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Executive Search in Thailand

JacksonGrant is a proud member of Cornerstone International Group. Cornerstone is one of the world’s largest networks of top-flight Executive Search and Human Resource firms. Cornerstone has a truly global reach with more than 60 offices in 40 countries.

Cornerstone is consistently ranked by Forbes as one of the world’s best Executive Search Firms around the world. By leveraging Cornerstone's extensive global network, we recruit elite executive candidates with world-class expertise.

Thailand is Southeast Asia's central hub for technical and engineering companies. If your organization is looking for top global talent to relocate, or searching for the most capable and experienced Thai executives, JacksonGrant can help.

JacksonGrant's consultants have an exceptional track record of recruiting elite executive leadership for companies operating in Thailand and throughout Southeast Asia. With many decades of recruitment experience, our senior consultants have the gravitas, network, and industry expertise to attract top-tier executive talent. We are experts in Candidate Assessment; all of our Executive Search services are customized for each client's particular needs.

JacksonGrant knows how to find leadership candidates with the skills, character, and multicultural sensitivity required to help your business succeed. We have access to the most desirable passive candidates, the ones who cannot be found in recruitment agency databases, so you get great talent who are perfect for your roles.

If your organization requires new leadership in Bangkok, Thailand's Eastern Industrial Seaboard, or anywhere in Southeast Asia, JacksonGrant is the best choice. Contact us today to get started with your search for elite executive candidates.

Our sector expertise

Our hiring process

Stage 1

Our expert consultants align with you to define the profile of your ideal candidate, focusing on the job specification, key competencies and success criteria. Then we compare your requirements to the current market, putting together a list of potential candidates to target. By looking at the technical skill sets you need from your executives, the resilience, leadership and culture you're looking for we ensure we only present you with executive candidates that truly meet your needs.

Stage 2

After providing you with an update on our initial candidate dialogues we put together a shortlist of high-calibre candidates that meet your specifications using rigorous assessments and cutting-edge technology. The quality of our selection process and the detail of our screening ensures this is an efficient and thorough process for you. We also structure and oversee the interview and referencing process.

Stage 3

Finally, we provide detailed candidate reports based on an analysis of professionalism and personality that allow you to make your final candidate selection. We assist you in putting together an attractive remuneration package. Our assistance continues post-hire through comprehensive onboarding coaching so your new hire can acclimate to their new role and you see productivity from the get go.

Matching you with the perfect talent

As a leading technical recruitment agency in Thailand, we can match you with executive talent across the manufacturing, logistics, life sciences, infrastructure, and digital technology industries. Discover top calibre executives with the skills and leadership abilities you need to succeed. Trust JacksonGrant to find your company's next generation of leaders.

Submit vacancy
Rhenus Logistics Co., Ltd.

JacksonGrant understands the logistics business. The company’s excellent network and consultative approach has ensured it is a vital business partner for our growth in Thailand & SE Asia. JacksonGrant’s groundbreaking RaaS solution has revolutionised our talent acquisition strategy. Having ongoing access to the full range of the JacksonGrant team’s experience means we can always get the right solution.

East-West Seed International Limited

I have been working with JacksonGrant both as a candidate and a client.

JacksonGrant has a distinctive approach to executive search: they strive to understand both the client’s and candidates’ cultures, expectations and motivations by establishing a close personal relationship with all parties. JacksonGrant genuinely cares for a mutually beneficial outcome. Besides, I was personally always impressed by the follow up post placement. I warmly recommend JacksonGrant as a very reliable and professional partner in executive search.

Cushman & Wakefield Services (Thailand) Co., Ltd.

Since becoming our approved recruitment partner, JacksonGrant has has consistently impressed me with their holistic approach to recruitment and HR support. The consultants are always quick to respond and their specialist understanding of our industry ensures we were able to quickly hire candidates with the right fit for our business. JacksonGrant ask the right questions and look to add value at every stage of the process.

It is my pleasure to recommend JacksonGrant to any company looking for professional recruitment support in Thailand.

Lumentum International (Thailand) Co., Ltd.

As our company grows in Asia and especially in Thailand, it has been a true customer experience to work with JacksonGrant whilst going through the process of searching, filtering and appointing a senior executive.

JacksonGrant was able to quickly understand our needs very precisely, mainly because of their experience and practical understanding of the roles. We have a very successful partnership with JacksonGrant on all our professional opportunities in line with our strategy of growth.

JacksonGrant is able to take a lot of the heavy lifting from our shoulders to allow us to focus on the needs of the business in order to get the right mix of talent either locally or from their worldwide network.

As we move forward in our growth model, JacksonGrant will be in step with us, advising and supporting our challenges in executive recruitment.

Stanley Black & Decker Inc

JacksonGrant has helped Stanley Black & Decker fill several key engineering positions in Thailand over the last few years. JacksonGrant’s attention to detail, their understanding of our business needs and their access to excellent candidates has made them a key partner to the development and growth of our business.

DB Schenker

I have worked with JacksonGrant for a number of years and during this time they have successfully identified several key people for our company from middle management to executive Country & Cluster leadership

As one of the leading global logistics providers, we require employees with a combination of multicultural skillsets, languages and attitudes. JacksonGrant’s network of local Thai and expatriate logistics professionals in SE Asia is exceptional and allows them to access candidates with specific technical skillsets when required. They are experts in their field and this market knowledge empowers their recruitment support.

JacksonGrant has a very personal and friendly approach to business and offer a supportive, motivating and highly professional service. I would have no hesitation in recommending them to others looking for recruitment support.

Datapath Ltd

We have worked with JacksonGrant for recruiting senior sales roles to cover Southeast Asia, our engagements are always smoothly and successfully executed.

