Two and a half years after it started, the Covid-19 pandemic is still greatly impacting businesses in China at all levels. Especially the ‘zero-cases policy’ is creating increasing difficulties to individuals and businesses in the mid-long term.
From HR perspective, for companies, especially foreign companies, one of the major concerns today is how to attract and retain international talents, considering the exodus of foreign nationals and the scarcity of new talents coming to China. In some specific industries, international competences are hardly replaceable by local workforce and the increased scarcity of foreign talents is creating many challenges.
International businesses that provide internal rotations of international profiles now, find themselves having to look outside their own reality to overcome the difficulty of moving talents in China. The immediate effect is that businesses are willing to offer highly competitive salary to attract and retain international resources and others are turning to local employees to bridge the gap.
The peculiarity of China job market challenges European companies in attracting and retaining local employees, as many are the job opportunities rising all at once. In addition, it is not easy to find qualified resources, particularly in terms of “soft skills”, “critical thinking” and “practical knowledge”; an issue present for several years but exacerbated in the last period due to the scarcity of international resources, which led businesses to look at the pool of local candidates.
In the long run, this localization strategy of the team might significantly impact the management and communication between HQs and the China business. Both foreign and Chinese are unable to travel to HQ for information exchanges, networking, training, and sharing of expertise. The risks facing are the lack of diversity in the team, and the isolationof China operations.
All these elements have led to an increase in the demand for international resources which is unbalanced with respect to the current market offer. Currently, businesses in China are monitoring the situation for their next moves, and we, Consea Group, with our team in Shanghai will keep a close eye on it for you.
Singapore’s Job Market: present challenges but positive outlook
Singapore continues to be a major regional hub for global businesses, with over 40,000 international firms, including 7,500+ multinational corporations (MNCs). Its strategic location, favorable business environment, and government efforts to attract global talent and innovation make it an attractive destination for businesses expanding into Asia’s fastest-growing markets. Economic Overview: Growth and Challenges In 2024, Singapore’s economy grew by 4.4%, driven primarily by the wholesale trade, finance, and insurance sectors. However, sectors like retail trade and food services contracted, partly due to shifts in consumer behavior, including more locals opting to travel abroad. The GDP growth forecast for 2025 is expected at 1.0% to 3.0%, with slower employment growth anticipated due to global uncertainties. Job Market Trends While overall job growth has been moderate, there is a notable increase in contract and replacement roles, especially in sectors like tech, financial services, supply chain, and support functions. This shift is driven by businesses focusing on agility and headcount management, opting for flexible staffing solutions. The manufacturing sector is expected to continue expanding in 2025, especially the Electronics cluster, along with Information & Communications, Finance and Insurance. On the other hand, the growth of consumer-facing sectors such as retail trade and food & beverage services is likely to remain lacklustre. Compensation and Talent Management Nominal incomes continued to increase, and at a pace faster than the preceding year. The nominal median gross monthly income of full-time employed residents grew from $5,197 in 2023 to $5,500 in 2024. In artificial intelligence (AI), annual salary increments are generally up to 5%; for employees moving between companies, the potential is for a higher 15% increase. This reflects the premium placed on skilled professionals in emerging fields. Companies are also placing a greater emphasis on total rewards, offering flexibility and comprehensive benefits to attract and retain talent in line with the growing desire for work-life balance and career flexibility. Employment Composition and Trends The unemployment rate remained stable at 1.9% in 2024, and retrenchments were primarily driven by business reorganization, rather than sector downturns. The share of Professionals, Managers, Executives & Technicians (PMETs) among employed residents reached over 60% in 2024. This is a result of higher educational attainment and a shift of resident workers toward more productive sectors, particularly in financial services, insurance, information and communications, and professional services. It is interesting to note that 59.3% of workers