high-performing team. This guide provides a starting point for finding the right recruitment agency that best aligns with your organisation’s needs. Read more:11 traits you need to be a highly effective leaderTech job seekers in APAC: Priorities clash with employer offeringsWhat women in Vietnam really think about workplace gender equity Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Thu, 21 Aug 2025 15:24:34 +0700 Michael Page 223861 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/roi-business-case-for-recruitment-agency Whether you are scaling quickly, filling a business-critical role, or struggling to attract qualified candidates, hiring has become more challenging than ever. Skilled professionals are in high demand, candidate expectations are rising, and internal teams are often stretched thin. In this environment, making the right hire quickly isn’t just about convenience – it’s a competitive advantage. Yet, for many organisations, the idea of outsourcing recruitment can still be met with hesitation. While the value might be clear to you as an HR professional or hiring manager, securing internal buy-in – especially from finance or leadership – requires building a strong business case for a recruitment agency. That means shifting the conversation from a hiring expense to a strategic investment: one that can improve time-to-hire, reduce risk, increase access to top talent, and ultimately support your long-term business goals. Here’s how to build a compelling, data-informed argument that shows why a recruitment agency partnership is a wise decision – and how it aligns with your broader business plan and hiring needs. Talk to our recruitment experts Need to convince stakeholders? Here’s your recruitment agency business case summary Why unfilled roles are costly for your business What makes a recruitment agency worth the investment? What are the most common objections to using a recruitment agency? How do you measure the ROI of working with a recruitment agency? When should you use a recruitment agency — and how do you make the case internally? How to frame your case of engaging a recruitment agency for leadership buy-in 1. Why unfilled roles are costly for your business Before diving into fees and deliverables, frame the conversation around the opportunity cost of an unfilled role. Revenue loss For roles tied directly to revenue – such as sales, business development, or client delivery – every day a vacancy goes unfilled can translate into lost deals, delayed projects, or missed revenue targets. A 2021 study by the Society of Human Resource Management (SHRM) found that businesses incurred an average cost-per-hire of US$4,683. This cost typically decreases for roles at the entry level. Consider what that role is worth to the business in terms of pipeline coverage or client billings. Productivity drain While this may work in the short term, over time it leads to fatigue, lower quality output, and disengagement. You also risk losing top performers to burnout or job dissatisfaction, compounding the hiring challenge with an even bigger talent acquisition gap. Operational bottlenecks Some roles – particularly in compliance, tech support, or product development – play a pivotal role in day-to-day operations. A vacancy here doesn’t just delay one project; it can stall entire workflows, delay product launches, or create risk exposure. These interruptions ripple across departments and may affect clients, customers, and internal teams alike. Poor candidate experience A slow or disorganised hiring process can negatively affect your employer brand, especially if candidates are left waiting. A 2023 study by SHL reveals that 42% of candidates decline job offers after a bad interview experience – another facet of reputation and employer interaction. Top candidates expect prompt communication, clarity on next steps, and a smooth process. When companies delay feedback or allow decision-making to drag on, candidates often disengage or accept other offers. Even worse, unhappy candidates might share their experience publicly, making it harder to attract talent later. A positive candidate experience isn’t a bonus – it’s a must in today’s reputation-driven market. Related: Why working with a recruitment agency in Vietnam can help you save money 2. What makes a recruitment agency worth the investment – beyond just candidate databases? It’s a common misconception that employment agencies simply have bigger databases. The real value lies in their expertise, market knowledge, and ability to uncover the right talent through a refined recruitment process. Real-time market insight A good recruitment agency doesn’t just source candidates – it operates as a true market advisor. They provide real-time insight into salary benchmarks, notice period trends, and competitor hiring activity within your industry. This gives you the information you need to craft compelling offers that are aligned with candidate expectations – without overpaying or underestimating the role’s value. Market insight is beneficial when opening a new role, entering a new market, or trying to attract foreign candidates with unfamiliar compensation expectations. With this data, you can act decisively and competitively. Related: How to respond to pay rise requests: 13 real-world scenarios and template scripts Passive talent sourcing Most top performers aren’t scrolling job boards – they’re already employed and not actively applying. They are twice as qualified as active job seekers and less likely to be bombarded with offers, making them ideal long-term hires. These passive candidates often require a more personalised, trust-based approach. Recruitment agencies specialise in reaching out to these professionals discreetly, engaging them with the right messaging, and assessing fit before you ever see a CV. This opens up access to a broader, often higher-quality talent pool than your internal team could reach through advertising alone. It's especially valuable when you're targeting niche roles, senior positions, or hard-to-fill markets where demand outpaces supply. Related: How to work with a recruitment agency: A step-by-step guide for employers Efficient screening A strong agency doesn’t just send over resumes. Recruiters pre-qualify candidates on multiple factors: skills, experience, motivation, cultural fit, salary expectations, and interest in the specific role. This depth of screening drastically reduces the number of interviews you need to conduct and improves your interview-to-hire ratio. The result? A smoother recruitment process, less time wasted on misaligned candidates, and better overall hiring decisions. Related: How to hire to improve gender diversity in the workplace Stronger employer brand representation Every interaction a candidate has with your company – including with your recruiter – shapes their perception of your brand. A well-briefed recruiter becomes your professional voice in the market, sharing your story, culture, and value proposition with credibility and care. This is particularly important if you’re still building brand recognition, operating in a competitive market, or expanding into new regions. For passive candidates unfamiliar with your business, the recruiter is often their first impression of your organisation. A professional, informative, and engaging experience can be the difference between “no thanks” and “let’s talk.” Secure top talent now 3. What are the most common objections to using a recruitment agency – and how do you respond? Anticipate and address the likely concerns your stakeholders may raise, especially around cost. “We already have an internal talent acquisition team” True – but are they stretched thin? Many internal talent acquisition or HR teams are operating at full capacity. Partnering with a recruitment agency doesn’t mean replacing your internal function – it means strengthening it. Agencies offer flexible support for urgent or hard-to-fill roles, executive searches, or large-scale hiring projects, without the long-term cost of additional permanent employees. This hybrid approach allows your internal team to manage day-to-day priorities, while the agency steps in to fast-track specialist or urgent hiring needs. Related: When to use a recruitment agency instead of hiring in-house “Agency fees are too expensive” On paper, a recruitment fee might seem like a large line item – but it is essential to look at the broader financial implications. Consider the hidden costs of a vacant role: missed revenue, disrupted workflows, and increased pressure on existing employees. Even worse is the cost of a mis-hire – onboarding, training, and lost productivity can add up quickly. A well-aligned recruitment agency partnership can shorten time-to-hire, improve quality of hire, and boost retention strategies. These outcomes have a measurable return on investment, especially when factored into a broader financial plan or business plan. “We can post the job ourselves” Posting on industry-specific job boards or your careers site is a start – but it is often not enough. The best candidates may never see those ads, especially in competitive markets. Recruitment agencies go beyond job postings; they proactively tap into passive talent, engage skilled professionals, and leverage recruitment software to filter and engage the right profiles. Their outreach is strategic, targeted, and ongoing. This means you’re not just waiting for talent to come to you; you are accessing a pipeline of pre-qualified candidates across the broader talent pool, including those who aren’t actively looking but are open to the right opportunity. Find your next great hire 4. How do you measure the ROI of working with a recruitment agency? Where possible, bring data into your case. It shifts the conversation from assumptions to evidence. Compare time-to-hire How long does it take your internal team to fill a similar role compared to a recruitment agency partner? According to Gem’s 2025 Recruiting Benchmarks Report, hiring teams now conduct 42% more interviews per hire than in 2021, contributing to a 24% increase in average time-to-hire – from 33 to 41 days. A streamlined hiring process can significantly reduce time spent screening, interviewing, and following up. This not only speeds up decision-making but also prevents the risk of losing top candidates who might accept offers elsewhere. Faster hiring helps you keep projects on track, maintain productivity, and start generating ROI from your new employees sooner. Evaluate quality of hire Have agency-placed candidates stayed longer, integrated well, or delivered stronger performance? Look at metrics such as probation pass rates, performance reviews, or promotion timelines. These talent insights show how a recruitment agency can help you find the right people faster – people who fit in well and start making a difference sooner. In the context of your broader retention strategies, this directly supports business activities like succession planning and long-term workforce development. Interview-to-hire ratio A strong agency partner will save you time by only presenting qualified candidates – not a stack of resumes to sift through. This improves your interview-to-hire ratio, meaning fewer interviews are needed to secure the right talent. It reduces the burden on hiring managers and ensures your team can focus on selecting, not screening. With better alignment on cultural fit, skills, and salary expectations, decisions can be made with greater speed and confidence. Cost per hire Agency fees should be balanced against the hidden costs of inefficient hiring. Consider the internal resource drain: time spent by managers in interviews, delays in project delivery, extended use of temporary workers, or even reliance on costly overtime from existing employees. Add in costs for job descriptions, job board postings, and training for mis-hires, and your total cost per hire can escalate. A recruitment agency helps you save time, reduce risk, and improve cost efficiency. 5. When should you use a recruitment agency — and how do you make the case internally Different situations require different angles. Consider framing the case based on the specific business context you’re in: Scaling quickly When your company is growing rapidly – launching new products, expanding into new regions, or onboarding project teams – your internal hiring capacity can become a bottleneck. A recruitment agency can help you efficiently ramp up headcount at scale, without overloading your internal HR or TA team. Whether you need to fill five roles or 50, agencies can quickly tap into their existing talent pool, streamline the hiring process, and ensure you maintain quality even under time pressure. This allows your internal team to stay focused on onboarding and culture integration, rather than being buried in sourcing and screening. Hiring niche, technical or specialist roles Emphasise the difficulty of sourcing niche talent or specialised skilled workers, and how recruiters with deep industry knowledge can fast-track the process, and how to position your role competitively. Whether you're looking for medical technicians, cybersecurity analysts, or bilingual finance professionals, specialist recruiters know the channels, the salary benchmarks, and the candidate motivators that can accelerate your success. Solve your hiring needs today Entering new markets Expanding into a new region – whether locally or internationally – introduces multiple complexities: unfamiliar labour laws, different cultural expectations, and varying levels of talent availability. A recruitment partner with a local presence can guide you through regional compliance requirements, recommend competitive salary ranges, and connect you with candidates who meet both your technical needs and local market expectations. This reduces the risk of costly mis-hires or compliance missteps during a critical phase of growth. Confidential replacements When replacing a senior leader, managing a leadership transition, or hiring under sensitive circumstances like performance issues and restructuring, confidentiality is paramount. Recruitment agencies can run a discreet executive search, protecting your internal team from speculation and your brand from unnecessary exposure. Their structured, off-the-radar recruitment process allows you to assess talent without posting a public job ad – a critical advantage in politically or commercially sensitive situations. Small business or sole proprietorship If you’re running a lean operation, you can’t afford hiring missteps. Outsourcing recruitment to an agency gives you access to experienced consultants, recruitment tools, and pre-qualified talent without needing to build an in-house hiring function. You stay focused on core business activities, while the agency ensures you hire people who are not only skilled, but aligned with your values and long-term vision. Making your case more relatable to the business goal – not just the vacancy – can strengthen your argument. It is a partnership, not just a service A recruitment agency is not a quick fix – it is a strategic partner that aligns with your long-term vision, supports your marketing strategy, and helps you consistently attract and retain top talent. By saving time, reducing risk, improving candidate quality, and increasing market visibility, the right partner helps your business grow smarter and faster. If you haven’t used an agency before, ask the one you’re considering to share case studies, white papers, or client success stories. Look for examples in your industry, especially those related to hiring for similar functions, levels, or locations. This evidence can help reinforce your compelling business case when speaking to decision makers. Presenting a recruitment agency business case to decision makers You have explored the value, addressed common objections, and outlined specific scenarios where a recruitment agency delivers ROI. Now it is time to bring it all together in a way that resonates with decision makers. Here’s how: Lead with data: Use time-to-hire comparisons, cost-of-vacancy figures, and retention metrics to anchor your case in facts, not opinions. Align with business priorities: Link the hiring challenge to company goals like revenue growth, market expansion, or operational efficiency. Speak their language: Finance cares about cost savings. Operations want productivity. Leadership wants results. Tailor your pitch accordingly. Anticipate objections: Address internal team concerns and clarify that agency support is a partnership, not a replacement. End with a solution: Position the agency not just as a vendor, but as a strategic partner who accelerates outcomes and supports long-term hiring success. Done well, this kind of business case doesn’t just get approval – it builds credibility for future hiring strategies too. Need help building your business case? Reach out to our recruiters for salary benchmarks, market insights, and role-specific data to support your next internal presentation Read more:Diversity, Equity and Inclusion in the workplace: An employers’ guideHow to structure effective job interviews: A guide for hiring managersManaging salary conversations during economic downturns: A leader’s guide to basic principles Fri, 15 Aug 2025 15:18:26 +0700 Simone Wu 223851 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-hire-improve-gender-diversity-workplace A commitment to improving the balance of gender diversity and inclusion in your workplace is a direct investment in your company culture. A gender diverse workforce has a healthy balance between men and women employees in all levels. This creates an inclusive culture and environment that increases employee productivity and job satisfaction. Businesses that place importance in promoting gender diversity also creates innovative solutions to complex business challenges. Despite the benefits of gender diversity in the workplace, there is still a lot of work to be done. Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide Women's emotional intelligence: a boost for successful leadership The COVID-19 pandemic has accelerated attitudes toward flexible working, innovation, transparent leadership, the need for more diverse perspectives and empathetic management.  Improved gender diversity and inclusion brings improved workplace culture The post-pandemic work-related cultural shifts are particularly relevant when advancing gender equality at work. The Australian Institute of Management (AIM) highlights emotional intelligence and adaptability as essential for “human-centred leadership” – a style that fosters inclusive cultures and drives stronger outcomes in gender diversity in the workplace. These qualities are associated more with female leaders than their male counterparts, a shift away from traditionally masculine traits towards capabilities. Find your great next hire Thriving businesses care about gender diversity and inclusion In fact, companies who are active in supporting gender diversity are the most highly trusted as they are 1.4 times more likely to have gender diversity targets in their chief executive compensation plans, according to PwC's 25th Annual Global CEO Survey report.  This explains the findings on how hybrid models and digitalisation are helping to narrow employment gaps and support women’s workplace advancement, though disparities remain. Related: 5 common hiring pain points every hiring manager in Vietnam can relate to Addressing the needs of female employees Female leaders are also increasingly vocal about what they need to thrive. Boundary-setting (31%) and flexibility offered by the company (19%) are rising priorities, especially as more women take on leadership roles in hybrid environments. When organisations listen, respond and actively demonstrate sustained progress – with mentorship, transparent pay equity strategies and inclusive leadership – they see stronger results across the board. By embedding emotional intelligence into leadership, businesses strengthen not just individual performance, but long-term organisational resilience – making real progress on diversity and inclusion and gender diversity in the workplace. An increase in women leaders Despite all the efforts toward gender parity, women are still underrepresented at every level of the corporate ladder, with the gap becoming more significant at senior executive levels. According to the McKinsey’s Women in the Workplace 2024 Report, women hold 48% of entry-level roles in U.S. companies, though global figures remain closer to 46%. At the managerial level, women represent 39% of roles in the U.S., with global representation of women in senior levels ranging between 31.7% and 33.5%. Women now occupy 34% of VP positions and 29% of SVP roles in U.S. firms. At the C-suite level, women hold 29% of executive roles in the U.S., while global CEO representation remains significantly lower, hovering between 9% and 10.4%. Related reading: How to nurture meaningful workplace relationships Regional perspectives on employer efforts While global statistics show gradual progress, employee perceptions of these efforts vary across markets. Our 2025 Talent Trends Vietnam Report reveals notable differences in how female professionals view their employer’s gender equity initiatives: Vietnam: 60% of female professionals express satisfaction with their employer's female leadership representation, while 16% are dissatisfied and 21% remain neutral. APAC region: In contrast, only 55% of female professionals are satisfied with their employer's efforts on female leadership representation, with 22% dissatisfied and 23% neutral. This 5-percentage-point gap in satisfaction between Vietnam and the broader APAC region indicates that organisations in Vietnam may be setting a strong example, possibly due to more effective gender diversity initiatives or clearer communication around them. There is also a steady progress in female representation in the diverse workforce. According to the 2024 Women in Business report by Grant Thornton, women held just 19% of leadership roles globally in 2004. That number rose to 31% in 2021, 32% in 2022, 32.4% in 2023, and 33.5% in 2024. While the pace of progress may seem slow, it is still encouraging – especially in a post-COVID landscape where many companies faced headcount freezes and budget cuts. Momentum is key, and the latest data suggests that the corporate world is gradually moving toward greater gender parity. Speak with a recruitment specialist Why hiring female talents require a strategic approach Companies need to strategise effective approaches to attract top female talents into their organisation bearing in mind the current barriers that hinder gender equality at work. Networking gaps limit leadership opportunities Women tend to network with other women. Given that currently men significantly outnumber women in senior leadership roles, women face barriers of having less access to mentorship and sponsorship from senior leaders, which is a critical gap in inclusive leadership as pointed out in a report by PwC. Confidence barriers affect women’s advancement Many women still feel hesitant to speak up against workplace norms in their day-to-day experience at work – and that might come down to confidence. Key findings from a UK study on gender gaps in remuneration, promotion and career progression found that only 36% of women feel empowered to perform at their best. The report also highlights a persistent gap in how recognition is perceived: women often look to the visibility of their day-to-day work as a source of validation, while men tend to place greater value on company culture. Home responsibilities drive women out of the workforce Shortly after the COVID-19 pandemic, many working mothers have considered exiting the workforce and downshifting their careers due to childcare responsibilities. Despite businesses across many industries starting to implement workplace flexibility to address this issue, women continue to feel burdened by familial obligations on top of their work. A 2025 gender equality report by GeoPoll highlights that women remain less satisfied with work-life balance (30% vs. 34% of men) and more likely to anticipate worsening conditions. Organisations must align hiring with DE&I goals At the end of the day, companies want to build a diverse workforce by hiring more female leaders. Organisations should continuously assess and reassess their best practices for gender diversity, and by extension, diversity and inclusion. While it begins at the recruitment level, corporations need to develop an awareness of Diversity, Equity, and Inclusion (DE&I) and decide how to deliver diversity targets at the workplace, as this would contribute to talent retention in the efforts of building diverse teams, according to Rani Nandan, Diversity, Equity, and Inclusion Director at PageGroup APAC. Through enough diversity training, recruiters may identify and consider excluding non-essential criteria and referencing broader capability requirements to avoid disproportionate focus on professional qualifications. Related: What women in Vietnam really think about workplace gender equity Long-term gender diversity requires systemic DE&I integration Though it looks like there is still a long way to go to improve gender equality and equity in the workplace, companies need to look at ways to achieve the greatest impact for a gender-inclusive workforce. The key is to integrate DE&I policies and commitments into the business framework to bring about true cultural change – such as expanding mentorship through formal sponsorship programmes, redesigning flexibility models to better support women’s work-life balance, and conducting data-driven audits to address promotion and equal pay. Request a call back Practical hiring strategies to improve gender diversity in the workplace There are a few ways to kickstart the promotion of gender diversity in the workplace during hiring. 1. Provide training on inclusive hiring practices The impact of gender stereotypes and unconscious biases exists, and it can come from anyone – even from those affected by it, particularly women. Therefore, it is vital to actively train recruiters, hiring managers and senior leaders who participate in hiring, from those responsible for writing job advertisements, to interviewing and making hiring decisions.  “We have a mandatory training course, which is extensive and comprehensive to educate our employees on eliminating unconscious bias when pre-screening and interviewing candidates,” shares May Wah Chan, Regional Director at Michael Page Vietnam. She adds, “We cover unconscious bias, finding diverse talent, creating inclusive job descriptions, inclusive shortlisting, and inclusive interviewing practices. The modules give an in-depth analysis and explore different scenarios, followed by tests that require a 100% passing rate before moving on to the next module.” Related: A guide to inclusive hiring for People With Disabilities To aid interviewers to reduce bias, companies could create a defined job criteria checklist when screening job seekers, and hiring decisions should be made against this list, with any additional notes or performance ratings to be added in a separate section.  She elaborates, “The interview process must be standardised, fair, and consistent. The questions we ask the candidates must be structured to be evidence-based. There is an expectation of the consultant being able to manage their personal bias.” “We have a very systematic system of record notes from the interviews, which indicate the correct information presented by the candidate. We ensure we create the right interview environment, ask the right questions, practice active listening skills, make verbatim notes, and classify and evaluate the [feedback].”  2. Implement interview panels with a diverse set of interviewers It is critical to have a diverse panel of interviewers in order to catch interviewer bias early on. If your company uses external recruiting agencies, it is important to check in with them to see how they handle diverse hiring.  At the hiring manager or talent acquisition manager level, the company could make a regulation that there should always be two hirers present at every interview who demonstrate equal participation throughout the interview process. To eliminate gender bias, one interviewer could interview for technical skills, while the other could focus on behavioural ones.  With two people accessing an interviewee, you will get different, or similar, professional opinions, which can lead to a fairer and more objective perspective on the applicant.   For senior role interviews, it is even more crucial to have an interview panel that reflects diversity in ethnicity and gender identity. This approach fosters a gender-inclusive environment and enhances the company's image as committed to improving diversity and eliminating gender disparity, which can positively impact the candidate's view regardless of the interview outcome. 3. Make job advertisements more inclusive  Creating an inclusive workplace culture starts at the very beginning – by attracting a gender-diverse talent pool from the moment the job posting goes live. Here are a few things to note when crafting an inclusive job post: Audit and update job descriptions for inclusive language It is very important for hiring managers to be aware of gender-biased language in job posts. Certain words in the descriptions can affect job appeal for women in terms of personal skill and belongingness. Even one word can make the difference between attracting female applicants and turning them away.  For instance, words like "dominant", "self-reliant" and "analyse" are perceived as more masculine, while words like "serves", "dependable", "collaborate" and "consider" are considered female-trait words, according to this journal.  Skip the nice-to-have requirements and stick to the must-haves 78% of women's reasons for not applying, have to do with believing that the job qualifications are real requirements, according to a Harvard Business Review survey.  According to Nandan: Recruiters may consider excluding non-essential criteria and reference broader capability requirements to avoid disproportionate focus on professional qualifications. There can also be a reduced focus on required qualifications and experience, and more emphasis on the objectives of the role. Related: Why recognising women in leadership and their achievements matter 4. Demonstrate a commitment to true inclusivity Add a statement to show your organisation's commitment as an Equal Opportunity Employer that expresses the company's approach to diversity, equity, and inclusion, providing support, equal opportunities to career advancements and reasonable adjustments to all. Nandan adds, go further by including family-friendly benefits like flexible working arrangements and parental leave. Gender diversity in the workplace goes beyond the hiring process Hiring with gender diversity in mind is only the beginning. Once your company has onboarded female talents, it is crucial to support them with career advancement opportunities, mentorship, and leadership pathways. Over time, consider intersectionality factors to sustain healthy gender diversity. For example, be mindful of bias or preferential treatment based on a female employee’s appearance, ethnicity, beliefs, sexual orientation, or gender identity. You will also need to assess internal processes like performance reviews and promotions to ensure they are equitable, transparent, and free from any conscious or unconscious unfair treatment within your team. Organisations that build true cultures of inclusion tend to see better retention, stronger morale, and a more compelling employer brand Further reading:11 traits you need to be a highly effective leaderHow employers and employees can match their prioritiesLeading Women: Navigate complex teams with respect and effective communication Fri, 01 Aug 2025 02:00:00 +0700 Simone Wu 223756 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/when-to-use-recruitment-agency Hiring the right person is not just an HR task – it is a strategic business decision. Whether you are scaling quickly, replacing a key executive, or entering a new market, how you hire can have a direct impact on your operational agility, brand reputation, and revenue. While many organisations default to internal hiring to control costs, there are situations where engaging an external recruitment agency can deliver greater long-term value and help your organisation thrive. The right partner does not just fill roles – their recruitment services unlock access to top talent, reduce risk, and help you hire faster and smarter. So, when should you consider using an external recruiter instead of hiring in-house? Below, we outline key scenarios where outsourcing the search process can strengthen outcomes and protect your business priorities. When to use a recruitment agency You will benefit partnering with a recruitment agency when: You need to hire fast Your roles are hard to fill The hiring must be confidential Your team lacks capacity You want to expand to new markets You want to hire at scale You need strategic hiring support You want to avoid hiring risks 1. When time-to-hire directly affects business performance Some roles can’t sit vacant for long: a sales director generating millions in annual revenue, a finance controller overseeing compliance deadlines, or a project engineer on a time-sensitive build. If your internal team is managing multiple roles or lacks dedicated team sourcing capacity, you risk missing business targets due to unfilled positions. Recruitment firms help reduce time-to-hire by: Tapping into a diverse range of passive candidates and pre-qualified talent pools Managing outreach, screening, and scheduling at speed Keeping recruiting processes moving – even during internal delays Filling a role just two weeks faster can create a measurable impact on revenue generation, team performance, or service delivery. Find your next great hire 2. When you are hiring for specialist or hard-to-fill roles Not every job can be filled through job search platforms, ads and LinkedIn posts. Some require deep market insight and proactive outreach such as direct engagement through corporate messaging platforms, particularly in competitive sectors such as technology, healthcare, or finance. Examples of hard-to-fill roles include: Cybersecurity analysts with regulatory experience Senior software engineers with cloud-native architecture skills Tax specialists with cross-border expertise In these cases, recruitment agencies bring an advantage through: Niche industry knowledge and talent mapping Understanding of candidate motivations and salary expectations Direct access to passive candidates who are open to the right job opportunities If your in-house team has not hired for this type of role before – or you are not getting the right calibre of applicants – it may be time to engage an external partner. Related: How to work with a recruitment agency: A step-by-step guide for employers 3. When the job search must be made confidentially There are times when discretion is not a preference – it is a necessity. This is especially true for executive search and C-suite roles, where sensitive circumstances often require a highly confidential approach. This might apply when: Replacing an underperforming leader Building a new function ahead of a strategic launch Conducting sensitive restructures or exits Recruitment agencies can run confidential searches by: Avoiding public advertising and using direct outreach Acting as a buffer between your brand and the market Managing candidate expectations under NDAs This protects your internal culture, market reputation, and competitive positioning – especially in small or high-profile industries. Related: Why working with a recruitment agency in Vietnam can help you save money 4. When your internal resources are stretched If your HR or talent acquisition team is managing the whole process of hiring, from onboarding to performance reviews – plus recruiting – you are not alone. In lean or fast-growing companies, recruitment often becomes a reactive process. Recruitment agencies can help by: Acting as an extension of your team, without adding manpower Providing end-to-end recruitment services and support: sourcing, screening, shortlisting Keeping candidates engaged while you focus on other priorities This makes recruitment agencies very efficient, particularly for startups, SMEs, or HR teams supporting multiple regions or business units. Book your free hiring consultation Related: A guide to inclusive hiring for people with disabilities 5. When you are looking to expanding into new markets or geographies Hiring in a new country or region presents unique challenges, including salary expectations, local talent trends, cultural norms, and regulatory requirements. A recruitment firm with regional expertise can help you: Understand local job titles, benefits norms, and interview styles Avoid compliance risks tied to labour laws or visa issues Position your employer brand effectively in a new job market For instance: In Singapore, employers face fierce competition for tech and engineering talent In Hong Kong, cross-border experience and language skills are often critical In Australia, hiring norms and remote work preferences vary significantly by state Partnering with a recruiter helps you localise your hiring approach without reinventing the wheel. Related: How to hire to improve gender diversity in the workplace 6. When you are scaling quickly or hiring in volume Sudden growth, new client wins, or product launches often require filling multiple roles in a short timeframe. If your internal team lacks the bandwidth or tools to coordinate this efficiently, delays can slow momentum. Agencies with project hiring, or recruitment process outsourcing (RPO) capabilities can help you: Deliver consistent candidate experiences across roles Handle bulk CV screening and interview coordination Onboard multiple hires without compromising quality This approach is well-suited for regional expansions, shared services setups, and building new departments. Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide 7. When you want strategic insights – Not just CVs The best recruitment companies do not just source candidates – they are also your talent advisors. Their market visibility gives you a clearer sense of: What candidates expect in terms of salary, flexibility, and workplace culture Keywords that candidates use to search jobs in your industry Why similar roles are attracting (or losing) talent in your industry How to position your company more effectively during the recruiting process This is especially helpful when: You are hiring a new type of role for the first time Your team is unsure how competitive your offer is You have had offers declined without clear feedback A consultative recruitment partner can provide valuable talent insights that help you refine your job description, interview strategy, and EVP, giving you a competitive edge. Talk to our recruitment specialists today 8. When you want to reduce hiring risk A hiring mistake doesn’t just waste time – it can impact team morale, disrupt operations, and incur thousands in rework costs. Recruitment agencies help reduce this risk by increasing your chances of securing top-tier talent through: Vetting candidates through structured interviews and reference checks Offering behavioural assessments or cultural fit evaluations Providing replacement guarantees if a hire does not work out For senior roles or business-critical functions, this added layer of due diligence offers peace of mind, especially when hiring under pressure or with limited internal infrastructure. When not to use a recruitment agency While recruitment agencies offer clear value in many scenarios, there are situations where in-house hiring delivers better results and ROI. Stick to internal hiring when you have: Well-defined, junior roles with clear progression paths and standardised requirements Strong internal talent acquisition capacity with dedicated recruiters and established processes Time flexibility, where a 4-6 week hiring timeline won’t impact operations Limited budgets where agency fees (typically 15-25% of salary) outweigh the urgency Role types that rarely warrant agency support: Entry-level jobs with high application volumes Internships and graduate programmes Administrative roles with clear skill requirements Jobs where cultural fit outweighs technical expertise Roles requiring extensive internal training, regardless of background Red flags for recruitment agency partnerships: You are filling the same role repeatedly and could build internal expertise The role has unclear requirements or constantly changing priorities Your company culture is highly unique and challenging for outsiders to assess Internal stakeholders are not committed to a streamlined decision process The key question: Does the complexity, urgency, or strategic importance of this hire justify the investment in external expertise? Know when to bring in a recruitment partner Not every role requires external recruitment support. If you are hiring for junior, well-defined roles and have a strong internal team with time to spare, in-house hiring often delivers solid ROI. But for roles that are urgent, niche, confidential, or strategically important, partnering with a recruitment company may be the smarter long-term move. It is not just about saving time – it is about protecting business outcomes, strengthening talent pipelines, and reducing hiring risks. Are you wondering whether your next hire requires external support? Our recruiters can assess your role requirements, internal capacity, and market conditions, and help you determine the best-fit approach. We work closely with employers and job seekers from diverse, leading industries across Vietnam to deliver tailored recruitment solutions that support every stage of the entire process – from sourcing and screening to executive search and onboarding – to ensure a truly seamless experience for your business. We also go the extra mile to share workforce insights and guidance to help you navigate challenges like job scams, economic shifts, and evolving expectations from job seekers. Whether you are recruiting for a new project, expanding your team, or filling a business-critical role, our recruiters are here to help you connect with the talent who will drive your business success. Read more:How to conduct a 360-degree appraisalHow to structure effective job interviews: A guide for hiring managersManaging salary conversations during economic downturns: A leader’s guide to basic principles Mon, 28 Jul 2025 13:07:04 +0700 Simone Wu 223866 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/recruitment-agency-employers-guide Hiring has never been more challenging – and the stakes have never been higher. According to our latest Talent Trends report, 37% of employers in Vietnam say hiring has become harder over the past 12 months.Employers are grappling with a complex, fast-moving talent landscape, marked by widening skills gaps, rising salary demands, and the growing importance of flexibility.If you've lost top talent to competitors, struggled with salary expectations, or found yourself repeatedly posting the same role, you're not alone. Many companies are now partnering with recruitment agencies not just to fill vacancies, but to boost hiring outcomes, reduce time-to-hire, and remain competitive in a candidate-driven market.A practical guide to partnering with a recruitment agencyThis step-by-step guide explains how to work with a recruitment agency effectively – helping you hire smarter, faster, and with more confidence.Working with a recruitment agency can be a strategic move for businesses looking to improve hiring efficiency and eventually achieve positive outcomes. Recruitment agencies collaborate closely with companies to understand their workforce needs and deliver tailored recruitment solutions.From accessing a diverse database of specialist talents, acquiring the latest workforce insights to reducing time-to-hire, a recruitment agency can help streamline the entire process, supporting a company's specific hiring needs in Vietnam – especially when internal resources are limited.In this article, you will find out aboutThe benefits of working with a recruitment agencyWhat to know about fees and guaranteesDefining your hiring needsChoosing the right agencyBriefing the recruitment agency thoroughlyReviewing the shortlisted candidatesConducting interviews and assessmentsCreate offers and onboarding candidatesTalk to our industry specialists todayBenefits of working with a recruitment agencyRecruitment agencies are crucial in Vietnam's dynamic job market, expertly connecting professionals with employers. They use their extensive market knowledge and vast talent networks to offer customised hiring solutions, addressing both immediate staffing needs and long-term workforce strategies.For employers, partnering with an agency means quick access to top-tier talent, efficient hiring, and reduced risk of job scams. Agencies manage the entire hiring process, from writing job descriptions to negotiating salaries, ensuring a smooth and professional experience. Their expertise and high standards make them a credible and reliable choice for comprehensive staffing solutions.Fees and guarantees: What employers should knowWhen partnering with a recruitment agency, it's essential for employers to understand their recruitment services, fee structures and guarantees. Reputable agencies are transparent, clearly detailing all costs and included services.Many agencies offer guarantees on candidate quality or placement success, giving employers peace of mind. Discussing these upfront, including any post-placement support, ensures a smooth and successful recruitment experience aligned with your business goals.For growing SMEs or HR leaders, a clear understanding of these aspects, as outlined in our step-by-step guide, will help you navigate the recruitment process effectively and achieve successful outcomes.1. Define your hiring needsBefore contacting a recruitment firm, clearly define your hiring needs. A detailed understanding helps the recruiter align their sourcing strategy with your business goals and team dynamics.Consider both immediate and long-term requirements: are you filling a vacancy, building a new team, or addressing underperformance? Clearly identifying specific positions ensures the right talent is matched efficiently.Beyond technical skills, industry background, and experience, don't overlook culture fit and adaptability, especially in hybrid or fast-paced environments.Key questions to askAre you hiring for a permanent, temporary or contract position?What qualifications or certifications are essential?What soft skills and working style would complement the team?What is the urgency and expected start date for this hire? Having these answers ready will make for a much more productive first conversation with your recruitment partner.💡 Need help benchmarking salaries or defining the role scope?View our latest Salary Guide for Vietnam2. Choose the right recruitment agency At Michael Page, we specialise in mid to senior-level recruitment and executive search across diverse industries. Our recruiters leverage deep local market knowledge and a global talent network to quickly find the right talent for you.Selecting the right recruitment company is critical. You need a partner who understands your industry, speaks your language, and can professionally represent your brand to job seekers. Not all agencies offer the same level of service or specialisation, so due diligence is essential.Research agencies with experience in your market or function. Look for a track record of strong placements, industry recognition, or a consultative approach that goes beyond simply submitting CVs. Agencies that demonstrate innovation in their recruitment strategies are often better equipped to attract and retain top talent. The right agency will also proactively advise you on hiring strategy, talent availability, and salary expectations.🔎 Looking for a recruitment partner with proven industry expertise?Talk to a Michael Page consultant today3. Brief the recruitment agency thoroughly Once you’ve chosen a recruitment agency, provide a clear and detailed brief covering the role, team culture, business goals, and any challenges. This allows the recruiter to represent your brand authentically and target candidates who are both technically and culturally aligned.A strong agency will guide you through the process – fine-tuning the job opportunities description, managing expectations, and positioning the role competitively. At Michael Page Vietnam, our recruitment consultants support you at every stage, from initial consultation to post-placement follow-up.What to share Job title, responsibilities and reporting linesKey skills and qualifications requiredCompany culture and team environmentSalary range, benefits and flexibility (e.g. hybrid or remote options)Timeline, interview stages and decision-makers This information equips your consultant to act as an informed ambassador for your brand – which ultimately improves candidate engagement and retention. 4. Review shortlisted candidatesOnce the talent search begins, your recruitment consultant will screen and shortlist candidates based on your agreed brief. This is a major benefit of working with a recruiting firm: they filter out unqualified applicants, conduct initial interviews, and only present high-potential talent for your review.When you receive candidate profiles, it's crucial to review them promptly and provide feedback, even if it's a "no". Managers are key here, as their involvement ensures shortlisted candidates align with decision-makers' expectations.Timely feedback not only keeps the process moving but also helps your consultant adjust the search if needed. Throughout the review, the agency offers expert guidance to help you make informed decisions and navigate any uncertainties.Best practices Keep review cycles short to avoid losing strong candidatesShare specific feedback on what worked or didn’tBe open to consultant suggestions on transferable skills or culture fit This collaborative approach increases your chances of securing the right hire – especially in fast-moving markets where top talent is in high demand. 5. Conduct interviews and assessmentsOnce candidates are shortlisted, your internal interview process begins. A recruitment agency can provide critical support here – helping you coordinate logistics, communicate timelines and even prep candidates beforehand to ensure they arrive well-informed and confident. Many agencies also offer value-added services such as behavioural assessments, skills testing, or tailored interview questions. These tools can help you evaluate candidates more objectively, particularly for technical or senior roles. How a recruitment agency can support Schedule and confirm interviews with all stakeholdersKeep candidates informed and engagedConduct reference checks or skills assessments where applicableAdvise on interview structure and evaluation criteriaAgencies that go the extra mile can also provide additional support, such as free consultations or comprehensive candidate filtering, ensuring a smoother and more effective hiring process.This supports not only enhances candidate experience but also reflects positively on your employer brand – a key consideration in today’s candidate-driven market.6. Make the offer and onboard successfully Once you’ve identified your top candidate, the next step is extending an offer. This phase can be sensitive – particularly if candidates are considering multiple offers or negotiating terms. Your recruitment agency can help facilitate the conversation, manage expectations, and offer insights on market-aligned compensation.In some cases, the consultant may act as a neutral third party to overcome sticking points in salary, benefits or notice periods – improving offer acceptance rates and reducing the risk of drop-offs.Your consultant can also support onboarding by checking in with the candidate during their first few weeks. Effective onboarding helps new hires integrate into the workplace, fostering a positive environment and supporting long-term retention.Final steps Benchmark salary with tools like our Salary GuideManage notice periods and pre-boarding tasksPrepare backup candidates in case of counter-offersEnsure a positive and structured onboarding experience A smooth onboarding is just as important as a smooth hiring process – and a good agency will help with both.  7. Provide feedback and build a long-term relationship After the hire is complete, don’t let the relationship end there. A good recruitment partner wants to hear how the placement is performing, what could be improved, and how they can support you in the future.Organisations benefit from ongoing recruitment partnerships by improving workforce management, leveraging tailored HR strategies, and staying ahead with innovative recruitment solutions.This feedback loop strengthens your long-term hiring strategy. It also gives your recruiter the context they need to refine future searches or proactively introduce talent that fits your evolving needs.Stay engaged even when you’re not actively hiring. Trusted recruiters can offer market updates, candidate insights and workforce planning advice year-round – not just when a vacancy opens up.Why feedback matters Improves candidate fit in future searches by incorporating helpful feedback from both clients and candidates, leading to better outcomesSupports long-term workforce planningBuilds a consistent pipeline of pre-qualified talentGives you early access to in-demand profilesHire with Michael Page Vietnam nowAt Michael Page Vietnam, we view every client relationship as a long-term partnership. Whether you're actively hiring or planning ahead, we’re here to provide ongoing support, talent insights and market trends to keep your business ahead of the curve.A committed recruitment company will continue to support your hiring needs, demonstrating dedication to your long-term success even during periods when you are not actively hiring.From one-off hires to strategic workforce planning, partnering with a recruitment firm helps you stay ahead in securing and keeping the right people. Staying connected with your agency ensures ongoing communication and continued success for your organisation.Explore market insights and talent trends to stay ahead of shifts in candidate expectations, salary movements and in-demand skills.Knowing how to work with a recruitment agency is a valuable skill for any employer looking to hire smarter, faster and more effectively. The right partner brings not just CVs, but insight, strategy and accountability to your hiring process.Whether you’re recruiting for a single role or planning for future growth, partnering with a dedicated team gives you a competitive advantage in attracting the right talent – and keeping them.Looking to hire quickly and confidently? Let Michael Page guide your search with expert insights and tailored recruitment support. Connect with our consultants today and transform your hiring experience. Thu, 24 Jul 2025 13:32:25 +0700 Carol Yeoh 223846 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/costs-of-hiring In today’s competitive and volatile hiring landscape in Vietnam, attracting the right talent is more critical – and costly – than ever. As companies in Vietnam compete for the same limited skills while navigating economic pressures, the same traditional in-house recruitment methods may be concealing hidden hiring costs that quietly drain resources and momentum.  From prolonged vacancies to poor-fit hires, the true cost of recruitment extends well beyond job advertisements and salaries. In contrast, partnering with a recruitment agency can help your business reduce hiring expenses in both the short and long term – by improving hiring speed, candidate quality, and employee retention. Get expert hiring advice How recruitment agencies help you hire faster Using recruitment services like Michael Page in Vietnam gives you access to the best consultants and candidate networks that can help you reduce time-to-hire and fill roles efficiently – whether you're hiring permanently or for a short-term contract. With more than 45 years of global experience, a recruitment partner like Michael Page brings insights, sourcing tools, and scalable strategies to help you grow your team. For example, access to pre-qualified candidates, real-time market data, and efficient screening tools all combine to make hiring faster and more cost-effective. According to an article by the Society of Human Resource Management (SHRM) based on US salaries in 2021, the average cost-per-hire for a business is the equivalent of US$4,683 – although it should be noted that cost-per-hire may be lower for entry-level roles.  Let’s examine the true financial impact of hiring decisions and explore the various approaches that can deliver measurable recruitment ROI. What are the hidden recruitment costs of hiring in-house? While managing hiring internally may be appealing for a lean team, it’s important to find out what the true costs are. Here are some common recruitment cost factors you may be overlooking: Job advertising on the wrong platforms Increased turnover from mis-hires Delays that lead to a loss in productivity Rehiring cycles that can cost thousands a year Burnout in your existing team if the role stays unfilled This can have a serious impact on your overall productivity and employee morale. Related: 5 common hiring pain points every hiring manager can relate to The true cost of recruitment While managing recruitment internally may seem cost-effective, many organisations underestimate the broader financial impact of slow hiring cycles and bad hires. These hidden recruitment costs can quietly erode productivity, employee morale, and profitability over time – making traditional hiring methods less efficient than they appear. Direct recruitment costs  These are visible, upfront recruitment expenses such as:  Job advertisements on job boards, social media, and recruitment platforms Employer branding and recruitment marketing campaigns Tools for candidate sourcing and screening (e.g. ATS) Interview costs including staff time or candidate reimbursements Agency fees or executive search charges Onboarding and employee training programmes Indirect recruitment costs  Often more damaging in the long term: Lost productivity from unfilled positions or mis-hires Burnout or disengagement among overworked team members Project delays and operational inefficiencies Turnover costs, including re-hiring and retraining Declining team morale and cohesion Missed business opportunities and lost revenue Together, these costs can also compound quickly – especially if a role remains vacant for an extended period or if a new hire leaves within their first year. Reduce your recruitment spend now How recruitment agencies deliver immediate cost savings Recruitment agencies can reduce hiring costs in many ways – from avoiding long vacancy gaps to improving candidate quality and offer acceptance rates. When you partner with the right recruitment firm, the upfront recruitment agency cost is often outweighed by long-term savings, improved productivity, and better hiring outcomes. Here’s how these savings play out in practice: 1. Faster time-to-hire Each day a vacancy stays open, your business loses value at the expense of productivity and growth opportunities. Recruitment agencies help fill roles faster by:  Using pre-qualified candidates talent networks Leveraging data-driven screening to identify strong matches quickly Managing candidate communications efficiently This reduces time-to-fill, limits disruption, and drives recruitment cost efficiency. 2. Lower recruitment marketing and sourcing costs Running multi-platform job ad campaigns is expensive. Recruitment agencies lower this spend by:  Accessing existing candidate databases Using targeted sourcing via high-performing job platforms Offering digital sourcing solutions like ReachTalent  The result: better candidate quality at lower cost.  3. Smarter salary benchmarking  Offering the right salary is vital – not just to attract talent, but to stay within budget. Your finances in hiring can be optimised through recruitment agencies, as they: Use up-to-date salary data like Michael Page's 2026 Salary Guide to advise on competitive, realistic offers Avoid overpayment or under-offering that leads to offer rejections Balance salary expectations with the organisation’s hiring goals  This informed approach ensures your offers are both appealing, and supports sustainable hiring budgets. 4. Risk-managed, confidential hiring  For the hiring of senior, strategic, or sensitive roles, recruitment agencies offer:  Discreet recruitment and head-hunting Compliance with employment law Mitigation of legal and reputational risks Such safeguards are crucial for protecting both brand image and the continuity of your business’ operations.  Related: 9 common mistakes hiring managers should avoid in job interviews  Get a cost-saving hiring consultation Long-term value: Building a cost-effective hiring strategy  Beyond immediate savings, recruitment agencies help with strategic workforce planning and sustainable hiring practices.  1. Improved employee retention  By carefully matching candidates to both the role and company culture, agencies help reduce employee turnover. They also play a key role in identifying candidates with long-term potential – helping you avoid the costly cycle of job hopping. The benefits include:  Fewer repeat hiring cycles Greater team stability and cohesion Higher employee engagement Cost savings through long-term retention  A well-matched hire contributes more and stays longer – resulting in better returns on recruitment investment.  2. Scalable and flexible workforce planning  Recruitment firms can help support evolving business needs through flexible and scalable hiring strategies that align with shifting market conditions and organisational priorities. Here’s how:  Contract or temporary staffing for seasonal or project-based work Strategic advice on structuring teams for organisational growth Quick access to on-demand talent without increasing permanent headcount This agility is invaluable in fast-changing markets.  3. Diversity and inclusion support Diverse teams are proven to boost innovation, engagement, and business outcomes. Here’s how recruitment firms support inclusive recruitment practices: Access a broader and more diverse candidate pool Reduce unconscious bias in shortlisting Align hiring strategies with DE&I goals  These efforts not only enhance company culture but also support long-term retention and performance. Recognising employees from all backgrounds meaningfully can further reinforce an inclusive culture.  Related: How to attract talent in a candidate-short market  Why work with Michael Page?   Our recruitment expertise in Vietnam spans industries like:  Banking & Financial Services Engineering & Manufacturing Healthcare & Life Sciences Procurement & Supply Chain  We combine local expertise with a global reach to help you find the right talent at the right time. Want to work with a company that understands what you need? Michael Page works across industries and functions to help businesses hire in a way that’s agile, efficient, and built for long-term success. If your company is ready to save money on recruitment, reduce inefficiencies, and hire smarter, talk to one of our consultants today. Read more: 11 traits you need to be a highly effective leaderTech job seekers in APAC: Priorities clash with employer offerings How employer branding can help your company attract the best talent Don’t let hiring challenges cost your business. Our specialist consultants have the networks and expertise to fill your role quickly. Let’s discuss your needs. Wed, 18 Jun 2025 16:26:04 +0700 Carol Yeoh 223811 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-to-respond-pay-rise-requests-scenarios-scripts Even the best-prepared leaders can find it challenging to respond to pay rise requests, particularly during economic downturns. This guide provides practical, real-world scenarios and word-for-word responses to help you navigate these crucial discussions with confidence and care. Common scenarios and responses to help you respond to pay rise requests Here are some of the most frequent situations you’ll encounter and how to handle them effectively: Scenario 1: The direct request Employee: “I’ve been performing well and would like to discuss a salary increase.” Response: “I appreciate you bringing up your pay rise request, and you’re right – your performance has been strong, particularly on the Polaris project. We’re currently under a company-wide salary freeze due to market conditions. “However, I’d like to discuss alternative ways to recognise your contributions, such as leading our new client initiative, which could position you well for advancement when market conditions improve. Would you be open to exploring these options?” Scenario 2: The competitive offer Employee: “I’ve received an offer with higher pay from another company.” Response: “Thank you for being upfront about this. While we can’t match the salary offer right now due to our current financial constraints, I value your contributions and want to understand what aspects of your role and career growth matter most to you. “Could we discuss a salary negotiation and development plan that includes increased responsibilities and a compensation performance review in six months? I’m also authorised to offer additional Paid Time Off (PTO) and flexible working hours immediately.” Related: How to conduct a 360-degree appraisal Scenario 3: The equity comparison Employee: “I’ve learned that colleagues in similar roles earn more than me.” Response: “Thank you for raising this concern. Pay equity is extremely important to us. While I can’t discuss other employees’ specific compensation, I want to ensure you understand how we determine salary bands and where your role fits. Let me walk you through our framework and the factors we consider, including experience, specialised skills, and tenure. “I want to work with you to identify gaps in these areas and create a development plan to address them. Although we can’t adjust salaries immediately, I commit to reviewing your compensation against these benchmarks in our next review cycle.” Scenario 4: The increased responsibilities Employee: “I’ve taken on several new responsibilities since my last review, and I believe my compensation should reflect this.” Response: “You’re absolutely right to bring this up. I’ve noticed your expanded role, particularly in leading the marketing automation initiative. While we can’t increase salaries right now, I want to formally acknowledge these new responsibilities. I propose to update your title to Senior Specialist, with a pay increase in the form of a spot bonus of $3,000 and priority consideration for the Team Lead role opening up in Q4. “I’d also like to enrol you in our leadership development programme, typically reserved for management positions. Can we discuss how these professional development opportunities align with your career goals?” Related: The role of salary transparency in reducing workplace inequality Scenario 5: The performance-based request Employee: “I’ve consistently exceeded my targets and brought in significant revenue. Shouldn’t this merit a raise?” Response: “Your outstanding performance hasn’t gone unnoticed – you’ve exceeded targets by 130% this year. While base salary increases are frozen in our current climate, I’ve secured approval to restructure your bonus scheme. “Based on your current performance levels, this would increase your earnings potential by 20%. I can also fast-track you for our high-potential programme, which includes executive mentoring and priority for promotion when positions open up. Would you like to review the details of this enhanced incentive structure?” Scenario 6: The skill upgrade Employee: “I’ve completed several certifications and improved my skills. I believe I’m now worth more to the company.” Response: “Congratulations on your professional development – achieving those AWS certifications is a significant accomplishment. You’re right that this increases your value to the team. While we can’t adjust base pay currently, I’ve created a new ‘technical specialist’ designation that comes with a quarterly skills bonus of $1,500. “I’d also like to create a new cloud architecture working group with you as the lead, which includes a project leadership allowance. Additionally, would you be interested in becoming our internal AWS training leader? This role comes with its own compensation structure.” Scenario 7: The retention risk Employee: “I’ve been approached by recruiters frequently, and the market rate for my role seems much higher.” Response: “Thank you for being transparent about this. You’re right that the market is active for your skills, and we want to ensure you continue to grow with us. While we’re limited on base salary adjustments now, I can offer an immediate retention bonus of $8,000, split over the next two quarters. “I’m also creating a personal development fund of $2,000 annually for you to use on any professional growth activities you choose. Most importantly, I want to map out your next career move with us – I see you as a potential candidate for the Regional Director role we’re creating. Can we discuss what that path might look like?” For guidance on how to respond to pay rise requests, see our companion article: Managing Salary Conversations During Economic Downturns: A Leader’s Guide to Basic Principles Managing high performers who are underpaid High performers who are underpaid present a unique challenge during downturns – they’re often your most valuable team members, yet also the most at risk of departure. Here’s how to approach these crucial retention conversations: Scenario 1: The rising star For your top performer who’s below market rate: “Suzu, your impact on the team is exceptional. While we can’t adjust salaries right now, I’ve secured approval for you to lead our biggest upcoming project. This includes a 10% project bonus and exposure to senior leadership. I’m also committing to a compensation review in Q3 when our financial situation is projected to improve.” Scenario 2: The veteran expert For experienced high performers: “William, your expertise is invaluable to us. I want to be transparent – while we can’t offer a raise now, I’ve advocated for and received approval for you to attend three industry conferences of your choice this year, plus a dedicated learning budget. I’d also like to create a formal mentorship programme with you as the lead, which includes a stipend. Let’s also set a concrete timeline for reviewing compensation once our key financial metrics recover.” Scenario 3: The technical specialist For the highly skilled technical expert: “Shah, your deep expertise in cloud architecture has been crucial for our digital transformation. While we can’t match market rates right now, I’ve arranged for you to spend 20% of your time on independent research and development projects. “Additionally, we’re adding a technology leadership allowance of $500 monthly for your role as our cloud champion, and I’ve secured a budget for you to build your own small team by Q3.” Related: How to structure effective job interviews: A guide for hiring managers Scenario 4: The client relationship manager For the revenue-generating relationship builder: “Krystine, your client relationships have generated consistent growth even in this downturn. Although we can’t adjust your base salary now, I’ve restructured your commission framework to increase your earning potential by 25% on new business. “I’m also adding you to our executive client advisory board, which includes a quarterly bonus and fast-tracking your promotion to Senior Manager once we hit our Q4 targets.” Scenario 5: The innovation driver For the creative problem-solver: “Tony, your ability to innovate and improve our processes has saved us significant costs this year. While we can’t offer the raise you deserve right now, I’ve created a special innovation bonus structure where you’ll receive 15% of documented cost savings from your improvement initiatives. I’m also giving you first right of refusal on our new digital transformation projects, each with its own project completion bonus.” Scenario 6: The emerging leader For the high-potential future leader: “Yakita, your leadership potential is exceptional, and I know you’re currently under market rate. While we can’t adjust your base pay now, I’ve enrolled you in our executive leadership programme, which typically requires a senior director level. “This includes executive coaching worth £10,000 annually, shadowing opportunities with our C-suite, and priority consideration for the regional director role we’re creating next year. I’m also adding you to our high-potential bonus pool, which pays out quarterly based on company performance.” Find your Next Great Hire Long-term retention strategies When facing compensation constraints, organisations need to develop comprehensive strategies that focus on immediate retention and long-term engagement. While competitive pay remains important, employees who feel valued, see clear growth opportunities, and understand their path forward are more likely to stay, even when immediate financial rewards are limited. Successful retention strategies combine tangible career development opportunities with transparent communication about future possibilities. This approach helps maintain employee motivation and commitment while building a foundation for sustained engagement that extends beyond compensation alone. Here are key elements to consider: Build career equity Create opportunities for employees to gain valuable experience and skills that increase their market value. This might include cross-functional projects, leadership opportunities, or specialised training. Maintain momentum Keep regular development conversations active and encourage employees to ask for a pay rise if they feel deserving. Use tools like career mapping and skill assessments to show progress despite limited financial growth. Plan for recovery Be explicit about how employees will benefit when business conditions improve. Document commitments and create clear triggers for when compensation reviews will resume. Research comparable salaries To ensure fair compensation for each role and improve transparency around career paths, consider using resources like the Michael Page Salary Guide to benchmark average salary ranges in your industry. Employees value when their company openly references trusted, up-to-date data sources and shows a commitment to pay equity by making compensation decisions based on market standards. Essential takeaways for mastering challenging compensation conversations Remember these key principles when handling compensation discussions: Always acknowledge the validity of the request Show appreciation for their contribution and transparency Explain context without making excuses Offer immediate alternatives where possible Create clear timelines for future reviews Document commitments and follow through Explore more salary insights Get a comprehensive view of salaries across various industries and roles with our Michael Page Salary Guide, which features the average salary of roles in Vietnam’s dynamic job market, or use our Salary Comparison Tool to see how your compensation compares to industry standards. Read more:Why should someone be led by you?How to prevent employees from job hoppingHow leaders can gain better engagement with their teams Sat, 07 Jun 2025 00:59:08 +0700 Simone Wu 223926 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/leadership-insights-olga-yung With over 45 years in global recruitment, Michael Page has helped shape the careers of countless professionals – including many of our own. In our new interview series ‘Her Path, Your Opportunity’, we speak with women in leadership across our global offices about the experiences, values, and pivotal moments that have shaped their journeys.  In this inaugural episode, Andy Bentote, Regional Managing Director of Michael Page Asia Pacific, sits down with Olga Yung, one of the managing directors of Michael Page Hong Kong.  Olga’s path to leadership is as inspiring as it is unconventional. With a background in law and over 16 years of recruitment experience, she has led teams across multiple specialist disciplines, including Finance, Financial Services, HR, Legal, and Property. Today, she is recognised for her performance and the trust and impact she builds as a leader.  From lessons in perception to managing through change, Olga shares the mindset shifts that helped her grow from consultant to leader – and the importance of staying grounded in both work and life. Leadership and legacy: A conversation with Olga Yung Andy: What’s the most powerful lesson you’ve learnt about being a leader and how does it shape the way you lead today?  Olga: Well, it's coincidental that the most powerful lesson I learnt is from you, Andy. When you were running Greater China, you were deeply focused on personal growth. One lesson that has stuck with me over the years is how someone else’s perception can become their reality – even if we don’t agree with it.  Initially, I wasn’t completely comfortable with the idea; less so about the concept, more so about other people’s perception, which was not my reality, but I took your advice anyway.  My biggest takeaway as a leader – it is not always about you. It does matter how other people see you, and it does not matter how good you are as an individual. Real leadership is where our leaders recognise that they serve the people they lead and through that, it also inspires others to be their best. Andy: Great to hear that it is still having an impact and you’re exactly right - leadership is all about perception and perception is reality. The second question was actually one from my daughter. She asked, what is one skill or mindset that every girl should have if they want to succeed?  