Demystifying the Market for Executive Talent in Asia · ATTRACTING EXECUTIVE TALENT IN ASIA ... in partnership with CEB, the leading global member-based advisory firm, presents Demystifying

Demystifying the Market for Executive Talent in AsiaSeven Things You Should KnowAn Insight Partnership Between CEB and Russell Reynolds Associates

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LEGAL CAVEAT

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www.executiveboard.comwww.russellreynolds.com 3© 2014 CEB. All rights reserved. CHREB8154414SYN

ATTRACTING EXECUTIVE TALENT IN ASIA

Asia sits in the driver’s seat of the world’s economic growth and will continue to for the foreseeable future. The picture is staggering: between now and 2030, the emerging markets from Asia are expected to grow twice as fast as the advanced economies.

But beneath the headlines, Asia’s dynamic and fiercely competitive environment presents formidable growth challenges for companies. Fast-growing, connected domestic firms pose a rising competitive threat to western multinational companies (WMNCs) but urgently need new leaders to grow beyond Asia. WMNCs’ regional leaders, on the other hand, struggle to navigate less familiar local markets and deal with the constraints of their complex companies fast enough to keep pace.

Firms require uninterrupted leadership capabilities that will position their businesses to win in Asia—in the short and long run. But leader turnover is significantly higher in Asia than the rest of the world. And, a majority of global business leaders cite senior management turnover in Asia as a key risk to achieving business growth.

To help firms advance their abilities to find (and retain) leaders in Asia, Russell Reynolds Associates, the premier provider of senior-level executive search and assessment, in partnership with CEB, the leading global member-based advisory firm, presents Demystifying the Market for Executive Talent in Asia.

Our survey of more than 1,000 Asia CEOs, general managers, country heads, and functional leads provides a new window into the market for executive talent in Asia.

Demystifying the Market for Executive Talent in Asia answers three key questions:

1. What are the market realities for executive talent in Asia?

2. What do Asia-based executives most want in an employment offer?

3. How willing are Asia-based executives to move across regions and functions?

We sincerely hope this study will help you attract and retain the leaders you need to achieve sustainable growth in Asia—now and in the future.


Understanding the Realities of the Market for Executive Talent in Asia

1. Leaders in Asia pose a higher attrition risk and demand higher switching premiums. Compared to leaders outside of Asia, leaders in this region are significantly more likely to leave their current organizations and are considerably more receptive to recruiters from other organizations. Likewise, their expectation for switching premiums is considerably higher than leaders outside of Asia.

2. WMNCs struggle to forge strong bonds with leaders in their Asian operations. Tensions between headquarters (HQ) and the regional leaders are a leading cause of dissatisfaction and intent to leave among Asian-based executives in many WMNCs.

Understanding Executive Employment Preferences in Asia

3. Engaging each individual prospective leader in Asia is different, but the differences are predictable. There seems to be no one-size-fits-all employment value proposition (EVP) for engaging prospective leaders in Asia, but there are predictable regional-, country-, and other segment-level trends in leader EVP preferences.

4. Local and expatriate leaders in Asia want different things in their ideal EVP. Local leaders place greater emphasis on recognition and future career opportunities; expatriates are more sensitive to location and market position.

5. Gender matters when engaging prospective leaders in Asia. Female leaders in Asia scrutinize manager and coworker quality and cohesion, stability, and the degree of job–interests alignment, whereas their male counterparts are attracted to more empowering roles in organizations with a strong market position.

6. Leaders require a different value proposition than the broader employee population. Leaders in Asia prioritize senior leadership reputation, the degree of empowerment and impact, the organization’s market position, and ethics at a significantly higher level than mid- and junior-level employees. Junior employees place much greater weight on total rewards and work–life balance as they evaluate new roles.

Understanding Executive Mobility in Asia

7. Leaders in Asia are receptive to moving internationally as well as cross-functionally. More leaders in Asia prefer a new international assignment over a within-country move, but only for the right opportunity. Executives in certain functions (e.g., Supply Chain and Operations) are more willing to switch functions than others.

SUMMARY OF KEY FINDINGS

Seven Things You Should Know About the Market for Executive Talent in Asia1

1 “Asia” includes Mainland China, Hong Kong, India, Singapore, Indonesia, Japan, Malaysia, Philippines, South Korea, Taiwan, and Vietnam. That said, the “Asia” benchmarks for this study are dominated by Mainland China, Hong Kong, India, and Singapore.


TABLE OF CONTENTS

■ Unparalleled Insight into Executive Employment Preferences in Asia • 6

■ Understanding the Realities of the Market for Executive Talent in Asia • 7

■ Understanding Executive Employment Preferences in Asia • 14

■ Understanding Executive Mobility in Asia • 22

■ Appendix • 27


UNPARALLELED INSIGHT INTO EXECUTIVE EMPLOYMENT PREFERENCES IN ASIACEB and Russell Reynolds Associates surveyed over 1,000 Asia-based executives representing a diversity of industries, organizations, and functions to pinpoint the best ways to attract and engage leadership talent in Asia’s dynamic labor market. The survey measured employment preferences, job switching premiums and behaviors, and team dynamics of senior executives in Asia.