who transition into industries have experienced wage increases. This suggests a positive employment outcome for those changing career paths. Skilled Foreign Labor The number of Employment Pass (EP) holders, representing highly skilled foreign workers, increased from 193,700 in 2019 to 202,400 in 2024. Meanwhile, the number of S Pass holders, for mid-level skilled professionals, declined from 200,000 to 176,400. These shifts indicate Singapore’s preference for attracting highly skilled talent while maintaining a tight control over mid-level foreign workers, which is consistent with the broader trends of upgrading the workforce and improving productivity across sectors. Outlook for 2025 Despite global uncertainties, Singapore’s job market remains resilient. The demand for skilled talent continues to drive hiring, particularly in AI, data science, and other emerging technologies. Companies will increasingly rely on contract and flexible roles, and Singapore will remain a critical business hub in Asia, offering global companies and talent significant opportunities for growth. Follow Consea to stay updated on current job market trends worldwide! Sources: Ministry of Trade and Industry Singapore, Press Release: MTI Maintains 2025 GDP Growth at “1.0 to 3.0 Per Cent”, 14/02/2025 Singapore Ministry of Manpower, Report: Labour Force in Singapore 2024 Incorp.asia, Why Should YOU set Up a regional HQ in Singapore? - 19/09/2024 https://www.incorp.asia/blogs/why-set-up-regional-hq-in-singapore/ Authors Valentina Meng, Recruitment Consultant & China Social Media Manager Matteo Scipioni Bertoli, Head of Business Development & Delivery APAC
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them. Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview. Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused. Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position. Example how Consea has helped candidates navigate Imposter Syndrome During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy. As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested. In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful. This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process. Author: Julia Galloway, Human Resources Business Partner
Nowadays, investing in young people should not just be a slogan, but the best strategy companies should adopt to grow, innovate and gain competitive advantages over their competitors. Regarding Consea Head Hunting's experience in managing recruitment processes with the younger generation, a certain rigidity shown by candidates is emerging, expressed especially in terms of demands related to hybrid working opportunities, career plans and business ethics. As a result, there is often a significant lack of motivation and engagement when faced with an offer that fails to detail or satisfy these aspects. WHAT CAN ORGANIZATIONS DO? To make themselves more attractive to the younger generation, companies should first of all understand what is actually being sought, and in this regard, there is an increasing emergence of the importance for young people being able to identify with company values in terms of sustainability (environmental, valuing diversity, inclusive approach and equity), ethics, training (with an important focus on soft skills, skills that can become an asset to the individual and not just a direct benefit to the company as is the case with technical skills), policies for investing in resources and sharing the expected goals and their consequent development plans envisaged not only in terms of vertical growth, but also about involvement in initiatives, task forces and projects aimed at the well-being of the internal community. Equally important seems to be the attention paid to the work-life balance, flexibility and wellbeing policies within the organization. In terms of attraction and retention, an important role is played by the organization's external communication as the new generations put great importance to the company's website and its presence on social networks as well as, in general, its web reputation. COMPANY AS COMMUNITY This focus is symptomatic of the fact that nowadays the company is no longer considered a mere workplace, on the contrary, it increasingly constitutes a real community for new generations, who can appreciate opportunities of involvement that can allow them to come closer and share experiences with other employees belonging not only to different areas or functions, but also to different generations; of this a significant example could be reverse mentoring. BETRAYAL OR OPENNESS TO CHANGE? In conclusion, we can highlight one more peculiarity: increasingly, new generations are experiencing change as a development opportunity to enrich their skills and, therefore, the decision to leave one company for another should not be experienced as a betrayal; on the contrary, it would be much more functional for the organization to maintain relations with the resource who has changed reality by opting for a new context. This attitude could generate future opportunities for a new encounter and possible opportunities to reintegrate the resource, enriched by the new experiences gained in the meantime. Authors: Sara Ruffinatti – Senior Consultant & Executive Coach Marzia Pio – Junior Consultant at Consea Executive Search