Olga: As a young girl raised in Asia, I encountered the expectation that some females might rely on males, particularly in marriage or family settings.  However, my parents taught me to be self-reliant and fearless in doing more, not less. They taught me that everything you learn, do and put effort in will ultimately be yours – whether it’s a new experience, a new skill set you’ve gained, a new relationship or just learning in general.  That really sets the tone for me at work - I never try to get by with the bare minimum. I believe that the more we invest in ourselves, the greater our growth and achievements will be. That mindset has been a key driver in my journey.  Related: Why recognising women in leadership and their achievements matter Andy: How did you navigate your own career path to leadership? Were there any pivotal moments?  Olga: When I gave up my legal career to go into recruitment, I was initially driven by a desire to prove to my family that I could be successful without pursuing law. At the time, taking on a leadership role seemed like the fastest way to progress within the organisation.  Leadership in recruitment isn’t easy. In those days, most leaders were top billers first - that’s what laid the foundation for promotion.  But once you step into leadership, you become accountable for other consultants’ performance. Work doesn’t just double; it multiplies. You give up time to coach your team, and sometimes even your own jobs, to ensure they have enough to work on.  There were certainly moments when I questioned it. As a new billing leader, I wondered why I was doing more but billing less; and seeing that reflected in my bonuses. Andy: How can organisations create a more inclusive and supportive environment for women in leadership? Olga: There’s a saying that “leaders are born, not made” – but I disagree. Every good leader I know has made mistakes along the way. They learn, adapt, and improve.  Organisations can create more supportive environments by providing guidance and coaching, especially for new leaders. Whether it’s a structured session or an informal catch-up over drinks, giving leaders a forum to share experiences and lean on each other can be incredibly valuable.  Andy: How do you balance leadership responsibilities with personal life?  Olga: I try not to bring work home. When I’m with my family, I focus on them, which means pausing the emails and messages.  To do that, I must be fully present at the office – spending enough time with my team, whether coaching, listening, or simply checking in.  If you’re intentional with your time during the day, it becomes easier to draw boundaries and truly enjoy your time at home. Andy: What are the key mindset shifts needed to move from an individual contributor to a leadership role?  Olga: If you’re not in a good place yourself, you can’t be an effective coach to others. The two go hand in hand.  For example, if you devote all your time to your team, you’ll be stretched in your own delivery and performance. That can affect your mental wellbeing, which in turn affects how you lead.  On the other hand, if you’re solely focused on yourself and neglect your team, it doesn’t matter how strong your performance is – the team will suffer, and one person’s revenue can’t make up for an underperforming team.  I try to split my days in halves – one half for my team, the other half for myself. That helps me stay balanced and work more efficiently.  Related: 11 traits you need to be a highly effective leader Andy: What do you think separates top-performing recruiters from the rest? Olga: Top performers aim high. They don’t settle for easy targets. They embrace learning – even failure – as part of the process.  After all, recruitment is a people business. If you don’t grow and evolve with your clients, candidates, and colleagues, you’ll struggle to stay ahead.  Andy: Thank you for sharing your story, Olga. It serves as a reminder that great leadership is a journey of both mindset and meaning.  Looking to hire your next leader? Partner with us for tailored recruitment solutions that connect you with top leadership talent. Contact us, and we’ll match you with the right consultant for your market and hiring needs. Read more:  How to nurture meaningful workplace relationships   Why should someone be led by you?   What women in Vietnam really think about workplace gender equity Tue, 03 Jun 2025 12:35:00 +0700 Carol Yeoh 223906 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/salary-discussions-economic-downturn-guide One of the most challenging tasks in leadership has to be having a genuine discussion about compensation – especially in economically unpredictable times. Whether you’re a seasoned executive or a first-time manager, discussing salary increase opportunities during a downturn requires a balance of empathy, transparency, and business acumen. Understanding the context before salary discussions Economic downturns affect everyone. Your employees are likely feeling the impact of inflation, market uncertainty, and possibly even witnessing redundancies in their professional networks. As a leader, you’re tasked with bridging the gap between these genuine concerns and your organisation’s financial constraints. Preparing for the conversation Effective salary negotiation requires thorough preparation, yet many leaders find themselves struggling to balance employee expectations with business realities. To avoid this common pitfall, start by: Reviewing your company’s financial position and how it translates to departmental salary budgets Gathering current market data for similar roles in your industry and understanding salary range expectations Understanding each employee’s current compensation package, overall performance, work history, and career trajectory Preparing specific examples of how economic conditions are affecting your organisation The key is to arm yourself with concrete data while remaining flexible enough to have a human conversation. This isn’t just about numbers – it’s about people’s livelihoods. Think of these conversations as building blocks for long-term trust. Here’s how to approach them: Lead with empathy Acknowledge the challenging environment upfront. A simple “I understand these are difficult times, and I want to have an open discussion about your salary expectations” can set the right tone. Be transparent about reality Share appropriate context about business performance and constraints. Your employees are adults who can handle the truth if it’s delivered with respect and clarity. Focus on total value Compensation isn’t just about base salary. Highlight the complete package, which includes benefits, learning opportunities, and workplace flexibility. This isn’t about deflecting – it’s about painting the whole picture, including additional benefits beyond base pay. Master the fundamentals of salary discussions When handling pay rise requests during a downturn, follow these essential principles: Always acknowledge the validity of the request Show appreciation for their contribution and transparency Explain context without making excuses Offer immediate alternatives where possible Create clear timelines for future reviews Focus on total compensation, not just base salary Link development opportunities to career growth Document commitments and follow through Alternative compensation strategies While traditional pay rises remain the most straightforward way to recognize and reward employees, economic downturns often require creative thinking about compensation. When budget constraints make immediate pay rises impossible, leaders need to explore alternative ways to provide value and demonstrate appreciation for their team members. Short-term solutions: One-time performance bonuses Extra paid time off Flexible working arrangements Priority for high-visibility projects Long-term investments: Mentorship programmes Professional certification funding Skills development opportunities Future salary review sessions tied to business recovery milestones Communication best practices The success of these conversations often lies in the how, not just the what. Consider these approaches: Schedule dedicated time in a private setting Listen more than you speak Take notes and share follow-up in writing Stay connected with regular check-ins Be specific about timelines and next steps How to build trust through salary conversations during economic uncertainty Navigating a salary discussion during a downturn is about more than just delivering news about compensation constraints. It’s an opportunity for refined negotiation strategies to demonstrate leadership, develop trust, build engagement, and strengthen relationships with your team. A negotiation process also allows leaders to understand employee needs and make informed decisions as part of the hiring process. By approaching these discussions with preparation, empathy, and a focus on the future, you can maintain team engagement and establish stronger relationships when economic conditions improve. Remember, your employees will likely forget the specific numbers discussed, but they’ll always remember how you made them feel during challenging times. Make these conversations count. Explore more salary insights Get a comprehensive view of salaries across various industries and roles with our Michael Page Salary Guide, which features the average salary of roles in Vietnam’s dynamic job market, or use our Salary Comparison Tool to see how your compensation compares to industry standards. Read more:Why should someone be led by you?How to prevent employees from job hoppingThe role of salary transparency in reducing workplace inequality Sat, 15 Feb 2025 14:24:15 +0700 Simone Wu 223931 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-write-employee-testimonials Employee testimonials or reference letters play a vital role in highlighting an individual’s strengths and talents to potential employers. Crafted with care, they can serve as powerful tools and aid job seekers in securing new opportunities. When writing an employee testimonial, adopting the right tone and structure is crucial. Usually, junior employees would request an employee testimonial from their direct supervisor when they leave a company. Sometimes, the companies the prospective candidates interview with may contact you if you were listed as a reference in their resumes or CVs and ask for your testimonial. Related: How to build a learning culture in your business Other times, you can voluntarily pen a LinkedIn recommendation for a top performer leaving the company to help bolster their job search. Whatever the case may be, here are some essential tips to consider: Familiarise yourself with the employee  Before you start, take a moment to reflect on the employee’s notable skills and qualities that would be valuable to future employers. Skip daily routines and stories about a typical day, and highlight specific examples of their accomplishments, such as successful negotiations, exceeding targets, implementing innovative systems or processes, or their contribution to improving workplace culture. Related: Why an effective onboarding process is more important than you think Request a call back Components of employee testimonials A well-rounded employee testimonial should include the following:•    Your contact information.•    The employee’s name as the subject.•    A clear indication of your recommendation. You should mention your job title, the nature of your professional interaction with the employee, and the duration of your working relationship, within the company and in any collaborative efforts across departments. Testimonial length considerations While a standard employee testimonial is typically one A4 page in length, there are no strict rules on its size. If you believe additional information is necessary to convey the employee’s value, feel free to expand upon it. Avoid jargon, buzzwords, and abbreviations, and ensure that all vital details about the individual are included. An alternative to the traditional A4-letter-type testimonial, you may be providing a recommendation for someone on social media or their LinkedIn account. Employee testimonials on LinkedIn’s Recommendations section need not be exceedingly long and can be written in a casual tone. Whichever platform you choose, it is crucial that the content is kept concise and to the point. Here are some employee testimonial examples: Reference letter example Dear [Recipient’s Name], I am writing this letter to provide a reference for [Ex-Employee’s Name], who was under my supervision as a [Ex-Employee’s Job Title] at [Company name]. [Ex-Employee’s Name] worked with us from [Start Date] to [End Date]. During [Ex-Employee’s Name] ’s tenure with our organisation, they consistently demonstrated exceptional professionalism, dedication, and a strong work ethic. Their job performance was consistently of a high standard, and they continually exceeded our expectations. I was particularly impressed with [Ex-Employee’s Name] ’s ability to [provide specific examples of outstanding performance or achievements]. [Ex-Employee’s Name] is an excellent communicator and collaborator, always displaying strong interpersonal skills. Their problem-solving abilities and attention to detail were invaluable in handling complex tasks and projects. They can effectively work independently and as part of a team, contributing to a positive and productive work environment. Moreover, [Ex-Employee’s Name] has always displayed a strong commitment to their professional growth through research and development. They actively sought out opportunities to expand their knowledge, and their proactive approach to learning made them an asset to our team. I highly recommend [Ex-Employee’s Name] for any future employment opportunities. They possess a unique blend of technical expertise, interpersonal skills, and a dedication to excellence that make them an exceptional candidate. I have no doubt that they will make significant contributions to any organisation they join. Please get in touch with me if you have any further questions or need more information. I can be reached at [Your Phone Number] or [Your Email Address]. Thank you for considering my recommendation of [Ex-Employee’s Name]. I have every confidence in their abilities and believe they will be a valuable addition to your team. Sincerely, [Your Name] [Your Job Title] [Your Company/Organisation] LinkedIn recommendation letter “I have had the pleasure of working closely with [Recipient’s Name] for [duration of your working relationship]. [Recipient’s Name] is an exceptional professional who consistently demonstrates remarkable expertise and dedication in their field. Their attention to detail, strategic thinking, and problem-solving abilities have proven invaluable in delivering outstanding results. Beyond their professional competence, [Recipient’s Name] is a joy to work with. Their integrity, reliability, and strong work ethic make them a trusted and highly valued team member. They possess excellent written and verbal communication skills, enabling them to effectively collaborate with colleagues and stakeholders at all levels. They naturally inspire and motivate others, always fostering a positive and productive work environment. I have been consistently impressed by [Recipient’s Name] ’s ability to adapt to new challenges and embrace change. Their enthusiasm for learning and innovation is contagious, and it has a positive impact on company culture and the entire team. They are constantly seeking opportunities for growth and development, pushing themselves to excel and stay at the forefront of their field. I wholeheartedly recommend [Recipient’s Name] to any organisation or individual seeking a highly skilled professional with exceptional dedication, a collaborative spirit, and a passion for excellence. Their contributions have consistently exceeded expectations, and I have no doubt they will continue to thrive and make significant contributions wherever they go.” Related: A culture of employee recognition contributes to retention Request a call back Conveying importance and impact Remember that your words carry weight and can significantly influence the former employee’s prospects. When writing employee testimonials, you may encounter several challenges. Here are some common difficulties you may face when crafting these testimonials: Balancing honesty and positivity One of the main challenges is finding the right balance between providing an honest assessment of the employee’s skills and accomplishments while maintaining a positive tone. It can be challenging to highlight areas for improvement without overshadowing the employee’s strengths. Articulating the employee’s value Expressing the employee’s value to potential employers can be challenging. It requires effectively communicating their unique contributions, proficiencies, and qualities in a concise and compelling manner. Some people may struggle with articulating these positive aspects in a way that truly highlights the employee’s strengths. Overcoming writer’s block  Writing testimonials can sometimes result in writer’s block, where you struggle to find the right words or structure their thoughts. This challenge can hinder the ability to create a well-crafted testimonial that effectively highlights the employee’s abilities and achievements. Ensuring authenticity and credibility It is crucial for testimonials to come across as authentic and credible. You may find it challenging to strike the right balance between highlighting the employee’s positive attributes and avoiding overly exaggerated or generic statements that may appear insincere. Dealing with limited information In some cases, the person creating the testimonial may have limited information about the employee’s accomplishments or specific details about their performance. This can make it challenging to provide specific examples or substantiate the claims made in the testimonial. Time constraints Crafting a well-written employee testimonial requires time and thoughtfulness. You may face challenges when trying to allocate sufficient time to gather the necessary information, reflect on the employee’s performance, and write a comprehensive testimonial within a tight timeline. Overcoming these challenges often involves careful planning, thoughtful reflection on the employee’s contributions, and seeking input or feedback from the employee themselves or other colleagues who have worked closely with them. Closing with a recommendation After providing relevant details and information, conclude the testimonial with a clear and strong personal recommendation. Express your confidence in the employees’ abilities and emphasise their potential as an excellent addition to any organisation. This ensures that the intent of the testimonial is unequivocally conveyed. Some examples: “For these reasons, I strongly recommend David for future roles, and I feel he would be an excellent addition to any organisation.” “I highly recommend [name of employee] to any organisation, as she is an incredible resource of knowledge, expertise and wisdom.” Related: Why candidate experience matters and how to do it well Request a call back Declining a reference request It is important to remember that providing a reference is not an obligation. If you cannot write a positive reference, it is best to decline the request. However, offer an alternative suggestion, such as recommending another person who may be better suited to provide the reference. Maintain politeness and avoid sounding critical. An employee testimonial is an opportunity to recommend deserving individuals and assist them in their career journey. By writing a well-crafted testimonial, you not only support the employee’s prospects but also strengthen your professional network. Also, the success of the prospective candidates landing new jobs in part thanks to your employee testimonials reflects positively on your own credibility. Approach each testimonial with sincerity and the desire to help others thrive in their careers. Related: How to resolve workplace conflicts: A guide for managers Advantages for those writing the testimonials While providing employee testimonials help your former employee, this powerful tool can only benefit the person writing the employee testimonials. It allows you to express appreciation, enhance your professional reputation, strengthen relationships, develop communication expertise, and create networking opportunities. It can also demonstrate to current employees that you are a supervisor who acknowledges and praises someone for their achievements or contributions. Overall, providing employee testimonials can: Strengthen relationships Writing an employee testimonial often involves reflecting on positive experiences and collaborations with colleagues or the organisation. This process can strengthen relationships and build stronger professional connections. By publicly acknowledging and promoting the achievements of others, the employee is likely to foster a sense of camaraderie, trust, and goodwill within the workplace. Create networking and collaboration opportunities Writing employee testimonials often involves interacting with colleagues and other professionals. This engagement can lead to new networking opportunities, collaboration on projects, show current employees that you value them or even mentoring relationships. By actively participating in such activities, the prospective candidates expand their professional network, and opens doors to future collaborations and career prospects. Read more:Workplace flexibility a top priority for candidates: reportHow to attract talent in a candidate-short marketThe importance of good communication in the workplace Mon, 13 Jan 2025 01:34:54 +0700 Michael Page 223891 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/effective-leader-traits Being a leader is not about your job title or years of experience. It’s a mentality. It’s also the way you work and carry yourself. A leader is also a coach, a decision maker and a visionary.The way leaders behave and treat employees on their teams directly impacts company culture, employee engagement, and a company’s ability to retain and attract talent.Not everyone is a born leader; like any expertise, leadership skills can be learned and honed. It is essential to know that a leader's effectiveness is also dependent on the amount of influence and support you get from people in your team.You should never assume that people you work with would automatically follow your lead and respect your decisions just because you are in a leadership role. Your immediate supervisor already has your back because they hired you. You need to win over your peers, direct reports and the wider team members.Whether stepping into a leadership position from an individual contributor role or looking to progress in your career, here are 11 leadership qualities, characteristics and traits you can adopt.Related: How leaders can gain better engagement with their teams1. Acknowledge, appreciate and give creditGreat leaders publicly express appreciation and acknowledge their team for their contributions. When you show appreciation for team members’ contributions and provide positive feedback, you help encourage a positive work environment.To inspire employees to give their best, they need to know that they are on the right track, and that their work will be valued and appreciated. Find ways to celebrate your team’s achievements, even through a simple “well done”.Do it consistently and deliberately. Praises for minor reasons, and frequent praises can come across as insincere and even demotivate others.Related: A culture of employee recognition contributes to retention2. Active listeningAfter resigning in 1985, the late Steve Jobs said he returned to Apple as a humbled and better leader – and former Apple CEO John Scully credited much of this to his newfound ability to listen.While setting ground rules or implementing new approaches to various work processes is essential, taking a step back and listening to your team is also highly crucial. A good leader must stay attuned to what is going on with their team and company to make informed decisions.To be a great leader is to be a great communicator – and great communicators listen. Good leaders are proactive and intuitive listeners. To be an active listener, you must never interject or interrupt, always maintain eye contact, and use visual cues like nodding to show you genuinely listen. Employees want to feel listened to, not patronised or, even worse, ignored.Related: How to manage performance reviews during the COVID-19 pandemic3. Communicate effectivelyCommunicating clearly, concisely and tactfully is a crucial leadership skill. Communication involves more than just listening attentively to others and responding appropriately.It also includes sharing valuable information, asking intelligent questions, soliciting input and new ideas, clarifying misunderstandings, and being clear about what you want. The best leaders also communicate to inspire confidence, drive motivation and energise their employees.Related: How to resolve workplace conflicts: A guide for managers4. Show commitmentNo one likes to work for a non-committed leader or in a non-committed team. Your commitment as a leader can help foster team spirit that will differentiate an outstanding team from a mediocre one. A committed leader is more likely to gain their team’s trust. Importantly, showing commitment keeps team morale high.5. Embrace failureFailure is part of success, and good leaders don’t shy away from failure – they use it as an opportunity for growth. Whether it’s a personal setback or a challenge within your team, understanding moments of failure is helpful as it encourages your team to improve and innovate.Encourage your team to embrace failure by publicly acknowledging your setbacks and sharing how you grew from every situation.Related: 5 interview questions to ask to tell a great candidate from a good one6. Invest in your team’s futureA clear career progression plan is essential to employees. Along with planning your direct reports’ career paths in the company, a good leader also creates leadership opportunities for their direct reports. Leaders need to invest in their team by rewarding good work with appreciation, respect and opportunities for growth.Creating entry-level, low-risk leadership opportunities empowers team members and allows them to practise leadership without too much pressure. Challenge them with high expectations, encourage them to be creative, and show innovation. Communicate clear goals and deadlines to your team, and give them the autonomy and authority to decide how the work gets done.These opportunities can be as simple as leading a meeting or team-building activities, which can help build vital confidence in your team. From these activities, they can also get feedback from you about their leadership capabilities.Related: How to create a great employee experience – in the office or at homeRequest a call back7. Lead with empathyEmpathy is a complex skill to quantify. Being empathetic is to be able to see and understand situations from various viewpoints of employees of different seniority in the company, and comprehend the consequences of their decisions on everyone in the company. It also means that the leader can look beyond to inspire, encourage and strategies in ways that will motivate employees at all levels. The COVID-19 pandemic highlighted the role empathy plays in an organisation. It emphasised the importance of compassionate leadership and showed how building open and sincere relationships between managers and their reports directly impact workplace culture. Compassionate leadership creates a psychologically safe workplace where employees are not afraid to discuss difficult topics.8. Demonstrate integrityA leader with integrity draws on their values to guide their decisions, behaviour and dealings with others. They have clear convictions about what is right and wrong and are respected for being genuine, principled, ethical and consistent. They have a strong sense of character, keep their promises, and communicate openly, honestly and directly with others. 9. Act objectivelyA successful team leader is an objective leader who can understand various points of an argument or discussion while reaching goal-oriented solutions. Objective leaders can also access external factors to reach fair decisions that sit well with the whole team. Team members will also know that decisions are fair and just rather than based on preferences or other factors.10. Lead by exampleAs a leader, the best way to build credibility and gain the respect of others is to set exemplary examples. Demonstrate the behaviour that you want people to follow. If you demand a lot from your team, you should also be willing to set high standards for yourself. Aligning your words and actions will help build trust and make your team more inclined to follow your example.11. Share their visionHaving a strong company vision and effectively communicating that vision can help employee engagement remain high and drive the organisation forward. A leader with a vision clearly knows where they want to go, how to get there, and what success looks like.Be sure to articulate your vision clearly and passionately, ensuring your team understands how their efforts contribute to higher-level goals. Working toward your vision with persistence, tenacity, and enthusiasm will inspire others to do the same.Share your vision early and often, and set clear team goals that support this. If team members approach you for advice, give your input and don’t be afraid to make the hard decisions. The more decisive and transparent you are, the easier it is for employees to contribute to your vision.Talent Trends 2024: Discover the latest in workforce trendsOur survey report covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific. Download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market.Read more:How HR needs to evolve to support the future of workHow to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leaders Tue, 07 Jan 2025 02:00:00 +0700 Michael Page 223871 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/salary-transparency-workplace-inequality The global conversation around pay in the workplace has shifted significantly in recent years, with salary transparency becoming a central topic in job markets across the Asia Pacific. What was once considered off-limits or even taboo is now increasingly seen as a step toward building fairness and equity in the workplace. This isn’t a passing trend. Employers and employees alike recognise that open conversations about salary can help address inequalities and create a more level playing field for everyone. While the specific regulations and cultural attitudes towards pay transparency vary from country to country, the overall movement towards greater openness is gaining momentum throughout the region. What is salary transparency? Salary transparency refers to the practice of openly sharing information about pay. This can range from listing salary ranges in job ads to providing detailed pay scales across an organisation. It encompasses various levels of openness, from sharing basic salary ranges in job postings to full transparency where all employees' compensation details are accessible internally. This approach represents a significant shift from traditional practices where compensation discussions were often considered taboo. Benefits of salary transparency Against this backdrop of changing attitudes, salary transparency offers several key benefits while working toward crucial workplace goals: Enables organisations to craft competitive compensation packages that attract top talent Helps build a positive employer reputation Fosters a sense of trust and open communication among employees Saves time and resources for both job seekers and employers Leads to more effective candidate filtering Empowers employees to negotiate fair wages Helps reduce pay disparities based on gender, race, or other factors Increases employee satisfaction and retention Streamlines the hiring process Leads to more focused and productive salary discussions Current market practices in Vietnam Vietnam has seen a notable increase in salary transparency over the past two years, driven by market dynamics and evolving candidate expectations. “This trend can be attributed to a combination of market shifts and evolving candidate expectations,” explains Maya Nguyen, Partner at Page Executive. The push toward transparency comes as Vietnam’s labour market experiences significant fluctuations, with sectors adjusting their hiring strategies to adapt to economic changes. Employers are increasingly using salary disclosure as a strategic tool to attract relevant talent, particularly in response to challenges with application quality. By proactively disclosing salary details, employers are able to reduce mismatches early in the recruitment process, a strategy that has proven to be effective in the current market dynamics. The approach to salary transparency varies by position level. Michael Page consultants typically recommend including salary information for roles below the C-Suite to attract a broader range of qualified candidates. However, for Director and C-suite positions, a different strategy applies. “We usually recommend keeping the compensation open. This is due to the complexity of executive packages, which typically include performance-based bonuses, equity options, and other elements that are challenging to quantify with a single base figure,” explains Nguyen. This strategic approach to salary disclosure is particularly relevant in high-demand sectors like technology and senior management, where the talent pool continues to shrink. Clear salary communication helps set expectations and prevents potential misalignment, ensuring that companies engage only with candidates whose expectations align with their budget. Salary transparency, beyond its practical benefits, has emerged as a powerful tool for employer branding in Vietnam. Companies that openly communicate compensation are often perceived as more transparent and candidate-friendly, which serves as a significant differentiator in Vietnam’s competitive job market. This positive perception can help companies attract top talent and foster a positive employer brand. As Vietnam’s talent market continues to evolve rapidly, approaches to salary transparency are regularly reviewed to ensure they effectively reflect both candidate expectations and client requirements. Addressing gender pay gaps The gender pay gap is the difference in average earnings between men and women in the workforce. It is typically expressed as a percentage of men’s earnings and can be influenced by several factors, including occupational segregation, caregiving responsibilities, and educational background. The current state of gender pay equity According to Vietnam Talent Trends 2024 Report, many employees have mixed feelings about their employer’s efforts to address pay equity, highlighting the need for ongoing attention. Some 23% of women are satisfied with their employers’ efforts to close the gender pay gap; 31% are dissatisfied, and 46% are neutral. The survey also revealed a significant disparity in DE&I priorities between men and women. ‘Closing the gender pay gap’ was ranked as women’s second most important DE&I initiative but only a sixth priority by men. It’s crucial to understand that the gender pay gap is not a simple matter of unequal pay for equal work, which is illegal in many countries. How pay transparency tackles pay disparities The gender pay gap is a complex issue, deeply intertwined with broader structural inequalities in the labour market. These include bias in hiring, promotion, and compensation decisions, and the underrepresentation of women in senior, higher-paying positions. Promoting salary transparency helps level the playing field by: Empowering women and other underrepresented groups to negotiate fair wages Providing clear pay structures, enabling employees to advocate for themselves Reducing the likelihood of accepting less than deserved due to lack of information Empowering employees through transparent pay The practical implementation of salary transparency creates tangible opportunities for employee empowerment. When organisations provide clear access to compensation information, employees can: Make more informed career decisions Better understand their market value Develop clearer career progression paths Take a more active role in their compensation discussions Effective implementation typically involves: Providing clear salary bands and progression criteria Offering regular market benchmarking updates Creating structured processes for compensation reviews Ensuring consistent communication about pay policies When organisations successfully implement transparent pay practices, the impact extends beyond individual employees. Teams experience: More productive compensation discussions Increased trust in leadership decisions Greater understanding of career development opportunities Improved collaboration and reduced pay-related tensions From a recruitment perspective, clear salary information helps candidates make informed decisions earlier in the hiring process, leading to more efficient and focused discussions about career opportunities and professional growth. While the benefits of transparent pay practices are clear, organisations often face implementation challenges that require careful consideration and strategic planning. Action steps for employers and employees Embracing salary transparency isn’t just about compliance – it is about fostering trust, fairness, and engagement in your organisation. Here's how both employers and employees can take meaningful steps towards greater pay transparency: For Employers 1. Conduct a pay equity audit: Use data analytics to identify and address unexplained pay gaps. 2. Develop a clear compensation philosophy and structure: Clearly define how pay is determined, including factors like skills, experience, and performance. Communicate this structure to all employees to ensure understanding and buy-in. 3. Train managers on discussing pay transparently: Equip leaders with the skills to have open, constructive conversations about compensation. Include training on handling difficult questions and addressing pay discrepancies. 4. Gradually increase transparency: Start by including salary ranges in job postings. Progress to sharing pay bands for internal roles and eventually consider full pay transparency. Case study: Buffer’s full pay transparency policy has led to increased trust and an increase in job applications. For Employees 1. Research industry standards: Use resources like salary guides to understand market rates for your role and experience level. According to our 2024 Candidate Pulse survey, job applicants in Vietnam primarily rely on these top three sources for the latest salary information, in order of preference: first, salary reports; second, recruitment agencies; and third, social media and online community sources like Reddit and LinkedIn. 