Executive Readiness: Is Your Leadership Team Future-Proof?
In a business world defined by constant change, leadership readiness has become a strategic imperative. From digital transformation and global expansion to meeting rising expectations around ESG (Environmental, Social, and Governance) and DEI (Diversity, Equity, and Inclusion), the demands on leadership teams are increasing. The real question is whether your current leaders are prepared. In short: is your leadership team future-proof?
For many organizations, answering that question requires not only assessing internal capabilities but also considering external talent. Strategic headhunting services can play a critical role in identifying leaders with the agility, resilience, and global mindset needed to drive transformation.
Assessing Leadership Agility and Resilience
To future-proof leadership, companies must move beyond traditional performance reviews and begin assessing leadership agility and resilience. These qualities determine how well leaders can adapt to change, manage uncertainty, and guide their teams through disruption.
Agility shows up in how your executive team responds to ambiguity, pressure, or shifting priorities. Are they flexible in their thinking? Do they encourage innovation and manage risk effectively? Resilience is reflected in their ability to recover from setbacks, maintain clarity under stress, and keep the organization focused during turbulent times.
Building a Future-Ready Leadership Team
A future-ready leadership team doesn’t happen by accident. It starts with a clear assessment of current leadership capabilities and how they measure up against emerging business challenges.
Key attributes to evaluate include:
Strategic thinking and long-term vision
Familiarity with digital technologies and innovation
Inclusive leadership aligned with DEI goals
Cultural awareness and global business fluency
A commitment to ESG principles and sustainability
These capabilities are increasingly essential, especially as the pace of change accelerates across industries.
Align Your C-Suite With Your Growth Strategy
As your business evolves, so should your leadership team. Many executive teams were built for past priorities. If your company is pursuing new markets, scaling operations, or embracing digital transformation, it’s important to align your C-suite with your growth strategy.
This might involve redefining roles, introducing fresh leadership perspectives, or investing in executive coaching. The goal is to ensure your leadership team has the mindset and skill set to support your future vision.
Assessing Executive Team Performance
Regularly assessing executive team performance helps you keep leadership aligned with strategic goals. Look beyond individual performance metrics to evaluate how the team functions collectively. Are they collaborating effectively? Is decision-making timely and strategic? Are they living the values they ask others to uphold?
Future-proof leadership is not a one-time initiative. It’s an ongoing process of evaluation, development, and alignment. Organizations that prioritize executive readiness will be better positioned to lead through change and seize new opportunities.
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.
Recruiters often ask themselves: “How can I find the best Candidate for my Client?” Of course, everything depends on the industry and the specifics of the role, but more and more often, there is a noticeable trend toward emphasizing the evaluation of soft skills in candidates. Why is this so important, and how can it be assessed during the recruitment process? Companies are increasingly preferring Candidates with well-developed interpersonal skills such as communication, collaboration, creativity, problem-solving, and adaptability. In the face of automation and artificial intelligence, soft skills are becoming essential for career success. These abilities help individuals handle crises better, manage teams effectively, and ultimately contribute to the success of the organization. An interesting study was conducted in Poland during the Pracuj.pl Festival, where experts asked members of Generation Z about the most important skills used at work. As many as 54% of respondents indicated that soft skills (such as empathy, communication, and teamwork) are the most important. In second place (37%) were specialist skills (courses, industry knowledge), followed by foreign language proficiency in third place. This shows that the younger generation values flexibility, growth, and adaptability. Rapidly changing technologies are increasing the importance of soft skills, and employers appreciate people who can think critically, build relationships, and work collaboratively. The younger generation is fully aware that technical skills can quickly become outdated, while interpersonal abilities remain universally relevant. That is why young people are increasingly treating soft skills as a key asset. These skills allow them not only to adapt to different professional roles but also to manage their careers more effectively in the long term. Recruiters are increasingly using various methods to assess candidates’ soft skills in realistic scenarios. This approach helps them better understand how someone performs in real-world job situations. Here