Consea’s Resume Myths, Tips, and Tricks
Advice from our recruitment team that will help your resume stand out. The first impression does not have to be the one that matters when selecting a Candidate but the resume is the business card through which Candidates make themselves known by the companies. Here are some tips for getting the most out of your resume. MYTH: A graphic / creative CV captures more attention The European format is not always the best choice when writing a resume, you can also use more creative templates but on the basis of your graphic skills. An essential and clear resume is better than one which is incomprehensible and difficult to read. SUGGESTION: If you do not have graphic skills, create a typical resume in MS Word that contains all the essential information and describes your work experience better than a thousand graphics. TIP: There are several websites that offer templates and ideas to create an original but at the same time effective resume. If you do not already know them we suggest you try Canva www.canva.com. MYTH: You have to insert the photo on your resume Certainly, being able to associate a face to a resume is a great help and makes the resume emerge but you need to remember that the photo must be professional and appropriate. SUGGESTION: It is better not to insert personal photographs or taken from group photos. Take time to take a picture which shows your professionalism and represents only you. TIP: Once you have taken the photo, use it both for your resume and LinkedIn profile. It will allow you to give uniformity to the way you present yourself and will make you easily recognizable. MYTH: Provide details about hobbies and personal characteristics. Adding your hobbies and personal characteristics to your resume can be a plus but only if they provide real added value. SUGGESTION: Each information that you decided to write in your resume is evaluated therefore it is better to insert only these elements that could have a value for the position you apply for. TIP: Think about which competence (transversal or specific) can recall the information provided and select only the relevant ones (e.g. competitive activity – determination and achievement of results; reading – curiosity / information and education; cooking – creativity). MYTH: Less is more! A resume does not necessarily have to be one page, especially if you have several years of experience, but at the same time it should not be discursive or include too much details as it risks losing effectiveness. SUGGESTION: An effective resume is between 2 and 3 pages. It reports professional experience in chronological order from the current position to the oldest. It contains relevant information and a brief description of each role, highlighting specific skills and knowledge (There are companies that associate different role content to the same job title. If a short description is therefore associated with the job title it will be easier to identify Candidate’s responsibilities.) It is useful to add some detailed information such as the number of people managed / business size / results achieved. Finally, it is worth specifying the knowledge of a foreign language through the competence levels of the Common European Framework of Reference for Languages (CEFR) and not through terms such as “good”, “fluent”. TIP: The resume is your business card – Imagine that those who receive it do not know you and they want to have an overview of your skills and then explore them in an interview, but if some key information is missing (knowledge of a particular sector, program / channel …) they could exclude you from the selection process. MYTH: Lying in resume makes it more appealing It is well known that lies have short legs so it is better to expose your work path honestly and be able to motivate any discontinuities in your work experience. SUGGESTION: A good recruiter does not judge the book by its cover but, wanting to build a relationship of mutual trust and reliability with the Candidate, will tend not to contact people who have talked about a different work path than the one actually lived or have boasted skills / responsibilities never acquired. MYTH: Give a “personal” touch to the CV / Do not insert personal details It is not necessary to enter detailed information about your personal life (e.g. names of children, spouse…) but do not forget to enter your contact information (phone number and e-mail address – verify if they are correct!) in order to be effectively contacted. It is often useful to put in your date of birth, which does not have to be seen as a discriminating factor but as a data that allows you to see the profile as a whole.