Organization ProfilesIndustryPercentage of Organizations

Size of Organization WorkforcePercentage of Organizations

Location of corporate HQPercentage of Organizations

Leader ProfilesCountriesPercentage Leaders

LevelPercentage of Leaders

Size of Team Reporting Directly or Indirectly to LeaderPercentage of Leaders1

Expatriate Versus LocalPercentage of Leaders

6% Middle Level

40% Department

or Division Head

54% CXO, General Manager, Senior or Executive Vice President

28% 0 to 10

38% 11 to 100

22% 101 to 1,000

9% More Than 1,000 39%

Expatriate

61% Local

26% Mainland

China

20% Hong Kong

18% Outside Asia

6% Rest of Asia

15% Singapore

31% India

44% Asia

4% Other

26% North America

26% Europe

12% Consumer

Goods

23% Financial

and Professional

Services8%

Industrial Manufacturing and Aerospace

13% Other

19% Technology

9% Retail, Leisure, Hospitality6% Pharmaceutical and Health Care9% Oil and Gas, Mining and Energy

13% 0 to 100

15% 10,001 to

1,0002%

1,001 to 5,000

25% 5,001 to 10,000

22% 10,001–50,000

23% More Than 50,000

Source: CEB analysis.n=110 leaders.Note: Pie may not equal 100% due to rounding.

Note: Rest of Asia includes Indonesia, Japan, Malaysia, Philippines, South Korea, Taiwan, and Vietnam. That said, the “Asia” benchmarks for this study are dominated by Mainland China, Hong Kong, India, and Singapore.

Note: Pie may not equal 100% due to rounding1 Leaders questioned

n = 1,044


Understanding Executive

Employment Preferences in Asia

Understanding the Realities of the

Market for Executive Talent in Asia

Understanding Executive Mobility

in Asia

■ Why is executive talent in Asia in such high demand?

■ How difficult is it to retain executive talent in Asia?

■ How expensive is it to attract Asia-based executives?

■ What do Asia-based executives want in an employment offer?

■ How do these preferences vary across regions (within Asia and beyond)?

■ How do these preferences vary across demographic segments?

■ How willing are Asia-based executives to move within and between countries?

■ How likely are Asia-based executives to move across job functions?

■ How do mobility preferences vary across regions and functions?


The emerging economies in Asia are expected to grow twice as fast as the advanced economies between 2011 and 2030.

GLOBAL GROWTH MIX SHIFTING TO EMERGING MARKETS

GDP Growth Expected More from Emerging Markets in the Future1

Compounded Annual Growth Rate of GDP, 2011–2030

Source: PwC, “The BRICs and Beyond: Prospects, Challenges, and Opportunities,” January 2013, http://www.pwc.com/gx/en/world-2050/the-brics-and-beyond-prospects-challenges-and-opportunities.jhtml.

1 Assessment of Top 20 Economies based on GDP in PPP terms.

3 Russia, Brazil, Mexico, Spain, Turkey, Australia, Poland, Argentina, and Saudi Arabia.

Advanced Economies4

Emerging Economies Asia2

Emerging Economies Outside of Asia3

CAGR 5.34% 3.45% 2.04%

GDP Growth Between 2011 and 2030 (in US$ Trillion)

31.20 11.71 14.37

2 India, China, South Korea, and Indonesia.

4 G7 (United States, Japan, Germany, United Kingdom, France, Italy, and Canada).


Asia–Pacific North America

China IndiaIndonesia Malaysia Singapore Hong Kong

LOOKING TO ASIA FOR GROWTH

Projected Real GDP Growth Rate for 2014

Growth expectations across Asia outstrip the growth expectations of developed economies.

Source: International Monetary Fund, “World Economic Outlook: Hopes, Realities, and Risks,” April 2013, http://www.imf.org/external/pubs/ft/weo/2013/01/.

Europe

5.9

2.9

1.7

8.2

6.4 6.2

5.2 5.1

4.4


38%

25%

34%

41%

A REVOLVING DOOR: HIGHER LEADER CHURN AND GREATER RECEPTIVITY TO RECRUITERS IN ASIA

Compared to their peers outside of Asia, leaders in Asia are significantly more likely to leave and are significantly more receptive to recruiters from other organizations.

2 Percentage of leaders who “agree” and “strongly agree” to responding to recruiters from other organizations.

1 Percentage of leaders with high intent to stay with their current organization over the next 12 months.

Source: CEB, Global Labor Market Survey, Q3 2012; CEB and Russell Reynolds Associates, Asia Leadership Survey, 2012.

Asia (n = 771.)

46% 44% 41% 37%

Singapore Mainland China

Hong Kong India

Rest of the World

(n = 105.)

Asia (n = 771.)

Rest of the World

(n = 105.)

Receptivity to RecruitersIntent to Stay

Percentage of Leaders Receptive to Recruiters2 from Other Organizations

Percentage of Leaders with High Intent to Stay1


ASIA-BASED LEADERS AT WMNCs SIGNIFICANTLY MORE SKEPTICAL OF HQSkepticism of HQ Among Asia-Based Leaders at WMNCsPercentage of Asia-Based Leaders Selecting “Agree” or “Strongly Agree”

Many Asia-based WMNC leaders lack confidence in their HQs’ understanding of the region and feel their opinions are ignored by HQ leaders.