On each occasion, JacksonGrant impressed us with their responsiveness, professionalism, speed, pragmatism, transparency, and general ‘ease of working together’ throughout the process – from understanding our business and our target candidate profile, identifying and introducing appropriate candidates, arranging interviews and ‘backchannel’ liaising with candidates, and appropriately advising on expectations and next best steps. 

I would not hesitate to work with JacksonGrant for any future recruitment needs, and can confidently recommend JacksonGrant to anyone seeking recruitment services in the region.

KSB Pumps CO. Ltd.

I have worked with JacksonGrant for over eight years, whilst leading two different technology companies. Throughout this time, JacksonGrant has demonstrated experience and domain knowledge from support staff to front line technical and commercial leadership. We look forward to continuing a long-term partnership with JacksonGrant.

Diversey Holdings, Ltd.

When operating in the Thailand job market with 0.5% unemployment rates and millennials dominating the work space, having a reliable recruitment partner is paramount to the success of any business. That’s what we found in JacksonGrant. 

JacksonGrant spent time understanding the nuances of our business and the requirements for each job and they were able to provide us with good quality candidates, almost instantly. This is especially true for mid to senior level jobs. It’s a pleasure working with this team that blossoms everyday under Richard’s leadership.

DB Schenker
Rhenus Logistics
Schneider Electric

Submit A Vacancy With Us:

Your JacksonGrant consultant will spend time understanding your unique business requirements to ensure we only shortlist candidates who we believe to be perfect for your role. Through tested methodologies, interviews, and assessments we identify talented executives who will drive your business forward.

  • Our executive search consultants have access to:In-depth industry experience
  • Extensive in-house database of executive candidates
  • Wide-ranging local networks

Hiring advice and insights

10 signs you need an RPO partner
10 signs you need an RPO partner

Are you an employer in Thailand struggling to free up sufficient internal talent acquisition or HR resources to support your long-term recruitment requirements? This can lead to recruitment challenges such as high turnover, difficulty in finding qualified candidates, compliance issues, and time-consuming hiring processes. If this sounds familiar, you're not alone. Many employers in Thailand face these common problems, which can hinder their ability to attract and retain top talent, and ultimately impact their business performance. However, there is a solution - Recruitment Process Outsourcing. How Recruitment Process Outsourcing works RPO is a hiring method where a third-party provider acts as an extension of a business’s internal recruitment team. An RPO partner can streamline hiring, enhance candidate quality, and manage all aspects of the hiring process at volume . In comparison to contingent recruiters, who divide their time across multiple clients and are paid only when a candidate is successfully place in a role, RPO partners assign dedicated consultants who focus on the needs of one client over a long period of time. This makes for a more efficient and effective services. JacksonGrant’s unique Recruitment as a Service model (RaaS) takes the best elements of RPO and combines it with aspects of Project Recruitment and Executive Search. RaaS is an integration of the full breadth of JacksonGrant’s resources, giving you access to a fully customisable, integrated, sustainable, and holistic talent acquisition solution. In addition to identifying talent for specific roles, our team can provide up to date talent market intelligence in your sector, and strategic advisory, right up to executive search support. Benefits of using an RPO service Using a Recruitment Process Outsourcing (RPO) service offers several benefits for employers, including: Speed Dedicated resources and expertise to streamline the recruitment process, resulting in faster time-to-fill for vacant positions. Volume hiringEfficiently handle high-volume recruitment needs, such as during peak hiring seasons or for large-scale expansion plans. Candidate qualityRobust screening and assessment techniques to identify top-quality candidates who are the right fit for the organisation. Strategy supportGuidance and insights to optimise recruitment strategies, aligning them with business goals. Cost-effectiveCost-effective recruitment solutions that reduce recruitment costs and improve ROI. ScalabilityServices can be easily scaled up or down based on your hiring needs, providing flexibility and adaptability. Compliance expertiseEnsure compliance with relevant labour laws and regulations. Technology and innovationAccess to cutting edge, specialist, global recruitment technology. These valuable tools are specifically designed to provide best-in-class recruitment process. Access new talent poolsExtensive networks and talent pools that increase your chances of sourcing the right candidates. 10 signs you need an RPO partner : If RPO sounds like it might be the solution for you but you’re still unsure if the challenges you’re facing require RPO support here are ten signs that connecting with an RPO partner, like JacksonGrant, could be beneficial for your hiring: 1. You need to hire at volume If you have large-scale hiring needs with multiple positions to fill on a regular basis it can be difficult for smaller internal hiring teams to manage the recruitment process efficiently and effectively. Working with an RPO partner can help you generate and filter large numbers of applications and provide you with the industry experience and resources to manage large-scale recruitment campaigns. 2. You’re having difficulty finding qualified candidatesRPO providers have access to a wider talent pool supported by specialised databases, networks, and recruitment tools. If you are struggling to find qualified candidates these tools can help identify and attract qualified candidates more effectively. 3. Vacancies are taking a long time to fillLong time-to-fill periods for open positions can be an indication of inefficient recruitment processes or a lack of resources. 55% of candidates believe it should take less than two weeks from first interview to job offer. If your recruitment process is longer than that you could be losing out on the best candidates. An RPO partner can streamline your recruitment process, reduce time-to-fill, and ensure that you don’t miss out on top talent due to delays. 4. You don’t have access to recruitment expertiseIf your internal HR team lacks the necessary expertise in recruitment, it can result in ineffective sourcing strategies, poor candidate experience, and ultimately, subpar hiring outcomes. An RPO partner brings specialised recruitment expertise and best practices, including market insights, sourcing strategies, assessment techniques, and employer branding, which can enhance the quality of your hires. 5. Your recruitment is cost and resource heavyManaging the recruitment process in-house can be resource-intensive and costly, involving expenses such as job postings, recruitment tools, background checks, and interview logistics. Outsourcing your recruitment process to an RPO provider can provide cost-effective solutions, as they can leverage economies of scale and optimise recruitment resources. 6. You need your recruitment efforts to scaleIf your hiring needs fluctuate seasonally or due to rapid business growth, you may need to scale your recruitment processes quickly. An RPO partner can provide the flexibility to scale up or down the recruitment process based on your organisation's needs, without the need for significant internal restructuring. 7. You’d like your talent acquisition to be more strategic An RPO partner can help elevate your talent acquisition function from a transactional approach to a strategic one. RPO providers can work closely with your organisation's leadership team to align recruitment strategies with business goals, create robust talent pipelines, and implement workforce planning and analytics to drive strategic talent acquisition initiatives. 8. You’re expanding into an unfamiliar geographical locationIf your organisation is expanding its operations into Thailand, navigating local recruitment practices, cultural nuances, and compliance requirements can be complex. An RPO partner, such as JacksonGrant, offers local expertise that can help you effectively manage recruitment across Thailand and Southeast Asia, ensuring compliance and consistency in hiring practices. 9. You are experiencing high turnover or low retention rates84% of Thai businesses are worried about retaining skills and expertise. High turnover or low retention rates may indicate issues in your recruitment process or candidate selection. An RPO partner can conduct thorough candidate assessments, background and reference checks to ensure that you are hiring candidates who are the right fit for your organisation, reducing turnover and improving retention rates. 10. Your focus is on core business functionsIf your organisation wants to focus on its core business functions and doesn't want to allocate significant resources to manage the recruitment process internally, partnering with an RPO provider can allow you to outsource the recruitment function while maintaining focus on your core competencies. Outsourcing your recruitment to JacksonGrant’s RaaS model Whether you are based in Thailand or are an international entity looking to break into the Thai engineering and technical markets outsourcing your recruitment to JacksonGrant has never been easier or more effective. As Thailand's leading engineering and technical recruitment agency, we can support your expansion into Thailand and Southeast Asia and help you hire experienced, technically proficient, English-speaking candidates. Our distinctive Recruitment as a Service (RaaS) model means you always have access to a bespoke, cost-effective strategy that achieves the right outcomes for your business and can adapt quickly and easily to your changing goals and the fast-paced global market. Learn more about JacksonGrant’s unique RaaS service offering or get in touch to discuss your requirements.