In the intricate dance of global commerce, the proximity of nations often plays a crucial role. Nowhere is this more evident than in the evolving relationship between the United States and Mexico. The rise of nearshoring—the practice of relocating production processes to nearby countries—has sparked a new chapter in their economic interdependence. Nearshoring has emerged as a strategic response to the limitations an d uncertainties associated with traditional offshoring practices. As US companies seek to optimize their supply chains and reduce dependency on distant manufacturing hubs, Mexico has emerged as an attractive alternative. The geographical proximity, coupled with favorable trade agreements such as the USMCA, has positioned Mexico as a prime destination for nearshoring initiatives. The convergence of Asian investment in Mexico under the USMCA framework holds promise for all stakeholders involved. Despite the difficult relations with the US in the most recent year(s), thanks to the Nearshoring, Asian firms gain access to a vast consumer market, reduced trade barriers, and a competitive edge in global supply chains. Meanwhile, Mexico stands to benefit from increased foreign direct investment, technology transfer, and job creation, bolstering its position as a manufacturing powerhouse in the Americas. The impact of nearshoring on the US-Mexico relationship transcends bilateral trade figures. It catalyzes economic growth on both sides of the border, stimulating job creation, infrastructure development, and innovation. By leveraging Mexico's skilled workforce and strategic location, US companies gain a competitive edge in the global marketplace while contributing to the socio-economic advancement of their southern neighbor. As Mexico gears up to welcome a wave of new businesses and witness the expansion of existing enterprises in 2024, the outlook for job opportunities has never been brighter. With projections estimating the creation of up to 400,000 jobs in the formal sector within the first three months of the year, the Mexican workforce stands poised to embark on a journey of growth and prosperity. By embracing innovation, seizing opportunities, and leveraging their talents, individuals can play a pivotal role in driving economic growth, fostering innovation, and shaping the future of Mexico's vibrant labor market. In today's hyper-competitive business landscape, talent has emerged as the ultimate differentiator and driver of organizational success. By partnering with Consea Group, companies gain access to a strategically committed to helping them attract, retain, and develop top talent that propels their business forward. Whether it's navigating the challenges of globalization, addressing industry-specific talent gaps, or adapting to evolving market trends, Consea Group empowers clients to stay agile, innovative, and ahead of the competition. With established offices in Mexico (since 2015) and in the US (since 2017) Consea Group brings a wealth of knowledge and expertise to the table. Leveraging their deep understanding of different markets and industries, their team of seasoned professionals is adept at identifying and attracting top-tier talent, both locally and internationally. Whether it's executive leadership roles, specialized technical positions, or niche skill sets, Consea Group has the insight and resources to deliver customized solutions tailored to each client's unique requirements. Follow Consea Group to stay updated on the latest labor market trends and check out our latest open positions! Authors: Antonella Cerabona, CEO North America & LATAM Enríque Pedroza, Business Development Manager MX Read the article in Spanish:
Nearshoring: un punto de inflexión para el comercio mundial
En la intrincada danza del comercio global, la proximidad de las naciones suele desempeñar un papel crucial. En ninguna parte esto es más evidente que en la evolución de la relación entre Estados Unidos y México. El auge del Nearshoring (la práctica de reubicar los procesos de producción en países cercanos) ha desencadenado un nuevo capítulo en su interdependencia económica. El Nearshoring ha surgido como una respuesta estratégica a las limitaciones e incertidumbres asociadas con las prácticas tradicionales de deslocalización. Mientras las empresas estadounidenses buscan optimizar sus cadenas de suministro y reducir la dependencia de centros de fabricación distantes, México ha surgido como una alternativa atractiva. La proximidad geográfica, sumada a acuerdos comerciales favorables como el T-MEC, ha posicionado a México como un destino principal para iniciativas de nearshoring. La convergencia de la inversión asiática en México bajo el marco del T-MEC es prometedora para todos los actores involucrados. A pesar de las difíciles relaciones con Estados Unidos en los últimos años, gracias al Nearshoring las empresas asiáticas obtienen acceso a un vasto mercado de consumo, barreras comerciales reducidas y una ventaja competitiva en las cadenas de suministro globales. Mientras tanto, México se beneficiará del aumento de la inversión extranjera directa, la transferencia de tecnología y la creación de empleo, lo que reforzará su posición como potencia manufacturera en las