HQ Understands the Realities

of Doing Business in Asia

HQ Makes Decisions

Aligned with the Regional

Context

Cultural Differences Have

No Bearing on Decision Making

HQ Allows Customization

of Solutions to the Region

HQ Consults Local Leaders Before Setting

Regional Strategy

HQ Listens to My Opinion

I Trust the Leaders at My Organization’s Corporate HQ

Source: CEB and Russell Reynolds Associates, Asia Leadership Survey, 2012.

Note: For the country-level variation in the work attributes at WMNCs in Asia, please refer to the Appendix on p. 42.

n = 102 (leaders at local organizations); 284 (leaders at WMNCs).

Asia-Based Leaders at WMNCs Asia-Based Leaders at Local Organizations

12%14% 14%

25%26%

29%31%

20%21%

28%

33%

28%

38%

34%


Mainland China

(n = 233.)

India

(n = 183.)

Singapore

(n = 132.)

Asia

(n = 771.)

Rest of the World2

Hong Kong

(n = 171.)

IN DEMAND: LEADERS IN ASIA WANT SIGNIFICANTLY MORE TO SWITCH

Switching Premium1 Expectations of Leadership Talent

Switching premium expectations for leaders in Asia are up to three times higher than for leaders outside of Asia.

■ Importantly, the higher switching premium in India is driven primarily by higher levels of wage inflation in the country, rather than greater levels of employee loyalty.

Source: CEB, Global Labor Market Survey, Q3 2012, CEB and Russell Reynolds Associates, Asia Leadership Survey, 2012.

1 CEB defines job switching premium as the expected percent change in the employee’s current total compensation for him or her to switch to a new employer. Asia calculation includes Southeast Asia, India, and China.

2 Rest of the world average for leaders is calculated from CEB’s Global Labor Market Data, 2012.

26%

31%

25%

23% 23%

9%


EVEN EXECUTIVES WITH HIGH INTENT TO LEAVE COMMAND A HIGH PRICE TO SWITCH

Switching Premium1 Expectations by Asia-Based Executives’ Intent to Leave2

In Asia, switching premium expectations are high even for executives with a strong desire to leave their current organizations.

1 CEB defines job switching premium as the expected percent change in the employee’s current total compensation for him or her to switch to a new employer. Asia calculation includes Southeast Asia, India, and China.

2 Percentage of leaders with high, average, and low intent to leave with their current organization over the next 12 months.


n = 771.

Low Intent to Leave Average Intent to Leave High Intent to Leave

36%

26%

23%







in Asia











CEB’S EMPLOYMENT VALUE PROPOSITION (EVP) MODEL DEFINEDCEB’s EVP FrameworkThe set of attributes that the labor market and employees perceive as the value they gain through employment with the rest of the organization; an effective EVP extends the organization’s reach in the labor market and builds current employees’ commitment to the organization.

Note: Building on existing academic and business research, business news, organization and employment websites, and more than 100 member interviews, CEB distilled the EVP into 38 representative attributes. These attributes are composed of five EVP attribute groupings that together define an organization’s EVP. See appendix on page 28 for more details on the EVP model.

“The Organization”

■ Customer Prestige ■ Diversity ■ Empowerment ■ Environmental Responsibility ■ Ethics–Integrity ■ “Great Employer” Recognition ■ Industry Desirability ■ Formality of Work

Environment

■ Market Position ■ Organization Size ■ Well-Known Product

Brand ■ Product/Service Quality ■ Respect ■ Risk Taking ■ Social Responsibility ■ Technology Level

“The Work”

■ Business Travel ■ Innovative Work ■ Job Impact ■ Job–Interests Alignment ■ Location ■ Recognition ■ Work–Life Balance

“The Rewards”

■ Compensation ■ Health Benefits ■ Retirement Benefits ■ Vacation

“The Opportunity”

■ Development Opportunity ■ Future Career Opportunity ■ Meritocracy ■ Growth Rate ■ Stability

“The People”

■ Camaraderie ■ Collegial Work

Environment ■ Coworker Quality ■ Manager Quality ■ People Management ■ Senior Leadership Reputation


BEYOND COMPENSATION, LEADERS IN ASIA SEEK EMPOWERING ORGANIZATIONS WITH SOLID LEADERSHIP REPUTATIONS

EVP Drivers of Attraction for Leaders in AsiaPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


PeopleWork OrganizationOpportunity Rewards

n = 771 leaders in Asia.

26

2219

17

12

50

2 1 1

29

20

14 13 13

6

2

34 3431

25

13

86 5 4 4 4 3 3 2 1 1

33

22

97

42

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Rank Rest of the World2

Leaders Leaders in Asia Leaders in China Leaders in Hong Kong Leaders in India Leaders in Singapore

1 Compensation (44%) Compensation (50%) Compensation (48%) Compensation (54%) Compensation (47%) Compensation (53%)

2 Ethics–Integrity (35%) Respect (34%) Respect (39%) Respect (35%) Ethics–Integrity (45%) Empowerment (37%)

3 Respect (34%) Empowerment (34%) Future Career Opportunity (31%)

Senior Leadership Reputation (29%)

Empowerment (38%) People Management (33%)

4 Empowerment (32%) Senior Leadership Reputation (33%)

Empowerment (30%) Recognition (28%) Respect (38%) Respect (30%)

5Development Opportunity (27%)

Ethics–Integrity (31%) Market Position (29%)Development Opportunity (27%)



6Future Career Opportunity (26%)

Recognition (29%)Senior Leadership Reputation (28%)