are some examples: 1. Case Studies and Practical Tasks These help assess candidates’ reactions to real-life challenges. Goal: To evaluate how the candidate approaches solving actual problems. Assessment: Analytical thinking, creativity, decision-making, task prioritization. Example: Solving a client problem, analyzing sales data, or creating a short action plan. 2. Behavioral Interviews Analyzing work experiences and problem-solving approaches. Goal: To understand how the candidate responded to specific past situations. Assessment: Communication, collaboration, stress resistance, initiative. Sample question: “Tell me about a time when you had to quickly adapt to a change in plans. How did you handle it?” 3. Assessment Centers Simulations of professional scenarios in group settings. Goal: Comprehensive evaluation in a simulated work environment. Assessment: Teamwork, leadership, conflict resolution, flexibility. Tasks: Group discussions, presentations, decision-making games, role-playing. Conclusion As of 2025, recruitment focuses on identifying and developing candidates’ soft skills, which are crucial for success in a dynamic and diverse professional environment. The job market is evolving rapidly, and so are the expectations of both candidates and employers. Therefore, one of the key challenges for companies will be adapting recruitment processes to meet the demands of this new reality. If you want to stay up to date with the latest recruitment trends in the Polish market – and beyond – follow Consea! Our agency operates in Europe, North America, and Asia, which allows us to continuously expand our expertise in headhunting and share this knowledge with both Clients and Candidates. Umiejętności miękkie w rekrutacji
Osoby zajmujące się na co dzień rekrutacją często zadają sobie pytanie: „Jak znaleźć dla Klienta najlepszego Kandydata na dane stanowisko?”. Wszystko zależy oczywiście od branży i specyfiki roli, ale coraz częściej można zauważyć trend, jakim jest nacisk na badanie umiejętności miękkich osoby rekrutowanej. Dlaczego jest to tak ważne i jak można to sprawdzić podczas procesu rekrutacyjnego? Firmy coraz częściej preferują Kandydatów z rozwiniętymi umiejętnościami interpersonalnymi, takimi jak komunikacja, współpraca, kreatywność, rozwiązywanie problemów oraz zdolność adaptacji. W obliczu automatyzacji i sztucznej inteligencji, kompetencje miękkie stają się kluczowe dla sukcesu zawodowego. To one pozwalają lepiej radzić sobie w sytuacjach kryzysowych, efektywnie zarządzać zespołem, a co za tym idzie – wpływać na sukces organizacji. Ciekawe badanie zostało przeprowadzone w Polsce podczas Festiwalu Pracuj.pl, gdzie eksperci zapytali przedstawicieli pokolenia Z o najważniejsze umiejętności wykorzystywane w pracy. Aż 54% ankietowanych odpowiedziało, że to właśnie „umiejętności miękkie” (empatia, komunikatywność, umiejętność pracy w grupie) są najbardziej istotne. Na drugim miejscu (37%) znalazły się umiejętności specjalistyczne (kursy, wiedza branżowa), a trzecie miejsce zajęła znajomość języków obcych. To pokazuje, że młode pokolenie stawia na elastyczność, rozwój i zdolność adaptacji. Szybko zmieniające się technologie sprawiają, że umiejętności miękkie zyskują na znaczeniu, a pracodawcy doceniają osoby, które potrafią myśleć krytycznie, budować relacje i działać w zespole. Młode pokolenie doskonale zdaje sobie sprawę, że kompetencje techniczne mogą szybko się dezaktualizować, a zdolności interpersonalne pozostają uniwersalne. To właśnie dlatego młodzi ludzie coraz częściej traktują umiejętności miękkie jako kluczowy atut. Dzięki nim są w stanie nie tylko odnaleźć się w różnych rolach zawodowych, ale także skuteczniej zarządzać swoją karierą w dłuższej perspektywie. Rekruterzy coraz częściej wykorzystują różne metody, aby ocenić umiejętności miękkie Kandydatów w realistycznych scenariuszach. Takie podejście pozwala lepiej zrozumieć, jak dana osoba radzi sobie w rzeczywistych sytuacjach zawodowych. Oto przykłady: 1. Case studies i zadania praktyczne: Pozwalają sprawdzić reakcje na realne wyzwania. Cel: Sprawdzić, jak Kandydat podchodzi do rozwiązywania rzeczywistych problemów. Ocena: Myślenie analityczne, kreatywność, podejmowanie decyzji, priorytetyzacja zadań. Przykład: Rozwiązanie problemu Klienta, analiza danych sprzedażowych czy stworzenie krótkiego planu działań. 2. Wywiady behawioralne: Analiza doświadczeń zawodowych i podejścia do problemów. Cel: Zrozumieć, jak Kandydat reagował na konkretne sytuacje w przeszłości. Ocena: Komunikacja, współpraca, odporność na stres, inicjatywa. Przykład pytania: "Opowiedz o sytuacji, w której musiałeś szybko dostosować się do zmiany planu. Jak sobie poradziłeś?" 3. Assessment centers: Symulacje sytuacji zawodowych w zespołach. Cel: Kompleksowa ocena w warunkach symulacyjnych. Ocena: Praca zespołowa, przywództwo, rozwiązywanie konfliktów, elastyczność. Zadania: Dyskusje grupowe, prezentacje, gry decyzyjne, odgrywanie ról. Podsumowując, w 2025 roku rekrutacja koncentruje się na identyfikowaniu i rozwijaniu kompetencji miękkich Kandydatów, które są kluczowe dla sukcesu w dynamicznym i zróżnicowanym środowisku zawodowym. Rynek pracy zmienia się dynamicznie, a wraz z nim ewoluują oczekiwania zarówno Kandydatów, jak i pracodawców. Zatem kluczowym wyzwaniem dla firm będzie dopasowanie procesów rekrutacyjnych do nowych realiów. Jeśli chcesz być na bieżąco z aktualnymi trendami rekrutacji na rynku polskim (i nie tylko) – obserwuj Consea! Nasza agencja jest obecna m.in. w Europie, Ameryce Północnej i Azji, a to pozwala nam stale poszerzać naszą wiedzę w zakresie „headhuntingu” i dzielić się tymi kompetencjami zarówno z Klientami, jak i Kandydatami. Iga Paskiewicz - Recruitment Consultant