Américas. El impacto del Nearshoring en la relación entre Estados Unidos y México trasciende las cifras del comercio bilateral. Cataliza el crecimiento económico en ambos lados de la frontera, estimulando la creación de empleo, el desarrollo de infraestructura y la innovación. Al aprovechar la fuerza laboral calificada y la ubicación estratégica de México, las empresas estadounidenses obtienen una ventaja competitiva en el mercado global y al mismo tiempo contribuyen al avance socioeconómico de su vecino del sur. Mientras México se prepara para recibir una ola de nuevas empresas y ser testigo de la expansión de las empresas existentes en 2024, las perspectivas de oportunidades laborales nunca han sido más brillantes. Con proyecciones que estiman la creación de hasta 400.000 empleos en el sector formal dentro de los primeros tres meses del año, la fuerza laboral mexicana está preparada para embarcarse en un viaje de crecimiento y prosperidad. Al adoptar la innovación, aprovechar las oportunidades y aprovechar sus talentos, las personas pueden desempeñar un papel fundamental a la hora de impulsar el crecimiento económico, fomentar la innovación y dar forma al futuro del vibrante mercado laboral de México. En el panorama empresarial hipercompetitivo actual, el talento se ha convertido en el principal diferenciador e impulsor del éxito organizacional. Al asociarse con Consea Group, las empresas obtienen acceso a una compañia estratégicamente comprometida para ayudarlas a atraer, retener y desarrollar los mejores talentos que impulsen su negocio. Ya sea enfrentando los desafíos de la globalización, abordando las brechas de talento específicas de la industria o adaptándose a las tendencias cambiantes del mercado, Consea Group permite a sus clientes mantenerse ágiles, innovadores y por delante de la competencia. Con oficinas establecidas en México (desde 2015) y en EE. UU. (desde 2017), Consea Group aporta una gran cantidad de conocimientos y experiencia. Aprovechando nuestro profundo conocimiento de diferentes mercados e industrias, nuestro equipo de profesionales experimentados son expertos en identificar y atraer talento de primer nivel, tanto a nivel local como internacional. Ya sean roles de liderazgo ejecutivo, puestos técnicos especializados o conjuntos de habilidades específicas, Consea Group tiene el conocimiento y los recursos para ofrecer soluciones personalizadas adaptadas a los requisitos únicos de cada cliente. ¡Siga a Consea Group para mantenerse actualizado sobre las últimas tendencias del mercado laboral y consulte nuestros últimos puestos vacantes! Autores: Antonella Cerabona, CEO North America & LATAM Enríque Pedroza, Business Development Manager MX
Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations
According to several market studies, the talent shortage has reached its highest level in Mexico. This is due to a lack of specific skills (a mix of technical capabilities and human factors) required from companies, especially in particular industries. Combined with the accelerated technological change management process e digital transformation we are living in, the scarcity of talent availability is further complicating the recruiting needs of many hiring managers. In 2022, in Mexico, and in some LATAM countries, more than 60% of employers reported difficulties in finding the right match – the highest number in the last 10 years. Today, it became essential to many organizations, to improve workforce skills as well as train and "recycle” professional talents in order to fill their internal positions and stay competitive. These two techniques are called Upskilling & Reskilling. Upskilling is the process of learning new skills or of teaching workers new skills. Reskilling is the process of learning new skills so you can do a different job, or of training people to do a different job. These tools became pivotal to address the Human Capital needs within the work environment, as well as to promote career pathing, succession planning, and retention programs, for most companies. Within the markets Consea operates with, we identified few sectors that currently are presenting the greatest demand for high-skilled profiles in Mexico: supply chain and manufacturing, finance and administrative positions, sales and marketing and engineering. To support your Human Capital needs, Consea Groupcan design a consulting plan tailored for your company, defining together an effective TALENT SEARCH and COMPANY CULTURE FITTING strategy. Follow Consea Group on LinkedIn to stay up to date on the latest trends in the labor market and to find out how to create and maintain a positive working environment in your organization. Authors Enrique Pedroza - Business Development Manager in Consea Group, Mexico Read the article in Spanish:
Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones
