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A survey of senior executives highlights what works—and what doesn’t—when it comes to attracting and retaining talent in China.
A survey of senior executives in the Asia Pacific region examines companies’ willingness to retain or change reporting-line structures, and the talent factors driving these important decisions.
By using a more sophisticated, thoughtful approach, and better understanding the talent needs required, multinational drug companies can better position themselves for long-term success in China’s fast-growing pharma market.
The Heidrick & Struggles survey, Foundations and Building Blocks for High-performing Boards, Asia Pacific Governance Report 2014, identified four capabilities of top boards, with nine drivers feeding into those capabilities.
Finding senior executives with the right set of skills, strong leadership competencies, an international mindset and extensive local know-how remains a challenge for many multinationals as well as local enterprises
Global manufacturers have long exploited China’s low-wage environment. But salary inflation, pollution in the coastal manufacturing hubs, and intellectual property issues, are prompting a search for alternatives.
What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.