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State-owned enterprises (SoEs) play a key role in a country and are mandated to provide well-being and jobs, and create wealth in the economy. Many invest in core areas like manufacturing products and providing services that private capital shies away from. This is now changing. As governments in Asia and emerging markets embrace free-market policies, SoEs now work closely with private management. But ,like their private sector counterparts, SoEs have to be accountable and hire the right top leadership talent to provide strategy and forward planning.
SoEs' leadership, used to having comfort levels with government stakeholders and contacts; now find themselves dealing with private players with differing styles of functioning, governance and compliance. But the essence of SoE leadership continues to retain an awareness and understanding of social causes. Identifying and hiring leadership talent for the SoE of the 21st century isn't easy. Competition is very intense and competitive, and finding the right talent is time-consuming and costly.
SoEs require leadership that understands the interface between private and public management styles of functioning; but talent equipped with these capabilities has to be identified and has been acknowledged as scarce. Attracting this widely spread talent it requires research-based data-oriented approach and specialised experts.
Unlike private enterprises, SOEs’ performance evaluations must entail their profitability as well as social benefits; hence it requires a Leadership not only with empathy for government-mandated causes but also with a close eye on the bottom line. Evaluating and striking the right Public-Private balance requires leaders to adapt to these business landscape changes.
A leadership which encourages a competitive work culture; by hiring and retaining talented individuals through competitive compensation and performance-based bonuses; is required. Salaries in SoEs are no longer decided in the traditional way as top talent remunerations are increasingly getting aligned to private sector compensation and reward structures.
SOEs majorly make the country’s mega-infrastructure projects; which require talent, especially with niche project experience that may be available across many geographies. Especially with the upgrading of technology, the talent required to execute these mega-projects is increasingly scarce; hence NewTech dynamics leadership is on the rise.
Our real-time insight guides and advise our clients on the global leadership talent pool available even before their real recruitment process commences.
Realistic talent preview to re-define sense of your Hiring decision even before the full-fledged Search starts
A proactive approach to build your external succession plan - ready pool to avoid leadership transition gap
Monthly contract service to empower in-house recruiters by keeping a pro-active flow of precise shortlists
Real-time data sense to salaries, structure and specific data points rather than depending on generic reports
Realistic in-depth insight of competitor's talent pool- bespoke specific insights of targeted business functions
Data & Research driven Hiring for maximum talent coverage- a detailed Research based approach to Search
Focus driven mapping research to unlock the power & potential of all talent; to achieve specific diversity goals
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