Acorde a diferentes estudios de mercado, la escasez de talento ha llegado a su nivel más alto en México. Esto se debe a la falta de habilidades específicas (una combinación de capacidades técnicas y factores humanos) requeridas por las empresas, especialmente en industrias particulares. Combinado con el acelerado proceso de gestión del cambio tecnológico en el que vivimos y transformación digital, la escasez de talento complica aún más las necesidades de muchos Gerentes de contratación. En 2022, en México y en algunos países de LATAM, más del 60% de los empleadores reportaron dificultades para encontrar el personal adecuado, el número más alto en los últimos 10 años. Hoy en día, se vuelve esencial para las organizaciones mejorar las habilidades de la fuerza laboral, así como capacitar y "reciclar" talento profesional para ocupar un nuevo puesto dentro de la compañía y mantenerse competitivos. Estas dos técnicas se denominan Upskilling & Reskilling. Upskilling busca enseñar nuevas habilidades a un trabajador para optimizar su desempeño, mientras que Reskilling también conocido como reciclaje profesional, busca capacitar a un empleado para adaptarlo a un nuevo puesto dentro de la empresa. Estas herramientas se vuelven fundamentales para abordar las necesidades de capital humano dentro del entorno laboral, así como para promover la orientación profesional, la planificación de la sucesión y los programas de retención para la mayoría de las empresas. Dentro de los mercados con los que opera Consea Group, identificamos algunos sectores que actualmente presentan la mayor demanda de perfiles altamente calificados en México, tales como cadena de suministro, manufactura, finanzas, administrativos, ventas, mercadeo e ingenierías. Para apoyar sus necesidades de Capital Humano, Consea Group puede diseñar un plan de consultoría a la medida de su empresa, definiendo en conjunto una estrategia efectiva de BÚSQUEDA DE TALENTO que AJUSTE A LA CULTURA DE LA EMPRESA. Sigue a Consea Group en Linkedin para estar al día de las últimas tendencias en el mercado laboral y saber cómo crear y mantener un clima laboral positivo en tu organización.
35 years in Consea – Interview with Barbara Braida
You’ve been at Consea for many years, is there a memory or special moment that has stayed with you? Today, there’s greater focus on personal well-being, flexibility, and quality of life. Twenty-five years ago, these topics were not central to company policies, especially in smaller organizations. When I found myself needing a different balance between my personal life and work, I was given that opportunity, and it allowed me to make important choices with peace of mind. Over the years, how have you seen Consea evolve, and what has that change meant for you? I’ve had the opportunity to witness all of Consea’s major milestones: its expansion first across Italy and then internationally, the diversification of services and target markets, and the arrival of the new generation of the Altomonte family at the Group’s helm. Despite these changes, the company’s founding values have remained unchanged. This journey has also shaped my own professional path, particularly as I’ve focused on the U.S. market for many years. What do you enjoy most about your job? The variety. While the selection process follows a similar structure, every project is unique—industry, company culture, and candidate requirements always vary. What skill or personal quality have you developed the most thanks to your experience at Consea? Working in an ever-changing environment and across diverse markets has helped me build strong adaptability and enhanced my interpersonal and cross-cultural communication skills. What has been the biggest challenge in your career, and how did you overcome it? Becoming a recruiter for the U.S. market. It was a completely new environment for me, but I had the opportunity to build and refine the necessary skills directly on the field. Every step of the journey has been a chance to grow, and constant exposure to new situations has helped me develop new abilities. How would you describe Consea to someone who doesn’t know the company? Consea is a company that blends professionalism and strategic vision with a strong human approach. Over time, it has grown and adapted to market changes without ever losing sight on its core values. It’s a dynamic, international organization that supports companies in identifying top talent. For me, Consea means growth, stimulating challenges, and ongoing development opportunities. How do you envision Consea’s future? Bright. I believe Consea will continue to monitor market trends and socioeconomic developments closely, respond quickly to new challenges, and explore emerging technologies to stay aligned with client needs. If you had to choose one adjective to describe yourself, what would it be? Determined. What’s your favorite activity outside of work, and how does it help you recharge? I enjoy reading and watching crime or sci-fi series. It allows me to fully disconnect from the everyday routine and engage my mind in a different, stimulating way. If you could give one piece of advice to your younger self, what would it be? To embrace change with optimism and to not fear uncertainty, because every challenge is an opportunity for growth.
Food & Beverage 2025: Strategic Skills for the Leadership of the Future
The agri-food sector is undergoing a significant transformation, driven by technological innovation, sustainability, and changing consumer habits. In this dynamic context, executive and managerial profiles must evolve to effectively lead companies toward success.