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
Consea APAC: China Labor market outlook, with an eye on Asia 2024
More than a year after China’s reopening and its return to normal life, the exodus of foreign talent seems to have been partially stopped, even if many expats had already left the country between 2020 and 2022. In 2020, there were approximately 845,000 foreigners in Mainland China[1], including Chinese citizens holding foreign passports, while in 2023 the recorded number was 711,000.[2] At first glance, this number seems very encouraging, however, what might have changed is its composition. Based on reports from the different European chambers of commerce in China, the number of citizens coming from these countries has drastically reduced. As a matter of fact, according to the report issued by the European Union Chamber of Commerce, 25% of German citizens have left the country permanently, and similar numbers have also been recorded for French and Italian citizens (-20% each).[3] This drop appears to be much more drastic than the -15% recorded in 2023. If we take a closer look, this trend had already started prior the pandemic. Between 2010 and 2020, the number of American (-23%), French (-39%) and German (-22%) citizens on Chinese territory declined sharply, and so did the number of citizens from other countries such as Japan (-44%), South Korea (-51%), Singapore (-32%) and Australia (-4%). On the other hand, inflows from countries such as Myanmar (+783%), Vietnam (+119%), Laos (+590%), Cambodia (+1159%) and North Korea (+88 %) have increased exponentially, as well as for other African and South American countries.[4] The risk, therefore, for the country is to have lost a significant number of high-skilled labor from more developed countries, and to have partially compensated for this loss with the entry of low-skilled labors from emerging countries. This theory also seems to be supported by the distribution of foreign citizens on the territory; cities such as Beijing and Shanghai recorded a sharp decline in the number of immigrants in the period between 2010-2020 (-41.5% and -21.4% respectively), while Yunnan province recorded a 700% increase.[5] In conclusion, although precise data regarding the three-year period of 2020-2022 is still lacking, it is easy to assume that the trend that was already in place in the previous decade has been accelerated by the pandemic and the related restrictions put in place. Moreover, the disruption brought by the pandemic also had, among other effects, a strategic change towards the Chinese market; indeed, many foreign players have decided to adopt a “China for China” approach. China, therefore, is no longer a potential hub for managing the Asia/APAC region, but rather a market with highly localized organizational structures and a scope of responsibility limited only to China Mainland or Greater China borders. This has clearly triggered a greater focus on recruiting local talent, minimizing the number of expats in the country. We, as Consea, have seen first-hand a reduction in the number of executive searches (hyperlink https://consea-dev.quattrolinee.com/head-hunting/ ) of expatriates in the area. This new structure has led many companies to move their regional HQ, or to relocate some of the foreign decision makers to Singapore or other areas in South East Asia or Far East, depending on the industry and the business model implemented. Furthermore, many companies are evaluating other destinations in Asia for their new FDI (Foreign Direct Investment), such as Singapore (hyperlink https://consea-dev.quattrolinee.com/2023/06/14/nuova-aperto-a-singapore/ ), but also Vietnam, Thailand, Malaysia and India, particularly for the manufacturing sectors. This consideration is the result of several factors, including: the high labor cost: disposable income per capita in 2023 amounted to 39,218 yuan, up 3% on an annual basis in nominal terms[6];
the aging of the workforce: the age of the Chinese workforce increased from 37.1 in 2017 to 38.3 in 2022[7];
other macro-economic factors such as declining population, risk of deflation or stagnation, domestic consumption and exports still low, downturn of real estate market;