Ethics–Integrity (27%)Future Career Opportunity (32%)

Ethics–Integrity (28%)

7 Market Position (24%)Future Career Opportunity (26%)

Recognition (28%) Empowerment (25%) Recognition (27%)Development Opportunity (23%)

8Senior Leadership Reputation (24%)

Market Position (25%)Development Opportunity (25%)

Future Career Opportunity (24%)

Growth Rate (22%)Future Career Opportunity (22%)

9 Location (22%)Development Opportunity (22%)

Location (21%) Market Position (23%) Stability (20%) Recognition (21%)

10People Management (20%)

People Management (22%) Growth Rate (21%) Location (23%) Market Position (20%) Market Position (21%)

PAY, LEADERSHIP BRAND, AND RECOGNITION VALUED MORE BY LEADERS IN ASIA

Top 10 EVP Drivers of Attraction for Leaders in AsiaPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer

n = 105 (rest of the world); 771 (Asia); 233 (China); 171 (Hong Kong); 183 (India); 132 (Singapore).

1 Plus or minus five percentage points difference from the average for leaders in the rest of the world.

Attributes that significantly vary for Leaders in Asia (relative to leaders in the Rest of the World1)

2 Rest of the world includes responses from Australia, New Zealand, Europe, Middle East, Africa, and North and South America.


16%

9%

9%

7%

6%

(4%)

(5%)

(5%)

(6%)

(10%)

Recognition

Stability

Senior Leadership Reputation

Compensation

Growth Rate

Meritocracy

Work–Life Balance

Job Impact

Manager Quality

Development Opportunity

RECOGNITION AND STABILITY MATTER MORE TO EXECUTIVES IN ASIA; MANAGER QUALITY MATTERS MUCH LESSEVP Drivers of Attraction: Differences Between Leaders in Asia and the Rest of the World1

Difference in Percentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer

More Important for Leaders in the Rest of the World More Important for Leaders in Asia

In comparison to leaders outside of Asia, leaders in Asia place greater emphasis on recognition, organizational stability, and leadership brand; these same leaders focus for loss on the quality of their managers.


n = 105 (rest of the world); 771 (Asia).1 Rest of the world includes responses from Australia, New Zealand, Europe, Middle East, Africa, and North and South America.


9%

6%

2%

2%

(3%)

(3%)

(4%)

(5%)

(5%)

Recognition

Future Career Opportunity

Respect

Compensation

Industry Desirability

Job Impact

Market Position

Location

People Management

LOCAL LEADERS MORE EAGER FOR RECOGNITION AND CAREER GROWTH

More Important for Expatriate Leaders in Asia More Important for Local Leaders in Asia

Relative to expatriates leaders in Asia, local leaders in Asia place greater emphasis on recognition and future career opportunity. Unsurprisingly, expatriates place relatively greater value on a potential employer’s location and market position.


n = 271 (expatriates); 427 (local leaders).

EVP Drivers of Attraction: Differences Between Local and Expatriate Leaders in AsiaDifference in Percentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


13%

6%

6%

4%

4%

(5%)

(6%)

(6%)

(7%)

(9%)

Empowerment

Respect

Market Position

Ethics–Integrity

Organization Size

Stability

Collegial Work Environment

Manager Quality

Job–Interests Alignment

Coworker Quality

GOOD MANAGERS AND TEAM ENVIRONMENT VALUED MORE BY FEMALE LEADERS, IN ASIA; MEN FOCUS ON EMPOWERMENTEVP Drivers of Attraction: Difference Between Male and Female Leaders in AsiaDifference in Percentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer

More Important for Female Leaders in Asia More Important for Male Leaders in Asia

Female leaders in Asia value their prospective manager’s quality and collegial work environment more than their male peers. Empowerment, respect at work, and market position matter significantly more to male leaders.


n = 883 (male leaders in Asia); 161 (female leaders in Asia).


28%

25%

15%

14%

10%

(13%)

(14%)

(14%)

(17%)

(25%)

Senior Leadership Reputation

Empowerment

Market Position

Ethics–Integrity

Job Impact

Stability

Health Benefits

Work–Life Balance

Retirement Benefits

Vacation

DIFFERENT LEVELS, DIFFERENT PREFERENCES

EVP Drivers of Attraction: Difference Between Employees in Asia and Leaders in AsiaDifference in Percentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer

More Important for Employees in Asia More Important for Leaders in Asia

Compared with employees in non-leadership roles, leaders in Asia place for greater emphasis on senior leadership reputation, empowerment, ethics–integrity and job impact. “Hygienic” EVP elements—such as benefits (retirement, health, vacation) and work–life balance—matter much more to employees than to leaders.

Source: CEB and Russell Reynolds Associates, Asia Leadership Survey, 2012; CEB, Global Labor Market Survey, Q3 2012.

n = 4,445 (employees in Asia); 771 (leaders in Asia).







in Asia











More than 50% of leaders across Asia are willing to relocate internationally.

■ Notably, leaders in India are especially willing to consider a new role in a new country.

GO BEYOND BORDERS TO SOURCE TOP LEADERSHIP TALENT IN ASIA

Leaders’ Preference for International MobilityPercentage of Leaders Who “Agree” or “Strongly Agree”

India

(n = 183.)

Asia

(n = 771.)

Singapore

(n = 132.)

Mainland China

(n = 233.)