Emerging Trends and Leadership Implications
Events such as TUTTOFOOD Milan 2025 have highlighted the importance of key themes like sustainability, innovation, and internationalization. In particular, it became clear that growth depends on highly innovative products, more sustainable processes, and expansion into increasingly competitive international markets. These trends directly influence the skills required of those who lead companies.
Key Competencies for Leaders in the Sector
1. Systemic Thinking and a Sustainability Mindset
Integrating sustainable practices into business strategies is crucial. Leaders must be able to assess environmental, social, and regulatory impacts and translate them into actionable decisions. 2. Ability to Drive Innovation
Fostering the adoption of digital technologies, promoting cross-functional teams, and leveraging pilot projects are essential competencies to remain competitive. 3. Intercultural Leadership and International Expansion
With exports serving as a primary driver of growth, managerial leadership must be capable of operating in multicultural environments and managing global supply chains. 4. Agile Management and Data-Driven Thinking
Using data for demand forecasting, inventory management, and predictive marketing is now essential. Soft skills such as adaptability and critical thinking complement a strong data-driven culture. 5. Employer Branding and Talent Development
Attracting and retaining talent requires the ability to create inclusive, appealing work environments while maximizing the potential of internal teams.
The Role of the Head Hunter in This New Landscape
In this evolving scenario, the role of the head hunter is key to identifying and attracting talent with the necessary strategic competencies. Our mission is to support companies in selecting leaders capable of driving innovation, promoting sustainability, and successfully navigating global market challenges. Since, as mentioned, the food & beverage sector is constantly evolving, companies must adapt quickly to remain competitive. Identifying and integrating the right skills will be crucial to addressing future challenges and seizing the opportunities offered by the market.
Expanding Business in the United States: The Talent Acquisition Challenge According to Consea
During the third edition of the “International Talks” series, organized by Bonfiglioli Consulting Italy and USA, I had the pleasure of participating as CEO North America for Consea, sharing our perspective on talent acquisition in the U.S. market. It was a rich and stimulating discussion that highlighted the complexities and opportunities of managing human capital in an increasingly competitive global environment. The United States is one of the most strategic markets for Italian companies today—but also one of the most complex. Opening a local office or launching a production site is not enough: success requires building a solid organization capable of attracting, selecting, and retaining top talent. This demands a deep understanding of local dynamics, candidate expectations, and the ongoing transformations in the world of work.
The Challenges of Talent Acquisition in the U.S. Market
One of the key topics we addressed was the set of challenges Italian companies face when entering the American market. The first is the growing global competition for talent. The rise of remote work has expanded the talent pool for many North American companies, which now hire professionals from around the world. This has increased pressure on European markets, making it even harder to attract qualified candidates. Moreover, the work culture in the U.S. is significantly different from that in Italy. Frequent job changes are considered normal, especially among younger generations. Retention, therefore, becomes a critical challenge: professionals seek stimulating environments, flexibility, shared values, and growth opportunities. Companies must be able to offer a clear, authentic, and consistent value proposition. Another fundamental aspect is investment in employer branding. Candidates expect transparency, inclusivity, and alignment between stated values and actual practices. Companies that fail to communicate their identity effectively risk being excluded from the short list of top talent.
Compensation, Benefits, and Cultural Expectations
Compensation is a particularly sensitive topic. In the U.S., compensation packages are often complex and include stock options, bonuses, health insurance, retirement plans, and other benefits. Italian companies must be aware of these standards and be prepared to negotiate with candidates who have very specific and pragmatic expectations. But it’s not just about numbers. Understanding cultural differences in leadership, communication, and business approach is also essential. The American model is performance-driven, fast-paced, and goal-oriented. This can create misalignments with Italian companies, which tend to be more relationship-focused and gradual in their approach. For this reason, assessing soft skills and cultural fit is a key step in the selection process.
