Navigating Talent Trends in SEA and How Companies Can Stay Ahead in 2026

As Southeast Asia continues to mature as a global business hub, the region’s talent market is undergoing a quiet but significant shift. Organization’s strategies for attracting, evaluating and retaining senior talent are changing due to various factors, including demographic shifts, digital acceleration, economic uncertainties and changing leadership expectations. Building leadership capability that can sustain growth into 2026 and beyond is now the challenge for senior HR professionals and business leaders, rather than just filling positions.

Many companies in markets like Singapore, Thailand, Malaysia, Indonesia and the Philippines are confronting a growing number of similar questions: Do we have the right leaders for the next phase of growth? Are our succession plans realistic? And how quickly are we adapting to the evolving expectations of candidates?

Based on observations from executive search mandates across the region, many important talent trends are emerging that require immediate attention.

1. Leadership and Succession Risk is Rising
Throughout Southeast Asia, leadership continuity is one of the most prevalent issues. Many organisations expanded rapidly over the past decade, but succession planning has not always kept up. Senior leaders who may have been in the role for long periods are nearing transition points, while internal pipelines often lack regional exposure or readiness.
 
Corporate boards in markets like Singapore and Thailand are becoming more cautious about leadership gaps, especially in regulated industries, family-owned enterprises and regional headquarters. Succession planning is becoming more of a board-level priority rather than an annual HR exercise.
 
What companies can do in the next 6–12 months:

• Conduct a realistic assessment of internal successors, focusing on readiness rather than tenure.

• Identify “risk roles” where external benchmarking may be advisable.

• Even if there isn't an urgent hiring plan, start discreetly mapping the market for important leadership roles.

2. Scarcity of Regional-Ready Leaders
While Southeast Asia has a strong and growing talent base, there remains a shortage of leaders who can operate effectively across multiple markets. Many senior professionals have strong local expertise but little exposure to regional complexity, such as unique cultural factors and regulatory differences.

Singapore continues to act as the regional leadership hub, but in markets like Indonesia and the Philippines, there is a growing need for leaders who can balance headquarters expectations with on-the-ground execution. Particularly in Thailand, there is a growing demand for bilingual, regionally aware leaders who can oversee change while honouring regional business customs.

Practical Actions:

• Redefine leadership role specifications to prioritise regional adaptability and stakeholder management.

• Invest in cross-market exposure for high-potential leaders earlier in their careers.

• When hiring externally, assess for learning agility and cultural fluency, not just regional titles. 

3. From Pedigree to Skills and Adaptability
A noticeable shift is taking place in how senior leaders are evaluated. The emphasis is shifting from 'where you worked' and 'where you studied' to a skills-first approach that prioritises cognitive flexibility and cultural fit.

This trend is most visible in fast-growing sectors, tech-driven firms and evolving organizations. Executive priorities are changing. Boards and CEOs are asking different questions: Can this leader navigate ambiguity? Have they led through disruption? Can they build and retain diverse teams?

How HR leaders can respond:

• Refine assessment methodologies to capture how leaders act under pressure and in specific contexts.

• Shifting interview focus toward proven impact, utilising rigorous referencing to validate a candidate's actual contributions.

• Engage executive search firms that go beyond CV-led shortlisting to identify candidates with the right mindset and adaptability.

4. EVP, Retention and Leadership Credibility
At the senior level, compensation alone is no longer sufficient to attract or retain top talent. Across ASEAN, senior talent is placing greater emphasis on leadership credibility, decision-making transparency and overall organizational stability.

In the Philippines and Malaysia, candidates increasingly ask about governance structures, leadership tenure and the company’s long-term vision. In Singapore, senior leaders are more selective, often choosing roles that align with their personal values and leadership style.

Immediate steps organisations can take:

• Ensure senior leaders are aligned on and can articulate the organization’s vision clearly.

• Review EVP (Employee Value Proposition) messaging to ensure it reflects reality, not just aspiration.

• Address leadership capability gaps that may impact retention at the top.

5. AI, Digital and Transformation Leadership
While digital transformation continues to be a core priority, the definition of “digital leadership” is evolving. Rather than pure technologists, organisations are seeking leaders who can translate technology into business impact.

This is particularly relevant in Indonesia and Thailand, where digital growth is rapid but uneven across sectors. Employers across the region prioritise leaders who can strike a balance between modernising infrastructure and maintaining legacy systems, all while navigating a wide spectrum of employee digital literacy.

6 – 12 month focus areas:

• Clarify what “digital leadership” means for your organisation’s context.

• Upskill existing leaders rather than defaulting to external hires.

• Consider hybrid leadership profiles that combine operational depth with digital fluency.

6. Cross-Border Hiring and Mobility Challenges
Cross-border hiring within ASEAN remains complex. Decision-making is frequently slowed down by regulatory restrictions, pay disparities and family considerations. Today’s candidates are increasingly selective about relocation, demanding a clear roadmap of long-term career progression to justify the move.

Japan, while referenced more selectively, continues to play a role as a reference point for governance standards and leadership maturity, particularly for Singapore-based leaders overseeing wider APAC operations.

What helps:

• Initiate cross-border international hires early to account for complex mobility and regulatory timelines.

• Be transparent with candidates regarding relocation assistance and a clear "post-move" pathway.

• Evaluate flexible leadership models, including regional roles with travel rather than full relocation.

7. Evolving Senior Candidate Expectations
Today’s Southeast Asian leaders are more cautious about their next move. They now prioritise organizational purpose, leadership alignment, adaptability and robust governance over traditional incentives. Additionally, many are more risk-aware, preferring organisations with clear strategies and stable leadership teams.

To navigate this market shift successfully, organizations must transform their talent engagement strategy—prioritising transparency, mutual professional respect and strategic clarity to earn the trust of executive-level talents.

Staying Ahead in 2026
As the Southeast Asian talent market is evolving rapidly, organisations that act early will be better positioned to compete. It is now important to have a clear understanding of candidate expectations, conduct realistic leadership assessments and proactive succession planning.

Decisions made today on senior executive talents will shape organizational resilience in 2026 and beyond.


Take the Next Step
If your organization is planning to hire executives, contact Astron Zeal today for a confidential discussion on how to navigate this evolving market and stay ahead.