2. Initiate conversations about pay transparency: Respectfully ask your HR department or manager about the company’s stance on pay transparency. Suggest anonymous salary surveys or the creation of pay bands as initial steps. 3. Advocate for clear communication: Request regular updates on the company’s compensation philosophy and practices. Encourage leadership to share how pay decisions are made, even if specific numbers aren’t disclosed. 4. Support colleagues in discussions about fair pay: Share industry salary information with peers (where legally and ethically appropriate). Advocate for equal pay for equal work across all demographics. Commit to taking at least one step towards greater salary transparency in the next 30 days. Whether you’re an employer or an employee, your actions can contribute to a more equitable and transparent workplace. Challenges of Implementing salary transparency While salary transparency brings numerous benefits, it also presents challenges for employers. Transparent pay structures can lead to internal dissatisfaction if employees perceive wage discrepancies, potentially impacting morale and engagement. On top of that, sharing salary ranges publicly may spark wage competition among companies, making it challenging for businesses to retain top talent without continually adjusting compensation levels. Implementing transparency requires thoughtful planning to maintain fair compensation and clear communication to ensure employees understand how pay decisions align with experience and performance. The future of salary transparency in Vietnam As Vietnam's workforce continues evolving and aligning with global standards, the push for pay transparency will likely grow. This shift addresses pay equity and positions companies as progressive and employee-focused, which is increasingly important in today’s competitive job market. Emerging trends on salary transparency As the landscape of work continues to evolve, we can anticipate several key trends in salary transparency: AI-driven fairness: The increased use of generative AI and data analytics will play a pivotal role in identifying and addressing pay disparities, ensuring fairer compensation practices. Transparency as a competitive edge: More companies will recognise the benefits of transparent pay practices as a means to attract and retain top talent, fostering a positive employer brand. Regulatory push: There is a growing likelihood of stricter legislation mandating greater pay transparency, particularly for larger corporations, reflecting a societal shift towards greater fairness in the workplace. Moving towards a fairer workplace Salary transparency is a powerful tool in the quest for workplace equality. By embracing this approach as part of retention strategies, organisations can promote accountability, build trust, and empower employees to advocate for fair pay. As recruitment professionals, we have a unique opportunity to champion these changes, supporting employers and employees in creating more equitable workplaces. Explore our job listings and the annual salary guides to stay informed about current salary trends and benchmarks. By fostering transparency in pay information, we can contribute to Vietnam’s fairer and more inclusive job market. Explore salary insights To get a comprehensive view of salaries and market benchmarks across various industries and roles in Vietnam, download the full Michael Page Salary Guide, which features the average salary of roles in Vietnam's dynamic job market, or use our Salary Comparison Tool to see how your compensation compares to industry standards. Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Read more:How to structure effective job interviewsHow leaders can gain better engagement with their teamsWorkplace ageism: A top concern despite lower incidence rates in Vietnam Thu, 02 Jan 2025 00:00:00 +0700 Simone Wu 223936 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/guide-inclusive-hiring-people-disabilities In today’s rapidly evolving corporate landscape, fostering diversity and inclusivity in the workplace is not just a moral imperative but a strategic necessity. Inclusive hiring for people with disabilities represents a key opportunity that many organisations overlook. Among the diverse groups that enrich our workforce, People With Disabilities (PWDs) are often overlooked. Yet, they represent a significant and valuable candidate pool. Dang Van Thanh, Permanent President of Vietnam Federation on Disability, said there were about 6.2 million PWDs in Vietnam as of 2022. He said that the number of PWDs in Vietnam released by different agencies was different from each other. Traditional recruitment methods often unintentionally create barriers for PWDs, leading to their underrepresentation. This not only restricts their access to opportunities but also hampers businesses from gaining varied insights and abilities. Request a call back Understanding accessibility gaps in conventional recruitment Understanding the importance of inclusive hiring necessitates recognising the unintentional obstacles that conventional recruitment practices can place in the way of PWDs, hindering their full participation. Related: How to structure effective job interviews: A guide for hiring managers Inaccessibility of job advertisements and postings Screen reader compatibility: Often, job advertisements are not formatted for compatibility with screen readers, essential tools for visually impaired applicants. For instance, a posting with complex graphics or without proper alt-text descriptions can be unreadable by screen readers. Complex language: The use of complex, industry-specific jargon can be particularly challenging for individuals with certain cognitive disabilities, who might benefit from clear and straightforward language. Physical accessibility challenges Interview locations: Physical access to interview locations is a significant barrier for candidates with mobility impairments. An example could be an interview held in a building without wheelchair access or adequate disability-friendly facilities. Transportation: The lack of accessible transportation options to and from interview locations can also pose challenges for those with physical disabilities. Conventional interview techniques and their limitations Neurodiversity consideration: Standard interview processes often do not consider the unique ways neurodivergent individuals (e.g., those with autism or ADHD) may process information and communicate. For example, an individual with autism might find fast-paced, back-and-forth conversational styles in interviews challenging. Communication differences: Individuals with speech impairments or hearing disabilities might find traditional face-to-face interviews inadequate. Without the provision of alternatives like written interviews or sign language interpreters, their abilities may not be accurately assessed. Lack of flexibility in application processes Rigid application formats: Standardised application processes often lack the flexibility needed by some PWDs. For instance, an online application form that times out quickly can be a barrier for someone with a cognitive or physical impairment that slows down their response time. Understanding these barriers is the first step in moving towards a more inclusive and accessible recruitment process. By recognising and addressing these issues, employers can begin to create a more equitable hiring environment for PWDs. Request a call back 7 strategies for accessible and inclusive hiring processes 1. Rethinking job descriptions and advertisements Use clear and inclusive language to reduce bias: For instance, instead of using technical jargon, use straightforward language and explicitly state, “We welcome applicants with diverse abilities.” Consider essential functions: Clearly list job requirements but distinguish between ‘must-have’ and ‘nice-to-have’ skills. For example, if a job in tech lists “excellent communication skills” as essential, clarify if this means verbal communication or can include written communication for those with speech impairments. Related: How to hire to improve gender diversity in the workplace 2. Leveraging accessible technology Website and application accessibility: Ensure your career website is navigable for someone using a screen reader. Use alt-text for images and provide transcripts for video content. For instance, this Michael Page website has an accessibility toolbar called ReciteMe to assist site visitors with visual impairment. Utilise Assistive Technologies: Implement screen readers like JAWS, speech recognition software like Dragon NaturallySpeaking, and captioning services for video interviews. 3. Flexible application and interview processes Alternative application methods: For example, allow job seekers to apply through a simple phone call or a video submission if they have difficulty with written forms. Customisable interview formats: Provide options like conducting interviews over video calls with sign language interpreters for hearing-impaired candidates or extending the duration of interviews for those needing more processing time. 4. Training and awareness for hiring teams Disability awareness training: Conduct workshops that simulate disabilities, like wearing a blindfold to understand visual impairments, helping the team empathise and adjust their approach. Unbiased interview techniques: Use structured interviews where all candidates are asked the same questions, minimising unconscious bias, and focusing solely on the candidate’s qualifications. 5. Building a supportive infrastructure Workplace accommodations: For example, provide adjustable desks for wheelchair users or special software for those with dyslexia. Fostering an inclusive culture: Implement mentorship programs where employees with disabilities mentor new hires, promoting understanding and inclusivity. 6. Feedback and continuous improvement After a recruitment cycle, conduct surveys specifically designed for candidates with disabilities to understand their experience and areas of improvement. By implementing these detailed strategies, employers can create a more inclusive hiring process that not only complies with legal requirements but also embraces the strengths and skills of individuals with disabilities, enriching their workforce. 7. Embracing modern work arrangements The rise of remote and hybrid work has created new opportunities for PWD employment, removing traditional barriers and expanding accessibility. Remote work advantages Virtual workspaces eliminate physical commuting challenges and allow employees to work in their optimised home environments. For instance, individuals with mobility impairments can avoid transportation difficulties, while those with chronic conditions can better manage their health needs. This flexibility often leads to increased productivity and job satisfaction. Digital accessibility considerations Ensure virtual meeting platforms have closed captioning and screen reader compatibility Provide digital collaboration tools that support keyboard-only navigation Implement accessible document-sharing practices, using formats compatible with assistive technologies Offer multiple communication channels (chat, email, video) to accommodate different preferences and needs Best practices for virtual onboarding Create clear, step-by-step digital onboarding guides with accessible formats Assign dedicated virtual buddies to provide consistent support Schedule regular check-ins to address accommodation needs Provide technical support for setting up home office assistive technologies Ensure all training materials are available in multiple formats (text, audio, video) Related: What women in Vietnam really think about workplace gender equity Request a call back Benefits of inclusive hiring Inclusive hiring is about actively seeking and valuing diverse perspectives and skills that individuals with disabilities bring to the workplace. Embracing inclusive hiring practices not only aligns with ethical standards and social responsibility but also brings tangible benefits to an organisation. Here are some of the key advantages: Enriching organisational culture and performance Integrating PWDs into your workforce transcends compliance and quota fulfillment. It fundamentally enriches your organisation with a variety of perspectives and skills. For example, a study by Accenture found that companies with highly inclusive cultures, including those with disabilities, tend to outperform their peers in profitability. Related: 12 ways to create work-life balance for employees Enhancing creativity and innovation Diverse talent pools, including individuals with disabilities, are known to bring unique perspectives that foster creativity and innovation. A Harvard Business Review study indicated a diverse workforce can solve problems faster than cognitively similar people. For instance, an employee with a mobility impairment might offer valuable insights into designing more accessible products or services. Understanding and serving a wider customer base Companies that are inclusive of PWDs are often better equipped to understand and cater to a broader spectrum of customers. This understanding can lead to developing products and services that are more universally accessible, thereby tapping into wider markets. A classic example is the development of voice recognition technology, initially designed to aid those with disabilities, which has now found widespread use in the mainstream market. Talent pool expansion By creating an inclusive hiring process, employers can access a broader talent pool. This approach opens opportunities to tap into the skills and talents of PWDs who are often overlooked. For instance, individuals with autism might have exceptional abilities in pattern recognition and attention to detail, valuable in fields like data analysis and software testing. Brand reputation and corporate responsibility Embracing inclusivity enhances an organisation's brand reputation, positioning it as a socially responsible and progressive employer. This can lead to increased customer loyalty and attractiveness as an employer. For example, Microsoft’s Autism Hiring Program not only brings valuable skills to the company but also significantly enhances its reputation as an inclusive employer. Building a resilient and dynamic workforce An inclusive workforce is often a more resilient workforce. Employees from diverse backgrounds, including PWDs, bring different approaches to problem-solving and adapting to change. This diversity of thought and experience makes the organisation more agile and better equipped to face business challenges. A more resilient business for the future Creating an inclusive and accessible hiring process for PWDs is a journey that brings substantial benefits to an organisation. These benefits span from enhanced creativity and innovation to an expanded customer base, improved company culture and improved brand reputation. This journey is not just about meeting compliance standards; it is about building a more diverse, resilient, and successful future for the organisation. Read more:Top executive trends in Vietnam: putting mental health centre stageA culture of employee recognition contributes to retentionThe importance of good communication in the workplace Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here. Sat, 21 Dec 2024 02:00:00 +0700 Michael Page 223751 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/tech-job-seekers-priorities-vs-employer-offerings In today’s competitive technology recruitment landscape, understanding what attracts tech job seekers to new roles isn’t just helpful – it’s essential. However, our latest research reveals an intriguing disconnect: what employers think tech professionals want when job hunting often differs significantly from what these job seekers actually prioritise. The perception gap: what tech job seekers look for when job hunting vs. what employers think tech talent want This perception gap can have real consequences. “Organisations might be emphasising the wrong factors in their recruitment strategies, potentially missing out on top tech talent looking for different qualities in their next role,” says Nicolas Dumoulin, Senior Managing Director for Michael Page Indonesia, Malaysia, Philippines, Thailand and Vietnam. Take workplace flexibility, for instance – while tech professionals consider this a crucial factor, many employers (tech employers and companies hiring for their tech department) underestimate its importance in their attraction strategy. Areas of alignment and divergence Our Michael Page Talent Trends 2024: The Expectation Gap Report maps out these differences across eight key priorities that influence job decisions. Interestingly, there are only two areas where employers and tech job seekers completely align: the importance of competitive salaries and company culture. Beyond these points of agreement, the divergence in priorities presents both challenges and opportunities for organisations looking to strengthen their tech teams. Dumoulin adds, “While market conditions and practices vary across APAC, our research reveals consistent patterns in what tech professionals value most in new opportunities. Understanding these priorities while considering local market nuances can help employers build more effective talent attraction strategies.” Discover Our Tech Recruitment Expertise Related: Top recruitment agencies in Vietnam: How to choose the right hiring partner for your business Understanding the tech talent perception gap in APAC Our latest talent trends report reveals an interesting dynamic in the APAC tech recruitment landscape. While employers and tech job seekers find common ground on the critical importance of competitive salaries and company culture, significant disconnects in other areas could affect your ability to attract top tech talent. Understanding these alignments and gaps is crucial. The fact that both parties agree on the fundamental importance of competitive compensation and cultural fit provides a solid foundation for recruitment strategies. However, differences in priorities often create challenges in attracting the right talent. Top 3 priority mismatches in tech recruitment (Above) The infographic illustrates the importance of each priority (e.g. competitive salary) to tech job seekers, and what employers perceive as important to tech job seekers, from 10 (most important) to 1 (least important). For instance, employers view workplace flexibility as the 6th most important factor, while tech job seekers view it as the second most important. Workplace flexibility: a higher priority than employers think Flexibility has become more than just a trendy benefit in today’s work environment. Our data shows that tech professionals value workplace flexibility significantly more than employers anticipate. This disconnect reflects a broader shift in work expectations across the region. To bridge this gap, organisations need to reassess their approach to workplace flexibility. This doesn’t necessarily mean going fully remote – instead, consider implementing thoughtful hybrid work models that balance collaboration and autonomy. The key is creating clear, documented flexibility policies and communicating these effectively during the recruitment process. Companies that successfully implement and showcase their flexibility options often see higher engagement from potential tech talent. Clear career progression: the hidden deal-breaker One of the most significant misalignments we’ve observed is how career progression is valued. Tech professionals across APAC rank clear career progression paths much higher than employers expect. This makes sense when considering the rapid pace of technological change – tech professionals are inherently focused on staying relevant and growing their skills. To address this, organisations need to move beyond traditional career ladders. Consider implementing detailed progression frameworks that account for both technical expertise and leadership potential. This might include creating dual-track career paths that allow professionals to advance either as technical experts or people managers. Being transparent about these pathways during the hiring process can significantly increase your appeal to tech talent. Purpose over leadership: the shifting priority While employers often emphasise their leadership team’s strength during recruitment, our data shows that tech professionals place higher value on finding purpose in their role and company. This doesn’t mean leadership isn’t important. Instead, it suggests that tech professionals are increasingly motivated by the impact of their work and their contribution to meaningful objectives. Organisations can address this by clearly articulating what they do and why they do it. Share concrete examples of how your tech teams contribute to broader business and societal goals. This might include highlighting projects that have significantly impacted, sharing success stories, or demonstrating how technical solutions solve real-world problems. How to align your tech recruitment strategy Quick wins: 3 actions to attract tech job seekers now The good news is that you can take several concrete steps to address these perception gaps. Update your EVP: Start by reviewing and adjusting your Employee Value Proposition (EVP) to better reflect what tech professionals truly value. This means going beyond competitive salary (which remains crucial) to emphasise flexibility options, career development opportunities, and meaningful work impact. Revamp job postings: Your job postings should be revised to lead with these factors rather than traditional corporate achievements or leadership profiles. Be specific about flexibility policies, career development programmes, and how the role contributes to larger organisational goals. Align benefits with priorities: For lasting impact, organisations need to think beyond recruitment messaging to create substantive changes in supporting and developing tech talent. This includes developing comprehensive career frameworks that clearly outline progression paths, creating opportunities for meaningful project work, and regularly reviewing and adapting workplace policies to meet evolving expectations. Common challenges in tech talent attraction While understanding what tech professionals want is crucial, implementing changes to meet these expectations comes with practical challenges. Organisations across APAC face several hurdles when aligning their offerings with job seeker priorities. Balancing flexibility with business needs First, balancing flexible work arrangements with business needs is challenging. Organisations must consider client requirements, team collaboration, and project delivery demands when designing flexibility policies. Companies with client-facing tech roles or those handling sensitive data often find this particularly challenging. Resource allocation and career development Resource allocation presents another significant hurdle. While clear career progression ranks high on tech professionals’ priority lists, implementing comprehensive development programmes requires substantial investment. Organisations must balance these costs with maintaining competitive pay in an increasingly expensive talent market. Cultural transformation and purpose alignment Cultural transformation also poses challenges. Shifting from traditional leadership-centric approaches to purpose-driven operations requires more than changes in recruitment marketing – it demands fundamental organisational change. Many companies struggle with authentically articulating their purpose while meeting business objectives. Navigating regional diversity across APAC Finally, the diverse nature of the APAC region adds complexity. Organisations with regional operations must maintain consistent employer value propositions while adapting to local contexts. How to track your tech recruitment success Success in adapting to these new priorities isn’t just about implementation – it’s about measuring impact. Track not only your application rates and quality but also your offer acceptance rates and new hire retention. Regular pulse surveys and exit interviews can provide valuable insights into how well your organisation meets tech professionals’ expectations. Future-proofing your tech talent strategy While it’s encouraging to see alignment between employers and tech job seekers on the importance of competitive salaries and company culture, successful tech recruitment in APAC requires a broader understanding of what truly matters to tech professionals. By acknowledging and actively addressing the gaps in perception around flexibility, career progression, and purpose, organisations can create more compelling opportunities that resonate with tech talent. In today’s competitive market, the organisations that will succeed in attracting top tech talent are those that can demonstrate they understand and care about what tech professionals truly value. It’s time to move beyond assumptions and align your recruitment strategy with the actual priorities of the tech talent you’re trying to attract. As the demand for tech jobs continues to rise, candidates are not just looking for any role – they’re seeking a tech career that aligns with their values and offers long-term growth. For companies aiming to attract top talent, it’s crucial to highlight exciting career opportunities and showcase what makes your tech company unique. Emphasising flexibility, career progression, and meaningful impact can make a world of difference in appealing to the motivations and priorities of today’s tech professionals. Get more insights about the modern workforce Discover the latest in workforce trends in our latest Michael Page Vietnam Talent Trends 2024 report: The Expectation Gap. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific. It covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. Also, download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market. Read more:Why should someone be led by you?The role of salary transparency in reducing workplace inequality9 common mistakes hiring managers should avoid in job interviews  Mon, 04 Nov 2024 03:36:04 +0700 Simone Wu 223856 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/workplace-gender-equity-vietnam-women In today’s competitive business landscape, achieving gender equity in the workplace is not just a moral imperative – it’s a strategic necessity. Our Michael Page Talent Trends 2024: The Expectation Gap Report sheds light on the current state of gender equity in Vietnam’s workplaces, revealing both progress and persistent challenges. Understanding these insights for hiring managers and leadership teams is crucial for creating more inclusive and equitable work environments that attract top talent and retain top performers. The shift towards workplace flexibility in Vietnam The pandemic catalysed a significant shift in workplace dynamics across APAC, with flexibility emerging as a new norm. Our talent trends 2024 report shows that professionals in Vietnam now consider flexible work arrangements as the eighth most important factor after salary when job hunting. This change, born out of necessity during lockdowns, has become a permanent feature of the work landscape in Vietnam’s compact urban environment and tech-savvy workforce. While offering potential benefits for work-life balance, this shift also presents new challenges for gender equity in the workplace. Gender equity focuses on fairness by providing support based on individual needs, recognising that different genders may have different starting points. In contrast, workplace gender equality means giving everyone the same rights and opportunities. Both approaches foster gender diversity, with equity ensuring individuals get what they need to succeed. Gender stereotypes can hinder progress by reinforcing traditional roles and expectations, limiting opportunities for all genders to thrive equally in diverse environments. Also, gender discrimination, which involves treating individuals unfairly based on their gender, creates further barriers to equal opportunities and undermines efforts to achieve both gender equity and diversity. Together, these challenges highlight the importance of breaking down gender bias to foster a more equitable environment. As organisations in Vietnam adapt to these evolving expectations, the impact on gender equity remains a critical consideration in fostering inclusive work environments. Women’s satisfaction levels with workplace gender equity efforts Our data reveals a nuanced picture of how women feel about workplace gender equity efforts in Vietnam: Closing the gender pay gap 46% of women are on the neutral side when it comes to their employer’s efforts to close the gender pay gap 23% are satisfied 31% are dissatisfied The high dissatisfaction rate (31%) coupled with a large neutral segment (46%) indicates that a significant majority of women in Vietnam either perceive insufficient effort or lack clarity about their employers’ actions to close the gender pay gap. Only a minority (23%) express satisfaction, highlighting a critical area for improvement. Related: The role of salary transparency in reducing workplace inequality Promoting equity and inclusion for women 82% of women are satisfied 9% are neutral 9% are dissatisfied The high satisfaction rate (82%) indicates that most women perceive their employers as actively and effectively promoting equity and inclusion. The equal and low percentages for neutral and dissatisfied responses (9% each) suggest that negative experiences are relatively uncommon. Unlike the gender pay gap issue, where concerns were prevalent, efforts towards equity and inclusion appear to be resonating strongly with female employees. This marked contrast highlights an area of significant progress in workplace gender equality, while also emphasizing the complexity of addressing various aspects of gender equity in the workplace. Female leadership representation 46% of women are satisfied 46% are dissatisfied 8% are neutral This 50-50 divide points to a critical juncture in workplace gender equality. It likely reflects significant progress in some areas or organisations, contrasted with persistent barriers in others. The high level of dissatisfaction matches the satisfaction rate, indicating that while strides have been made, there's still substantial room for improvement in advancing women to leadership roles. The low neutral percentage (8%) suggests that most women have strong opinions on this issue, with very few feeling ambivalent. Related: Asia's female leaders: How to be more confident at work Differing priorities in DE&I initiatives Our report also highlights significant differences in how men and women prioritise various Diversity, Equity, and Inclusion (DE&I) initiatives: Women’s top 5 DE&I priorities: Preventing age discrimination in the workplace  Closing the gender pay gap  Promoting greater equity for and inclusion of women in the workplace  Promoting greater equity for and inclusion of people of diverse racial and or ethnic backgrounds  Getting more people of diverse racial and ethnic backgrounds into leadership positions Men’s top 5 DE&I priorities: Preventing age discrimination in the workplace  Promoting greater equity for and inclusion of people of diverse racial and ethnic backgrounds Getting more people of diverse racial and ethnic backgrounds into leadership positions Promoting greater equity for and inclusion of people with disabilities in the workplace Promoting greater equity for and inclusion of women in the workplace These differences in priorities are telling. While both genders rank preventing age discrimination as the top priority, women place much higher importance on gender-specific issues. Men’s engagement in workplace gender equity While our data reveals clear differences in how men and women prioritise DE&I initiatives, it’s crucial to recognise the role men play in advancing workplace gender equity. The fact that “closing the gender pay gap” does not appear in men’s top five priorities indicates a possible lack of awareness and concern. At the same time, there is one women-specific issue in men’s top priorities, “promoting greater equity for and inclusion of women in the workplace”, which suggests some understanding on the issue. This discrepancy highlights the need for increased awareness and engagement among men, particularly those in leadership positions, regarding the challenges women face in the workplace. Bridging this perception gap is essential, as men often hold positions of influence that can drive significant change in organisational policies and workplace culture. Related: How leaders can gain better engagement with their teams Implications for employers These findings have several important implications for hiring managers and leadership teams: Address the gender pay gap: With less than half of women satisfied with efforts to close the gender pay gap, organisations must prioritise pay equity. This could involve conducting regular pay audits, implementing transparent pay scales, and addressing unjustified disparities.  Enhance leadership opportunities: The low satisfaction with female leadership representation suggests a need for more robust leadership development programs for women, mentorship initiatives, and a critical examination of promotion practices.  Promote inclusive policies: While general equity and inclusion efforts for women have the highest satisfaction rate, there’s still room for improvement. Consider implementing or enhancing policies that support work-life balance, parental leave, and protection against workplace harassment.  Bridge the perception gap: The differing priorities between men and women in DE&I initiatives highlight a potential disconnect. Organisations should foster open dialogues about DE&I priorities and ensure that men, especially those in leadership positions, are aware of and supportive of women’s concerns.  A holistic approach to DE&I: While addressing workplace gender equity is crucial, it’s important to maintain a holistic approach to DE&I. Age discrimination, for instance, is a top concern for both genders and should not be overlooked.  Transparency and communication: The high percentage of neutral responses across all categories suggests a need for better communication about workplace gender equity efforts. Organisations should be transparent about their initiatives, progress, and challenges. Bridging the gender gap in Vietnam’s workplaces is an ongoing process that requires sustained effort and commitment. While progress has been made, our Talent Trends 2024 report clearly shows that there’s still work to be done. By understanding and addressing women’s perspectives on workplace equity, organisations can create more inclusive environments that attract and retain female talent, foster innovation, and improve overall performance. The message for hiring managers and leadership teams is clear: prioritising gender equity is not just about meeting DE&I targets but creating a workplace where all employees can thrive, contribute their best, and drive the organisation forward. Get more insights on DE&I at the workplace Discover the latest in workforce trends in our latest Michael Page Vietnam Talent Trends 2024 report: The Expectation Gap. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific. It covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. Also, download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market. Read more:Why should someone be led by you?5 ways to use negative feedback to your advantage9 common mistakes hiring managers should avoid in job interviews Mon, 21 Oct 2024 22:01:54 +0700 Simone Wu 223766 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-nurture-meaningful-workplace-relationships Building workplace friendships goes beyond casual interactions in the evolving landscape of workplaces. These personal relationships can be beneficial for both individual and professional growth. Here are some ways you can cultivate positive relationships at work.Having friends at work can be helpfulBuilding workplace friendships can help your wellbeing and workplace culture. According to Gallop, employees with best friends at work are seven times more likely to be engaged. Here are other ways in which having meaningful relationships with co-workers can benefit your business.Elevating professional growthWork relationships can help employees gain diverse perspectives, fostering innovative thinking and continuous learning. These connections encourage open dialogue and the sharing of valuable industry insights, which can contribute to both professional growth and job satisfaction.For instance, you may have a project idea that you believe to be flawless. However, discussing it with your co-workers may reveal some oversights you made. Strong relationships enhance the overall outcome of any ideas you have.Related: 5 ways to improve equity in the workplaceNavigating career advancementTrusted relationships can be instrumental in career growth. Colleagues who know your work ethic and capabilities may advocate for your promotions or recommend you for new opportunities within or outside the organisation.Ways to build relationshipsCultivating meaningful relationships requires intention and effort, but the benefits are worth it. By making meaningful connections, you can create a supportive network that enhances collaboration, promotes mutual respect, and contributes to a harmonious work environment. Here are some practical ways to build and strengthen these relationships:1. Organise team-building activitiesEvents such as workshops, retreats, or social gatherings provide a relaxed environment for colleagues to bond, break down barriers, and build friendships.Related: How to hire to improve gender diversity in the workplace2. Initiate cross-departmental meetingsEncourage interactions beyond immediate teams. This creates opportunities for collaboration and understanding among diverse teams.3. Create mentorship programmesImplement mentorship programmes where seasoned workers can guide less experienced colleagues. This can help not only with employee bonding but also, make it easier to onboard new employees.4. Bridging generational gapsRecognise that different generations may have varying approaches to workplace relationships. For example, younger employees might prefer more frequent, informal check-ins, while older generations may value scheduled, formal meetings.Foster an environment of mutual understanding and respect for these differences. Encourage cross-generational mentoring to facilitate knowledge sharing and relationship building across age groups.5. Navigating remote work challengesIn remote or hybrid work environments, building relationships requires extra effort. Utilise video conferencing for regular face-to-face interactions, even if they’re virtual.Create online spaces for casual conversations, such as virtual coffee breaks or chat channels for non-work discussions. Organise occasional in-person meetups when possible to strengthen connections formed online.Related: How to create a great employee experience – in the office or at home6. Developing networking skillsFor those who find networking challenging, especially introverts, start small. Set achievable goals, such as introducing yourself to one new colleague each week.Practise active listening to build genuine connections. Prepare talking points before meetings or social events to feel more confident. Remember, quality relationships often matter more than quantity.7. Digital communication etiquetteIn today’s digital workplace, mastering online communication is crucial. Be mindful of tone in written messages, as nuances can be lost without vocal cues.Use emojis judiciously to convey tone, but be aware of cultural differences in their interpretation. Respect colleagues’ time by being concise in emails and messages. When in doubt about the tone or content of digital communication, consider whether a quick video call might be more effective.Related: 5 interview questions to ask to tell a great candidate from a good oneCultural sensitivity and diversityAn employee can build trust with the business by embracing diversity and practising cultural sensitivity. This is one of the key ways in which a company can succeed.This can be achieved by acknowledging and respecting different cultural backgrounds, customs, and perspectives, and using inclusive language and practices to ensure everyone feels valued and understood.Challenges of maintaining a united workforce and how to solve themIt is not always easy to maintain meaningful connections with co-workers. Problems include:Remote work dynamics: With the rise of remote work, maintaining relationships can be challenging. Utilising video conferencing platforms to keep regular contact and holding virtual meetings help even staff who work from home feel engaged and included.Personal conflicts: The key to disputes is to tackle them head-on but with tact. Encourage your team to speak up when issues arise – it’s far better than letting things simmer. Sometimes, you might need to play mediator, and that’s okay.The goal is to create an environment where people feel comfortable hashing things out constructively rather than sweeping problems under the rug. A frank discussion today can prevent a blow-up tomorrow.Long-term management of relationshipsHealthy relationships always require effort to make it work in the long run. Relationships can be managed through:Regular check-ins: Schedule regular one-on-one meetings and team check-ins to discuss work updates. This continuous engagement helps maintain relationships over the long term.Feedback loops: Create an environment where feedback is regularly exchanged. Constructive feedback helps in understanding expectations and improving relationships, while also addressing any underlying issues before they blow up into a bigger issue.Adapt to change: As teams evolve, be adaptable in your approach to relationship management. New team members, shifting roles, or changing dynamics require adjustments in communication and interaction styles.Related: Why recognising women in leadership and their achievements matterImpact on organisational cultureThere are both tangible and intangible benefits of forming a good relationship with other colleagues, which include:Cooperation and creativity: Strong workplace relationships contribute to a collaborative culture. When employees trust and respect each other, they are more likely to share ideas, collaborate on projects, and contribute to a creative and innovative environment.Role of managers: Managers play a crucial role in modelling relationship-building behaviours and fostering employee engagement. By demonstrating empathy, active listening, and inclusiveness, managers set the tone for the entire team.Balancing technology and personal interaction: While technology is a valuable tool, it's essential to balance it with face-to-face interactions. Plan occasional in-person meetings or gatherings to strengthen connections and reduce the sense of isolation that can come with remote work.However, forming workplace relationships can come with its own set of challenges. Differences in communication styles, conflicting priorities, or even a competitive environment can make it difficult to connect with colleagues.Navigating power dynamics and maintaining professional boundaries while fostering friendships requires a delicate balance. Without clear communication and understanding, these hurdles can hinder the development of strong, productive relationships in the workplace.By embracing cultural sensitivity, leveraging technology, and continuously seeking improvement through feedback, you can foster deep, lasting connections that enhance both personal fulfilment and professional success for you and your business.Read more:Why should someone be led by you?How to prevent employees from job hoppingA guide to inclusive hiring for People With DisabilitiesReady to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Fri, 27 Sep 2024 15:32:53 +0700 Naren Sankar 223881 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-conduct-360-degree-appraisal Select a representative group: To gain a well-rounded perspective, it is essential to collect feedback from a group of 5 to 10 colleagues who interact regularly with the employee. This group should include managers, peers, and direct reports to provide a well-rounded perspective.Choose the data collection method: Online surveys are commonly used for gathering feedback in 360-degree appraisals due to their efficiency and anonymity. Alternatively, face-to-face interviews or structured discussions can be conducted for more in-depth insights, especially in smaller teams or organisations.Ensure anonymity: Guarantee respondents that their feedback will remain anonymous. This assurance encourages honest responses, which are essential for the appraisal's effectiveness.Communicate the purpose: Clearly explain the purpose of the 360-degree survey to all employees. Transparency helps prevent misunderstandings and ensures everyone understands the goal of fostering professional growth and development.Involve the employee: Ask the employee to complete their own survey. Self-assessment allows the employee to reflect on their performance and provides a baseline to compare with the feedback from others.Set a minimum interaction period: All participants should have worked with the employee for at least six months. This requirement ensures that the feedback is based on sufficient interaction and observation.Compile and analyse data: Once the performance feedback is collected, compile and analyse the feedback data to identify patterns and trends. Look for consistent themes that can provide valuable insights into the employee's behaviour and performance. Utilise software or tools designed for data analysis to simplify the process.Human resources should be involved in successfully implementing a 360-degree appraisal system. HR professionals are often responsible for designing the feedback system, ensuring the anonymity of responses, and guiding managers and employees through the appraisal process.Handling negative feedback can be challenging but essential for personal and professional growth. Here are some tips for helping employees effectively manage challenging feedback:Maintain a positive mindset: Approach negative feedback with an open mind and a willingness to learn and grow. Instead of viewing it as criticism, see it as an opportunity for improvement.Seek clarification: Don't hesitate to seek clarification if feedback is unclear or ambiguous. Ask for specific examples or suggestions for improvement to understand better the areas needing development.Develop action plans: Use the feedback as a catalyst for action. Identify specific steps you can take to address the feedback and improve in areas of weakness. Set realistic goals and timelines for implementing changes.Focus on solutions: Rather than dwelling on the negative aspects of the feedback, focus on making improvements. Use the feedback to identify areas where you can excel and make a positive impact.Seek support: Don't be afraid to seek support from mentors, colleagues, or a coach. Discussing feedback with others can provide valuable insights and perspectives, helping you navigate challenges and develop effective strategies for improvement.Fostering growth through constructive feedback360-degree appraisals are a valuable employee performance management tool for fostering professional development and improving overall organisational performance. By carefully collecting and analysing feedback and focusing on constructive criticism, organisations can help employees develop their skills and behaviours, ultimately contributing to the company's success.Performance evaluations can significantly boost employee engagement by fostering a culture of transparency and continuous feedback to track progress, making employees feel valued and involved in their personal and professional development.Implementing these appraisals thoughtfully and effectively ensures that the organisation and its employees can reap the benefits of this comprehensive feedback tool.Read more:How to lay off employees with graceHow to be more confident at work according to Asia's female leadersA culture of employee recognition contributes to talent retention and business successStart a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Fri, 19 Jul 2024 12:39:14 +0700 Michael Page 223781 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-structure-effective-job-interviews-guide-hiring-managers As a hiring manager, knowing how to structure effective job interviews is a critical skill that significantly impacts the future of your organisation. A well-structured interview process helps you identify the most suitable job applicants, and ensures that you make informed hiring decisions that align with your company's goals and values. Whether it is your first time hiring or if you are a seasoned recruiter, this guide will explore the critical elements of structuring an effective job interview and provide practical tips and strategies to elevate your interviewing skills and attract top talent to your organisation. 12 things to do before, during and after job interviews Before the interview 1. Define clear objectives Before diving into the interview process, start by defining clear objectives. Thoroughly review the job description and identify the essential skills, qualifications, and experience required for the role. Collaborate with other stakeholders, such as the hiring team and department heads, to gain a comprehensive understanding of the position's requirements and expectations. Once you have a clear picture of the ideal candidate profile, list key competencies and attributes you will assess during the interview. This list will serve as a roadmap, ensuring your questions and evaluations remain focused and aligned with your hiring goals. 2. Develop a structured interview format A structured interview format is essential for maintaining consistency and fairness throughout the hiring process. By following a standardised approach, you can minimise bias and ensure all job applicants are evaluated based on the same criteria. Start by creating a set of core questions that will be asked of all applicants. These questions should assess the key competencies and attributes you identified earlier. Consider including a mix of behavioural, situational, and technical questions to gain a well-rounded understanding of each candidate's capabilities. In addition to the core questions, allow for some flexibility to explore unique aspects of each candidate's background and experience. However, maintain a consistent structure and allocate similar amounts of time for each interview to ensure a level playing field. Related: How to hire to improve gender diversity in the workplace 3. Minimise unconscious bias Unconscious bias can impact hiring decisions, leading to unfair treatment of job applicants and potentially overlooking top talent. A structured interview format can help minimise bias by ensuring all applicants are evaluated based on the same criteria. To further mitigate unconscious bias, consider the following: Train interviewers to recognise and avoid common biases, such as confirmation bias, halo effect, and stereotyping Use diverse interview panels to bring multiple perspectives to the evaluation process Develop objective scoring rubrics to assess applicants’ responses consistently Avoid making snap judgments based on first impressions or irrelevant factors, such as appearance or background Focus on job-related qualifications and competencies rather than personal characteristics or cultural fit By actively addressing unconscious bias, you can create a more inclusive and equitable interview process that identifies the best applicant based on merit. Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide 4. Manage interview panels effectively When conducting interviews with a panel, it is crucial to ensure a cohesive and organised experience for both the interviewers and the candidate. To manage interview panels effectively: Assign specific roles and responsibilities to each panel member, such as asking certain questions or evaluating specific competencies Develop a clear agenda and time allocation for each panel member’s questions and discussion Encourage all panel members to contribute and share their perspectives while maintaining a respectful and professional atmosphere Designate a panel leader to facilitate the discussion, keep the interview on track, and ensure a smooth transition between panel members Provide the candidate with clear instructions on the panel format and introduce each panel member and their role Allow time for the candidate to ask questions and engage with the entire panel By managing interview panels effectively, you can create a structured and organised experience that allows for diverse input while maintaining a cohesive and professional environment for the candidate. 5. Prepare thoroughly Proper preparation is vital to conducting effective job interviews. Begin by reviewing each candidate's resume, cover letter, and any additional materials they have submitted. Familiarise yourself with their background, qualifications, and relevant experience. Next, create a detailed guide that outlines the interview questions you will ask and any specific points you want to cover. This guide will help you stay organised and collect all the necessary information during the interview. It is also essential to prepare the interview environment. Choose a quiet, comfortable space that is free from distractions. Ensure all necessary materials, such as the candidate’s resume and a notepad for taking notes, are readily available. Adopting open body language can create a welcoming and engaging atmosphere, such as avoiding crossing arms and legs to prevent the appearance of disinterest or defensiveness. Related: 9 common mistakes hiring managers should avoid in job interviews During the interview 6. Establish rapport with job applicants Creating a positive and welcoming atmosphere is crucial for easing applicants' nerves and allowing them to showcase their best selves. Start the interview by introducing yourself and providing a brief overview of the company’s values, the role and how it contributes to the success of the company. Engage in some light conversation to break the ice and help the applicant feel more comfortable. Ask about their journey to the interview location or mention something interesting from their background that caught your attention. Throughout the interview, maintain a friendly and professional demeanour. Use active listening techniques, such as nodding, maintaining eye contact, and asking follow-up questions, to demonstrate your genuine interest in the candidate's responses. 7. Ask behavioural and situational questions Behavioural and situational questions are powerful tools for assessing a candidate’s past performance and potential to handle future challenges. These questions require candidates to provide specific examples of how they have handled real-life situations, giving you valuable insights into their problem-solving skills, decision-making abilities, and work style. Use the STAR (Situation, Task, Action, Result) framework when crafting behavioural questions. Ask job applicants to describe a specific situation, the task they needed to accomplish, the actions they took, and the results they achieved. This structured approach helps you gather concrete evidence of their capabilities. Situational questions, on the other hand, present hypothetical scenarios and ask the applicants how they would respond. These questions allow you to evaluate a candidate’s thought process, judgment, and ability to think on their feet. Related: 5 interview questions to ask to tell a great candidate from a good one 8. Evaluate technical skills Depending on the role you are hiring for, assessing technical skills may be crucial to the interview process. Develop a set of technical questions or practical exercises that align with the specific requirements of the position. For example, if you are hiring a software developer, you may ask them to solve a coding problem or discuss their experience with specific programming languages. If you are interviewing a marketing professional, ask them to analyse a case study or develop a creative campaign idea. When evaluating technical skills, it’s essential to clearly understand the desired proficiency level and assess applicants fairly based on their demonstrated abilities. 9. Allow for candidate questions Allocating time for interviewees to ask questions is a courtesy and an opportunity to gauge their interest and engagement with the role and the company. Encourage them to ask questions throughout the interview or dedicate a specific portion of the interview for this purpose. Pay attention to details in the questions job applicants ask, as they can reveal their priorities, research, and understanding of the position. Thoughtful and well-informed questions demonstrate genuine interest and preparation. Be prepared to provide honest and informative answers to candidate questions. Use this as an opportunity to share more about the company culture, growth opportunities, and expectations for the role. 10. Take detailed notes Taking detailed notes during the interview is essential for accurately evaluating applicants and making informed hiring decisions. Create a standardised note-taking template that aligns with the key competencies and attributes you are assessing. Record specific examples, achievements, and responses that stand out during the interview. These notes will serve as a helpful reference when comparing applicants and making final decisions. Be sure to maintain a balance between active listening and note-taking. Avoid getting overly absorbed in writing that you miss important nonverbal cues or fail to engage with the candidate effectively. After the interview 11. Conduct post-interview evaluations After each interview, take time to conduct a thorough post-interview evaluation. Review your notes and assess the candidate’s performance against the predetermined criteria and competencies. To gather diverse perspectives and insights, involve other hiring team members in the evaluation process. Discuss the candidate's strengths, weaknesses, and overall fit for the role and the organisation. Use a standardised rating system or evaluation form to ensure consistency and objectivity in your assessments. This will help you compare applicants fairly and make data-driven hiring decisions. 12. Provide timely feedback Providing timely feedback to job applicants is critical to a positive interview experience. Whether a candidate is selected for the role or not, it's essential to promptly inform the candidate of the interview’s outcome. For successful applicants, extend a verbal or written job offer outlining the key terms and conditions of employment. Be prepared to answer any additional questions they may have and provide guidance on the next steps in the hiring process. For those who are not selected, provide constructive feedback on their performance and express appreciation for their time and interest in the role. Offering specific and actionable feedback can help candidates improve their interviewing and communication skills and maintain a positive impression of your organisation. Mastering the art of job interviews: Key to building a high-performing team Structuring an effective job interview requires careful planning, preparation, and execution. You can make informed hiring decisions that drive your organisation’s success by defining clear objectives, developing a structured format, asking behavioural and situational questions, evaluating technical skills, and conducting thorough post-interview evaluations. Remember, the interview process is an opportunity to assess candidates and showcase your company’s culture and values. A positive and engaging interview experience can attract top talent and build a strong employer brand. As you refine your interviewing skills and techniques, continuously seek feedback from colleagues and candidates to identify areas for improvement. Stay updated on industry best practices and emerging trends in talent acquisition to ensure that your interview process remains effective and competitive. By mastering the art of conducting effective job interviews, you can build a high-performing team that will propel your organisation to new heights of success. Read more:Why should someone be led by you?How to prevent employees from job hoppingA guide to inclusive hiring for People With Disabilities Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role. Tue, 09 Apr 2024 15:35:40 +0700 Simone Wu 223836 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/common-mistakes-hiring-managers-avoid-job-interviews Finding the perfect candidate feels like winning the lottery – exhilarating, validating, and a little bit lucky. But before you pop the champagne, remember: just like the lottery, the job interview process comes with its own set of pitfalls.Hiring mistakes costs companies big bucks, wastes resources, and fosters the wrong team dynamic. So, how do you avoid these landmines and ensure your next interview leads to a rockstar hire, not a recruitment regret?Let’s explore some common interview mistakes hiring managers make and how to steer clear:9 common pitfalls hiring managers should steer clear of during interviews1. Winging itYou haven’t reviewed the candidate’s resume, researched their career background, or prepared insightful questions. This screams unprofessionalism and disrespect for the candidate’s time. Hiring managers should go to job interviews prepared with a structured interview plan and tailored questions for an effective hiring strategy.As a hiring manager, familiarity with the candidate’s background allows you to tailor questions that probe beyond the surface (think situational questions), revealing depth and potential. Preparation demonstrates respect for the candidate’s time and showcases the professionalism of your organisation.2. Talking at, not with, the candidateYou spend the entire time presenting the company and listing responsibilities, leaving no room for genuine dialogue with potential candidates. Remember, this is a two-way street. Let the candidate ask questions and showcase their potential.3. Turning it into an interrogationYour questions are aggressive, judgmental, or pry unnecessarily into personal matters. This hiring mistake creates a hostile environment and alienates potential hires. Maintain a professional and respectful tone throughout.4. Avoiding unconscious biasesA critical yet often overlooked aspect of the recruitment process is the potential for bias. Bias in interviewing someone, whether based on gender, age, ethnicity, or even alma mater, can inadvertently influence a hiring manager’s decision, sidelining potentially excellent candidates.Here’s how to neutralise them:Blind resumes: Consider masking identifying information like name, age, and location until later stages. It forces you to focus on relevant skills and experience.Standardised questions: Develop a set of job-specific questions for every candidate, ensuring a fair and consistent assessment.Diverse interview panels: Include team members from different backgrounds and perspectives to mitigate individual biases and gain well-rounded insights.Focus on behaviour, not attributes: Ask questions that explore past actions and achievements relevant to the role, not personal opinions or beliefs.Be mindful of non-verbal cues: Don’t let unconscious reactions based on appearance or mannerisms influence your judgment. Focus on the content of their responses.The best candidates might not tick every box on your list, but they possess the skills, experience, and potential to thrive in your role and contribute to your team’s success.By actively removing bias from your hiring process, you open the door to a broader talent pool and increase your chances of finding that perfect match.Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide5. Undervaluing the importance of soft skillsTechnical prowess can get a candidate through the door, but soft skills are what enable them to navigate the room effectively.Communication, teamwork, adaptability, and problem-solving are crucial for any role. Overlooking these during the job interview can lead to hiring a candidate who excels in their tasks but struggles in a collaborative, dynamic work environment.Incorporate questions that draw out these skills, like asking for examples of how they’ve overcome obstacles or worked effectively in a team. Soft skills, intangible qualities like communication, problem-solving, and teamwork, are the glue that holds successful teams together.Don’t underestimate the power of a candidate who can communicate clearly and concisely, both verbally and in writing. Look for someone who actively listens, asks insightful questions, and can express their ideas persuasively.A team player who thrives in collaborative environments readily adapts to change and demonstrates a willingness to learn is invaluable. Remember, technical skills can be honed, but soft skills are often inherent and challenging to teach.Prioritise candidates with soft skills that complement your existing team and drive a positive, productive work environment.6. Overlooking cultural fitCultural fit is the secret sauce to long-term employee satisfaction and success. A candidate might tick all the technical boxes, but if they clash with the company’s core values and culture, friction is inevitable.This doesn’t mean seeking clones; diversity in thought and background enriches a team. However, ensuring alignment in fundamental values and work style is key. Engage in discussions that shed light on the candidate’s views on collaboration, innovation, and work ethics to gauge compatibility.Related: 7 reasons for employee demotivation7. Making snap judgmentsFirst impressions matter, but basing your entire decision on the initial handshake or the first few minutes of the job interview is risky. Bias, whether conscious or unconscious, can cloud judgment. Allowing the interviewing process to unfold fully is crucial, giving the candidates ample opportunity to present themselves. This approach mitigates the risk of passing over a potentially great fit for the team due to initial misjudgments.8. Not selling the role and companyRemember, a job interview is a two-way street. Candidates are assessing your organisation just as much as you’re evaluating them. Failing to highlight the benefits of the role, the growth opportunities within the company, and the culture can lead to top talent choosing to go elsewhere. Share what makes your organisation unique and why it’s a place where they can thrive and develop.9. Skipping the detailsGlossing over the specifics of the role or needing to be more transparent about the challenges it entails can set up both the new hire and the team for frustration.A clear understanding of the day-to-day responsibilities, the team dynamics, and the broader goals of the position helps candidates gauge whether they’re a good fit. This clarity can prevent mismatches and ensure the selected candidate is ready to hit the ground running.Related: Workplace flexibility a top priority for candidates: reportPost-interview mishapsIgnoring follow-up: Post-interview follow-up is not just a courtesy; it’s a reflection of your organisation’s professionalism.Ghosting candidates: Leaving applicants hanging without any communication after the job interview reflects poorly on your company’s professionalism. Send a timely update, regardless of the decision, and offer feedback if possible.Failure to provide feedback or communicate the next steps in a timely manner can leave candidates with a negative impression, potentially deterring them from considering future opportunities with your company. Even a brief update can make a significant difference in maintaining a positive relationship with candidates.Slow decision-making: You take weeks, even months, to decide, leaving candidates frustrated and potentially accepting other offers. Have a defined timeline for the hiring process and stick to it.Failing to debrief your team: You forget to discuss the candidate selection process with other team members, leading to inconsistent feedback and missed opportunities to identify the best candidate. Schedule a debrief session to compare notes and make informed decisions.Related: 11 traits you need to be a highly effective leaderThe takeawayThe job interview process is a delicate dance, requiring preparation, insight, and a touch of finesse. By avoiding these common mistakes, hiring managers can not only improve their chances of finding the right candidate but also enhance the candidate’s experience and perception of the company.It’s about creating a process that is thorough, respectful, and reflective of the company’s values, and every interview is an opportunity to build your brand in the eyes of potential employees.Approach it with the seriousness it deserves, and you’ll pave the way for a team that’s skilled and aligned with your company culture and organisational goals.Read more:12 ways to create work-life balance for employeesHow to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leadersWe recruit on behalf of the world's top companies. Fast-track your success with the right team. Explore how we can quickly match you with top talent. Thu, 07 Mar 2024 13:01:33 +0700 Simone Wu 223806 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/why-should-someone-be-led-you As we are in performance appraisal season, it is crucial for leaders to engage in introspection. This process is not just about operational and business results; it is a chance to reflect on your leadership qualities and how they influence your team and business success. It’s always a great chance to reflect on the year just passed, consider the learnings for you and your team and then agree to a plan of action moving forward. Of course a lot of this tends to focus on operational issues, particularly targets – and is very often centred on business and results. Related: Building your personal brand The importance of self-assessment in leadership During appraisals, as a leader, you really are both the appraiser and the appraised. This dual role provides a unique opportunity to evaluate your leadership impact over the past year. It is also vital to look beyond mere operational achievements and delve into the leadership skills you have honed or faced challenges with. The key question: Your leadership value proposition  I am a big believer in all leaders really understanding themselves and what they bring to a leadership role. So, you need to ask yourself - What are the three reasons why someone should be led by you? Identifying these reasons can be challenging, yet it is a powerful exercise in self-awareness and leadership development. These reasons should resonate with authenticity and passion, reflecting the core strengths that make you a unique leader. Related: How to hire to improve gender diversity in the workplace Practical steps to identify your strengths 1. Reflect on past feedback from teams and peers. 2. Assess areas where your guidance has significantly impacted your team's success. 3. Consider what makes your leadership approach unique and effective. Incorporating leadership traits into your role Every leader has a set of inherent traits that define their leadership style. Whether it is effective communication, empathy, or strategic thinking, identify and cultivate these traits. This self-awareness not only enhances your leadership but also makes you a more appealing leader to current and potential team members. Once you have identified your three key reasons, develop an action plan to further strengthen these qualities. This might involve targeted training, seeking mentorship, or setting specific leadership goals for the coming year. Finally, you must really live up to these three reasons every single day. It is not enough to identify your strengths; you must embody them in all your actions. This commitment to your leadership qualities also fosters a diverse and dynamic team environment, where each member feels valued and motivated. My 3 key reasons To give you a starting point, here are my three key reasons: 1. I have a proven track record in growing businesses and can mentor you to do the same. 2. Your personal development is my passion, and I'm committed to helping you improve your business skills and as an individual. 3. My approach is anchored in honesty and fairness. You may not always like it, but it will always be honest and fair. I encourage you to undertake this exercise and share your insights. Reflecting on why someone should work for you not only benefits your team but also contributes to your evolution as a leader. I look forward to hearing about your journey and the impactful reasons that define your leadership. Read more: How leaders can gain better engagement with their teams Why candidate experience matters and how to do it well The importance of good communication in the workplace Fast-track your success with the right team. At Michael Page, we recruit on behalf of the world's leading companies. Discover how we can match you with top candidates to enhance your team's performance. Thu, 01 Feb 2024 15:24:58 +0700 Andy Bentote 223921 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-lay-employees-grace There is nothing easy about the process of laying off employees, and it can be emotionally draining for everyone involved. When faced with this situation, a company’s leadership must approach it with compassion, empathy, and grace. The reason for the layoff must be communicated openly, clearly and honestly. Employees affected by the termination should be given severance packages and even offered job search assistance. It is also crucial to support the remaining employees who may be affected emotionally by the layoffs. For older workers, companies may offer early retirement packages as a proactive measure to manage labour costs, but these programs should be designed in a way that is fair and equitable to all employees. Laying off employees is a difficult decision for any company. Here are some ways to make the layoff process less painful and assist employees transition into their next career path. Related: A culture of employee recognition contributes to retention Request a call back 5 factors to consider when laying off employees 1. Be honest about why you want to lay off employees Tell the employee why they are being laid off, even if it is due to poor business performance, workforce reduction, a change in corporate direction or cost-cutting measures. You are not doing the employee or yourself any favours by concealing the reason. During a retrenchment exercise, employers must be honest when informing employees why they were laid off. This helps build trust with employees and prevent misunderstandings or rumours from circulating. Being truthful and transparent also shows respect for the affected employees and can help them better understand the situation and move forward with their career plans. Additionally, honesty can demonstrate the employer’s commitment to ethical behaviour and corporate responsibility, which can aid in preserving the company’s image in the long run. 2. Be compassionate when employees leave, even if they had a short time working for you Compassion is an important value for companies to uphold, even when employees leave after a short tenure. When employers show compassion to employees leaving, even those who have only been with the organisations for a short time, it demonstrates that the company values its employees and respects them as individuals. This needs to be handled with extra care if you are working in a virtual office and communicating with your employees remotely. When companies handle employee departures with compassion, it can also help minimise negative emotions such as anger or resentment, which could damage the company’s reputation or even lead to legal issues. 3. Consider redeployment for impacted employees To mitigate the impact of job loss, senior management teams should look for alternative placements within the company to deploy employees affected by the layoff. Employees can have the option of moving to another department or opting for voluntary retirement. This shows that the company cares about its employees and is committed to finding a solution that benefits everyone. This approach can also help the company retain valuable employees and reduce the costs associated with finding and training new hires, and manage the morale of the current workforce. On top of that, offering the option to move to another department or voluntary retirement gives the affected employees some control over their situation, which can help them feel more empowered during this challenging period. It is important to acknowledge that employees who are redeployed to different roles may experience anxiety and uncertainty. As such, the company should prioritise clear communication and ensure that they understand the reasons for the redeployment and what the new role entails. Companies may also provide a retention bonus for those who choose to stay. Companies can provide additional support to employees during this period, such as training and coaching, to help them adjust to the new position to demonstrate their commitment to treating employees fairly and with respect, which can help to maintain morale and productivity during a difficult transitional period. Related: 7 reasons why employees lose motivation Request a call back 4. Provide support and care for termination processing Allow your employees time to process the termination, collect their belongings, and say their goodbyes before departing your company. Employees should be informed of their permanent termination about a month before their last day. Accept that they might need at least a day to come to grips with their termination and allow them to work remotely to let them grieve over their loss. A company owner may also consider reducing the work the terminated staff is to finish. If laid-off employees are required to work for a few more days or weeks, companies can consider offering them remote work arrangements that would give them the personal space to grieve over the job loss. There may be times when you may be unable to offer your staff the option of staying on for more than a day. When that happens, you need to think about how you can support laid-off personnel. 