Cross-Cultural Understanding: How Thai, Japanese, and Western Work Cultures Differ
Cross-Cultural Understanding: How Thai, Japanese, and Western Work Cultures Differ

Working with colleagues from different cultures can present challenges and opportunities. Cross-cultural working environments have become increasingly common in today’s interconnected world. These environments bring together individuals from different cultural backgrounds, each with their own unique perspectives, beliefs, and traditions. While these diverse cultures can foster creativity, innovation, and a broad range of ideas, they can also present challenges. One of the most significant challenges of working in a cross-cultural environment is communication - or more specifically, miscommunication. Misunderstandings and confusion can occur when people have different cultural interpretations of speech and body language. To overcome these differences, it is essential to ensure that everyone is speaking the same language, both literally and figuratively. Another challenge is cultural differences in work ethics and practices. Different cultures have varying attitudes towards punctuality, hierarchy, and the importance of workplace relationships. To avoid friction, it is important to appreciate and respect these differences by adapting and finding common ground. Cultural diversity also creates opportunities for personal and professional growth. By embracing cultural differences, individuals can gain new perspectives and develop cross-cultural skills, becoming more empathetic and globally aware. I’d like to share my observations from more than 20 years working in cross-cultural environments with Thai, Japanese, and Western organisations. I hope these insights can lead to greater understanding and appreciation amongst colleagues. Please keep in mind, these are generalisations; there are always exceptions to these cultural norms, but they are honest observations from my personal work experience with American, European, and Asian companies. Thai Working Culture: Thai working culture places great value on respect, harmony, and enjoyment in the workplace, with an emphasis on hierarchy and personal relationships. Here are some general observations to help understand how Thais approach work relationships. Respect for authority – Thai working culture places great emphasis on respect for authority figures such as managers or bosses. This is reflected in the use of formal titles and language. Hierarchy and seniority – Thais also place great importance on hierarchy and seniority. Senior employees are expected to make the decisions. Younger employees are expected to show deference and respect. Thai working culture is hierarchical, and employees are expected to show this respect to their superiors, not only during working hours, but whenever they meet. Politeness and saving face – Thai employees value politeness and courtesy. They are extremely sensitive to avoiding embarrassment or loss of face, to themselves or others. This means that they may be hesitant to offer criticism or feedback – when they do express themselves, especially to superiors, they will soften their opinions. Indirect communication – Thai people prefer indirect communication. This is considered polite behaviour. To express strong opinions, or to say ‘No’ directly could be considered rude. Loyalty and harmony - The concept of sanuk, or sabai sabai (that life should be fun, lighthearted and enjoyable) is important in Thai culture. This notion is often prioritised over individual ambition or competition. As a result, loyalty to the team and maintaining harmony are highly valued. Work-life balance, and the value of family and relationships – Although Thai people work hard, they place a big priority on their personal lives. It is common practice to take time off from work to attend family events and celebrate traditional religious holidays. Thai culture values relationships, so building a strong relationship with your Thai coworkers is important to maintain a positive working environment. Gift-giving and hospitality - Thais are known for their hospitality and generosity. Gift-giving is common in many situations, including business meetings. Be aware that if you politely refuse a gift, it may be taken as a rejection, rather than an expression of humility. Cooperation & respect - Thai working culture is more cooperative and mutually respectful: employees are expected to work together to achieve company goals. Japanese working culture: Punctuality and focus – Being on-time is a crucial aspect of Japanese work culture. Tardiness is seen as a sign of disrespect. Employees are expected to arrive on time and studiously focus on their work. Long working hours and overtime – Japanese employees are known to work long hours, sometimes up to 12 hours a day. This is considered an indicator of dedication and commitment to the company. Employees are often expected to work beyond scheduled business hours, even if there is no overtime compensation. Collective and group harmony – Japanese working culture emphasises group harmony. Employees are expected to prioritise the needs of the group over individuals. Harmony and unity are of paramount importance, and employees are expected to work together towards a common goal. Respect for hierarchy – Japan's hierarchical culture is deeply ingrained in the workplace. Age, seniority, and rank play an important role in how employees interact with each other. Employees must always keep their superiors informed: Every decision, no matter how small, should go through the chain of command and get the stamp of approval from the boss. Employees should immediately report any problems to their bosses before trying to take care of it on their own. Work life balance – The concept of work-life balance is not as prevalent as in other countries. Employees of Japanese companies are expected to prioritise work over their personal lives. Formal or indirect communication – To avoid confrontation, Japanese communication is often formal, polite, and indirect. Openly expressing personal opinions or criticising others is considered disrespectful. Lifetime employment – In the past, Japanese companies would offer lifetime