Hong Kong

(n = 171.)


57%

68%

51%49%

42%


India

(n = 183.)

Mainland China

(n = 233.)

Willingness to Work in Another City for a New Job

Willingness to Move to a Less Desirable City for the Right Incentives

Leaders’ Preference for Domestic MobilityPercentage of Leaders Who “Agree” or “Strongly Agree”


Nearly 50% of leaders in India and China show strong receptivity to the option of moving to different cities within the same country for new jobs.

■ That said, this “receptivity to relocate” falls dramatically when leaders are confronted with the option of relocating to a less desirable city. Nearly a third of leaders are willing move to a less desirable location but with right incentives.

LEADERS IN INDIA, CHINA OPEN TO RELOCATING (TO DESIRABLE) CITIES

46%

31%

46%

23%


LEADERS IN ASIA NOTABLY WILLING TO SWITCH PROFESSIONAL FUNCTIONS

Receptivity to Working in a Different FunctionPercentage of Leaders Who “Agree” or “Strongly Agree”

Close to 50% of leaders in Asia are willing to work in a different professional function.

India

(n = 183.)

Asia

(n = 771.)

Singapore

(n = 132.)

Mainland China

(n = 233.)

Hong Kong

(n = 171.)

45%

49% 48%

38%

34%




WILLINGNESS TO SWITCH FUNCTIONS ESPECIALLY STRONG IN SUPPLY CHAIN LEADERS (AND WEAK IN SALES AND COMMUNICATION EXECUTIVES)

Receptivity to Working in a Different Function by FunctionPercentage of Leaders Who “Agree” or “Strongly Agree”

57%

50% 48% 47%

39%35% 33%

28% 26% 24% 24% 22% 22%

15% 15%

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Manufacturing and Supply Chain Roles Customer-Facing Roles

© 2014 CEB. All rights reserved. CHREB8154414SYN

www.executiveboard.comwww.russellreynolds.com 27

– Definitions of EVP Attributes • 28

– Top 10 EVP Drivers of Attraction Across Industries • 30

– EVP Drivers of Attraction: Leaders in China • 31

– EVP Drivers of Attraction: Leaders in Hong Kong • 32

– EVP Drivers of Attraction: Leaders in India • 33

– EVP Drivers of Attraction: Leaders in Singapore • 34

– EVP Drivers of Attraction: Employees in Asia Versus Leaders in Asia • 35

– EVP Drivers of Attraction: Global Employees Versus Employees in Asia • 36

– EVP Drivers of Attraction: Local Leaders Versus Expatriates in Asia • 37

– EVP Drivers of Attraction: Leaders in Domestic Firms Versus WMNCs • 38

– EVP Drivers of Attraction: Male Versus Female Leaders in China • 39

– EVP Drivers of Attraction: Male Versus Female Leaders in Hong Kong • 40

– EVP Drivers of Attraction: Male Versus Female Leaders in Singapore • 41

– Assessment of the Attributes of Leaders’ Work Environment in WMNCs by Countries in Asia • 42

– Impact of Demographics on Executives’ Receptivity to Changing Functions • 43

– Impact of Demographics on Leaders’ Mobility • 44

Appendix


DEFINITIONS OF EVP ATTRIBUTESOriginally developed in 2006, CEB’s EVP model consists of 38 attributes that drive attraction and retention.

■ A master list of more than 200 employment characteristics was compiled and evaluated for similarity, distinctiveness, universality, and overall ratability, leading to the consolidated list of 38 attributes.

■ These attributes can be grouped into five categories: rewards, opportunity, organization, work, and people.

Attribute’s Name Definition

Business Travel The amount of out-of-town business travel required by the job

Camaraderie Whether working for the organization provides opportunities to socialize with other employees

Collegial Work Environment Whether the work environment is team oriented and collaborative

Compensation The competitiveness of the job’s financial compensation package

Coworker Quality The quality of the coworkers in the organization

Customer Reputation The reputation of the clients and customers served in performing the job

Development Opportunities The developmental and educational opportunities provided by the job and organization

Diversity The organization’s level of commitment to having a diverse workforce

Empowerment The level of involvement employees have in decisions that affect their job and career

Environmental Responsibility The organization’s level of commitment to environmental health and sustainability

Ethics–Integrity The organization’s commitment to ethics and integrity

Informal Work Environment Whether the work environment is formal or informal

Future Career Opportunities Future career opportunities provided by the organization

“Great Employer” Recognition

Whether or not the organization’s reputation as an employer has been recognized by a third-party organization

Organizational Growth Rate The growth rate of the organization’s business

Health Benefits The comprehensiveness of the organization’s health benefits

Industry The desirability of the organization’s industry to the respondent

Innovation The opportunity provided by the job to work on innovative, leading-edge projects

Job–Interests Alignment Whether the job responsibilities match your interests


Attribute’s Name Definition

Job Impact The level of impact the job has on outcomes

Location The location of the jobs the organization offers

Manager Quality The quality of the organization’s managers

Market Position The competitive position the organization holds in its market(s)

Meritocracy Whether employees are rewarded and promoted based on their achievements

Organization Size The size of the organization’s workforce

Organizational Stability The level of stability of the organization and the job

People Management The organization’s reputation for managing people

Product Brand Awareness The level of awareness in the marketplace for the product’s brand