5. Offer financial and emotional support, and outplacement assistance As part of the layoff announcement, employers could offer financial counselling in private rooms for retrenched employees, and arrange for a private space where they can speak with a counsellor or coach. When a company offers outplacement services for retrenched employees, it means that they provide support to help those employees transition to new jobs or careers. What are outplacement services? Outplacement is an employer-sponsored benefit that is typically included as part of a severance package for employees who are laid off or terminated. These services are designed to help workers improve their skills and become more marketable to potential employers. Services may include resume writing, cover letter writing, navigating job boards, networking, and negotiating job offers, which can be conducted by the human resources team. By offering outplacement assistance, companies show their commitment to supporting their employees, and help to ensure a smoother transition for the impacted workers. Communicating openly and honestly with terminated employees and the current staff is essential to avoid misunderstandings. Being transparent about the reasons for the layoffs, the process and timeline, and any support available can help minimise the impact on employees and maintain the company’s credibility. Reducing guilt for remaining employees While the focus is on the employee leaving, little attention is given to the employees who were “spared” termination. Company managers should talk to the whole workforce collectively about any retrenchment exercise, and not just to the affected staff. These employees may feel relieved to have a job still but simultaneously guilt-ridden about the suffering of the former colleague who was let go, creating involuntary separations. Questions like “How am I going to face my friend who was let go while I am still employed?” may pop up in the person’s head. This “survivor guilt” can affect the quality of work the remaining staff turns in, affecting the company’s operations. It may also affect the company’s public image. Managers should also clearly explain to staff the other options considered before the decision was made to lay off the employee. The reason may be situational factors like economic downturns causing massive layoffs and various business reasons such as eliminating redundant positions due to new company direction. Sharing details of how the affected employee is being supported to look for a new job by your company (such as providing outplacement services) can help ease the guilt of the current employees too. Staff reductions can be challenging, so protect your employees’ well-being and avoid layoffs too soon after you have just laid off one group of employees. Read more:How to hire to improve gender diversity in the workplace7 crucial skills to adapt to the new future of workA culture of employee recognition contributes to talent retention and business success Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Wed, 17 Jan 2024 16:08:20 +0700 Michael Page 223876 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-prevent-employees-from-job-hopping In today’s fast-paced job market, job hopping has become prevalent. The culture of long-term service to a single company is becoming obsolete.People are increasingly open to exploring new opportunities, and job hopping has become the norm. Employers are often faced with the challenge of retaining their employees and preventing them from seeking new opportunities elsewhere.Understanding the reasons behind job hopping and implementing effective strategies to prevent it is crucial for businesses to maintain a stable workforce.Related: Navigating hybrid work: Redefining traditional work patternsUnderstanding the phenomenon of job hoppingBefore delving into the strategies to prevent job hopping, it is crucial to understand what job hopping means. Job hopping is defined as the act of frequently changing jobs within a short period of time. This trend has risen in recent years, with employees being more willing to explore different opportunities.Defining job hoppingJob hopping is characterised by employees who change jobs every few years or months. It is a departure from the traditional career path, where individuals would commit to a single employer for a longer period.It can be seen as a strategic move for individuals looking to enhance their skill sets, broaden their professional network and increase their salaries. By switching jobs, employees and job seekers can gain exposure to different industries, work cultures, and management styles, ultimately contributing to their overall career development.Job hopping can also result from external factors such as economic instability or company downsizing. In such situations, employees may have no choice but to seek new employment opportunities to secure their financial stability.The rising trend of job hoppingThe workforce, especially among younger generations like Millennials and Gen Z, is more inclined towards job hopping as a means of career advancement, skill acquisition, and personal fulfilment. While the trend of job-hopping predated the pandemic, COVID-19 influenced and amplified its trajectory. Here’s why:Remote work opportunities: The widespread adoption of remote work during the pandemic made it easier for people to explore new careers and job opportunities without geographical constraints, and away from prying eyes in the office.Reevaluation of work-life balance: The pandemic led many to reassess their work-life balance and career choices, prioritising personal well-being and flexibility. People are more empowered to seek opportunities that best fit their lifestyle and career goals.Increased focus on mental health: There was a heightened awareness of mental health and its importance in the workplace. Employees began seeking out employers who offered better support in this area.Economic uncertainty and resilience: The economic impact of the pandemic also played a role, as some individuals were forced to job-hop due to layoffs or to seek more secure or better-compensated positions.Demand for specialised skills: Technological advancements created new industries and job roles, and this has resulted in a higher demand for specialised skills and expertise. As a result, employees are more inclined to switch jobs to capitalise on these emerging opportunities and stay relevant in the ever-evolving job market.Traditionally, employers may view frequent job changes as a lack of commitment or loyalty, impacting an individual’s reputation and future job prospects. They still do. However, given the prevalence of job-hopping, employers who view a candidate’s history of frequent job changes unfavourably risk missing out on qualified talent in a highly competitive talent market.At the same time, employers need to be cautious about candidates who leave jobs too quickly without clear reasons, as it could indicate issues with commitment or performance.Related: How to be a good team leaderHow job hopping impacts businessesJob hopping can have significant implications for businesses, both financially and operationally. Employers need to recognise the impact and devise strategies to mitigate its effects.When employees frequently switch jobs, it can create a ripple effect of financial burdens for businesses. The costs associated with recruitment, training, and onboarding new hires can be substantial. Not only does the company have to invest time and resources in finding suitable candidates to hire, but they also need to allocate resources to train these new employees.This constant turnover can drain the company’s financial resources, hindering its ability to invest in other areas of growth and development. The financial implications of job hopping go beyond recruitment and training costs. Losing intellectual capital and institutional knowledge can have long-term financial consequences for businesses.When experienced employees leave, they take with them valuable insights, expertise, and relationships that they have built over time. This loss can result in a decline in productivity and performance, as new hires may take time to adjust and learn the intricacies of the job.How job-hopping affects team dynamics and moraleJob hopping not only affects a business’s financial stability but also significantly impacts team dynamics and morale within an organisation.Frequent departures can create a sense of instability among the remaining employees. The constant turnover can make employees question the stability and prospects of the company, leading to decreased morale and job satisfaction.When employees see their colleagues leaving one after another, it can create a domino effect, where more employees consider job opportunities elsewhere. This can further exacerbate the turnover problem, resulting in a vicious cycle of departures.On top of that, the constant flux of new faces can disrupt team dynamics as employees struggle to build cohesive working relationships. This can hinder collaboration, communication, and overall productivity within the organisation.The departure of experienced employees can lead to losing mentorship and guidance for junior staff members. Without experienced individuals to learn from, employees may feel a lack of professional growth opportunities, which can further impact morale and job satisfaction.Related: How to lay off employees with graceWhy do people job-hop?To effectively prevent job hopping, employers must understand the underlying reasons that drive employees to seek new opportunities. By addressing these root causes, businesses can create an environment that encourages loyalty and commitment.Lack of career growth opportunitiesEmployees strive for career growth and development, and if they feel stagnant in their current roles, they are more likely to explore opportunities elsewhere. Employers can prevent this by providing clear career paths, promoting from within, and offering training programs for skill development.Inadequate compensation and benefitsEmployees who feel undervalued or underpaid are more likely to seek higher-paying positions, so employers should regularly evaluate their compensation packages and ensure they are competitive.Besides a higher salary, offering attractive benefits such as healthcare, insurance plans, gym memberships and flexible work arrangements can also enhance job satisfaction and loyalty.Poor work-life balanceA healthy work-life balance is a priority for many employees. Those who feel overwhelmed and unable to maintain a satisfactory balance are more susceptible to job hopping.Employers can address this issue by promoting flexible work arrangements, encouraging time off, and promoting employee well-being and work-life balance initiatives.Related: Workplace flexibility a top priority for candidates: reportActionable strategies to prevent job hoppingUnderstanding the underlying causes of job hopping empowers businesses to craft effective strategies aimed at curbing this trend.By addressing these key factors, companies can foster a more stable and satisfied workforce, reducing the frequency of employees seeking opportunities elsewhere.1. Create a positive work environmentA positive work environment plays a crucial role in employee satisfaction and retention. Employers should foster a culture of respect, open communication, and collaboration. Recognising and rewarding employee achievements can also contribute to a sense of belonging and loyalty.2. Offer competitive compensation packagesCompetitive compensation packages are vital in attracting qualified talent and retaining top performers. Employers should regularly benchmark their salaries against industry standards and adjust accordingly. Besides salary, performance-based incentives and bonuses can further incentivise employees to stay with the company.3. Provide opportunities for professional developmentInvesting in employee development can demonstrate a commitment to their growth and success. Offering training programs, mentorship opportunities, and career coaching can help employees develop new skills and advance within the organisation. Providing opportunities for personal and professional growth can significantly reduce the urge to job-hop.4. Implement employee retention programsWhile implementing strategies to prevent job hopping is crucial, it is equally important to proactively engage employees and foster their loyalty through well-designed employee retention programs.Related: A culture of employee recognition contributes to retentionEmployee engagement initiativesEngaged employees are more likely to stay committed to their organisation. Implementing initiatives such as regular feedback sessions, team-building activities, and employee recognition programs can foster a sense of loyalty and satisfaction. Employers should strive to create an inclusive and supportive work environment that values each individual’s contributions.Mentorship and leadership programmesMentorship and leadership development programs can provide employees with guidance and support, encouraging their professional growth within the organisation.By connecting employees with experienced mentors and providing leadership training opportunities, employers can nurture their talent and promote long-term loyalty.Creating a loyal workforce through effective communication, empathetic leadership, and a culture of appreciationBesides what organisations can do for their employees, the journey towards mitigating job hopping in the modern workplace also hinges on the management team.Foremost among these is fostering open, two-way communication channels between employees and management. Regular feedback sessions are not just a formality but a crucial tool in identifying and addressing concerns before they escalate into reasons for employees to seek opportunities elsewhere.Equally important is the role of leadership and company culture in shaping an environment that nurtures employee satisfaction and retention. Leaders who demonstrate empathy, support, and inclusivity are more likely to cultivate a workforce that is engaged and committed.This leadership style, complemented by a company culture that actively recognises and appreciates employee efforts, goes a long way in enhancing job satisfaction and loyalty. Celebrating achievements and milestones, both big and small, can significantly boost morale and a sense of belonging.By integrating these approaches, businesses can create a work environment where employees feel valued, heard, and motivated to grow alongside the organisation, significantly reducing the inclination towards job hopping.Read more:Employee retention strategies amid the Great ResignationHow to attract talent in a candidate-short marketHow to build a learning culture in your businessStart a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Thu, 11 Jan 2024 13:56:42 +0700 Simone Wu 223791 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/diversity-equity-and-inclusion-workplace-employers-guide Imagine a recruiter telling a top candidate how her LinkedIn profile fits the job description they are recruiting for, only to reject the candidate after finding out that she is older than what the employer they represent is looking for. This taints the candidate's experience and creates a negative impression of the company. Such practices highlight the pressing need for a change in hiring perspectives. In the swiftly evolving workplace, Diversity, Equity, and Inclusion (DE&I or DEI) stand out as pivotal subjects captivating the attention of professionals. “Diversity, equity and inclusion are not just buzzwords, but necessary for any company to thrive. By embracing and valuing diversity, embedding equity and creating an inclusive environment, we unlock the full potential of our people to drive innovation, creativity, and success,” says Rani Nandan, Diversity, Equity & Inclusion Director at PageGroup APAC. Some might assume that people who want DE&I only come from marginalised groups. However, research has shown that that isn’t so. In Asia Pacific, one in three men says that a lack of clear DE&I commitment from a potential employer would stop them from pursuing an interview or opportunity at a company, as revealed in a company culture report by Michael Page for the Asia Pacific.  Related: How to create a great employee experience – in the office or at home Request a call back What does Diversity, Equity, and Inclusion mean? Diversity, equity, and inclusion represent values integral to the foundation of successful organisations. But what exactly do these terms mean? And why have they become indispensable in the modern workplace? Diversity Diversity refers to the unique differences that each individual brings to the table. This encompasses a wide range of attributes, including race, gender, age, socio-economic status, physical disabilities, religious beliefs, sexual orientation, educational background, demographic characteristics and other life experiences. While it’s easy to think of diversity in terms of visible traits, it also covers invisible attributes like professional backgrounds, perspectives, and thoughts. Equity Equity ensures everyone has equal access to opportunities, regardless of their background, physical abilities, or gender identity. It’s about understanding and addressing the barriers that prevent certain marginalised groups from having the same chances as others. This doesn’t mean treating everyone equally but recognising differences and tailoring strategies to level the playing field. Inclusion Inclusion goes beyond mere representation of ethnic diversity. It’s about creating an environment where everyone feels heard, empowered and valued to participate. Teams with inclusive cultures make better decisions up to 87% of the time. This means that diverse voices are not only present but are also integral to decision-making processes. An inclusive work culture celebrates differences and ensures everyone can thrive and contribute to their fullest potential. Related: How HR needs to evolve to support the future of work The moral imperative of Diversity, Equity and Inclusion: Why it’s the right thing to do Beyond strategic advantages and business outcomes lies a profound ethical call to action – one that challenges our collective conscience and defines our shared humanity: moral imperatives. These elevate DE&I from a mere initiative to an ethical obligation, and they are multi-fold: Human dignity Every individual deserves respect and recognition irrespective of their background. Recognising the inherent worth of every person lays the foundation of DE&I. Fairness and justice Equity ensures that equal opportunities and resources are available to every one according to their needs, thereby promoting fairness. It’s a moral duty to give everyone an equal shot at success, regardless of their starting point. Equity also applies to pay equity. Women are still paid less than men for the same job with the same skills. Despite incremental changes, the persistent gender pay gap remains a significant, unresolved issue in today’s workforce. Bridging the gap between recognising a problem and implementing a solution, some forward-thinking companies like Salesforce have taken proactive steps towards pay equity. Diversity is not about how we differ. Diversity is about embracing one another's uniqueness.- Ola Joseph Building stronger communities Diverse and inclusive environments cultivate mutual understanding, bridging gaps between cultural and social groups. This leads to more cohesive, tolerant, and harmonious communities. Cultivating empathy By fostering an inclusive environment, we inadvertently nurture empathy, understanding, and mutual respect among individuals. It leads to better employee well-being. Combatting systemic discrimination Systemic discrimination has persisted for centuries, marginalising countless individuals. Adopting DE&I will actively challenge and dismantle these deep-rooted biases and prejudices. Legacy for future generations By upholding DE&I values today, organisations lay the groundwork for a more inclusive future, ensuring that upcoming generations inherit a world where people are judged by their character and not their background. Reaping the collective benefits Diverse teams drive innovation, leading to economic growth, while inclusive societies are generally more peaceful and productive. Gender-diverse companies are 15% more likely to outperform their peers. In comparison, ethnically diverse companies are 35% more likely to outperform their peers. Beyond individual gains, embracing DE&I benefits society. The moral imperatives of DE&I are not just guidelines for organisations but a compass pointing towards a more equitable future. It urges us to create inclusive workplaces where every voice is heard, every talent recognised, and every individual valued. Request a call back 7 Benefits of DE&I: The new currency of modern workspaces When navigating the modern workspace, DE&I can amplify unique perspectives and foster an environment of trust and innovation. After all, it has become a potent catalyst that fuels innovation, trust, and an overarching sense of belonging in the modern workplace.  1. Enhanced innovation and creativity Diverse teams are more creative and better problem-solvers. A diverse workforce isn’t about colourful company photos. It’s a dynamic think tank where every perspective adds a new layer of innovation. Getting individuals from various backgrounds together not only helps businesses diversify but also helps them evolve, challenging conventions and creating innovative solutions. 2. Supercharge employee drive and performance Performance skyrockets when everyone feels like a valued part of the puzzle. According to a Deloitte report, 83% of millennials are actively engaged when they believe their organisation fosters an inclusive culture, compared to only 60% of millennials who are actively engaged when their organisation does not foster such a culture. Engaged and empowered employees aren’t just working for a paycheque; they’re committed stakeholders. The byproduct? Plummeting turnover rates and a tangible reduction in those hefty recruitment bills. 3. Reflects the global market Our world is a melting pot of cultures, identities, and perspectives. A diverse and inclusive workforce is better equipped to understand and cater to the diverse needs of global clients and consumers. 4. Attracts top talent 85% of employees say they’re more likely to stay with an employer that shows a high level of diversity and inclusion. Top-tier talent today seeks more than a hefty salary. They’re hunting for growth, purpose, and inclusivity. DE&I is no longer a perk – it’s a promise that attracts the best in the business. On top of that, diversity and inclusion initiatives can improve employee retention rates by up to 72%. Diversity is not a compliance issue, it's a business strategy.- Kathy Hannan 5. Tapping into hidden talent The broader the range of experiences and perspectives a company can draw upon, the richer the pool of ideas and innovative solutions it can generate. And herein lies the concept of 'hidden talent' – a reservoir of potential that, in the absence of inclusive policies, remains largely untapped. Hidden talent refers to individuals who, due to systemic biases or traditional hiring practices, might have yet to be considered by employers. These individuals bring different experiences, skills, and perspectives that can contribute to an organisation's growth. This untapped talent pool includes but is not limited to, people with disabilities, those from marginalised communities, and individuals returning to the workforce after significant gaps. These candidates may offer a fresh and often unique perspective, challenging the status quo and driving innovation from angles employers might not have previously considered. Moreover, tapping into hidden talent also sends a powerful message both internally and externally. Internally, it fosters a culture of respect, acceptance, and empowerment. Externally, it positions the company as a forward-thinking, equitable employer – a factor that is increasingly important in today's competitive talent market. 6. Mitigates risks An inclusive workplace isn’t just about mitigating risks; it’s about pre-empting them. By fostering a culture of respect and understanding, businesses reduce potential conflicts and create a harmonious symphony of collaboration. 7. Boosts financial performance DE&I isn’t just ethically correct – it’s commercially smart. Research doesn’t just suggest but underscores the correlation between DE&I and sterling financial performance. Companies with diverse workforces are 35% more likely to outperform their competitors, while companies with more diverse management teams have 19% higher revenue due to innovation. McKinsey & Company, a global management consulting firm, has conducted several studies highlighting diversity's positive impact on business performance. Their reports, including “Diversity Wins” (May 2020) and “Delivering Through Diversity” (January 2018), found that companies with diverse leadership teams tend to have higher financial returns and are more likely to outperform their less diverse counterparts. Credit Suisse Research Institute’s report titled “The CS Gender 3000: The Reward for Change” (September 2019) analysed the gender diversity of companies and found that companies with more women in decision-making roles tend to exhibit better financial performance and higher returns on equity. DE&I is a transformative strategy. It redefines the way businesses operate, innovate, and thrive. And in the ever-evolving workspace, it’s the enterprises that embrace DE&I that will lead the charge into the future. Request a call back Common barriers to creating a diverse workforce Despite the many benefits of diversity, equity and inclusion in the workplace, there are still many barriers to achieving it. Unconscious bias One of the most common barriers to achieving DE&I in the workplace is unconscious bias. This refers to the automatic and unintentional attitudes or stereotypes that people hold about certain groups of people, and it can lead to discrimination in hiring, promotion, and other workplace practices. Lack of diversity in leadership When a particular group dominates leadership positions, achieving DE&I in the workplace can be difficult. This is because leadership positions significantly influence the company culture and decision-making processes. Without diversity in leadership, creating an inclusive workplace culture that values and supports all employees can be challenging. Related: 11 traits you need to be a highly effective leader Resistance to change Another common barrier to achieving DE&I in the workplace is resistance to change. Some employees may resist changes in workplace practices or policies designed to promote diversity, equity, and diversity equity and inclusion in the workplace. This can make implementing new initiatives difficult and slow progress towards achieving DE&I goals. Lack of awareness and education Many employees may not fully understand the importance of DE&I in the workplace or may not be aware of how their biases and behaviours contribute to inequality. Creating a workplace culture that values diversity and promotes equity and inclusion can be challenging without education and awareness. Systemic barriers Finally, systemic barriers such as discrimination and societal inequality can also impact the workplace. Only 3% of Fortune 500 companies have a workforce that reflects the population’s demographics. For example, if certain groups of people face discrimination in education or employment opportunities, they may be less likely to have the skills or experience needed to succeed in certain industries. This can lead to a lack of diversity in specific fields or positions, making it difficult to achieve DE&I in the workplace. Related: How to resolve workplace conflicts: A guide for managers 16 Best practices for implementing a successful DE&I strategy Building a DE&I strategy for your company is a comprehensive and ongoing process that involves careful planning, execution, and continuous evaluation. Diversity: the art of thinking independently together.- Malcolm Forbes A step-by-step guide to help you develop an effective DE&I strategy Here are 16 ways to get companies started on their DE&I journey. There are no hard and fast rules. Depending on the level of DE&I proficiency in an organisation, leaders may work on various steps simultaneously, skip certain steps or switch them around. Leadership commitment and buy-in: Ensure senior leadership is committed and accountable for DE&I initiatives. With leadership accountability and support, driving meaningful organisational change becomes more seamless.  Assessment and data collection: Gather data on your company’s current demographics, hiring practices, promotions, pay equity, employee satisfaction, and other relevant metrics. This will help you identify areas that need improvement.  Goal setting: Define clear and measurable DE&I goals that align with your company’s values and business objectives. These goals include increasing the representation of underrepresented groups in leadership positions, improving retention rates, or addressing pay disparities.  Inclusive policies and practices: Review and update company policies and practices to ensure they are inclusive and equitable. These include hiring, onboarding, promotions, and performance evaluations.  Education and training: Provide DE&I training for all employees, including senior leaders. Diversity and inclusion training can improve workplace culture and reduce bias. This training should raise awareness, challenge prejudices, and promote inclusivity.  Recruitment and hiring practices: Implement strategies to attract diverse candidates. Consider blind recruitment, diverse interview panels, and partnerships with organisations focused on underrepresented groups.  Employee Resource Groups (ERGs): Support the formation of employee resource groups for various affinity groups within your company. These groups can provide a platform for employees to connect, share experiences, and contribute to DE&I initiatives.  Communication and transparency: Develop a communication plan to share progress, successes, and challenges related to DE&I efforts with all employees. Transparency fosters trust and accountability.  Salary equity and benefits: Regularly assess salary equity to ensure fair compensation across all demographic groups. Also, consider benefits that support diverse employee needs.  Inclusive leadership development: Offer programs focusing on inclusive leadership skills will help create a culture where diverse voices are valued and heard.  Supplier diversity: Extend your DE&I efforts to your supply chain by actively seeking diverse suppliers and vendors.  Partnerships and community engagement: Collaborate with external organisations and diverse communities to amplify your DE&I initiatives and create a positive impact beyond the company walls.  Metrics and evaluation: Continuously measure and evaluate the impact of your DE&I efforts and initiatives against the established goals. Use this data to make informed decisions and refine your strategy.  Adaptability and flexibility: DE&I is an ongoing journey, and strategies need to evolve with changing circumstances and insights. Be prepared to adapt and refine your approach over time.  Accountability: Hold individuals and teams accountable for achieving DE&I goals. Incorporate DE&I metrics into performance evaluations to ensure that progress is being made.  Celebrating successes: Recognise and celebrate achievements along the way. Positive reinforcement can boost morale and motivation. Building an effective DE&I strategy requires genuine commitment, long-term dedication, and an open willingness to learn and improve. It’s a continuous process that involves every member of the organisation. Related: How to be more confident at work according to Asia's female leaders Request a call back How to build and sustain an inclusive workplace culture In the era of rapid digital transformations, remote working and AI-assisted tools dominate the scene, and an inclusive and diverse workplace is not a mere benefit but a necessity. 67% of job seekers consider workplace diversity an important factor when considering employment opportunities. A huge part of feeling safe, valued, and respected at work comes down to DE&I practices and policies in an organisation. “Company culture is in everything you do. It begins with company purpose and values, and encompasses how leaders conduct themselves and the way processes are taken to deliver the support needed. Culture needs cultivating, monitoring, and adjusting over time,” says Greg Tadman, Regional Human Resources Director, PageGroup APAC. Related: Building blocks and components of people-first company culture: report Digital empathy is important Access to digital platforms is essential in the age of Zoom calls and virtual onboarding, whether through closed captioning, user-friendly interfaces, or multilingual support. But beyond mere accessibility, consider the user experience of your employees. Inclusivity is as much about feeling seen and valued as it is about logistically participating. Diverse hiring isn’t the finish line A mosaic of cultures, backgrounds, and perspectives enriches the workplace. But merely hiring a diverse team isn’t the end goal. It’s the starting line. Foster an environment where diverse backgrounds and voices are not just present but are heard, respected, and influential. Create safe spaces for open conversations where employees feel safe to share their perspectives and learn from others. Continuous learning and unlearning Inclusivity is an evolving landscape. What was considered inclusive a decade ago might seem dated today. Encourage continuous learning through workshops and feedback sessions with diverse leaders. Keep in mind that it’s equally essential to unlearn outdated notions and unconscious biases, like the practice of including a small number of individuals from underrepresented communities or marginalised groups, merely to give the appearance of diversity and the belief that ignoring or downplaying differences in race and ethnicity promotes equality, to make way for fresh perspectives. Celebrate and communicate It’s not enough to implement inclusive policies behind the scenes. Celebrate them! Be vocal about your commitment to inclusivity, both internally and externally. When employees see leadership advocating for inclusivity, it sets a tone and standard for the organisation. Request a call back Moving forward: Sustaining a culture of DE&I in your workplace Embracing diversity, equity and inclusion is not just a moral imperative but also a strategic one. Verna Myers, Vice President of Inclusion Strategy at Netflix, a diversity consultant, author, speaker, and lawyer, said, “Diversity is being invited to the party; inclusion is being asked to dance.” Organisations that have inclusive cultures that not only invite diverse talent but also empower them to lead the dance are the ones that will thrive in this age of globalisation. The journey towards a fully inclusive workplace is ongoing, but the rewards – both tangible and intangible – are well worth the effort. As organisations continue to embrace diversity, equity and inclusion in the workplace, and recognise the value of DE&I, workplaces around the world will be more representative, equitable, and prosperous for all. Read more:How HR needs to evolve to support the future of workHow to hire to improve gender diversity in the workplaceEmployee retention strategies amid the Great Resignation Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here. Tue, 12 Sep 2023 15:09:16 +0700 Michael Page 223746 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/ways-create-employee-work-life-balance As we navigate through the ripples of an era that the COVID-19 pandemic so sternly marked, the paradigm of work has drastically shifted. The pandemic has acted as an impetus for millions around the globe to reassess their work-life situations and determine what truly matters. Priorities, which once hovered around career advancement and hefty paychecks, have been realigned, painting a different picture of what employees now covet the most – a balanced life. In an unprecedented surge of introspection, the pursuit of happiness and fulfilment, characterised by an equilibrium between professional commitments and personal well-being, has emerged as paramount. This shift signals a new age for workplace culture, where achieving work-life balance surpasses the lure of higher salaries. Request a call back The new workforce mindset: Work-life balance as a priority Amid the lingering shadows of the pandemic, the concept of work-life balance changed from being a largely intangible and hypothetical conversation before the pandemic to a very real and undeniable aspect of everyday life. Page Insights’ Vietnam Talent Trends 2023 Report titled, ‘The Invisible Revolution’, sheds some light on this global shift. It illustrates the universal significance of work-life balance that no longer seems an elusive idea but a tangible, everyday necessity. A notable 42% of parents acknowledged work-life balance as the critical determinant of job satisfaction, and 44% of individuals without children echoed the same sentiment. This report also reveals a startling revelation – an overwhelming 95% of the workforce is open to exploring new career paths. This finding points to an unprecedented surge in professional introspection. Furthermore, when deciding factors in job choices, work-life balance has emerged as the top contender, with 42% of the respondents listed work-life balance as being just as important as financial remuneration. The shift towards this balanced life has been so profound that it hasn’t shied away from influencing some of the most pivotal career decisions. People would place more value on work if they feel valued by their employers. Related: How to attract talent in a candidate-short market If they do not feel valued, they will leave and look for a new job that aligns with their personal values. A significant 48% of individuals admitted their willingness to forgo a promotion if it poses a threat to their well-being. This is an undeniable testament to the changing landscape of work culture, where work-life balance is now prioritised over potential advancements in career or earnings. In this new epoch, the narrative is clear. The desire for better work-life balance has trumped the allure of bigger paychecks and lofty career advancement. The recent pandemic has tested our resilience and catalysed a profound transformation in our perception of work, success, and, ultimately, the quality of life. The role of leadership in promoting work-life balance This paradigm shift demands a rethinking from employers seeking to attract top talent and retain top performers. The reliance on non-monetary incentives to enhance their talent offerings is no longer enough. The onus is now on the leadership within organisations to look beyond the allure of grand salaries and lucrative promotions and, instead, foster an environment conducive to work-life balance. Related: How to create a great employee experience – in the office or at home Achieving such balance is not a one-size-fits-all concept; it morphs and adapts, shifting in accordance with the culture and unique needs of each organisation. And then there’s the role itself. For a 9-to-6 office worker, the elements required to attain a work-life balance might differ vastly from a retail worker. Moving forward, leaders need to remember that the path to a healthier work-life balance will be a unique journey for each company. At its core, these practices are not merely for ticking off boxes; rather, they should aim at fostering a workforce that makes employees feel not just seen but truly valued. Request a call back How to achieve work-life balance in the workplace Cultivating an environment where employees are more supported and engaged can enhance productivity and create a harmonious, fulfilling workplace. Ahead are 12 ways to help companies create a good work-life balance for employees in the workplace. 