Global Workforce Expansion

Something interesting is happening that some leaders are not talking about publicly. While companies make headlines about downsizing in their home countries many of these same organizations are quietly establishing significant operations in Manila. JPMorgan takes over 2nd Uptown BGC tower which doubled Manila workforce to 20,000. Amazon also inaugurated its first operations services office in Cebu City which created hundreds of employment opportunities. According to Business World Online, office sector net absorption of 281,000 sq.m. in H1 2024 is driven by return-to-office mandates and office expansion. The numbers actually do not lie. Indeed, major tech companies, financial services firms, and consulting organizations are building substantial teams in the Philippines while maintaining different narratives in their public communications. This goes beyond cost-cutting anymore. It speaks about competitive advantage. The real reasons behind this quiet expansion reveal strategic thinking. The Philippines offers something unique. There is a mature business ecosystem with Western-compatible work culture, timezone flexibility for global operations, and a talent pool that scales with quality. Companies are not just finding cheaper resources. They are finding better operational models. The Philippines has become the preferred destination for serious business growth because it solves multiple problems simultaneously. English proficiency eliminates communication friction. Cultural compatibility reduces management overhead. Government support creates favorable business conditions. And the talent infrastructure can absorb rapid scaling without quality degradation. But what people often most miss is that companies are keeping this expansion quiet because it represents a competitive approach. While competitors struggle with domestic hiring challenges and inflated salary expectations, these organizations are building efficient and high-performing teams that operate seamlessly across global markets. Companies that figured this out early are scaling faster, operating more efficiently, and building sustainable competitive advantages while others debate the future of work. The Philippines is not just another offshore destination. It has become the operational backbone for companies that understand global talent strategy.

5 things you're missing from your employer brand 👇 1️⃣ Clarity - phrases like "open to flexible working" just don't cut it. What does this actually mean? Buzzwords don't add to your employer brand, they detract from it, so get specific. 2️⃣ Transparency - different people will thrive in different environments, and giving information up front around your benefits, culture, and ways of working doesn't put you at risk of people taking the piss... it means that you'll attract aligned talent. 3️⃣ Honesty - your employer brand should put off as many people as it attracts. Be truthful about the bits that won't be for everyone, like a fast-paced culture, no in-person time, or being fully in the office. 4️⃣ Advocacy - your employees are your biggest asset when it comes to your employer brand. People need to be able to see themselves in your organisation, so weaving in personal stories of the kind of people who thrive in your company will add a personal (and believable) touch. 5️⃣ Personality - the best employer brands feel different, just like the best brands. Look at TUI, Mars, and BT Business and you can feel how unique they are. Lean into how your organisation feels, the culture you have, and general company vibes, and get that across in your employer brand marketing. But what's the ROI I hear you say? 🔥 Better diversity 🔥 Lower cost to hire 🔥 Faster time to hire 🔥 Stronger retention 🔥 A more efficient hiring process 🔥 Increased relevance of applications #EmployerBrand #EmployerValueProposition #JobSeekers

Miscommunication in meetings can arise from various factors, leading to confusion, misunderstandings, and ineffective outcomes. Verbal Communication Issues During a meeting, John mentioned that the project deadline was "soon," but failed to specify the exact date. This ambiguity led team member Emily to assume the deadline was next week, while others thought it was in two weeks. This miscommunication resulted in delayed tasks and confusion. Nonverbal Communication Barriers In a meeting, team leader Michael crossed his arms and avoided eye contact while discussing the new marketing strategy. Team member Sarah misinterpreted this as disinterest, when in fact Michael was simply tired from a late night. This nonverbal cue led Sarah to doubt the strategy's potential. Cultural and Language Differences In a global meeting, Japanese team member Taro used the phrase "hai, so desu ne" (yes, that's right), which was misinterpreted by American team members as agreement. However, in Japanese culture, this phrase can also mean "I understand" without implying agreement. This cultural nuance led to confusion and delayed decision-making. Technological Issues During a virtual meeting, poor internet connectivity caused audio delays and dropped calls. Team member David missed crucial information and couldn't contribute to the discussion, leading to frustration and feelings of exclusion. Psychological and Emotional Factors Team member Rachel was stressed about meeting the project deadline and became defensive when colleague Chris suggested changes. Her emotional response led to misinterpretation of Chris's intentions, causing unnecessary tension and conflict. Organizational and Structural Issues A meeting lacking a clear agenda and objectives led to meandering discussions and unclear action items. Team members left with different understandings of their responsibilities, resulting in duplicated efforts and wasted resources. To prevent miscommunication, it's essential to: 1. Clarify language and expectations. 2. Encourage open feedback. 3. Use visual aids and documentation. 4. Foster a positive meeting culture. 5. Consider cultural and language differences. 6. Ensure technological compatibility. 7. Address psychological and emotional factors. 8. Establish clear meeting structures and processes. By recognizing these potential miscommunication pitfalls, teams can take proactive steps to ensure effective communication and productive meetings. #emotionalintelligence #softskills #communication #hiring #leadership

