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Insights into Human Capital Issues in Asia Pacific

Volume 7 Issue 2 - 2014

Salaries in India Set to Rise at the Second Lowest Rate in Years

According to Aon Hewitt's 18th Annual Salary Increase Survey in India, the 2014 increase is the second lowest the country has seen in a decade (the lowest was in FY2009 when markets became extremely cautious after the global financial crisis). Which industries have the highest and lowest salary increase projections? What are some emerging trends derived from the study? What are reasons accounting for the varying salary increase in the different industries?

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Building the Right High Potential Pool (Part 2)

By Lorraine Stomski, Jill Atkisson and Ajay Soni 

Building the Right High Potential Pool (Part 2)   

In Part 2 of the High Potential article, we delve deeper into the art and science of building leaders from this now defined high-potential pool. How can talent be identified, calibrated, developed and supported in the long run? How do Top Companies for Leaders manage their leadership pipeline? How can organizations effectively grow their high-potential talent pools?

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Employee Engagement Trends in Hong Kong and its Impact on Employers

By Andy Leung 

Employee Engagement Trends in Hong Kong 

One out of two CEOs in Hong Kong cite "People Issues" as their top business challenge. Hence, increasing employee engagement is regarded as key to improving competitiveness and business performance. With scarce resources and escalating employee expectations, what initiatives should organizations focus on? What are the top three engagement drivers for employees in Hong Kong and are these drivers valued equally by all employee groups? 

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Bridging Differences in Japan

By Steve Kusumi and Jaidev Murti

Bridging Differences in Japan  

Cross-border deals add to the complexity of an M&A activity. Despite lagging foreign investment in Japan, it is believed that a revitalization of Japan's economy may well lead to a resurgence of foreign investment. What are the people-factor challenges that might derail the success of an integration? How do differences in decision-making styles, communication patterns, and culture affect the outcome of an M&A deal?

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