1. Communicate the importance of wellness and work-life balance Make it clear that employees’ well-being is a priority to the company, and actively encourage them to seek a balance between their professional and personal lives. This can be done through internal communications as well as daily interactions, which also contribute to employee engagement. Workshops and educational programs focusing on wellness and work-life balance can become regular features in a company’s repertoire, offering opportunities for personal growth, ranging from strategic thinking, fitness, culinary arts, or parenting. 2. Establish a clear understanding of working hours To prevent the spectre of work from invading the sanctuary of personal time, it is vital to define a healthy range of working hours and discourage unnecessary overtime. This could mean leaders taking the initiative to avoid sending emails after work hours, thus reinforcing a boundary between professional commitments and personal time. 3. Incorporate recharge periods or synchronous breaks To prevent burnout and enhance productivity, building regular breaks into the work culture is essential. This could mean being flexible and providing a day off after a peak-work period to compensate for the additional efforts employees put into meeting deadlines. Instituting an extra paid leave day for employees to focus on their personal well-being could be another step in this direction. 4. Offer flexible working arrangements Flexibility in scheduling and work location can help employees better manage their personal responsibilities and preferences. This is also largely dependent on the type of job. While it may be easier for desk-bound employees to adopt a hybrid or remote work model, flexible work schedules could be considered for employees working in retail or factories. Related: Navigating hybrid work: Redefining traditional work patterns in the changing talent landscape 5. Focus on productivity and not hours worked Shift the focus from time spent working to the quality and outcomes of work produced, fostering a results-oriented culture. A company might introduce a results-oriented work environment (ROWE) where employees are evaluated on their performance, not their time spent in the office. 6. Get to know employees’ personal situations Understanding the individual needs and challenges of your employees can help tailor support and flexibility, promoting a more inclusive and understanding workplace. Learn about their personal relationships, home life and their personal goals. For example, employees may come to you for time off because they need to bring their pets to the vet or perhaps visit family at the hospital. Being flexible with such situations can also help build employee loyalty. Request a call back 7. Encourage people to ask for help Foster a company culture where seeking assistance is seen as a strength, not a weakness, to ease workload pressures and promote collaboration. The aim is to form a secure haven where team members feel confident to seek help when faced with roadblocks or difficulties. The focus is not just to institute initiatives that encourage help-seeking but to foster an ambience where assistance is readily available, and help-seeking is comfortable. 8. Encourage employees to use vacation time Stress the importance of taking time off to rejuvenate. This can help reduce burnout and boost productivity upon return. Many employees feel that they need to justify their time off, which can be a barrier to them taking their vacation. Remind them it’s their personal time, and they can use it as they wish. Managers can also provide gentle reminders to those with a surplus of unused vacation days to encourage them to take a breather for their overall well-being and better work-life balance. 9. Don’t glorify overworking Underlining that rest is a cornerstone of high-quality output. Leaders must set the right example by demonstrating the importance of a work-life balance. This may involve logging off at an appropriate hour and prioritising self-care. A leader must foster open communication, transparency, and empathetic leadership. It is crucial that managers regularly review workloads to make sure employees can manage their workload, improve their time management skills, and employees should feel comfortable sharing if they feel overwhelmed. 10. Support your employees’ physical and mental health Provide resources and benefits to help employees manage their health, such as fitness memberships or wellness programs. Similarly, offering mental health resources, flexible work arrangements, consistent work schedules, and adequate staffing to prevent health issues and burnout can bolster mental health and job satisfaction. 11. Get rid of toxic employees Foster a positive workplace culture by addressing toxic behaviour promptly, as that will improve morale and reduce stress among the team. Toxic culture, when not addressed, can lead to chronic stress in employees. A clear code of conduct, transparent reporting systems, and prompt responses to harmful behaviour are all measures that can help foster a respectful and positive work ambience. 12. Lead by example and model work-life balance The most important aspect that can contribute significantly to helping employees achieve true work-life balance is for leaders to lead by example and mirror the work-life balance they desire for their employees. Taking time off for personal engagements, avoiding work emails after work hours, and even taking a substantial vacation to unwind and recharge will set a powerful example for employees to do the same. Organisations should keep in mind that there isn’t a one-size-fits-all approach to achieving work-life balance and employee well-being. Leaders must be discerning and adaptable to meet the unique needs of their organisations and employees. Open communication and purposeful action can cultivate a healthier, more balanced workplace. With these measures, employers can aim to traverse this new talent landscape to support employees and create a work environment that prioritises healthy work-life balance. Read more:How HR needs to evolve to support the future of workHow to hire to improve gender diversity in the workplaceEmployee retention strategies amid the Great Resignation Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Tue, 25 Jul 2023 23:59:55 +0700 Michael Page 223796 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/navigating-hybrid-work-redefining-traditional-work-patterns-success-changing-talent-landscape In this era of unprecedented change, traditional work patterns are being redefined. Hybrid work models have emerged as one of the most important factors that motivate talent when it comes to choosing the workplace of their choice. Some 76% of people in the Asia-Pacific region said hybrid working is the most important aspect of flexibility, of which 72% of people surveyed in Vietnam felt the same way, according to our Talent Trends 2023 ‘The Invisible Revolution’ Report.. The shift toward hybrid work environments marks a shift in how people perceive their professional lives. Workplaces are transitioning from solely focusing on physical presence to prioritising individual well-being and human connections. A shift in work dynamics   The global pandemic has acted as a catalyst for adopting hybrid working. While some employees still desire to work from the office, forward-thinking business leaders are implementing substantial changes to support hybrid work arrangements while preserving their company culture.  Hybrid working models enable individuals to work from home for a portion of the week while reserving the option to return to the office when necessary. This arrangement became an integral part of the lives of millions of people.  While some individuals still prefer to work in the office, many employees are now embracing the concept of hybrid working. This work model accommodates in-person and remote work, allowing for greater flexibility and a more balanced approach to work-life integration. Related: Workplace flexibility a top priority for candidates: report Benefits of hybrid working for employees  Hybrid working offers numerous advantages for both employers and employees. Unlike the traditional on-site work model, hybrid work allows employees to manage their working hours more flexibly and work remotely.   Here are some benefits that employees experience from hybrid work:  1. Improved work-life balance: Employees with hybrid work schedules and locations have greater flexibility, making it easier to balance personal and professional commitments. 2. Efficiency and autonomy are improved: Employees in hybrid work arrangements report more efficient time use. They can structure their workdays according to their productivity patterns. 3. Burnout mitigation: Hybrid work allows employees to take breaks when needed and manage their energy levels more effectively. 4. Higher productivity: A hybrid work environment means employees can focus on individual tasks without distractions while collaborating and building relationships at the same time.  5. Reduced commuting and travel expenses: Hybrid work reduces daily commuting, resulting in significant savings on transportation costs, including fuel, parking fees, and public transportation.  Click here to check out work-from-home or hybrid roles on our job portal. Related: How to create a great employee experience – in the office or at home Unlocking cost savings for employers: Redefining office space  Implementing a hybrid work model can yield substantial cost savings for organisations. With less dependency on extensive office spaces, businesses can significantly reduce their real estate investments.  Besides moving to smaller office spaces, some organisations have redesigned their office space with lesser tables and created more collaborative spaces where employees can come together for various discussions.  This shift in office space requirements enables companies to redirect funds toward cutting-edge technologies that support flexible working hours.  On the other hand, employees save on commuting costs and have more time to work and rest.  Embracing the hybrid work model for strategic advantage As the business landscape evolves, companies are embracing the hybrid work model as a strategic advantage over their competitors by leveraging the following factors to reach a wider group of candidates:  Overcoming geographical limitations: Providing hybrid work options allows organisations to attract applicants from faraway states or rural areas, expanding the talent pool beyond the immediate vicinity of their physical location. Increased diversity and inclusion: Incorporating hybrid work arrangements creates opportunities for individuals facing barriers to traditional office-based employment, resulting in a more diverse and inclusive workforce.  Enhanced candidate attraction: Work-life balance and flexibility are critical for candidates. Hybrid work arrangements allow candidates to achieve this balance, making the organisation more appealing to them. Improved retention and productivity: Flexible work schedules are significant productivity drivers on-site and off-site. Workers with flexible schedules report higher productivity and focus. Organisations can positively impact retention rates and productivity by offering hybrid work arrangements. Strategic advantage in hiring: Competition for top talent is fierce, so organisations that offer flexibility and autonomy are more likely to attract and retain them. Companies can be more competitive in the talent market by adopting hybrid work arrangements. Related: How HR needs to evolve to support the future of work Empowering employees and enhancing work-life balance Hybrid work is more than just a change in the physical location of work. It represents a shift toward secure, intuitive, and immersive work experiences that transcend boundaries.  Automation and AI tools and technologies facilitate more productive work experiences for remote teams, empowering them to interact seamlessly from anywhere in the world.  To fully realise the potential of the hybrid work model, organisations must ensure secure and seamless access to apps and tools, fostering a culture that embraces this new way of working.  Maintaining and improving employee engagement Employee engagement is paramount for any company’s success, and the hybrid working model presents an opportunity to sustain productivity and well-being. There are several strategies you can implement to boost employee engagement when you have both on-site and hybrid-working employees. Here are some steps you can take:  Provide specialised support to managers: Managers play a crucial role in fostering employee engagement, so it’s essential to support them with technical onboarding and training. This support will enable them to effectively navigate the challenges of managing a hybrid team while addressing their team’s social and emotional needs too. Foster emotional connection and team bonding: When proximity is lost in the office, finding ways to foster team bonds and emotional connection is essential. Build trust and support within a team by encouraging shared commitments and mutual expectations. Facilitate frequent check-ins: In a hybrid setup, managers should create spaces for team members to share and connect. Encourage staff members to provide life updates, share experiences, and share their thoughts and concerns through regular check-ins during staff meetings. Encourage in-person interactions: Provide virtual engagement and collaboration with technology tools. Use video conferencing platforms for meetings, presentations, and team discussions. Enhance virtual collaboration by using chat platforms, collaborative document editing, and project management tools. Leverage technology for virtual engagement: Using video conferencing tools for meetings, presentations, and team discussions. Using chat platforms, collaborative document editing, and project management tools to enhance virtual collaboration. Recognise and appreciate achievements: Recognising and appreciating both on-site and hybrid-working employees is crucial to engagement. In order to reinforce a positive work culture, recognise individuals in public through virtual shoutouts, newsletters, or company announcements.  Potential challenges of implementing hybrid working arrangements Implementing hybrid work in an organisation also brings various challenges that need to be addressed for a smooth transition and effective operation. Here are some potential challenges of implementing hybrid work:  Communication: When working in a hybrid environment, clear communication can be challenging, leading to misunderstandings, reduced collaboration, and diminished productivity. Communication channels need to be established, and team members should be encouraged to communicate. Coordination: In a hybrid team, coordinating tasks and projects can be challenging. It is important for companies to use project management tools, establish transparent workflows, and define roles and responsibilities to improve coordination and productivity. Connection: Building and maintaining a sense of connection and belonging among hybrid teams can be complex. Remote employees may feel isolated or disconnected from the company culture and their colleagues. Organisations should prioritise team-building activities, promote virtual social interactions, and create opportunities for informal conversations to foster connection and maintain team cohesion. Creativity: Creative brainstorming and spontaneous interactions that often lead to new ideas may be challenging in a hybrid workplace. To foster creativity within hybrid teams, organisations must explore virtual collaboration tools, set aside time for creative activities, and share knowledge. Culture: Maintaining a consistent organisational culture in a hybrid work environment can be challenging. When team members work remotely or have varying schedules, it can be tough to establish and reinforce the desired culture and values. Companies should define and communicate their culture clearly, encourage inclusive practices, and ensure that the company’s values are consistently communicated across all work settings.  Organisations should use a checklist to assess their progress in addressing the above five points. This will help leaders identify areas that require improvement and guide them in implementing strategies tailored to their organisation’s needs.  It is important to note that the challenges of implementing hybrid work may vary depending on the specific context, industry, and organisational culture. Therefore, organisations should proactively identify and address their unique challenges to successfully transition to a hybrid work model.  Integrating the hybrid work model  As we embrace the future of work, it becomes evident that the hybrid work model reshapes traditional notions of employment. Companies must embrace this evolution, integrating it into their culture and leveraging its advantages.  The office is no longer the sole hub of productivity; it is now a dynamic space that harmonises the unique contributions of on-site and remote workers. By harnessing the power of hybrid work, organisations can unlock the full potential of their on-site and remote workforce to act, driving innovation and success in the future. Read more:Workplace flexibility crucial for leaders to get right: reportLeading Women: Driving your career through empathy and transparencyA culture of employee recognition contributes to talent retention and business success Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Fri, 30 Jun 2023 15:18:41 +0700 Michael Page 223911 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-attract-talent-candidate-short-market Recruiting is no longer only about what you can offer, but also about what you stand for. In our globalised world where the next competitor can easily outbid you in a remuneration war, competing for candidates based on salary alone is no longer a sustainable strategy.Our Talent Trends 2023 survey report titled ‘The Invisible Revolution’ found that salary still ranks first on a list of job motivators across the Asia Pacific. At the same time, 48% of respondents in Vietnam are willing to reject a promotion if they believe it will have a negative effect on their well-being.Nikhil Jaiswal, Regional Director of Michael Page India, elaborates, “Salary will always be the top motivator for an employee to join a company. However, what is important to note is that salary, alone, is no longer sufficient for candidates to accept a job offer.”If a candidate receives multiple job offers, they will not necessarily pick the role that offers the highest salary. Instead, they would go with the company that made them feel most welcome.Related: Why candidate experience matters and how to do it wellProvide information on career advancement opportunities to job seekersHigh-performing and talented job applicants are keen on learning and improving their skills, so career growth opportunities are always big motivators for them to join any organisation.In fact, across the Asia Pacific, career progression and promotions have emerged as the second most important job motivator, after salary, according to our Talent Trends 2023 report survey findings.In Vietnam, career progression ranked second in our Talent Attraction Index, a list of motivators that best attract talent to their next role, four places higher than last year.This means it has become crucial for hiring managers to provide candidates with transparent information on their career path if they join the company. It also means that companies need to pay attention to how current employees can advance within the company in order to retain them.Employees have always been interested in career progression in APAC. In our Talent Trends 2021 report, a lack of upskilling options was one of the top three reasons that would cause employees to leave their job voluntarily across all levels of the company, from entry-level workers to VPs.This finding was further amplified in our Talent Trends 2022 report, where 50% of respondents say that a lack of career progression or promotion will lead them to resign from their jobs in Vietnam.Career growth opportunities can also come in the form of mentorship and is an essential part of a talent attraction programme. It is not just employees who benefit from these initiatives; organisations can enjoy higher engagement, retention, and knowledge-sharing, which boosts employer branding to attract top talent.Flexibility is now considered a universal right, not a luxuryAfter the lockdowns and restrictions brought about by the COVID-19 pandemic, companies have learned how to implement hybrid working arrangements and exercised flexibility for employees working from home.“Flexible work is here to stay,” says Nilay Khandelwal, Managing Director at Michael Page Singapore. “It boils down to the trust created in the last three years of hybrid work. Culture gets created on the back of becoming comfortable with that model.”Depending on the job scope and industry, employers need to consider flexibility as part of the employee experience. Companies need to stop waiting for things to return to pre-pandemic days — the way we work has forever changed.Some findings on flexibility from our Talent Trends 2023 Report:80% of respondents in their 40s said that hybrid working is the most important aspect of flexibility, and at the same time, 75% of those top-level managerial responsibilities feel the same way. 73% of respondents without children said flexible working hours are most important aspect of flexibility, and at the same time, 71% of respondents in their 30s feel the same way.The findings from our talent trends report show that flexibility requirements do not just come from one category of employees – everyone wants flexibility at work.“Flexibility has to be customised to individuals and it also depends on the industry. Some people love the concept of going to the office while others don’t. It also depends on your work environment. For instance, in Hong Kong, everyone goes to the office because homes are small. The important thing is to have a choice. It is not flexible if it is defined. Everyone views employee engagement differently and relates to flexibility differently,” adds Khandelwal.Organisations that embrace flexibility, instead of simply tolerating it, as a good business strategy will have significantly better retention rates.People don’t want hard and fast rules when it comes to flexibility — they want your trust to make the right decisions. The ability to retain talent will improve with adaptive flexibility policies that target individual needs rather than one-size-fits-all rules.Using benefits like hybrid work as a selling point will not stand out to prospective talent unless a company’s approach to flexibility is holistic and end-to-end.Related: How qualitative performance evaluations give businesses a competitive edgeBring company culture across to job seekersIt can be a fuzzy thing to define, but candidates usually know good company culture when they experience it.For companies to attract, retain, and grow the talent that will bring them long-term success, they will need to tweak — or even overhaul — their culture to meet the expectations of professionals to be seen as human beings and not just cogs in the machine. Employees want to work in a place built on respect, trust and kindness. Creating a people-first culture can bring about huge payoffs for companies: It boosts team morale, enhances collaboration, and improves overall productivity and performance. Showcase your company culture at every touchpoint The question is, how can job candidates experience your company’s culture before they accept the job offer? It is vital not to underestimate every touchpoint an employer gets with a potential new employee. And it starts when you advertise with the job descriptions, and following that the way HR personnel and hiring managers sound when they talk on the phone or email the candidates. Treat job descriptions as a proposal that will be mutually beneficial. Make clear what it will take to succeed in the role, but ensure that you are painting a clear picture of what the candidate can stand to experience, learn, and achieve within the role and company. “Hiring managers can humanise the conversation. They can share their experiences at that company, talk about what they enjoy about their jobs, not the technical aspects but just what makes them happy to go to work, what the hybrid work arrangements are like, etc. These would help bring across the company culture at your organisation. Also, the interview session should not be treated as an interrogation. It is a two-way conversation,” explains Sonia Fernandez, Associate Director at Michael Page Thailand. The best way to attract candidates is through positive word of mouth. It is no secret that candidates look at reviews on Glassdoor to get an idea of a company’s culture before applying for their open roles. Internally, organisations need to connect employees to corporate initiatives that encourage collaboration, transparency, and trust.Culture-enhancing activities could be as simple as organising team lunches, being flexible with remote working or even offering more parental leave. All these gestures — whether big or small — cultivate a positive company culture from the top down that is enforced at all levels of the organisation.  A great company culture improves employer branding, making your company more appealing to top candidates. According to Glassdoor’s Statistical Reference Guide for Recruiters in 2020, almost all employees (93%) mention company culture in their reviews on the site, making it clear just how important it is to them.The same report revealed that having an overall rating on the website that’s one star higher — a score that includes points for positive company culture — attracts talent six times more effectively than paying a higher salary.Related: 5 interview questions to ask to tell a great candidate from a good oneDemonstrate commitment to diversity, equity, and inclusion (DE&I)One tangible indicator of company culture at any organisation is its diversity, equity, and inclusion (DE&I) policies, says Kristoffer Paludan, Regional Director of Michael Page Thailand.The rise in awareness of diversity comes at a time where modern organisations are increasingly structured to be collaborative and team-based, and there’s ample evidence that those who effectively recruit and manage a diverse workforce have a clear competitive advantage.Many big organisations that have embraced the concept include Gap, L’Oréal and Nestlé, according to Thomson Reuters’ Diversity and Inclusion Index. Moreover, companies with a greater gender mix and ethnic diversity consistently outperform the rest by up to 21%, achievements that will surely catch the eye of top talent.Paludan adds that more candidates are now bringing up DE&I during discussions on job interviews. They are asking if companies have a DE&I strategy, how that aligns with the overall company strategy and how they manifest in their company culture.According to our Vietnam Talent Trends 2022 Report, 68% of respondents have asked or would consider asking about a company’s DE&I policies at job interviews, of which 60% are Baby Boomers, 89% are Gen Z, while Millennials make up % and Gen X, 69%. On top of that, 32% of respondents say they would withdraw from interviews or job opportunities if they observe a lack of DE&I policy and commitment from potential employers.People want to work in a place where they are heard and valued, and where there’s psychological safety to express their ideas and opinions.Aside from reading about the DE&I policies companies may have on their websites, candidates can easily observe the level of diversity and inclusion in a company by going through the respective company’s LinkedIn account and looking at the profiles of its employees. Related: 5 ways to improve equity in the workplaceHire from alternative sources and sectors, and focus on primary skill setsWith the competition for applicants intensifying, companies should also consider candidates from different industries with similar skill sets.According to Sharmini Wainwright, Senior Managing Director at Michael Page Australia, the traditional approach to recruitment has always been quite linear.“For instance, many hiring managers only consider potential hires from the same industry. Many don’t stand back and think: ‘What skill set am I looking for? What other job functions and industries can I recruit from?’ But that mindset is slowly changing.”She adds: “If organisations want a solid chance at addressing the talent shortage problem, many realise they will need to get creative and hire from sources they might not have previously considered. If a potential candidate has the primary skill set but not the technical knowledge, it could be organising training sessions or upskilling them to get them up to speed.”Offer great employee experienceThere are several factors that contribute to a holistic employee experience: adequate pay, flexibility, hybrid work arrangements, and upskilling and reskilling opportunities for career advancement.According to Toby Truscott, Managing Director at Michael Page Japan, “it is important not to underestimate the impact of having changes to working conditions thrust suddenly upon us as a result of the pandemic. Whilst many have enjoyed the opportunity to work remotely, many have also experienced isolation and fatigue. Moving forward, it is important to provide choices to employees.”In this post-COVID era, offering flexibility and hybrid work models at the workplace are no longer substantial perks. These have become hygiene factors.The Asia Pacific talent emphatically demands flexibility, yet the day-to-day experience of work flexibility is entirely individual. Flexibility preferences and needs, however, are nuanced.The desire for flexibility and hybrid work models is consistent across all seniority levels in an organisation, even for those at C-suite levels, and across all generations, even Gen Z (1965-1980) and baby boomers (1946-1964). During job interview sessions, it is crucial for the hiring manager and HR personnel conducting the interviews to inform candidates of the organisation's hybrid work models, if any.Related: How qualitative performance evaluations give businesses a competitive edgeFocus on strengthening your employer brand, not company brandLarge organisations may lean on their well-marketed company brands, but this strategy is no longer viable in this new era of talent acquisition in a candidate-driven market.“In the past, working for a big multinational brand was a real motivator and a significant driver for candidates we represented. But that dynamic has shifted,” says Anthony Thompson, Regional Managing Director, Asia Pacific, and Executive Board Director at PageGroup. Our Talent Trends 2022 report also found that employers overvalue the importance of their company brand by 133% when it comes to talent attraction in Vietnam. “A company brand is how the world perceives you and is what companies use to attract customers. Those with a good company brand think people would want to work with them just because of their well-perceived company brand image. However, that is not the case; and companies that still think this way would not be able to attract and retain talent efficiently if they do not work on their employer branding,” Rhiannon Guilford, Director at Michael Page Philippines, explains.“Candidates are looking for a lot more than a big brand now. They are interested to know how a company’s vision and purpose align with their values; they want to know how they can fit into the company culture and will look at things like diversity, equity, and inclusion (DE&I),” says May Wah Chan, Regional Director for Page Executive and Michael Page Malaysia.Related: A culture of employee recognition contributes to talent retention and business success“Candidates are asking more in-depth questions about a company’s vision and how companies give back to the community. I advise companies to convey a simple, clear, and consistent message throughout the interview process,” says Olly Riches, Senior Managing Director of Indonesia, Singapore and Philippines, and Page Executive SE Asia.  He adds: “We are also starting to see Environmental, Social and Governance (ESG) becoming a prominent topic for Millennials and Gen Z. What companies can do is to bring senior decision-makers earlier into the interview process as they tend to have more information and can articulate ESG goals quickly and confidently, and that can attract candidates.” In a world where money is no longer the sole motivator for employees, organisations need to move towards creating and maintaining a positive and meaningful company culture and employee experience to retain the best and brightest. They also need to focus on developing a strong employer brand and offer clear career growth opportunities.Discover the latest talent trends in our 2023 Talent Trends report, The Invisible Revolution. This survey report findings are based on responses from 20,811 people across 12 markets in Asia Pacific, of which 996 are from Vietnam.It covers what hiring professionals need to know to address talent attraction and employee retention for the year ahead. It also highlights a change in the hiring outlook as job candidates and employees now prioritise their well-being more than ever. Download our report to find out more.Read more:3 ways to be agile during business disruption—fastHow HR needs to evolve to support the future of workThe importance of good communication in the workplace Thu, 01 Jun 2023 18:20:01 +0700 Michael Page 223826 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-build-learning-culture-your-business A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels. A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company. Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing. Implement formal training On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result. It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level. Reward learning As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside. Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays. Related: How to create a great employee experience – in the office or at home Create time for learning To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning. An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar. Lead by example Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through. When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves. Ensure new skills are applied To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned. You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained. Hire the right people Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them. Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result. Read more:How to lay off employees with graceHow to be more confident at work according to Asia's female leadersA culture of employee recognition contributes to talent retention and business success Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Fri, 21 Apr 2023 20:49:41 +0700 Michael Page 223941 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-resolve-workplace-conflicts-guide-managers Leadership and conflict often go together and some form of conflict in the workplace is unavoidable. Now, the good news: you can address and resolve workplace conflict in a healthy and productive way. The way you deal with disagreements at the workplace as a leader will help you to earn the respect of your team and peers at work, and help boost employee morale in the work environment and create a positive company culture. Workplace conflict comes down to a lack of clear communication First-time managers need to be aware that every word you say, or do not say, as well as your body language, will represent who you are as an individual and manager, and how subordinates view you. Managers need to understand that employees come from different backgrounds, and therefore, can have differing opinions and different working styles. While this diversity can lead to disputes and disagreements, it can bring more perspective and ideas to the organisation. Workplace conflict can lead to poor performance, a drop in productivity and job dissatisfaction for affected parties. There are a few ways conflict can arise in the workplace: between team members, across different teams, and between yourself and an employee. Other factors that will lead to conflict in the workplace include unclear responsibilities, unreasonable time constraints and lack of resources. Generally, it all comes down to poor communication. The rules of engagement for any manager are simple: Recognise conflict, listen carefully, understand the nature of the conflict and identify the root cause, manage employee conflict and bring a swift resolution to the conflict. Feigning ignorance toward the situation or being biased toward one party normally escalates the problem and causes further issues to manifest, and in extreme cases, results in potential legal issues. As a manager, you need to understand how to minimise conflict, and how to deal with any tensions should they emerge. Related: How to boost employee engagement – in the office or at home Establish lines of feedback The foundation of a good team is effective communication. Your team wants to hear from you and wants to be heard. Feedback not only helps your team grow but helps you absorb different viewpoints and develop in your role. According to a workplace report by Gallup, only 23% of employees strongly agree that their manager provides them with meaningful feedback. One early key is clarity and consistency. Make sure you are as direct and specific as possible. Every person on your team has their own context, so they may interpret what you are saying differently which leads to communication breakdown and conflicts arising. As a manager, you need to work on creating a shared objective or vision that is supported by facts, and then convey this vision in a way where every single person on your team understands it and takes ownership for their part. This can be more challenging than it sounds, so patience is key. Related: How to fix a broken team culture Communication iis also a two-way street. You need to be open and available and authentic to create a sense of psychological safety for your team so that everyone can feel comfortable seeking advice when they are facing a problem. One way to do that is to find common ground. Share your personal encounters with workplace conflict in your previous experiences. You want to show your team that you are also a human being, and that you can be worried and vulnerable, just like them. Before a conflict arises, managers need to get ahead of workplace conflict. Set ground rules, create a safe space for people to give feedback and share opinions without censure or ridicule. Equally, creating a culture of problem-solving and resilience will discourage excessive drama. Developing a listening relationship requires being interested to understand where your team members are at. One way to ensure everyone gets heard that you is to hold regular one-on-one sessions to get to know your team better as human beings. These should not only help you keep an honest watch on priorities and metrics – but they can also help you address questions before they become misunderstandings. When you share information, be prepared to receive feedback, including some that are not so positive. Accountability and conflict Communication without a call to action becomes tedious. Instead, record promises made by your team – and include yourself on that list. These tangible to-dos will help keep everyone accountable, and ensure that you too are on the hook. Ideally, it also reduces empty promises. Ensure you give adequate freedom to do the work, rather than micro-managing every step of the way. Equally, avoid brushing over too many cases of work left undone according to the plan. This gives your team a greater sense of ownership and responsibility and draws a line in the sand that your team commits to not crossing. Related: How to recharge your team management And when that line gets crossed? Conflict happens at work daily, and dealing with it can be a manager's hardest task. However, when handled effectively, you'll avoid disrupting the momentum for the team, and you as a manager. How you handle and resolve conflict will be a true test of your leadership, address the conflict head-on before it becomes disruptive to business and culture. This can be challenging and tricky for first-time managers but there are some ways to prevent that from happening. Ideally, consult your peers and fellow managers, and follow the team protocol. In cases where conflict occurs and is isolated, a small chat may suffice. Then, in more extreme cases, you will need to act. Do so in an isolated space, ideally together with a fellow manager. Once done, speak with the team, and ensure that things move on quickly. Most importantly, no matter how heated things get, your feedback should never get personal. Talk it out A good manager sees signs of conflict before it gets serious: Take the person aside, listen actively, and then give specific feedback, explain both sides and come to a resolution. Many managers avoid conflict and tension by insisting on harmony. This can just dampen down existing issues and leaves people feeling marginalised. Usually, if people are given the chance to cool down and think about their actions, the situation will be minimised. So, ideally, be direct but calm when you address issues. Switch on your active listening cap, confront issues in an empathetic way, brainstorm solutions and give your team member the chance to stitch it up themselves in a professional way. Related: How a leader can gain better engagement with their team Having a talk is a big part of getting involved, helping your team members grow, and understanding their limitations and boundaries. Let your team know when they cross the line – but that you support them. Through careful observation, identifying behaviours that are triggers, and even role-playing better responses, your employees will develop better self-awareness, and respect you for taking the time. Consistent coaching will help to establish standards that prevent further conflicts from arising. Conflict is inevitable. Waiting for it to resolve by itself or avoiding conflict is not an effective methodology for solving the problem at hand. Recognising that conflict rarely solves itself and that it needs to be addressed head-on is one of the key lessons that new managers need to learn in order to become more successful in their role. Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more about the value Michael Page brings to your organisation. Read more: How HR needs to evolve to support the future of work 5 interview questions to ask to tell a great candidate from a good one Fri, 03 Jun 2022 02:00:00 +0700 Michael Page 223886 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/5-common-hiring-pain-points-every-hiring-manager-vietnam-can-relate With countries around the world experiencing varying levels of economic downturn, businesses might think that now is a good time to maintain (or even reduce) headcount and take a more conservative approach to recruitment. The truth, as Sharmini Wainwright, Senior Managing Director at PageGroup, wrote in a recent article, is that it really depends on your industry, business needs, as well as financial circumstances. “Faced with questions from clients asking us whether they should delay their team’s hiring, my teams’ answers are typically pragmatic. Do you have the budget available, the talent available, and the chance of a first-mover advantage? If the answer to each question is ‘Yes’, then now may actually be the best conditions for hiring that you’ll find in the near future.” With that said, the same hiring challenges your business faced before the pandemic will likely persist in the weeks and months after. Here is a list of common pain points we hear from our clients, and the one thing you can do to make ‘recruiting the best and most suitable talent ’that much easier in the post-COVID world. 1. Senior management roles are hard to fill Hiring for senior management positions was tricky enough before the pandemic. For one, several pieces need to fall in the right places for the relationship to work for all parties. For example, beyond the credentials and experience on paper, senior management roles often require a solid set of soft skills as well, such as leadership, teamwork and the ability to learn. A reluctance to change jobs during an economic downturn is only going to make the process that much longer and more arduous. 2. Specialty field + Specialty role = Especially difficult The challenges associated with filling senior roles are further exacerbated in niche fields that require candidates to have comprehensive prior training and certification to even be considered. Take healthcare interior design, for example. Healthcare facilities are designed not just to meet the practical needs of patients and medical practitioners alike, they also have to adhere to a whole host of different regulations — and these regulations change all the time. This means that an extensive career in residential, corporate and commercial interior design is simply not enough. This individual has to have a finger on the latest regulatory developments and make adjustments to the healthcare facility accordingly — a tall order for those unfamiliar with the field. 3. Trying to fill urgent roles, fast In a recent interview, Anthony Thompson, Regional Managing Director, Asia and Executive Board Director of PageGroup, foresees an upcoming war for talent, “When we moved into this pandemic, there was very much a war for talent. There will be another war for talent on the way out. Companies will want to hire across all sectors. We’ve seen it in all past crises. It’s just a matter of when.” Opportunities, too, will come hard and fast once the economy stabilises, which means that companies will likely experience a sudden uptick in manpower needs. This is where the pain point comes in: filling an urgent role fast, if not done with care, often comes at the cost of a quality hire. Instead of making the right hire, time-strapped businesses sometimes opt for making a hire right now. Traditional methods of recruitment like job boards are not the best options because they rely more on candidates reaching out, which can be a passive, time-consuming process. 4. Hiring in a new market is a challenge Entering a brand new market is challenging enough as it is. Aside from local rules, regulations and cultural differences, companies also have to contend with finding the right candidates and building a team from scratch. While big-name multinational companies might not have as much trouble attracting talent due to name recognition alone, small-to-medium-sized enterprises without a prior presence in Vietnam might not have such luxuries. In short, unless you have local partners to work with, it is hard to know what the talent pool is like, how best to reach out to the very best and what they expect from employers. 5. Conventional solutions are too general for my needs Conventional recruitment strategies typically involve posting vacancies on job boards. And while these methods still play an important role in the future of recruitment, they are certainly not one-size-fits-all solutions. With the competition for talent fiercer now than ever before, businesses want tailored, more targeted services to differentiate themselves, and this extends to their hiring solutions and approach to bringing top talent in as well. Furthermore, most candidates visit job boards to look for vacancies either because they are actively looking for a new job or are interested in the available prospects — but what about those who aren’t considering a career change in the first place? Passive candidates form a large reservoir of untapped opportunities for employers, and the only way to reach them is a tailored, more targeted approach through other channels, such as social media newsfeed or message ads. The one thing you can do The hiring market is changing every day, and the way we find and attract talent must evolve along with it. That is why a digital recruitment strategy is becoming an up-and-coming trend in the world of hiring. Instead of relying solely on job boards and company websites to do the leg work, a comprehensive digital recruitment strategy reaches a bigger pool of talent by advertising across various digital channels, such as Google, LinkedIn, as well as niche job sites that cater to specific sectors. Casting a wider net also addresses some of the most pressing pain points mentioned above, such as the need to fill urgent roles. Instead of the usual text-based job description, a comprehensive digital strategy also utilises creative tactics, such as video content, to showcase the role and the business at large — perfect at capturing the interest and attention of time-short professionals. This means embracing and implementing a more targeted approach to sourcing, selecting and hiring candidates, from active and passive candidates to senior roles and talent in brand new markets, will take less time than ever before — and with much better ROI, too. Businesses who use this approach can therefore hire smarter and hire faster in this new normal. To find out more on how we can help implement your digital recruitment strategy, click on the banner below:  Read more: How to manage a remote team effectively 5 interview questions to ask to tell a great candidate from a good one How qualitative performance evaluations give businesses a competitive edge   Thu, 23 Sep 2021 15:22:33 +0700 Michael Page 223801 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-employer-branding-can-help-your-company Today’s increasingly competitive job market doesn’t only mean that candidates have had to get creative to stand out. Employers too, have had to adapt to woo the brightest, most sought-after candidates and for that, employer branding is key. Selling your company to potential talent is an art. Today’s job seekers have high expectations, and while salary and paid time off remain important factors in talent attraction, there are other intangible benefits and day-to-day experiences that have become just as important.  According to LinkedIn’s Talent Solutions report, a good employer brand can reduce turnover rates by 28% and cut your costs-per-hire by half. Companies will also find themselves with 50% more qualified applicants, cutting down the time needed for recruiting. The biggest obstacle candidates face when searching for a job is not knowing what it’s like to work at an organisation, therefore employer branding can help to gain the trust and commitment of potential applicants from the start. In a Glassdoor survey, 75% of active job seekers are more likely to apply to a job if the employer actively manages its employer brand. Job candidates today are also looking for a lot more information from their potential employer than just an offer. Some areas of interest include the company’s values, identity, diversity and inclusion, as well as corporate social responsibility (CSR) initiatives. Employers need to look as appealing to prospective candidates as possible. Employer branding is important to get right. Here’s how your company can make a positive and lasting impact on job seekers amid the fast paced, ever-changing world of work. Develop an Employer Value Proposition (EVP) Companies need to create a long term employment plan that focuses on their values and culture. An EVP will help candidates better understand what you and your company stand for. This can make all the difference when it comes to standing out from your competitors and will answer the age-old question of: Why should people want to work for you? To create a powerful employer brand, focus on your company’s mission statement, values, and culture. It’s also helpful to identify what your company’s needs are, in order to gain better insight into the type of talent you’re seeking – and target them accordingly. Ensuring your workplace is an environment that encourages personal and professional growth is also paramount to retaining current talent and attracting new ones. Communication The next step is to communicate that culture to the outside world. Building a great looking website that showcases your company’s image, what it’s like to work there, and what potential employees can expect will be highly beneficial, and this goes beyond the About Us section. The journey of communicating your employer brand typically starts from the home page. Social media has also become an increasingly popular way for candidates to suss out whether their potential employers have values aligned with their own. 68% of talent acquisition leaders agree that social professional networks are an effective tool for spreading awareness about employer brand. It is, however, important to understand which platforms are better suited for your audience and industry. While Facebook and LinkedIn remain to be two of the biggest social media sites that can reach a very wide audience, those in fast-paced industries like technology and IT can be more inclined to Twitter, where bite-sized messages are favoured over lengthy blog posts. On the other hand, the massive talent pool in the creative industry might find platforms like YouTube and Instagram more relatable and engaging. Sharing pictures of your workspaces and group gatherings on social media gives a voice to your employees through videos, posts, and testimonials, which are helpful for those job seekers deciding if they believe they are the right fit for that business.  A new platform that can make a big impact on job seekers today is Clubhouse. On this invitation-only app, you can effortlessly hold talks and informal Q&A sessions with people in your industry to give them a first-hand glimpse into the company’s values and culture. Be consistent How you engage with fresh graduates for junior positions will greatly differ from the way you approach talent at the director level. Segmenting your audience and speaking to them as specific groups, instead of as one group with differing needs, will ensure you’re tailoring the right messages to potential employees.  Regardless of which platform you use and what message you want to get across, however, it’s important to ensure you are consistent in delivering your employer branding, plus the business tone throughout. Ace your candidate experience and onboarding processes First impressions count, and it starts from the candidate experience – one of the most important factors in attracting talent. Essentially, it’s how candidates feel about your company after undergoing your hiring process, and affects how they perceive your job culture, work ethics, and eventually, whether or not they accept your offer. Job candidates who have a bad experience during the interview process may also leave reviews on Glassdoor, which can negatively affect employer branding. Onboarding is just as important, and a smooth and effective transition can be critical in instilling a positive impression. This engages and motivates the newcomer from the get-go, and the enthusiasm this generates will likely carry on to the rest of the employee’s career. People who have had a negative experience are twice as likely to seek a different opportunity. Arm your new employees with the tools and instructions needed to excel in the role from the start. As many people continue to work from home, there’s never been a better time to ensure you have a good digital onboarding process in place. Ongoing efforts such as setting up regular meetings with employees working from home and those in the office via video calls, organising online training sessions, and keeping work files on the cloud can make the initial stages of a new hire’s tenure much more efficient and enjoyable. This raises the company’s profile and improves its employer branding. A thought-out and well-implemented employer branding strategy can help you attract better talent and reduce your hiring costs and turnover rate. Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Read more: How to improve your work-life balance How to handle the conversation about your resignation How to be more confident at work according to Asia's female leaders Wed, 28 Apr 2021 13:37:11 +0700 Michael Page 223786 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/importance-good-communication-workplace Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organisation – and this has been particularly important since the Covid-19 outbreak forced many people to work remotely. Employers who invest time and energy into delivering clear lines of communication will rapidly build trust among employees, leading to increases in productivity, output and morale in general. Meanwhile, employees who communicate effectively with colleagues, managers and customers are always valuable assets to an organisation and it is a skill which can often set people apart from their competition when applying for jobs. Poor communication in the workplace will inevitably lead to unmotivated staff that may begin to question their own confidence in their abilities and inevitably in the organisation. Related: 8 must-have qualities of an effective leader Request a call back 5 reasons why communication is important for your business The importance of strong communication runs deep within a business. Here are five key reasons you should be paying attention: Team building – Building effective teams is really all about how those team members communicate and collaborate together. By implementing effective strategies, such as those listed below, to boost communication you will go a long way toward building effective teams. This, in turn, will improve morale and employee satisfaction. Gives everyone a voice – As mentioned above, employee satisfaction can rely a lot on their having a voice and being listened to, whether it be in regards to an idea they have had or about a complaint they need to make. Well-established lines of communication should afford everyone, no matter their level, the ability to freely communicate with their peers, colleagues and superiors. Innovation – Where employees are enabled to openly communicate ideas without fear of ridicule or retribution they are far more likely to bring their idea to the table. Innovation relies heavily on this and an organisation that encourages communication is far more likely to be an innovative one. Growth – Communication can be viewed both internally and externally. By being joined up internally and having strong lines of communication you are ensuring that the message you are delivering externally is consistent. Any growth project relies on strong communication and on all stakeholders, whether internal or external, being on the same wavelength. Strong management – When managers are strong communicators, they are better able to manage their teams. The delegation of tasks, conflict management, motivation and relationship building (all key responsibilities of any manager) are all much easier when you are a strong communicator. Strong communication is not just the ability to speak to people but to empower them to speak to each other – facilitating strong communication channels is key. Request a call back How can you improve how your organisation communicates? With 40 years of recruitment experience, we understand the value of good communication. Below, we’ve outlined some of the key areas where organisations can improve and enhance communication between their teams. Define goals and expectations – Managers need to deliver clear, achievable goals to both teams and individuals, outlining exactly what is required on any given project, and ensuring that all staff are aware of the objectives of the project, the department and the organisation as a whole.  Clearly deliver your message – Ensure your message is clear and accessible to your intended audience. To do this it is essential that you speak plainly and politely – getting your message across clearly without causing confusion or offence.  Choose your medium carefully – Once you’ve created your message you need to ensure it’s delivered in the best possible format. While face-to-face communication is by far the best way to build trust with employees, it is not always an option. Take time to decide whether information delivered in a printed copy would work better than an email or if a general memo will suffice. Keep everyone involved – Ensure that lines of communication are kept open at all times. Actively seek and encourage progress reports and project updates. This is particularly important when dealing with remote staff.  Listen and show empathy – Communication is a two-way process and no company or individual will survive long if it doesn’t listen and encourage dialogue with the other party. Listening shows respect and allows you to learn about any outstanding issues you may need to address as an employer. For more insights on hiring and managing teams, please visit our management advice section. Alternatively, if you are looking for a new opportunity and would like to learn more about the positions we have available, browse our jobs page. Read more:Where to draw the friendship line at workHow to negotiate for a higher salary in 2021Top 10 most common job interview questions in Vietnam Thu, 25 Feb 2021 13:13:14 +0700 Michael Page 223896 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/top-executive-trends-vietnam-2020-putting-mental-health-centre This is part three of eight articles on the upcoming trends that executives in Vietnam need to watch out for. In this story, we explore the value of nurturing workplace mental health and how it pertains to attracting and retaining talent — especially in these trying times.  At a time when societies and governments are thinking about how to harness the rise of technology such as artificial intelligence (AI) while dealing with the threat of job automation, it is vital for businesses to become ever more human in terms of their understanding and empathy. The importance of nurturing workplace mental health has increased in view of COVID-19, as has the scrutiny on business leaders when it comes to having robust support systems and clear policies. But how well equipped are organisations to offer this support? Are senior leaders themselves doing enough to look after their own mental health? Workplace support networks According to the UK-based Mental Health Foundation, 86% of employees believe their job and the act of being at work are important for their mental health. This highlights the need for a supportive company culture that helps make any problems visible and better understood. And that should come from the top down. Although C-suite executives should lead by example, it is important to remember mental illness does not discriminate by level of seniority. People with responsibility and the pressure to set an example have an even higher risk of suffering from mental illness. Business in the Community’s Mental Health at Work report says, “authority may be linked with depression and CEOs may be at twice the risk of the general public.” Managing mental health in the workplace Executives and employees suffer the effects of mental illness, so why are people not talking about it? UK charity Mind’s 2018 study revealed that 50% of employees who experienced poor mental health spoke to their employer about it. But PageGroup research shows that, of employees who reached out, one in five felt misunderstood and no better off after talking to their manager about their mental health. While half of mental illness sufferers talk to their managers about their problems, those who do are often reaching out to someone without the experience to help them. This highlights the need for education on mental health and training for managers to help recognise and respond to employees’ mental health concerns. Companies like RBS and Unilever offer training to help managers identify signs of mental health distress so they can connect employees with treatment programmes. Many companies have incorporated telemedicine technology for employees, which allows people to access healthcare remotely though live video. This means employees can speak to specialists when necessary, including psychologists. Fighting stigma There is a reluctance to talk about mental health in the workplace, which has contributed to an increased presenteeism (employees working when sick, injured, fatigued, or below normal productivity). In Japan, the costs of presenteeism due to mental health issues reaches US$14 billion per year, and affects almost 22% of the working population. In the United States, the only advanced economy that doesn’t guarantee paid vacation time, this cost represents US$225.8 billion annually. PageGroup research found that people think talking about mental health will hamper their career (36%), leave them ostracised (20%) and reflect badly on their ability to do their job properly (34%). Many felt their colleagues would judge them for talking about their condition (52%). “HR directors should own the wellbeing strategy of an organisation. They are responsible for the strategy, but the responsibility to push the agenda and support the programme sits with all senior leaders,” Jessica Whitehead, Partner and Head of HR Practice, Page Executive, explains. “A key aspect is strong communication channels, to ensure conversations are being had about mental health.” Some companies are battling the stigma behind mental illness. Barclay’s launched This is Me, where employees shared elements of their personal life, touching upon mental health issues like depression, personality disorders and anxiety. The campaign was so successful in educating people that other companies launched their own versions, reaching people from the UK, US and South Africa. Top-level professionals often work excessive hours and have limited days off, meaning they have less time to access support to manage their own mental wellbeing. Andrew Berrie, Time to Change Employer Programme Manager at Mind, explains that CEOs need to be more open about their own problems, as this will cascade down. “One of the biggest challenges for CEOs is to accept the advice that is now being shared with employees as part of corporate wellbeing strategies – don’t suffer alone, learn to manage your stress, understand that depression is common and treatable, maintain a balanced life and do things to boost your wellbeing,” Berrie explains. Arianna Huffington, Huffington Post founder and CEO of THRIVE Global, is a public advocate for the management of mental health. Influenced by her own experiences, she believes in the power of mental health for a more “productive, inspired, and joyful life.” Her company, Thrive Global, offers a platform for open discussion of corporate and consumer wellbeing. A supportive company culture To drive the change surrounding mental health in the workplace, businesses should build cultures of trust, acceptance and openness, as this makes a positive difference and empowers people to develop in their roles. “Company culture is vital in supporting employees overcoming stressful times. Personal circumstances often impact performance at work, particularly when faced with a difficult situation or tough period,” Simon Nolan, Senior Partner and Head of Consumer Practice, Page Executive highlights. “Over the last 10 years, we have seen a shift towards companies providing flexible working environments,” Nolan says. “Talented professionals seek companies that provide flexible, family-friendly working practices.” Diverse, inclusive and inspiring leaders Leadership needs to start the conversation shift, encouraging open communication between employees and management. The economic benefits of an open approach to mental health in the workplace are plain to see: a WHO study into mental health treatment and productivity found that every US $1 invested in care programmes resulted in a US $4 improvement in health and productivity. As Sarah Kirk, Global Diversity and Inclusion Director at PageGroup, explains: “Businesses simply have to remember the vital role that senior leadership plays in driving inclusive cultures and de-stigmatising mental health problems. Employees can benefit from directly hearing senior executives talk about their career journeys and vision for an inclusive workplace.” Creating a culture of openness and trust is crucial, and using your leadership team to do so is powerful. By being more educated, supportive and open, businesses can transform the issue of mental illness into a platform with life-changing impact and long-term payoff. From now on businesses that succeed in a world fuelled and disrupted by technology will be those that learn to make the most of human intelligence. That begins with keeping the mind of every employee healthy. Businesses that create supportive people-centred cultures reduce the effects of mental health illness, improving enterprise performance. Employees avoid talking about mental health issues for fear of negatively impacting their career and being judged by colleagues. Seniority may be linked to depression. Executives are at twice the risk of suffering from mental health issues. Company culture needs to express trust, acceptance and openness. Economic benefits behind an open approach to mental health include ROI reaching 400% in some cases. Established company policies and training. Mon, 15 Jun 2020 13:44:33 +0700 Michael Page 223916 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/7-reasons-why-employees-lose-motivation As an employer, you have a certain amount of responsibility for the motivation and well-being of your workforce. For a team to function to the best of its ability, all members must be fully engaged and fully committed. It’s important to recognise that true engagement will mean different things to different people and to understand what really drives an individual’s motivation. Really listen and respond to your employees’ needs to ensure high levels of engagement throughout your company. Spotting the warning signs of a disengaged employee early and addressing them quickly can help encourage retention. RELATED: Six reasons why companies lose top talent If you fear that one of your employees may be lacking in motivation, here are seven common causes that could be at the root of the issue.  1.  Lack of career vision Money is merely one part of an employee’s motivation. Most people want clear career objectives in place to feel that there’s progression for them within their organisation. Career visioning can be a useful process in setting clear, long-term goals for an employee so that they can proactively work towards projected outcomes.  2. Job insecurity Following on from the above point, a lack of career vision can give rise to feelings of insecurity. All employees want to feel a sense of security and longevity in their roles and an employer must help facilitate this with regular coaching and objective setting.  3. Feeling under-valued If an employee feels that their efforts are not being recognised or appreciated, they’ll soon begin to lack energy and commitment in their role. It’s important to celebrate successes and give credit where it’s due. Try to make sure that achievements are rewarded – even if it’s just with a pat on the back. RELATED: 9 inexpensive but effective ways to motivate your staff  4. No development opportunities Regular training and development opportunities can help boost employee motivation and engagement. Most employees will value the opportunity to expand and improve their skills and knowledge. If a workplace feels stagnant, non-progressive and uninspired, your employees’ motivation levels will soon dwindle. Get regular feedback from your team to see where increased training or development opportunities would be best placed and appreciated. RELATED: How to be indispensable at work  5. Poor leadership Effective leadership is an essential factor in motivating your staff. If strong leadership is lacking, some employees may start to feel demoralised.  Leaders must have a flexible, inclusive approach when it comes to managing a team and be able to communicate clearly while instilling confidence and focus.  6. Conflict Conflict in the workplace is hugely detrimental. Healthy debate is often productive, but it’s important to keep an eye out for any workplace intimidation or bullying. Some employees may feel worried to come forward about issues relating to a fellow colleague - which is why an anonymous employee survey may help to reveal any problem areas. RELATED: Where to draw the friendship line at work  7. Unrealistic workload It is important to keep a check on the expectations and demands that are being placed on your employees. If someone feels overburdened by a large, impossible workload – they can soon become disillusioned, stressed and lose motivation. Equally, if an employee has a workload that’s too light or not varied enough, they might quickly lose interest. If you would like advice from one of our specialist recruitment consultants, please get in touch today. RELATED: 5 ways to beat the Monday morning blues Tue, 16 Aug 2016 07:53:11 +0700 Michael Page 223771 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-hire-someone-who-will-fit-seamlessly-your-organisation Employers who recognise the importance of aligned values between candidate and company will go a long way to achieving greater productivity, team harmony and length of service from their new hires while the employee is likely to feel a greater measure of engagement and job satisfaction. This is why hiring managers often need to start looking beyond technical qualifications in order to find the best talent for a role. While the right qualifications, skills and track record are important and should be given due consideration, hiring managers should also be screening to find the candidate who best aligns with the values of the team and organisation they're seeking to join. RELATED: More useful behavioural-based interview tactics. Employers wishing to make the right hires can make a positive start by taking steps to understand what makes their organisation and people tick. This can be achieved by: Assessing and outlining your employee value proposition (EVP), what your organisation can offer and how you are perceived as a prospective employer by external candidates. Observing employees at work and assessing the work patterns within the business from an external perspective. Investigating the impact that the immediate working environment (space, light, decor, etc.) has on employees and on work practices and making any relevant changes. Questioning staff — in an objective, non-judgemental forum — on their working arrangements and what they like/dislike about their working arrangements. Comparing the working environment and outlook of the business to that of other similar companies. RELATED: How to attract the top performers in your industry Finding the best fit While understanding the make-up of your organisation can help you improve the company’s existing environment and provide you with insights into the types of professionals you should or should not hire, you will also need to focus on the individual characteristics of your candidates to ensure they’re right for your business. The safest way to assess potential candidates for the right fit is to conduct a series of behavioural and motivational questions as part of the interview process. These questions should be developed with your particular company values and working practices in mind and should require candidates giving examples of specific past experiences that demonstrate how they have embodied those values. These responses will give you much better insight into how a potential employee would conduct themselves day-to-day, interact with colleagues and respond to pressure.  Potential questions to ask could include: "Tell me about a time when you experienced conflict at work and how you resolved it?", or "What are one of your career goals and what steps have you taken/are taking to achieve it?".  While developing the right questions may take up more time in the hiring process process, the results will likely pay off when you hire the one candidate who will fit well into both the role and the company. Tue, 14 Jun 2016 07:28:39 +0700 Howard Chan 223831