and the willingness to diversify the supply chain. FDI in the ASEAN region grew between 2020 and 2022 up to $227Bn, although 2023 saw a decline of -16%, but despite this, the number of greenfield project announcements in the region still increased by 37%. Also, India had a similar path in terms of incoming FDI and "greenfield projects".[8] For this reason, we are seeing a growing demand for foreign talent coming from these areas. Nevertheless, numbers for China seem to be encouraging and improving for 2024. According to official data, unemployment in urban areas fell by 0.4 percentage points in 2023 to 5.2%[9], so did youth unemployment which fell to 14.9% in December 2023, after the peak of 21.3% reached in July of the same year[10]. GDP ‘s growth has returned to levels around +5%[11], and the government is planning various measures and incentives aimed at helping the economy. Among these, of particular importance for companies and foreign citizens, there are certainly the tax exemption on benefits for foreign staff, promulgated until 31 December 2027, and the "visa-free" entry guaranteed to citizens from the main Europeans countries, as well as from Malaysia and Singapore. Although not sufficient to reverse a trend that has been undergoing for several years now, they are certainly important signs of going in the right direction. Author: Matteo Scipioni Bertoli, Head of Business Development & Delivery APAC [1] China embraces increasing foreign residents, China Daily, 2021 https://global.chinadaily.com.cn/a/202105/12/WS609b14c5a31024ad0babd49f.html [2] Foreigners living in China in 2023 return to 85% of 2019 levels; simplified border measures to facilitate more foreign visitors: NIA, Global Times, 2024 https://www.globaltimes.cn/page/202401/1305619.shtml [3] European Chamber of Commerce, European Business in China Shanghai Position Paper 2023/2024. [4] Number of foreigners in China, results of 7th national census, Expat Focus, 2022 https://mp.weixin.qq.com/s/nfm1Vzfdu0LC8mXgBggxbQ [5] Goodbye China: What Do Fewer Foreigners Mean for Multinationals and the Chinese Economy?, Intereconomics, volume 57, 2022, number 5 https://www.intereconomics.eu/contents/year/2022/number/5/article/goodbye-china-what-do-fewer-foreigners-mean-for-multinationals-and-the-chinese-economy.html#footnote-008 [6] China's per capita disposable income grows 6.3 pct in 2023, Xinhua, The State Council The People’s Republic of China January 17, 2024 https://english.www.gov.cn/archive/statistics/202401/17/content_WS65a73d26c6d0868f4e8e32e0.html [7] China’s Changing Labor Market – Trends and Future Outlook, China Briefing, 2023 https://www.china-briefing.com/news/chinas-labor-force-data-trends-and-future-outlook/ [8] Global FDI in 2023 was weak, with lower flows to developing countries, United Nations UNCTAD, Issue 46, 2024 https://unctad.org/system/files/official-document/diaeiainf2024d1_en.pdf [9] China Unemployment Rate, Trading Economics https://tradingeconomics.com/china/unemployment-rate [10]China Youth Unemployment Rate, Trading Economics https://tradingeconomics.com/china/youth-unemployment-rate [11] National Economy Witnessed Momentum of Recovery with Solid Progress in High-quality Development in 2023 https://www.stats.gov.cn/english/PressRelease/202401/t20240117_1946605.html
The first time my CEO and I landed in Chicago was a windy cloudy day of May. We were 90% sure this was the place we wanted to implement our American HQs. We were a little bit familiar with the US geography, opportunities, and potential challenges, but we needed to get a “vibe” of the city, the Midwest culture and how it would welcome the project we had in mind for Consea’s expansion into North America. Suddenly the cloudy day became sunny and mildly warm; Chicago was welcoming us with open arms. It was 2017. I would then travel back to Chicago many other times by myself to start looking for our offices, meeting with our lawyers, our CPA, and eventually starting our operations. I traveled to other cities and their regions (such as Atlanta, New York, Cincinnati, Detroit, among others) to meet our clients and familiarize myself with their industrial areas as well as the US “way to do” business. In September 2017, Consea America was officially settled, and we already had our first clients. 5 years later… where are we? Consea America is now one of the major point of references in the Executive Search sector for companies that are already in North America and also for those that are starting up their operations on US soil. Consea America exists for those who need a local partner, not only for their recruiting needs but also a consulting and effective support in understanding the US market and its cultural aspects and differences with the EU mindset. We have a strong and solid organization composed by passionate, motivated and committed individuals that everyday are working hard and capitalize their market knowledge for our clients, candidates, and partners in general. Consea America has recently hit its 5 Year Milestone with excellent results, being the second relevant market for Consea Group in terms of revenue. In these 5 years, we went through challenging and exciting moments. The pandemic was a teaching moment for the most of us; we sat down with our network (clients, candidates, professionals of the HR and Business Consulting industry) and discussed the New Normal during our Round Table with the CEOs events. We also took the time to reinforce our team*, invest in our internal resources and prepare ourselves for the moment when the market would be ready to go back to the New Normal. And so it happened, in 2021, together with another phenomenon that experts called the Great Resignation. Year 2023, a new 5-year cycle is starting. Consea America is stronger and ready to continue supporting our partners and markets in North America. *A special Thank You to my team: without you guys all this would have not been possible! Authors Antonella Cerabona - CEO Consea America Inc.