The most important skills today and in the next years will be human capabilities: critical and analytic thinking, resilience, leadership and influence, overlaid with technological literacy and AI skills to amplify these human capacities. World Economic Forum's new Future of Jobs Report provides a deep and broad analysis of the drivers of labour market transformation, the outlook for jobs and skills, and workforce strategies across industries and nations. It's a really worthwhile deep dive if you're interested in the topic (link in comments). Here are some of the highlights from the Skills section, which to my mind is at the heart of it. 🧠 Analytical Thinking Leads Core Skills. Skills like analytical thinking (70%), resilience (66%), and creative thinking (64%) top the list of core abilities for 2025. By 2030, the emphasis shifts even more towards AI and big data proficiency (85%), technological literacy (76%), and curiosity-driven lifelong learning (79%). This shift underscores the critical role of technology and adaptability in future workplaces. 📉 Skill Stability Declines but at a Slower Rate. Employers predict that 39% of workers' core skills will change by 2030, slightly lower than 44% in 2023. This reflects a stabilization in the pace of skill disruption due to increased emphasis on upskilling and reskilling programs. Half of the workforce now engages in training as part of long-term learning strategies compared to 41% in 2023, showcasing the growing adaptation to technological changes . 🌍 Economic Disparities in Skill Disruption. Middle-income economies anticipate higher skill disruption compared to high-income ones. This disparity highlights the uneven challenges of transitioning labor forces across global regions, particularly in economies still grappling with structural changes. 🚀 Tech-Savvy Skills in High Demand. The adoption of frontier technologies, including generative AI and machine learning, is increasing the demand for skills like big data analysis, cybersecurity, and technological literacy. These trends indicate that businesses are aligning workforce strategies to integrate these advancements effectively. 📚 Upskilling Is the Norm, Not the Exception. By 2030, 73% of organizations aim to prioritize workforce upskilling as a response to ongoing disruptions. This reflects a shift in corporate investment priorities towards human capital enhancement to maintain competitiveness.

Labour shortages can be resolved through greater EU labour mobility For 99% of shortage occupations in Europe, there is at least one other country with surpluses for these occupations. There are only a few exceptions, such as 'electrical line installers and repairers', where no surplus has been reported across Europe. For 60% of shortage occupations, there are even 5 or more countries reporting surpluses. In theory, therefore, labour shortages and surpluses could be greatly reduced if labour mobility within Europe were to increase. This is evident from my additional analysis of the EURES study Labour Shortages and Surpluses 2024. In the EURES study, 29 countries report shortage occupations, and 25 countries report surplus occupations, with a total of 436 ISCO occupations identified. In my analysis, I examined the extent to which other countries report a surplus for each shortage occupation. In the Netherlands, for example, which has the tightest labour market in Europe, there are 183 shortage occupations. For 182 of these, a surplus has been reported elsewhere in Europe, and for 106 shortage occupations (58%), there are even 5 or more other countries with a surplus (see figure). In Italy, 67% of shortage occupations have 5 or more countries with a surplus. In Austria, there are fewer opportunities, with 26% of shortage occupations having at least 5 other countries with surpluses. However, even in Austria there are still opportunities when the criteria are less strict. For 99% of shortage occupations in Austria, there is at least one other country with surpluses. A few comments on the results: 👉 A surplus in one profession does not necessarily mean that people are willing to work in another country where there is a shortage of that profession. This is partly due to working conditions and the costs of mobility. 👉 The labour supply from one country in a particular occupation is not necessarily transferable to another country. Consider, for example, foreign language proficiency, different diploma requirements and cultural differences. 👉 The methods used to determine shortage and surplus occupations vary from country to country in this study. In some cases, this leads to overestimation or underestimation. Nevertheless, I believe that the results demonstrate that both labour shortages and unemployment can be significantly reduced when the labour market is viewed on a more European scale. Perhaps this is a motivating thought for people and institutes who are working on this ambition, such as Irene Mandl, Elodie Fazi, Isabelle RESTE Jakub Kostolný Maurizio Pulcini, Sandra Kluivers, Tesseltje de Lange, Frank Siebern-Thomas Mariavittoria Garlappi, Dr. Christa Larsen Skills2Capabilities - Horizon Europe and IOM - UN Migration. Comments are more than welcome!