employment to their employees. While not as common today, this practice does persist in some sectors. Many Japanese companies still offer long-term job security and good benefits. We can see a higher proportion of Japanese employees who work most of their lives and retire from the same company, compared to other cultures. Loyalty & respect – Loyalty and respect for the organisation and its members are highly valued, and employees are expected to show respect to their superiors. The Japanese workplace is more formal: most staff wear a uniform or wear gray, navy, or black suits. Wearing ties and suits is common, even in the Thailand’s tropical summers. Hanging out after work & drinking – When the workday is over, Japanese colleagues go out to socialise with one another. They often hang out in karaoke bars or restaurants for nomikai, a drinking party. With everyone seated around one big table, co-workers are expected to drink, share meals, and engage in friendly conversation. Western Working Culture: Western cultures generally prioritise efficiency, productivity, and individual achievement in the workplace. In Europe and North America, employees are expected to work long hours, be competitive, and strive for professional success. The workplace is often hierarchical, with clear lines of authority and decision-making power. There is an emphasis on clear, direct communication and problem-solving. Compared to Asian office culture, Western employees are encouraged to speak up and share their opinions. Typical ‘farang’ work values also include: Individualism – The Western work culture is more individualistic; employees are expected to work independently to achieve their targets. Punctuality – Being on-time is of the utmost importance. Employees are expected to arrive punctually for meetings and appointments. Direct communication – Westerners are known for a more direct communication style; they prefer to communicate their ideas and opinions clearly and openly. Europeans may be more indirect and reserved, while Americans tend to have a more direct and open style of communication. Attitude towards authority – In my experience, European organisations have a more relaxed attitude towards authority. American organisations often have a more hierarchical workplace structure, where greater deference is expected to be shown to the boss. Innovation and creativity – The work culture in American organisations is typically more focused on innovation and creativity, something that is greatly valued in start-ups and tech. European organisations tend to place more emphasis on tradition and legacy. Work-life balance – Western culture places great importance on work-life balance, and employees are generally given greater freedom to manage their time. Still, work is prioritised over personal life. Employees are expected to put in extra hours or work on weekends. Depending on the organisation, taking vacation time can be stigmatised or discouraged. In recent years, recognition of the importance of work-life balance has grown; many companies now are beginning to offer more flexible work arrangements. Diversity and inclusion – DEI is becoming more important to Western companies. Many organisations are striving to create a more diverse workforce and promote equality and inclusivity in the workplace. There is also a growing trend towards remote work and telecommuting, as technology makes it easier to work from anywhere in the world. Embrace Cultural Relativism Working in a cross-cultural environment requires embracing cultural relativism. This is the idea that a person’s beliefs and behaviours should not be judged, but better understood through the lens of the person’s own culture. The norms and values of one culture cannot be objectively evaluated by using the norms or values of another culture. If you are aware of different cultural norms, and put them in proper context, you will better understand the behaviour of your international colleagues, and forge more productive, mutually beneficial and friendly working relationships. For example, if you are an American or European coming to work in Thailand, you may want to adopt a softer approach – tone down strong opinions, and literally speak more softly to avoid being perceived as rude. If you are a Thai working for a western company, this may be a chance for you to come out of your shell a bit, and feel more free to express yourself without fear of losing face. If you are a Thai, American, or European joining a Japanese organisation, you should demonstrate respect for elders, and show great deference to senior executives. These are indispensable principles in a Japanese work environment. Japanese value decorum and respectability, in public and in the workplace, so if you keep this in mind it will help you gain face with your colleagues. By embracing cultural relativism, I’ve learned how to place high-calibre candidates who not only have the proper credentials and capabilities – I can tell when a candidate will fit into the new company culture, and when they might struggle a bit despite having the perfect resume. The Value of Cross-Cultural Work Relationships I love working in cross-cultural working environments with people from various backgrounds, who have been trained in different disciplines. I find their input helpful for my personal growth and progress. Because they are by design more diverse environments, cross-cultural workplaces are generally free from prejudice and discrimination. Each individual has a unique set of abilities and skills that other members of the team value and benefit from. Every day, when I am exposed to different cultures, working methods, and viewpoints, I develop and learn new things from others. These experiences help me as a recruitment consultant role to better support the growth of my clients, especially multinationals expanding their operations in Southeast Asia. If your company is looking to hire overseas talent, or if you are interested to work for an international company with operations in Thailand, I’m happy to help. Please reach and send me an email: Surichai@jacksongrant.io

Looking for RPO services in Thailand? Try out RaaS
Looking for RPO services in Thailand? Try out RaaS

