OUR
RECRUITMENT FOCUS IN THE
PHILIPPINES
We
recruit experienced, world-class Local
and Expatriate Senior Managers for
Leading American and Western European
companies, in charge of
Philippines-level, Southeast Asian
(ASEAN), or for wider Asia-Pacific
Regional responsibilities.
We are asked to find people who can
act as Sole Contributors or as
managers who can run large departments
or business units.
ART
recruits senior
leaders across:
-
C‑suite:
CEO, COO, CFO, CTO, CIO
-
General
Management: Country
Manager, Managing Director,
President
-
Commercial
Leadership: VP
Sales, Sales Director, Business
Development
-
Finance
Management: CFO, VP
Finance, Controller, Planning
& Analysis, M&A
-
Operations
& Manufacturing:
VP Operations, Plant Manager,
Engineering Director
-
Supply
Chain & Procurement:
Logistics Directors, S&OP
Leaders
-
Technology:
CTO, VP Engineering, R&D
Director, Technical Director
-
Information
Technology: CIO,
CISO, VP IT, Director Data
Center
-
Corporate
Functions: CHRO, HR
Director, HR Manager, Legal
& Compliance Leaders
Our
cross‑border search capabilities
allow companies to access talent
across the entire APAC region.
Throughout
Southeast Asia we recruit Managers for
companies where the goal is to
increase local market share or to
increase the efficiency of the foreign
business unit. Often the best solution
is to recruit highly qualified local
or resident expatriate managers who
have strong track records of success
in the national market, or in the
Southeast Asia (ASEAN) or Asia-Pacific
markets as a whole.
- Our emphasis is to find managers
who perform well in accordance with
the business ethics and business
style of our client company. The
objective is to find a leader whom
our client company can trust to run
their business, while effectively
reaching local customers, suppliers,
and employees in a way that they
will find comforting.
- Whenever possible, we seek
candidates who have worked at their
best in similar roles at
similar firms, often at our client's
direct competitors or
near-competitors. Familiarity with
the target industry or market sector
usually means faster success and
greater organizational
effectiveness. We are trained
headhunters who know how to find
such candidates.
- We take
particular care to try to find
people who are accustomed to working
in a business model that resembles
that of the client company. A person
who works well at a top national
enterprise, or even at a large
multinational Western firm, for
example, might not be the right
person as employee #1 at a
medium-sized foreign firm's
greenfield business unit in a
particular country..
When the
position to be filled involves a
responsibility beyond the
country-level, such as a Managing
Director for the Asia-Pacific Region,
an ASEAN Sales Director, or an
Asia-Pacific VP Finance, we take
special care to seek out people who
bring deep experiences across the
Asian region, with respect, knowledge
and insight into the many varied
cultures of Asia. Such
managers tend to bring out the
best from their local staff,
customers, and suppliers, and help
make a greater business for our client
companies.
ART's
Philippines Recruitment is a model
of how proper executive search
should be done everywhere.
We
first started recruiting in the
Philippines in 1995. It was
our first recruitment assignment in
the Asia-Pacific region, and we hold
that first search assignment as a
valuable case study treating the
subject of how proper executive
search recruitment should be
conducted in all countries.
- Here was the search need as
described by our client: a very
successful American firm in the
EMS field and a key component
supplier to one of the world's
major mobile phone
manufacturers: "We have to
replace an American factory
manager at our Philippines
plant. He doesn't get along with
anyone at the plant, which
employs 3,000. He sits in his
office with the door shut. We're
not making deliveries on time to
our customer, which represents
most of our revenue."
- Our client wanted us to find
another American expatriate,
because their assumption was
that only an American could run
such an operation. But we asked,
"If Americans are so good at
being Factory Managers, why did
this one fail so miserably?" (By
the way, we are Americans
ourselves.) Our client saw that
maybe they needed to look at
things differently.
- Our search suggestion was to
find the best EMS Factory
Manager in the Philippines,
using exactly the same methods
and approach that we use to
recruit in the U.S. and in every
other country. So we recruited
from every single Philippines
electronics manufacturing
company with a staff over 100.
This was a group of
approximately 50 target
companies and included General
Managers, Manufacturing
Directors, Manufacturing
Engineering Directors,
Industrial Engineering Directors
and Quality Directors -
altogether over 200 managers.
From this group we narrowed down
candidates to the "Best 100,"
then "Best 50," then "Best 20."
At each step we considered the
candidate's job history,
management philosophy,
achievements as a manager, ideas
on business turnaround,
communications style and level
of enthusiasm. Out of that came
our Shortlist of 5 all very good
choices for our client.
- Success of our Theory: The
person whom our client hired
successfully turned around a
floundering and critical
business unit, upon which our
client company absolutely
depended. His success also
helped our client establish a
second plant in China, which was
run on the model of the Filipino
plant. Our candidate remained as
General Manager of the
Philippines business unit for
nine years, ultimately moving on
to another firm as Managing
Director.
- What is
to be learned by this example?
- First,
is that a passport does not
automatically convey
competence, success in
business, or anything.
- Second is that competent
managers in any field are not
easy to find. They have to be
carefully sought out and
carefully evaluated. That is
what an experienced
headhunting firm such as ART
is capable of doing.
An
Important ART Difference: Unlike
nearly every single Philippines or
Southeast Asian recruitment firm,
ART has never used advertisements to
find candidates for our clients.
- Advertising is, at best, a
hit-or-miss, luck-based recruitment
strategy. If a recruitment firm
relies on advertising, they are not
doing executive search. They are
merely placing advertisements and
poorly trained clerks are left to
determine if candidates fit the
client's needs. This kind of
standard might be acceptable for
general labor recruitment but it is
far too risky for international
corporations to rely on such
slapdash methods in order to find
their Head of Asia-Pacific Sales, or
to find their next Regional Vice
President, for example..
- ART client companies do not hire
us to be lucky. ART is an American
executive search firm founded in
1987. Our recruiters are all
"headhunters," not
advertisement-placers. Our clients
hire us because we know candidates
in the right locations and at the
right companies.. These are
candidates whom we have known for
years, and in the event that they
are not available, they are people
whom we can rely on to refer us to
even more suitable candidates. These
relationships grow from years of
trust.. Good candidates recommending
other good candidates. Our clients
look to us for these informed
"insider" contacts.
- Our clients hire us because we
know the profiles that will work
well for their company's critical
Asia-Pacific business mission. How
do we have this special knowledge?
It comes from our firm recruiting in
our clients' industries and markets
on a global and regional scale for
decades. We therefore have seen
business models that work well and
business models that failed. We
understand the kind of profiles that
are likely to bring success for our
new clients, based on our
experiences witnessing many similar
business models.
- This is what experience,
professionalism and good business
ethics brings: success for our
clients, and success for our
candidates' careers.
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