Same title. Very different job. You’d be surprised how often it happens: A global FMCG company opens a “Marketing Director” role in Europe, but writes the job description like it’s for a New York startup. Or they relocate a high-performing U.S. marketer into Paris, expecting the same results… only to find things don’t translate, literally or culturally. Here’s the truth I’ve seen play out over 12+ years of executive search across global markets: → A “Marketing Director” in the U.S. is expected to drive bold moves, launch fast, and own a P&L. → A “Marketing Director” in Europe is often navigating complex matrix structures, multi-country portfolios, and long-term brand equity, with less direct autonomy. Same title. Completely different expectations. And that’s where things break down. According to the McKinsey Global CMO Pulse 2024, 62% of global marketing leaders say they’ve encountered serious “role misalignment” when hiring across regions. Global titles like “Marketing Director,” “GM,” or even “Head of Innovation” are not standardized; they carry regional expectations based on org design, consumer dynamics, and leadership norms. In the U.S., the marketing director might be expected to: → Launch fast with minimal layers → Own end-to-end brand performance → Drive consumer-first innovation autonomously In Europe, that same title often requires: → Building alignment across local markets and global HQ → Managing multiple agency partners across regions → Driving long-term brand building within a regulated environment So what’s the fix? → Don’t just copy-paste job descriptions across regions. → Define outcomes first. What does success look like in-market? → Calibrate scope and influence — not just salary bands. → Hire for leadership context, not just category expertise. → And if you're hiring internationally, work with people who understand both ecosystems. At LS International, we spend just as much time decoding leadership context as we do sourcing candidates. Because a great hire in Chicago might fall flat in Frankfurt, not because they’re not talented, but because the expectations were lost in translation. The best global companies I work with get this. They build roles around impact, not just title. And they onboard with cultural fluency not assumption. Because when you hire with regional nuance in mind? You don’t just fill a position. You build a leader who lasts. #ExecutiveSearch #FMCGLeadership #GlobalHiring #MarketingLeadership #USvsEurope #TalentStrategy #ConsumerGoods

Good news: there will be a second round of lottery selections for the H-1B visa. But, if you don't get picked, here are 5 alternatives! Context: The H-1B is a temporary work visa that is popular among workers in tech, given the low bar it has along with a path to PR. However, only 85,000 H-1B visas are allotted each year. Sometimes, USCIS conducts a second round of lottery if they haven't filled all the slots based on the applications received after the first round. In case you don't get chosen again, here are 5 alternatives: ✅ Cap-exempt H-1B "Cap-exempt" means exactly that—No annual cap. The catch is: only some employers can apply for this. You're eligible if you work at: - universities - non-profits affiliated with universities - non-profit research orgs - government research orgs For-profits don't qualify; BUT if your work at the for-profit is tied to one of the entities above, it just might. ✅ H-4 EAD H-4 is a dependent visa. Since 2015, eligible immigrants on H-4 can apply for an “EAD” card. If your partner has an H-1B with an approved I-140, you could be eligible to get the H-4 EAD! Best part? The H-4 EAD gives you an open work permit, which means you can work part-time, full-time, for multiple employers, or even start a company! ✅ IEP Are you an aspiring founder? Check out the “International Entrepreneur Parole” program! It’s not a visa — but it lets you stay in America for up to 5 years to build your company if you meet a certain minimum bar (i.e. raising $250k+ for your company). ✅ O-1 I got the O-1A as a founder last year. The O-1 is a temporary visa for people who are at the top of their fields. It has no annual cap, no minimum salary, & unlimited renewals! Have you judged competitions? Make a high salary? Awards? Published papers? All of this counts. Even if you’re not ready to file now, you can be in a year or two if you start preparing now! Here’s a free 5-day course I launched to help you get started: go.readunshackled.com/tvc :) ✅ Canada, UK, India, & more I know immigrants who left for Canada, the UK, India, and more — and am SO glad they did. You not getting chosen is America’s loss; not yours. Countries like Canada & the UK have launched programs specifically to get talented people in. Check it out! ... I hope this helps. Please re-share this post so it helps another immigrant who didn’t get chosen! 🙏 Finally, if you’re an immigrant in America, join 17,000+ who get my weekly newsletter packed with breaking news & free resources like this: https://lnkd.in/gKtUGU-r :) #unshackled #gtv #visas #o1 #eb1 #1000daysoflove #bookauthor #author #writing #immigration #entrepreneurship #america #uk

Atlassian has been fully distributed for almost five years. We don’t have all the answers, but we’ve learned a lot about how to keep teams thriving across time zones—and we’re applying those insights every day.  ➡️ Asynchronous work: Async tools are at the core of how we operate. Confluence is our virtual hub where we share stories, celebrate new hires, and collaborate effortlessly. We also use Loom to share videos and give feedback on our own time—avoiding those dreaded “this could have been an email” moments. In fact, we’ve saved nearly half a million meetings using Loom! ➡️ Designing workdays: We’ve learned to structure workdays for focus, collaboration, and meetings (only when absolutely necessary). Teams work across no more than two time zones, ensuring at least four hours of overlap to get things done together. ➡️ Intentional connection: Data shows that real connection happens when teams meet regularly—not sporadically in an office. We provide Intentional Togetherness Gatherings (ITGs), curated experiences, and focused in-person time to collaborate. ➡️ Adapting for different needs: It’s not one-size-fits-all. For example, new hires and grads often benefit from more frequent in-person meetups, so we make sure to offer opportunities for them to connect early on. https://lnkd.in/g2sSbe3v