Recruitment Process Outsourcing or RPO recruitment is a popular recruiting model designed to help companies streamline their hiring process and improve the quality of their hires. RPO involves outsourcing some or all aspects of recruitment to a third-party provider who acts as an extension of your internal recruitment team. This can include sourcing and attracting candidates, screening and assessing them, and coordinating interviews and job offers for entire teams, departments, offices or locations. JacksonGrant’s Recruitment as a Service model (RaaS) takes the best elements of RPO and combines it with the essentials from other recruitment models, such as Project Recruitment and Executive Search. This means you are able to access a fully integrated, sustainable and holistic talent acquisition solution which can be customised to suit your business. What is RPO recruitment and why use an RPO service? RPO providers use their expertise and technology to create a bespoke recruitment strategy that aligns with your unique business goals. By outsourcing recruitment, you can save time and resources, reduce recruitment costs, and improve the efficiency and effectiveness of your hiring process. Helping you attract the best talent for your organisation at speed and scale. Recruitment Process Outsourcing can: 1. Lower hiring costsRPO can lower hiring costs in several ways. RPO providers use their industry expertise and access to recruitment technology to optimise recruitment processes, reducing the time and resources required to source, screen, and assess candidates. You can even reduce advertising and sourcing costs by tapping into an RPO service provider’s knowledge of the best recruitment channels for your needs. Additionally, RPO providers can leverage their network and database to attract and connect with high-quality candidates, reducing the need for expensive external recruiting resources. 2. Improve quality of hireDeveloping a customised recruitment strategy aligned to your business’ needs, goals and culture alongside the ability to attract and screen candidates more effectively ensures that only the most qualified candidates are presented for consideration. 3. Scale easilyBecause RPO models are flexible they can be scaled and adapted easily to meet your recruitment needs, respond to changes in demand or improve your access to specialised expertise. RPO providers can ramp up or down their recruitment efforts as needed meaning you are only ever paying for the support you really need. 4. Provide better reporting and analyticsBy leveraging technology to capture and analyse recruitment data, RPO providers can give you valuable insights into the effectiveness of your hiring process. The data collected can include metrics such as time-to-fill, cost-per-hire, and quality-of-hire. RPO providers use this data to identify areas for improvement, optimise recruitment processes, and help you make data-driven decisions about your recruitment strategy. By providing better reporting and analytics, RPOs can help you continuously improve your recruitment efforts and achieve better hiring outcomes. Unlike other RPO recruitment agencies, JacksonGrant's unique RaaS model helps you integrate all aspects of your recruitment process. Resulting in high rates of candidate engagement, optimised lead times and long-lasting placements, all whilst keeping your recruitment costs low. How can RPO benefit the Thai employment economy? Alongside improving hire quality and reducing costs, RPO recruitment brings other benefits to companies operating in Thailand that can not only improve their operating success but strengthen the Thai employment economy as a whole. RPO can contribute to: Retaining valuable skills and experience in the workforceProviding a positive candidate experience, developing a strong employer brand, and ensuring candidates with the right cultural fit are hired improves employee engagement, job satisfaction and retention. Meaning that the risk of valuable skills and experience leaving the business, industry or the workforce is reduced. RPO providers can also help end-clients develop effective onboarding and retention programs to further support employee retention. Increasing the labour force participation of underrepresented groupsDeveloping targeted recruitment strategies that focus on diversity and inclusion and on attracting and screening candidates from diverse backgrounds, ensures the candidate pool is representative of the broader population. RPO providers can help businesses develop policies and practices that support diversity and inclusion, creating a more welcoming and inclusive workplace culture that encourages underrepresented groups, such as women, to apply for and remain in positions. Supporting fast expansionBy providing the recruitment resources and expertise to rapidly scale up hiring efforts, RPO can help organisations quickly fill critical roles, expand their workforce, and enter new markets, enabling them to capitalise on growth opportunities and stay competitive in a rapidly changing business environment. Accessing local talentHiring local talent can help businesses save costs associated with relocation, can speed up onboarding and increase employee engagement by fostering a sense of community. Most crucially, it gives you access to much-needed local knowledge and expertise. An RPO provider with experience in the Thai employment market can help you attract and retain local talent. Complying with local regulationsThat local experience and understanding can also help you comply with local employment laws and regulations. Compliance with these regulations is essential to avoid legal issues, fines, and reputational damage. RPO providers can help businesses navigate complex regulatory environments and ensure that recruitment processes are compliant with local laws and regulations, mitigating risk and ensuring compliance. Outsource your recruitment with JacksonGrant’s RaaS model Whether you are based in Thailand or are an international entity looking to break into the Thai engineering and technical markets, outsourcing your recruitment to JacksonGrant has never been easier or more effective. As Thailand's leading engineering and technical recruitment agency, we can support your expansion into Thailand and Southeast Asia and help you hire experienced, technically proficient, English-speaking candidates. Our distinctive Recruitment as a Service (RaaS) model means you always have access to a bespoke, cost-effective strategy that achieves the right outcomes for your business and can adapt quickly and easily to your changing goals and the fast-paced global market. Learn more about JacksonGrant’s unique RaaS service offering or get in touch to discuss your requirements.