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
Talent Risk Audit: Why Summer Is the Best Time to Identify Leadership Gaps
August is a natural pause in the business cycle. With many decision-makers on holidays and operations running at a slower pace, it's the perfect time to look forward—especially at the strength and stability of your leadership team. While most companies wait until there's a resignation or crisis to react, a summer talent audit allows you to proactively uncover hidden risks in your org chart and identify where your organization may be exposed. Don't wait for a vacancy to fix a leadership gap. Instead, plan ahead before talent gaps become urgent.
Why Conduct a Talent Risk Audit in August?
Time to Reflect
With fewer meetings and a lighter workload, HR leaders and executives finally have room to zoom out. Use this space to ask: Where are we most vulnerable if a key leader leaves?
Who is actually ready to step up?
What roles would take the longest to fill externally?
Less Noise, More Clarity
The quieter pace of summer allows you to analyze your leadership pipeline without the usual daily distractions. It's an ideal time to assess succession pipelines, role fragility, and readiness gaps that are often ignored in the rush of day-to-day operations.
Get Ahead of the September Surge
As business ramps back up in September, many companies scramble to address sudden leadership changes or backfill strategic positions. Assess your leadership exposure before September so you can respond with confidence when new opportunities or challenges arise.
What to Look for in a Talent Risk Assessment
A strong talent risk assessment goes beyond org charts and job titles. It should evaluate: Whether the company is too dependent on a single person for certain roles
If there are team members who could confidently step into leadership if needed
Whether current employees are being prepared to grow into bigger roles
If the leadership team has the right skills for where the company is headed
Where potential gaps could slow down the business if someone left suddenly Too often, companies have succession plans on paper that don't hold up in practice. Maybe the “next in line” lacks the trust of their team, or they're missing key technical skills. Maybe no one is actually ready. By engaging in a structured talent risk audit with Consea, you get a clearer picture of both the risks and the opportunities within your current leadership structure.
Don't Let a Vacancy Be the Trigger
Leadership transitions are inevitable. When succession is poorly planned or not planned at all, the consequences ripple across teams and departments. Productivity declines. Morale suffers. Strategic momentum slows. Rather than reacting to a leadership gap when it happens, take a proactive approach. The organizations that navigate change successfully are those that prepare for it in advance.
August Is Your Strategic Advantage
August offers something rare: time and perspective. Use it wisely. Uncover hidden risks in your org chart, strengthen your succession pipeline, and ensure your leadership team is ready for what's next. The summer slowdown may just be your best window to secure your leadership future. Learn more about our Human Capital Consulting services and how Consea can help you conduct a forward-looking talent risk audit.
Assess Your Risk
Digital Transformation at the Top: Why Companies Need Leaders Fluent in AI and Innovation
Digital transformation is reshaping every sector of the global economy. While technology continues to evolve at extraordinary speed, meaningful transformation still depends on people. More specifically, it depends on leaders who can connect strategy with innovation and guide organizations toward new ways of working. AI is no longer a technical consideration but a fundamental leadership capability. Artificial intelligence, automation, and data analytics are redefining how companies operate and compete. For most organizations, the challenge is no longer whether to adopt these technologies but how to embed them into decision making and long-term growth. This requires executives who are open to change and confident in navigating it. Leaders fluent in AI and innovation are becoming essential.
