Attracting and retaining staff in emerging markets

I have to confess to being a Harvard Business Review junkie…but for good reason. It is always packed with good quality content.

November’s issue is no exception, with a great article on retaining talent in emerging markets titled “Winning the Race for Talent in Emerging Markets”. This is highly relevant for water businesses looking to maintain or build a business in the BRIC economies.

Research shows that even strong and established international brands cannot coast on their existing brand value. This ties in with a conversation I had recently with an engineer, originally from China. He said that in China the salaries offered by local companies were now comparable to those offered by multinationals. There was not a strong financial imperative to move to a foreign firm, and staying in a domestic firm offers a lot by way of comfort, stability, and not having to do three am conference calls.

 So how can you attract these people to your business? You have to leverage all the strengths you have as a multinational business. Professionals in emerging markets feel a tremendous sense of opportunity, and to attract and retain those professionals you need to provide Brand, Purpose, Opportunity and Culture.


Your public brand must be strong enough that potential employees want to be associated with it, but your employer brand must be for providing insirational leadership, and challenging employees to excel.


You must provide a career fast-track option. Provide employees with stretch assignments and give rapid promotions to those who succeed. Remember that there is a sense of opportunity, and top employees don’t want to miss the boat.


In developing markets, your employees will have often experienced poverty and social injustice themselves. Having a higher purpose as part of your organisation’s mission is even more important than in developed economies.


Your brand must be authentic, your organisation must “walk the talk”. You must also have a meritocratic culture, where a graduate entering your business in Dalian must be able to believe they can end up in the executive suit in New York or Paris.

Of course, setting up systems and processes that allow you to deliver on these promises is costly and demanding, but promising then not delivering is disastrous…and doing nothing is not an option if you want to hire the best people.

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