Thailand’s Manufacturing Sector Faces Market Headwinds
Thailand’s Manufacturing Sector Faces Market Headwinds

Economic data reflects Thailand’s resilience amidst a looming global slowdown. Manufacturing industry executives are rightfully exercising caution. Hiring activity is subdued, but strong demand exists for specific skillsets. The latest macroeconomic figures show an expected slowdown in Thailand’s industrial output, as slackening global demand continues to put downward pressure on exports. The good news is the drop in production activity is not as severe as predicted. Industrial production declined 2.71% in February, year-on-year. This is a slightly better performance than the 2.8% drop that market analysts had predicted (at one point a 4.81% drop was forecast). It’s the fifth straight month of decline in industrial output, but the pace of decline is less. Reduced consumption in belt-tightening Western countries, along with a weakened global demand for exports, may not necessarily indicate a recession, but we are watching these metrics closely. In Thailand, plastics and throw-away consumables, computers & peripherals (down 35% year-on-year), and garment manufacturing sectors are feeling the pain. Thailand’s Factories Continue To Show Resilience The Purchasing Managers’ Index March number was 53.1, a slight slowdown from February, but this is the fifth consecutive month we’ve seen improvement in this bellwether, which measures the volume of raw materials companies are purchasing. Thailand has one of most resilient global PMI figures. Domestic production rates are being maintained; I attribute this mainly to clearing a backlog of demand. Rising prices for raw materials and energy are having a negative effect on margins, and labour costs are going up. Petroleum, oil refining and automotive sectors are performing strongly. The auto industry registering nearly 7% year-on-year growth. We have seen a significant increase in foreign direct investment in Thailand’s EV supply chain infrastructure, specifically from Chinese brands such as BYD and Changan. Overall factory output is expected to increase by 1.5-to-2.5% this year in Thailand, down from a previous forecast of 2.5-to-3.5%. Food product output is also growing steadily. Hiring Outlook The executive leadership I have spoken to are feeling generally cautious. Some planned hiring and CAPEX decisions have been delayed. General hiring expansion is muted for many established businesses, with a few exceptions: as ever, we are seeing strong demand for certain technical expertise and niche subject-matter experts. Despite this, I am seeing a robust trend in senior leadership changes. It feels like we are entering a period of increased turnover in executive positions. I think this is because a lot of people in leadership positions feel weary; they have been in non-stop battle mode for the past three years. After enduring covid and navigating a volatile business landscape, people understandably want a change of scenery or a bit of time off. Burnout is a real phenomenon. According to Deloitte’s 2023 Human Capital Trends report, 70% of C-suite executives are “seriously considering leaving for a job that better supports well-being.” There is another reason we may be seeing some more changes at the top end of the hierarchy this year: during covid, many companies transitioned towards more sustainable local leadership. During the past two-to-three years, it has been more important to be close to your people. Besides, relocating executives around the world wasn’t especially practical with covid restrictions in place. Now that we’ve returned to normality, businesses are transforming once again. Many manufacturing operations are looking to bring in new perspectives and skills from outside of Thailand to optimise their business models and adapt. Strong Demand For Specific Skillsets Despite a general hiring reticence, manufacturing businesses still have high demand for cutting-edge tech skills in areas such as project management, and digital manufacturing. The talent pool in Thailand is still relatively small for these particular skillsets. As a result, we see a lot of opportunities for young engineering talent, mainly from Europe or North America, with companies that need tech-savvy talent, but can’t afford to populate their team with expats on expensive overseas relocation packages. Early-to-mid career millennials in their late 20s-early 30s are a source of attractive, relatively cost-effective new hires. These candidates are generally sought after for shorter term assignments. Thailand’s Learning Curve One of our clients recently set up a new factory in Thailand. They need dozens of talented high-value workers. But the technology being employed at their manufacturing facility is at the forefront of their field, and there simply are no advanced degree graduates within Thailand who are qualified to do this kind of work. So, the company is taking the novel approach of hiring local candidates and paying to send them overseas for advanced degrees. There has been significant government investment in production + logistics infrastructure. But not enough has been done to equip Thailand’s academic institutions to keep up with the ever-changing demands of the labour market. Efforts to fill the gap with Public-Private Partnerships may mitigate the talent shortage somewhat; the government has been working with technical colleges and corporate employers to create programmes to train Thai students in cutting-edge technology. Speaking Of Infrastructure … The Thai government has reiterated its commitment to the 2.2 trillion-baht investment programme in the Eastern Economic Corridor. We are 18 months into the programme; infrastructure improvements should be completed by 2027. Much of this investment is directed towards sectors where future technology is being developed, such as biotech. But we do not see enough concurrent investment in higher education to support this growth, in terms of staffing needs. JacksonGrant At Your Service Does your company have a need for professionals knowledgeable in the most advanced technology for manufacturing, marketing, food production, biotech, supply chain & logistics? Our recruitment consultants have extensive networks in specialised fields to help find the talent you need. Contact us to discuss your needs and see how we can support the optimisation of your business.

Management Trainee Programme Success Signals Increased Demand For Young Talent
Management Trainee Programme Success Signals Increased Demand For Young Talent