Compliance and International Mobility: A Changing Landscape
Another topic we explored— in collaboration with ECA Italia—was regulatory compliance, which is particularly complex in the U.S. Recent changes in immigration policies and visa processing times have made relocating managers from Italy more difficult and costly. Companies must plan well in advance, rely on experienced partners, and adopt flexible solutions to avoid delays that could jeopardize entire expansion strategies. Managing contracts, benefits, and taxation also requires careful attention: each state has its own rules, and non-compliance can lead to legal and reputational risks. In this context, collaboration between HR, legal teams, and executive search partners is essential to ensure a smooth and secure process.
Technology and Digitalization in HR Processes
Finally, we shared how the adoption of digital tools is transforming our approach to talent acquisition. At Consea America, we use a combination of technologies for sourcing, evaluating, and managing recruitment processes. From talent mapping platforms to psychometric assessments like Hogan, to video interviewing systems and integrated ATS platforms—technology is now an integral part of our daily work. These tools not only increase efficiency but also enhance the candidate experience and the quality of hiring decisions. In a market like the U.S., where speed and transparency are essential, digitalization provides a decisive competitive edge.
Conclusion
The U.S. market offers tremendous opportunities, but it requires preparation, flexibility, and a deep understanding of the local context. Talent acquisition is not just an HR function—it is a strategic element for the success of any internationalization project. At Consea, thanks to our experience and direct presence in the region, we support Italian companies in facing these challenges with an integrated, human-centered, and technology-driven approach. “Approaching the U.S. market with awareness and vision means laying the foundation for sustainable, long-term growth. And in an increasingly interconnected world, human capital remains the true engine of innovation and competitiveness.” Antonella Cerabona – CEO Consea America Inc. Link Video
How Economic Shifts Are Reshaping Demand for Executive Leadership
In today's volatile global economy, companies face a complex mix of inflationary pressures, fluctuating interest rates, and ongoing geopolitical uncertainty. These external forces are doing more than shaping financial markets; they are redefining what effective executive leadership looks like.
The Economic Impact on Executive Hiring
Periods of economic disruption often spark a recalibration of leadership priorities. In downturns, boards seek turnaround specialists with the resilience, operational discipline, and financial acumen to steer organizations through turbulence. When markets expand, the focus shifts toward innovation-driven executives who can capture emerging opportunities and scale growth efficiently. This cyclical pattern highlights the direct economic impact on executive hiring. Leadership needs no longer follow a static model; instead, they reflect broader shifts in market confidence, consumer behavior, and investment trends. Companies that anticipate these transitions and proactively align their leadership teams are best positioned to thrive in any climate.
Executive Hiring Strategies for a Changing Economy
The most successful organizations are rethinking traditional executive hiring strategies to adapt to today's dynamic environment. Rather than filling positions reactively, boards are emphasizing predictive leadership planning—identifying the skills and mindsets their organizations will need to navigate future challenges. Key trends shaping modern executive hiring include: Agility and transformation expertise: Leaders who can pivot quickly in response to shifting markets. Digital fluency: Executives who understand technology's role in driving competitive advantage.
Cross-functional leadership: Professionals who can unite operations, finance, and innovation under a shared strategic vision. At Consea Group , we help organizations design and execute executive hiring strategies that reflect both immediate priorities and long-term objectives. By tailoring search criteria to specific economic contexts, we ensure our clients attract leaders who not only fit the role but also anticipate what comes next.
Aligning Leadership with Market Realities
The right leadership at the right moment can be the difference between surviving and outperforming. Consea's adaptive executive search methodology focuses on the capabilities most critical to each phase of the business cycle. In uncertain markets: We identify leaders skilled in transformation, cost optimization, and cultural stabilization.
In recovery or growth periods: We target visionary executives who can accelerate innovation, drive digital transformation, and lead expansion into new markets. By continuously monitoring executive leadership demand across industries, Consea ensures organizations stay one step ahead, equipped with leaders who can navigate change and seize opportunity.
Building Resilience Through Strategic Leadership
Economic cycles may be unpredictable, but leadership strategy does not have to be. Companies that invest in forward-looking executive recruitment are more resilient, adaptable, and prepared to lead through uncertainty. Partner with Consea Group to ensure your organization has the leadership strength to remain competitive, no matter how the global economy shifts. Contact us to start your executive search.
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