Talentnet’s latest research reveals the attitudes of the new breed of managers emerging in the modern world of business.

Recent fast research by Talentnet revealed new insights held by those occupying managerial level positions and higher in businesses around Vietnam, covering their expectations of an ideal company, new skills required for talent, and an overall portrait of an @ leader.

The research surveyed more than 360 respondents in managerial level positions and up nationwide (Senior Directors and up: 5.2 per cent, Directors: 16 per cent, Senior Managers: 21.5 per cent, Managers: 57.5 per cent) and data from 100,000 valid contacts for manager and higher candidates from Talentnet’s Executive Search Service (ESS). Results from this first-ever survey are recognized as the largest data source on the “talent market”. 

New skills 

Based on respondents’ perceptions, the rapidly-changing “gig economy” encourages employers to seek talent with modern-day qualities, including strategic/critical thinking, technical skills, interpersonal skills, and leadership skills. 

Compared to new skills emerging in the modern global labor market, however, local leaders seem to undervalue certain essential skills, such as creativity and change management.

Accordingly, to narrow the vision gap between local and global business leaders about must-have skills, companies could consider expanding the skillsets of their staff. 

Perceptions and vision of ideal company

Source: Talentnet's Fast Research on Leadership Movement in Vietnam, August 2017

Ideal company from a talent perspective

When it comes to defining a great place to work, multinational companies (MNCs) and foreign-invested enterprises (FIEs) remain the top-of-mind choice for most survey respondents. 

Surprisingly, startup companies are the next preferred workplace, which means that nowadays leaders have a stronger sense of entrepreneurship and the spirit of “challenges-for-growth”. 

Another viewpoint worthy of consideration is that an ideal company should feature one or a combination of the following factors: career development, job value, corporate image, and compensation and benefits.

 More than just a flowery statement, the relationship between personal value and organization vision was portrayed by respondents as a key driver in their workplace choice. 

While 60 per cent agree that a broad career path plays an important role in choosing a job, most appreciate advantages brought by their career as long as it helps to enhance their personal values. 

The opportunity to grow is also a leading element in helping attract candidates and keeping them with the company long term. 

In other words, if they don’t feel a strong connection between their own values and the company’s values, or if the job itself lacks diverse exposure and more challenging tasks, they have a tendency to resign.  

New leaders and necessary traits 

While being a workaholic is considered a key trait among leaders, 2017 has witnessed a significant change, especially looking closer at the survey responses. 

Companies becoming more cognitive about collaboration and challenges in leadership development will emerge faster while taking into consideration Vietnam’s aging workforce. 

Therefore, along with the fast-paced effects of a hyper-growth market, leadership skills are also fueled strongly by technology disruption and redefined into new essential traits that should not be ignored.

The five traits in the accompanying chart may be considered as necessary characteristics of @ leaders.

Perceptions and vision of new skills

Source: Talentnet`s Fast Research on Leadership Movement in Vietnam, August 2017

These five traits reveal a “portrait” of future managers and leaders, who will be visionary, family-oriented, career-centric, and appreciative of personal values and a professional workplace. 

Benefits must accompany family-driven values, such as support in their children’s school fees and favorable loans for housing purchases. 

Survey respondents also appreciate three elements relating to the company’s branding image: (i) a long-term and strategic vision for development, (ii) the potential of the industry, and (iii) corporate social responsibility.

It is clear that a business can’t transform without an effective and agile people management strategy. 

While the era of the fourth industrial revolution (Industry 4.0) is marked by faster change, personal benefits and initiatives can foster engagement and commitment among employees, which makes everyone a winner. 

By taking the insights mentioned here into account, enterprises can better map out their people strategies, which must be strongly aligned with business performance, starting with full and complete talent management and leadership development.  

Nguyen Thi Quynh Phuong/ Director of Executive Search & Selection Services, Talentnet

VN Economic Times