Management Trainee Programme Success Signals Increased Demand For Young Talent JacksonGrant hired to expand trainee recruitment programme for global food retailer. In my last blog, I shared a success story about a very big, complex, high-stakes special project. It involved screening several hundred applicants for a prestigious management trainee programme with a well-known global company. The client is a household name in retail food sales and a high-volume F & B wholesale distributor. Our high-profile client was so satisfied with the young talent that JacksonGrant provided in Q1 for the management training programme, that they came back and asked us to continue recruiting for this project all year long. Many of the fresh graduates and young professionals who were accepted as trainees have since signed contracts and are now working as permanent staff. Searching For Management Trainees In response to our client’s request, we are expanding our recruiting efforts in Q2 and casting a wider net for promising young management candidates for the trainee programme. I have added more staff, and my team at JacksonGrant is now carefully reviewing around 80 CVs per day from hopeful applicants. We are looking for candidates under 26 years old, with a university education, from anywhere in Thailand. To be considered, candidates must be able to work upcountry and be willing to travel up to six days per week. If you happen to know a recent university graduate or a sharp, ambitious young professional, please share this article with them. The deadline to submit your resume is 31 May. If you, or someone you know is interested, you may submit your CV via email to: management_trainee@jacksongrant.io Candidate Selection Process There are several steps to the trainee selection process. It’s quite rigorous, because our client is looking for candidates who will become long-term employees, on a track to management positions. Applicants must pass an online aptitude test and psychological evaluation before reaching the preliminary interview stage. Candidates who are short-listed by JacksonGrant will then be invited to our client’s HR assessment centre, where their problem-solving, leadership skills, and teamwork abilities will be evaluated in group sessions. Applicants who pass this HR evaluation stage will be granted a final interview with the client’s HR team and senior management. The Bigger Picture For Recruitment And The Labour Market This trainee programme is emblematic of some wider trends I am observing in HR and recruitment post-Covid. When the pandemic subsided, people returned to their normal lives, and HR departments at big organisations started gearing up to restore their workforce to previous levels. This management trainee search is part of that overall effort. Compared to the pre-covid era, we’ve seen some organisations modify their hiring strategies. More chances are available now for fresh graduates and less experienced talent. This is creating a lot more new opportunities at the entry-level position. Give The Youth A Chance Many new graduates are proving to large corporations that they are responsible, capable workers. Our client has been very satisfied with the performance of the first wave of management trainees. They are asking for more of the same kind of people, with the anticipation that fresh grads can be developed and groomed to rise through the ranks of the organisation and become a real asset to management. Positive Feedback Our client has found that Gen Z employees have a unique character that comes from being born and raised in the digital age. They easily adopt and adapt to new technology and are internet-savvy. This new generation of trainees is proving to be assertive, comfortable expressing their opinions, highly energetic, and quick learners. The skill sets and psychological profiles we have identified are a good fit, and our client is hungry for more bright young talent. High-powered energy is required in some fields, such as sales and production creative work. New graduates have the required abundance of energy to learn, and grow. When they are assigned a task, this group of ambitious Gen Z’ers will work tirelessly to demonstrate their ability to complete it. Promising Outlook For More Trainees Many organisations are presently seeking out new graduates for entry-level positions. Our client is looking for a new crop of management trainees to hire each year. Selected candidates will be carefully trained and closely evaluated during their six-month initial trial work period, to see where they will best fit in as full-time staff. Every quarter this year we will conduct another round of trainee searches, evaluations and interviews. By the end of the year, we expect to place around 400 applicants into temporary positions – in finance, operations, supply & logistics, and marketing. About 10 percent of these will be offered contracts for full-time roles, in what we all hope will be the start of a long and prosperous career with our client. There will be a clear path for career advancement for these promising new talents. Advice For Applicants Don’t be shy to apply for positions that are not necessarily related to your university degree. Employers are more flexible than you may think. Your character is often a more valuable asset than academic credentials. Our client is looking for the following qualities: punctuality and reliability, adaptability, resilience, and a positive attitude. Candidates should do their best to highlight these characteristics when they reach the interview stage. Don’t worry about whether you have experience in a particular field; the company will train you. Remember, we are looking for the right people as much as the right skill set. We will continue this management trainee recruiting programme throughout the year. Two more rounds will follow after the May 31st deadline, so keep coming back to this website for more updates on how and when to apply for the next round.

Mind the Gap: How Different Generations Approach Work and Office Culture
Mind the Gap: How Different Generations Approach Work and Office Culture