Too many Indian MSMEs still operate locally when their potential is truly global. For years MSMEs have been seen as local enablers that is strong in manufacturing, logistics or niche healthcare services but rarely viewed as global collaborators. That mindset is changing fast. With digital platforms, cross-border partnerships, and new-age startups leading the way, MSMEs today can directly plug into global ecosystems. They can develop products, technologies and solutions that reach markets across Asia, the Middle East, and beyond. How can MSMEs go global? 1. Collaborate with New Age Startups Startups bring agility, MSMEs bring operational depth. When both come together then innovation becomes scalable and scale becomes smart. We’ve seen this firsthand from a startup analytics firms partnering with midsized pharma manufacturers to digital health startups co-creating solutions with traditional diagnostic chains. 2. Build Global Ready Systems MSMEs that invest in digital infrastructure, AI led process automation and international regulatory readiness can integrate into global supply and innovation chains with ease. 3. Position as Specialized Partners Global enterprises are not just looking for low cost execution, they also want domain partners. MSMEs with niche expertise can play a critical role in clinical data services, nutraceutical innovation, wellness analytics and more. I’ve worked with MSMEs across industries to work on operations, build cross border partnerships and reposition their brands from local operators to global collaborators. We’ve helped founders: Partner with fast growing startups to co create global solutions Adopt scalable technologies for expansion Build credibility that attracts international clients and investors The world no longer rewards size because it rewards speed, innovation and collaboration. If you’re leading an MSME today, your biggest growth opportunity may not be in your city but in the global partnerships waiting to be built. The future belongs to those who can bridge experience with innovation. And that’s exactly where India’s MSMEs can lead the world. #msme #startups #India #tech

Is employer brand dead? No, but it's not feeling well for sure. In times where everyone is announcing layoffs the instinct to cut employer branding might seem natural. However, data and market research tell a different story. For example according to LinkedIn's 2023 Talent Trends Report, companies with strong employer brands see a 50% reduction in cost-per-hire and a 28% decrease in turnover. Keeping your good people is, in fact, your cheaper option in an economic doomsday. So why should you double your effort on EVP and EB? 👁️🗨️ Market recovery intelligence: historical data from the 2008 recession shows that companies that maintained or increased their employer branding investments during downturns experienced 93% faster recovery in market value post-recession (Harvard Business Review, 2023). This isn't just about hiring—it's about market positioning. 👁️🗨️ The trust economy: according to Edelman's 2024 Trust Barometer, 76% of employees trust their employers more than government institutions or media. This trust becomes invaluable during uncertain times. • 50% more qualified applicants (LinkedIn) • 43% lower recruitment costs (Glassdoor) • 86% reduction in time-to-hire for critical positions (Randstad) • 69% better retention rates (Gallup, 2023) 👁️🗨️ The digital transformation of employer branding: the landscape has evolved. According to McKinsey's 2024 Future of Work report, 92% of Gen Z workers research company culture on social media before accepting job offers. What will gen Alpha do? Are you ready? By 2030, 30% of working population will be them. 👁️🗨️ Critical during restructuring: Weber Shandwick's research shows that companies with strong employer brands recover 2.5x faster from reputation damage during layoffs. Moreover, 71% of employees who experienced well-managed layoffs would recommend their former employer (CareerArc, 2023). 👁️🗨️ The financial case: according to Deloitte's Human Capital Trends, organizations with strong employer brands: • Save $5,000 per hire on average • Reduce time-to-fill by 1-2 times • Show 2.7x better financial performance compared to competitors 👁️🗨️ Future-forward: BCG predicts that by 2025, employer branding will be indistinguishable from corporate branding, with 88% of successful companies integrating both strategies. This convergence demands consistent investment, regardless of market conditions. Practical action steps using cookies HA! 🍪 Invest in digital storytelling (74% higher engagement rates) 🍪 Leverage employee advocacy (8x more reach than corporate) 🍪 Focus on transparency (builds 3x more trust) 🍪 Maintain consistent presence across platforms (2.5x better brand recall) The Gartner Future of Work report projects that by 2025, employer brand will be the primary differentiator for 75% of talent, surpassing salary and benefits. Still want to kill your employer branding and with that your brand? #employerbranding #brand #trust #careful