Product/Service Quality The organization’s product or service quality reputation

Recognition The amount of recognition provided to employees by the organization

Respect The degree of respect the organization shows employees

Retirement Benefits The comprehensiveness of the organization’s retirement benefits

Risk Taking The amount of risk the organization encourages employees to take

Senior Leadership Reputation The quality of the organization’s senior leadership

Social Responsibility The organization’s level of commitment to social responsibility (e.g., community service, philanthropy)

Technology Level The extent to which the organization invests in modern technology and equipment

Vacation The amount of holiday or vacation time employees earn annually

Work–Life Balance The extent to which the job allows you to balance your work and other interests

DEFINITIONS OF EVP ATTRIBUTES (CONTINUED)


COMPENSATION, RESPECT, AND LEADERSHIP REPUTATION TOP DRIVERS ACROSS INDUSTRIES

Top 10 EVP Drivers of Attraction by IndustriesPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer

Rank All Leaders in Asia Aerospace/Oil and Gas/Chemicals/Utilities

Consumer Goods Financial Services and Insurance

Retail or Hospitality

Professional Services/Media/Real Estate

Technology

1 Compensation (50%)

Compensation (47%)

Compensation (54%)

Compensation (48%)

Respect (42%)

Compensation (44%)

Compensation (49%)

2 Respect (34%)

Respect (38%)

Empowerment (37%)

Respect (35%)

Compensation (40%)


Empowerment (32%)

3 Empowerment (34%)


Respect (37%)



Respect (34%)

Market Position (32%)

4 Senior Leadership Reputation (33%)

Empowerment (30%)


Empowerment (33%)

Development Opportunity (27%)


Respect (30%)

5 Ethics–Integrity (31%)




People Management (27%)

Recognition (29%)


6 Recognition (29%)


Recognition (28%)

Recognition (25%)

Empowerment (26%)



7 Future Career Opportunity (26%)




Recognition (26%)



8 Market Position (25%)


Location (23%)

Location (23%)


Empowerment (22%)

Recognition (24%)

9 Development Opportunity (22%)

Recognition (22%)





Growth Rate (21%)

10 People Management (22%)



Meritocracy (20%)

Growth Rate (22%)

Growth Rate(17%)




COMPENSATION, RESPECT, AND FUTURE CAREER OPPORTUNITY TOP EVP DRIVERS IN CHINA

EVP Drivers of Attraction: Leaders in ChinaPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Opportunity Rewards People

Sta

bili

ty

Co

mp

ensa

tio

n

Fu

ture

Car

eer

Op

po

rtu

nit

y

Hea

lth

Ben

efits

Dev

elo

pm

ent

Op

po

rtu

nit

y

Vac

atio

n

Gro

wth

Rat

e

Ret

irem

ent

Ben

efits

Work

Wo

rk–L

ife B

alan

ce

Lo

cati

on

Job

Imp

act

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Organization

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n

n = 233.

31

25

16

21

6

48

1 1 02 3

39

18

3029

15

3 3 3 3 24

1

28

21

1517

107

564

26

1918

66 5


COMPENSATION, RESPECT, AND SENIOR LEADERS’ REPUTATION TOP EVP DRIVERS IN HONG KONG

EVP Drivers of Attraction: Leaders in Hong KongPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


n = 171.

Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n


2427

20

16

9

54

28

23

17

4 30

9

3 2 1 1

9

53

1 02

15

10

1

35

2725

23

12 11

6 5 4

29

22

11


COMPENSATION, ETHICS–INTEGRITY TOP EVP DRIVERS IN INDIA

EVP Drivers of Attraction: Leaders in IndiaPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk E

nvir

on

men

t

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n


n = 183.

32

15

2022

17

9

16

11

7

2

38

45

38

20

10

47

34 4

64 4

2 2 1

37

16

453

1

17

27

47

1 1 1


COMPENSATION, EMPOWERMENT TOP EVP DRIVERS IN SINGAPORE

EVP Drivers of Attraction: Leaders in SingaporePercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


n = 132.

Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk E

nvir

on

men

t

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n


2223

17

13

21

53

2 20

21 21

1115

42

3028

37

21

15

97

235 5 4

1 04

0

3033

89

52

18


LEADERS IN ASIA ATTRACTED BY EMPOWERING ORGANIZATIONS WITH GOOD LEADERSHIP REPUTATION

EVP Drivers of Attraction: Employees Versus Leaders in AsiaPercentage of Employees Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Employees in Asia

Leaders in Asia

Dev

elo

pm

ent

Op

po

rtu

nit

y

Res

pec

t

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Co

mp

ensa

tio

n

Job

Imp

act

Sta

bili

ty

Eth

ics–

Inte

gri

ty

Pro

du

ct/S

ervi

ce Q

ual

ity

Vac

atio

n

Lo

cati

on

Inn

ova

tive

Wo

rk

Fu

ture

Car

eer

Op

po

rtu

nit

y

Tech

no

log

y L

evel

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Hea

lth

Ben

efits

Rec

og

nit

ion

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

Em

po

wer

men

t

Ris

k Ta

kin

g

Div

ersi

ty

Ret

irem

ent

Ben

efits

Job

-In

tere

sts

Alig

nm

ent

Wo

rk–L

ife B

alan

ce

Mer

ito

crac

y

Mar

ket

Po

siti

on

Fo

rmal

ity

of

Wo

rk E

nvir

on

men

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Org

aniz

atio

n S

ize

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n


n = 4,445 (employees in Asia); 771 (leaders in Asia).