Why Digital Transformation Fails Without Leadership Buy-In
Many digital initiatives fail because they begin at the operational level without full alignment at the top. When executives see digitalization as a technical upgrade rather than a strategic evolution, progress becomes fragmented. Teams may introduce new tools or systems, yet the broader cultural and organizational shifts do not follow. Successful organizations take a different approach. They view digital transformation as a collective effort that depends on clarity of vision and the ability to bring people together. Leaders play a central role in explaining why change is needed, setting priorities, and supporting teams as they learn and adapt. Their involvement provides direction through uncertainty and helps build the trust required for innovation to take root.
The Business Risk of Executives Without Digital Expertise
As markets shift and new technologies accelerate, the cost of appointing leaders who lack digital fluency continues to rise. Executives are expected to interpret complex data, evaluate AI-driven insights, and make decisions in an environment where conditions change quickly. Without these capabilities, organizations struggle to respond effectively or anticipate what comes next. Business performance is not the only area affected. Companies without digitally aware leadership often face challenges in talent retention, resource allocation, and cross-functional collaboration. Opportunities to innovate are missed. Growth initiatives lose momentum. In response, many organizations are placing greater emphasis on AI executive hiring to ensure their leadership teams can transform emerging technologies into strategic advantage.
How Consea Identifies Leaders with Proven Innovation Credentials
At Consea Group, we understand that digital transformation requires leadership that is both visionary and practical. Our executive search and leadership consulting practices are designed to help clients identify professionals who can translate new technologies into meaningful business value. Our approach looks beyond technical experience. We focus on the qualities that support innovation and sustainable change. This includes the ability to set a clear direction, encourage collaboration, and create an environment where teams feel empowered to experiment and learn. We also evaluate how leaders approach uncertainty and how they guide others through periods of transition. By combining industry knowledge with behavioral insight, we help organizations identify leaders who bring integrity, adaptability, and a long-term mindset to digital transformation.
Securing Future-Ready Leadership
The organizations that thrive in the years ahead will be those led by individuals who are prepared for the future and understand that innovation is not a separate initiative but an essential part of business strategy. These leaders recognize that AI and data are reshaping every dimension of organizational performance and that the role of leadership is to create the conditions for progress. As transformation accelerates, the need for executives who are digitally fluent, strategic, and deeply people-focused will continue to grow. Consea Group partners with organizations worldwide to identify and develop the leaders who will shape the future of digital transformation.
Speak with our consultants to explore how Consea Group can help you identify leaders who are ready to guide your digital transformation journey.
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
Our office is getting bigger: new opening in Singapore
Consea Group, one of the leading executive search and HR consulting firms in the world, is proud to announce the opening of its new office in Singapore in June 2023. With the opening of the new office, Consea Group aims to expand its reach in the Asia-Pacific region and better serve its clients. The new office in Singapore will be the seventh branch at international level, joining its offices in Shanghai, Krakow, Sao Paolo, Mexico City, Chicago, and New York. Consea Group is dedicated at providing its clients with the highest quality executive search services, and the new office in Singapore will be no exception. With almost 20 years of experience in Asia thanks to the Shanghai office, Consea decided to follow the trend of senior managers, executives, entrepreneurs, and investors to conduct business in the Asian countries to consolidate and diversify its presence in the region, while maintaining a strong interested and attention to China. Due to her strong experience and knowledge of the Asian Market, the Consea’ Singapore office, already operational for a few weeks, will be managed by Gaia Ceccatelli, in Consea since 2019, as General Manager APAC. With an overall bullish hiring market in Singapore, there was a strong appetite to hire from almost every sector for a wide range of roles, with the highest demand being for executive and mid-management (5-12 years of experience) level professionals. A notable change was the increase of regional roles based in Singapore; with the country gradually becoming the APAC hub of choice for more multinational companies. This competitive recruitment landscape came as the economy fully opened up post-COVID-19, and companies would like to meet their growing demand to hire. Despite candidates showing greater willingness to move roles, it remained a candidate-short (and driven) market for the last months. The HR market is still a big challenge! Consea Group’s CEO, Chiara Altomonte, made the following statement about the company’s expansion into Singapore: “We are very excited to be expanding our presence in the Asia-Pacific region and to be able to offer our clients the same high-quality executive search services that we are known for. We are confident that the opening of our Singapore office will help us better serve our clients and help them finding the best candidates to fulfil their open positions.” We have many initiatives in the pipeline, follow us on LinkedIn so you don’t miss all the updates and projects we are developing! Authors: Chiara Altomonte – General Manager and Head of the Fashion & Retail division
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