Attitudes towards work vary widely amongst the age groups. To ensure a harmonious workplace, HR and corporate leaders need to understand the differences between Gen X, Gen Y, and Gen Z. By Supak ‘June’ Prompila, JacksonGrant Supply Chain & Logistics Consultant I am fortunate to work in an office where three generations – X, Y and Z – work together harmoniously. Different age groups have different approaches to their careers, and different work habits. At JacksonGrant we’ve learned to acknowledge and adapt to these different attitudes, in order to achieve our shared goals and objectives. Navigating the generation gap is not always easy or straightforward. The young people of Generation Z entering the workforce have a very different approach towards work compared to their supervisors. Generally speaking, Gen Z does not share the same work ethic as Generation X. This can be a source of tension between older management and younger staff. It’s increasingly important for different age groups to understand one another and communicate effectively to keep up morale – and prevent any misunderstandings or toxicity in the workplace. Sea Change - Technology and Covid Disruption Gen X-ers were born and raised without high-speed internet, without smartphones and iPads; there was no wifi or instant messaging, and nobody ever got to work from home. There were no crypto-millionaires: ordinary people couldn’t even invest in stocks without paying steep brokerage fees. From a Gen X point of view, the only way to get rich quick is winning the lottery, or breaking the law. The Gen X managers and executives who run regional and global organisations don’t believe in short-cuts: you must work hard for a long time before the company will reward your efforts. In Thailand, it’s the same: Middle-class Gen X-ers had to strive and sacrifice for decades to achieve success. Generation Z doesn’t really believe in that old-fashioned work ethic: they want to work from home, they want flexible hours, and they want immediate rewards. This is a function of rapidly advancing technology, of course, but also two-to-three years of covid disruption: young office workers are accustomed to a very long leash, something that Gen X and Gen Y never had early in their careers. How the Generation Gap Plays Out in the Workplace As a recruiter, I am in constant communication with executive clients and HR colleagues. I regularly follow up with candidates I’ve placed, to see how they are getting on in their new roles. Here are some of the important generational differences I see that can lead to potential conflicts if not properly understood: · Communication styles The young generation is more straightforward, quick to offer constructive criticism, individualistic, with a more casual approach. Gen X values hard work and long hours, a/k/a ‘The Grind’ – they are more skeptical, formal, and uncompromising. Work ethic and values The young generation has been raised with social media and an emphasis on personal growth, prioritising the self over the collective, and achieving a work-life balance. As a result, they tend to value flexible work arrangements and prioritise a sense of fulfillment in their careers more than traditional values of sacrifice, loyalty, and putting in long hours. They want to work by remote. As much as compensation, Gen Z values diversity, inclusion, and a sense of purpose. They expect quick results, an expectation that is not always realistic. Generation X is far more pragmatic. The older generation sees no substitute for hands-on experience. They value action and achievement more than ideals, place a high importance on learning by doing, trial and error. As we might expect from our elders, they are more patient. They also have a tendency to romanticise hardship. Leadership styles The young generation is extremely open-minded. They resist micromanagement, and resent pressure. Their Generation X supervisors, on the other hand, are intensely focussed on the organisational processes that brought the company success; they prioritise results and the bottom line. Gen Y Can Bridge the Gap Given the wide divergence in values, we can see an inherent conflict between the Gen X management style, and the attitudes of the Gen Z staff that they are supervising. As a Gen-Y recruiter, I am in the middle of both groups, so I try to help Gen X and Gen Z work together more harmoniously, and adapt to changing workplace dynamics. I firmly believe that Gen Y can function as a bridge – because we understand both sides, it is up to us as future managers to help our senior management and junior staff get along. What does this mean for recruitment? Recruiters need to be aware of these generational differences. We need to understand our clients’ company culture intimately and implicitly. Even more importantly, we must ascertain the character of the candidates we are putting forward, to ensure a seamless fit. Red flags may pop up during preliminary interviews. Even if a candidate has the right skill set, it’s a mistake to place an individual with a staunchly Gen-Z personality in a conservative Gen-X environment. Dig deeper: ask job-seekers what is their ideal working culture, what motivates them, what are their life goals? We also must understand our niche industries in great detail. For example, tech employees often thrive in a fast-moving, dynamic culture. The manufacturing sector is more strict, less flexible: many have six-day work weeks, something that many tech workers won’t accept. What does the widening generation gap mean for employers? Gen X managers and executives need to understand it is much harder in today’s marketplace to find the kind of talent they demand. The upcoming generation often lacks the sort of dedication that companies have come to expect from entry-level staff. To attract talent with a more old-fashioned work ethic, companies will likely have to pay more, or spend an extended period of time searching for appropriate candidates. Ultimately, in some cases employers may need to accept that the standards they have set for junior staff may be unrealistic, given today’s workforce. Strategic Solutions To attract the best Generation Z talent, businesses should consider how they can soften their workplace, and make policies more flexible. By embracing and accommodating Gen-Z values as much as possible, companies will find it easier to retain younger talent. Here are a few suggestions: · Flexibility: Gen Z values flexible work schedules and office hours. Employers should provide hybrid or work-from-home arrangements whenever possible. · Technology: Gen Z is a tech-savvy generation that grew up with modern technology. Employers should provide them with the most advanced technology to work with, such as the latest computers, software, and communication tools. · Diversity and Inclusion: DEI is extremely important to young people. Organisations should strive to create an inclusive workplace where employees of different backgrounds and cultures feel valued and respected, with equal opportunities for promotion. · Continuous Learning: Gen Z values training and development opportunities. Employers should provide regular training programmes, workshops, and mentorship to help the next generation improve their skills and education. Advice for Generation Z Job-seekers also need to compromise if they want to achieve success. Gen Z are mostly entry-level and junior staff; they need to understand that they don’t run the world – not yet, anyway. Their opinions about work-life balance and compensation may have merit, but they are untested at the organisational level. Entry-level workers must accept that they will need to work harder: unless your family owns the company, the only way to succeed in the corporate world as junior staff is to put in more effort than your colleagues. There simply aren’t as many shortcuts in the corporate world as there are in social media entrepreneurship, for example. Some hard truths about Gen Z, from an elder’s perspective: · Gen Z is in too much of a hurry. They are impatient for change, but organisational changes take time, especially in big organisations. Young professionals need to appreciate that institutional change doesn’t come in the blink of an eye, despite how quickly technology is changing the world. · First prove that your new way of working is faster, better and more sustainable. Only then will Gen X bosses consider new ideas. · Young Gen Z workers often think they deserve a seat at the table, and the right to influence company policy. But they haven’t proven themselves yet. It is unrealistic to expect big rewards so early in your career. Meeting in the Middle Misunderstandings and disagreements between Gen X and Gen Z are to be expected in the workplace, just as in life. Gen Z needs to appreciate that the world is slowly adjusting to their preferred way of doing things, but a quick revolution is not going to happen. To convince Gen X of your talents, you need to adopt a more measured approach. Gen X and Y need to be open-minded about what Gen Z has to offer. Give junior staff an opportunity to speak their mind and make suggestions about adapting to new technology. At the same time, help them to cultivate the self-discipline required to implement the changes they desire. Gen Z needs help to develop their time management and organisational skills. Moving Forward The two-to-three-year covid lockdown put Gen Z in a bubble that they haven’t completely emerged from. They have not been fully socialised and initiated into the corporate world as previous waves of graduates have. Covid did not create a ‘new normal’. It was a temporary pause. New up-and-coming talent has tremendous potential, and lots to offer; but they have not learned yet how to apply their skills within traditional structures. For this they need Gen X and Gen Y’s guidance. Both sides of the age divide can foster a more productive and happier workplace if they understand and appreciate the ‘other’. This can be achieved by showing mutual respect for each group’s contributions, strengths, and accomplishments. Gen Z and Gen X should be open to change and embrace new technologies and work methods. Gen X can share their knowledge and experience with Gen Z, while Gen Z can share their knowledge of modern technology and trends. Knowledge-sharing can create a more productive and innovative workplace. If your company is having difficulty sourcing the right young talent to fits your office culture, I can help. Please reach out to me here.