31 31 31

17 17

13

2426 26

34

25 25

22 22

1719

12

49

2 23

21 1 1 1

1514 14

13 13

10

3 44

13

10

4

10 9

34

5 5 6 54 5

13 14

50

86

86

1820

29

18

5

8

2

53 3

97 7

9 9

33

4

12

810

8

19


EMPLOYEES IN ASIA MORE ATTRACTED BY COMPENSATION AND DEVELOPMENT OPPORTUNITIES THAN THEIR GLOBAL PEERS

EVP Drivers of Attraction: Global Employees Versus Employees in AsiaPercentage of Employees Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n

n = 4,445 (employees in Asia).

Global Employees

Employees in Asia

Opportunity Rewards PeopleWork Organization

35

31

2324

20

25

10

17

9 8

13 13

7

1210

14

109

4

12

9

5

34

26

18 17

1412

1010 99

13

7

10

6 65 5 5 5 5 54 4 443

5

888 8 8

35

31

28

18 1818

1213

910

3 3 3 4

41

1819

15 151314

49


LOCAL LEADERS PREFER FUTURE CAREER OPPORTUNITIES AND RECOGNITION; EXPATRIATES PREFER LOCATION AND MARKET POSITION

EVP Drivers of Attraction: Local Leaders Versus Expatriates in AsiaPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Expatriates

Locals

Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n


n = 271 (expatriates); 427 (locals).

24

30 30 30

23 23

18

1416

1412

14

8 7 75 5 44 4 4 56 6

18

22 22

15

129

22

19

11108

64

161817

1921

13 13

3 2 3 3 3 3 3 3 32

3436

293132 3233

27

2 2 21 1 0 1 1 1 1 1 1

4749


LEADERS IN WMNCs EMPHASIZE MORE ON CAREER OPPORTUNITIES AND MARKET POSITION

EVP Drivers of Attraction: Leaders in Domestic Firms Versus WMNCsPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Leaders at Domestic Organizations

Leaders at a WMNCs

Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n


n = 102 (leaders at domestic firms); 284 (leaders at WMNCs).

22

31

5048

2 2

24

1921

1613

15

11

17

41

31 30

20

28

1312

8 75 54 4 4

64 4 4 4 4 4 4

2 1

6

3229

35

7 6

2 2 3 2 2 231 1 1

34

29

2320

8

13

6 7

11

01 1

28

1

2223

19

15

1818

1213


FEMALE LEADERS IN CHINA VALUE MANAGER QUALITY AND LEADERSHIP REPUTATION MORE; MALE LEADERS PREFER DEVELOPMENT OPPORTUNITY

EVP Drivers of Attraction: Male Versus Female Leaders in ChinaPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer


Male Leaders

Female Leaders


Sta

bili

ty

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Job

Imp

act

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Org

aniz

atio

n S

ize

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Gro

wth

Rat

e

So

cial

Res

po

nsi

bili

ty

Ind

ust

ry D

esir

abili

ty

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Ret

irem

ent

Ben

efits

Inn

ova

tive

Wo

rk

Rec

og

nit

ion

Mer

ito

crac

y

Tech

no

log

y L

evel

Env

iro

nm

enta

l Res

po

nsi

bili

ty

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Cu

sto

mer

Pre

stig

e

Div

ersi

ty

Ris

k Ta

kin

g

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Pe

op

le M

an

ag

em

en

t

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n

n = 260 (male leaders); 51 (female leaders).

48

3027

25

14 14

35

16

11 11

2022

8

27 27 27

3938

17

24

29

19

30

2222

19

13 13

9 97

811

16 16

19

16

26

41

1816

5

46

2 223 3 35 5 5 5

13 3 3

00 0 00 0 0 010

3 3 34 4 43 30


FEMALE LEADERS IN HONG KONG VALUE STABILITY MORE; MALE LEADERS VALUE RESPECT AND SENIOR LEADERSHIP REPUTATION

EVP Drivers of Attraction: Male Versus Female Leaders in Hong KongPercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer




Male Leaders

Female Leaders

Res

pec

t

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

Co

mp

ensa

tio

n

Eth

ics–

Inte

gri

ty

Em

po

wer

men

t

Hea

lth

Ben

efits

Lo

cati

on

Mar

ket

Po

siti

on

Vac

atio

n

Job

–In

tere

sts

Alig

nm

ent

Bu

sin

ess

Trav

el

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

Ret

irem

ent

Ben

efits

Rec

og

nit

ion

Mer

ito

crac

y

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Peo

ple

Man

agem

ent

Cam

arad

erie

Sen

ior

Lea

der

ship

Rep

uta

tio

n

44

21

30

1

8

4

39

4

9

27

56

25

Ind

ust

ry D

esir

abili

ty

1013

23

2

Inn

ova

tive

Wo

rk

8 8

Wel

l-K

no

wn

Pro

du

ct B

ran

d

4 4

19

Fu

ture

Car

eer

Op

po

rtu

nit

y

2023

Wo

rk–L

ife B

alan

ce

1010

Tech

no

log

y L

evel

4

0

10

Sta

bili

ty

16

27 27

0

1013

Env

iro

nm

enta

l Res

po

nsi

bili

ty

1 23

15

22

0

6

14

2827

23

Div

ersi

ty

21 14

23

Pro

du

ct/S

ervi

ce Q

ual

ity

118

21

0

Job

Imp

act

1413

So

cial

Res

po

nsi

bili

ty

6

10

15

Dev

elo

pm

ent

Op

po

rtu

nit

y

25

21

0

Org

aniz

atio

n S

ize

5

02

Gro

wth

Rat

e

17

10

15

Ris

k Ta

kin

g

1 0

31

21

0

Cu

sto

mer

Pre

stig

e

10


RESPECT AND EMPOWERMENT MORE IMPORTANT FOR FEMALES LEADERS IN SINGAPORE THAN THEIR MALE PEERS

EVP Drivers of Attraction: Male Versus Female Leaders in SingaporePercentage of Leaders Selecting a Driver Among the Top Five Factors Influencing Selection of a Potential Employer




Male Leaders

Female Leaders

Co

mp

ensa

tio

n

Wo

rk–L

ife B

alan

ce

Fu

ture

Car

eer

Op

po

rtu

nit

y

Dev

elo

pm

ent

Op

po

rtu

nit

y

Pro

du

ct/S

ervi

ce Q

ual

ity

Mar

ket

Po

siti

on

Bu

sin

ess

Trav

el

Ind

ust

ry D

esir

abili

ty

Ret

irem

ent

Ben

efits

Wel

l-K

no

wn

Pro

du

ct B

ran

d

Co

wo

rker

Qu

alit

y

Co

lleg

ial W

ork

Env

iro

nm

ent

Man

ager

Qu

alit

y

Cam

arad

erie

54

33

Vac

atio

n

20 0 0

Hea

lth

Ben

efits

0

3

2322

20

30

5

118

5

10

Sta

bili

ty

1619

Res

pec

t

29

33

“Gre

at E

mp

loye

r” R

eco

gn

itio

n

5

0

4

Mer

ito

crac

y

18

26

Em

po

wer

men

t

34

41

Env

iro

nm

enta

l Res

po

nsi

bili

ty

20

Lo

cati

on

1815

22

Div

ersi

ty

11

Inn

ova

tive

Wo

rk

11 11

7

Sen

ior

Lea

der

ship

Rep

uta

tio

n

29

41

4

Tech

no

log

y L

evel

4 4

7

1

25

9

02

9

Gro

wth

Rat

e

15

11

Eth

ics–

Inte

gri

ty

27

33

Ris

k Ta

kin

g

4 47

Rec

og

nit

ion

17

26

11

Cu

sto

mer

Pre

stig

e

10

Job

–In

tere

sts

Alig

nm

ent

19

11

7

Fo

rmal

ity

of

Wo

rk

Env

iro

nm

ent

0

Job

Imp

act

15 15

So

cial

Res

po

nsi

bili

ty

3

0

Peo

ple

Man

agem

ent

33

37

0

Org

aniz

atio

n S

ize

5

0

7

2


WMNC EXECUTIVES USUALLY DISSATISFIED WITH WORK DYNAMICS

Assessment of Leaders’ Work Environment Attributes in WMNC by Countries in AsiaPercentage of Leaders Who “Agree” or “Strongly Agree”

HQ Understands the Realities of Doing Business in Asia

HQ Makes Decisions Relevant to This

Region

Cultural Differences Have No Bearing on

Decision Making

HQ Allows Customization

of Solutions to the Region

HQ Consults Local Leaders Before

Setting Regional Strategy

HQ Listens to My Opinion

I Trust the Leaders at My Organization’s

Corporate HQ

China

Hong Kong

Singapore

India

10% 12% 13%

25% 25%

5%

24%

10% 10%4%

19% 21%

8%

25%

8% 6% 8%

20%16%

4%

24%

25%33% 29%

37%44%

26%

52%


n = 112.

n = 52.

n = 52.

n = 50.



LOCAL LEADERS AND LEADERS BASED OUT OF LOCAL COMPANIES MORE WILLING TO SWITCH FUNCTIONS

Impact of Demographics on Executives’ Receptivity to Changing FunctionsPercentage of Leaders Who “Agree” or “Strongly Agree”

Male Expatriates 31–40Asia-Based Organizations

Female Local Leaders

41–50 51–60WMNCs

Gender Company HQ Employment Status Age Group

42% 43%

46%

39%

46%

39%

43% 42%44%


FEMALE LEADERS SIGNIFICANTLY LESS MOBILE THAN THEIR MALE PEERS

Impact of Demographics on Leaders’ Mobility Percentage of Leaders Who “Agree” or “Strongly Agree”


58%

49%

31%

37%

24%21%

57%

48%

31%

53%

42%

29%

53%

43%

29%

57%

48%

31%

56%

42%

27%

53%

43%

30%

60%

53%

31%

I am Willing to Work in Another Country for a New Job

I am Willing to Work in Another City for a New Job

I am Willing to Work in a Less Desirable City Given the Right Incentives

Male Expatriates 31–40Asia-Based Organizations

Female Locals 41–50 51–60WMNCs

Gender Company HQ Employment Status Age Group

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Demystifying the Market for Executive Talent in Asia · ATTRACTING EXECUTIVE TALENT IN ASIA ... in partnership with CEB, the leading global member-based advisory firm, presents Demystifying