If you’re lucky enough to have an iPad, you can download The World in Figures app from The Economist – for free, thanks to Grant Thornton.

The World in Figures app contains a wealth of economic, socio-demographic, cultural and environmental statistics from over 190 countries. Grant Thornton’s sponsorship of the app is an early demonstration of the brand promise “An instinct for growth” in action. It shows our interest in identifying growth opportunities (in this case on a macro-economic scale) wherever they exist and supports our brand promise to help clients and our people unlock their potential for growth.

The app includes country scores and rankings on more than 200 topics from foreign debt, life expectancy and natural resources, to business competitiveness, innovation and Facebook usage. Alongside detailed statistical profiles of the world’s major economies, it also allows users to compare how different countries rank by topic and includes trivia from all over the world.

• View and compare world statistics on topics that range from transport to tourism and commodities to cinema
• Access important socioeconomic data from anywhere
• Let your mind wander with trivia about innovation, debt and divorce rates
• Share fun facts on Twitter and Facebook

Users can rank all the indicators and create maps and graphs, compare different countries and browse through lots of fascinating trivia.

You can download the app from the App Store. Please note that the app is best downloaded by using Wi-Fi or through your iTunes.

Good news for iPhone owners – The World in Figures app will be coming to you soon!

So the headhunter called you? The way we all link up on LinkedIn, Facebook, Google+ and other business and social network, it was just a matter of time before you too  before you get the call. And then what? Most appreciate that don’t play hard to get.

It’s absolutely fine that you feel a sense of pride being sought after; on the other hand, you don’t want to run around the office with your arms up and let your supervisor and colleagues know who just called you. Jealousy is always a bad thing and this may even lead to suspicion by your superiors that you contemplating an exit in the near future. Perhaps more importantly, even though the headhunter called does not mean you already got the job. Better keep your hair on as they say in English (keep calm and do not over-react).

If you have been trained in how to deal with newspaper and TV reporters, you already know that it’s advisable to say you are busy right now and ask to be called again later. That gives you some time to gather your thoughts and be better prepared. Likewise when the headhunter calls. You are in control and if you don’t have complete privacy then don’t even attempt to answer with hints or suggestive comments. Not stating your position in a clear manner will be a disadvantage to your rating with the executive search firm. And the walls might have ears. Simply state that this is not a good time but you welcome a talk later in the day. If the call comes in on your office telephone then give your mobile telephone number to offer more flexibility.

Most people I call are somewhat surprised when I introduce myself. There is never a notice or warning beforehand and the call comes unexpected. I hear comments like “Oh, but I have a job already” or “Err, how did you find me?”. Executive search firms focus on passive candidates and not active job seeking applicants. Passive candidates amount to 84% of an average labour market according to the US Bureau of Labor Statistics and most are not in recruitment databases or job boards. Unless you know how to find these passive candidates, but in particular how to present a compelling sales pitch for your company (HR) or your client (recruiters), this big group of people will never become a hunting ground.

If you are perfectly happy where you are and get a call from the headhunter, it never hurts to listen to what the headhunter has to say. Listening is the key here. You need to figure out if the headhunter is calling to qualify you as a potential candidate or if they want to tap into your business network for referrals. Whatever may be the reason, don’t burn your bridges and hang up. A big favour will likely be remembered and your helpfulness could be your ticket to meet with your favourite headhunter. Some of us have suddenly been at the wrong company at the wrong time and desperately needed professional advice how to get the next job. And during a long career most of us would have considered a job change, right? Wouldn’t it have been nice to have had a headhunter on speed dial?

To avoid disappointment and get your expectations right, always ask the recruiter if their assignment is a retained search or a contingency job. Retained means that a client has paid the executive search firm money up front and is working closely with the headhunter on an exclusive basis. Both parties have a keen interest in sticking together over the months it may take to research, prospect, engage and assess talented candidates. Candidates in executive search will always meet the headhunter and usually for hours before even being considered for a shortlist to a client. Psychometric assessments and other tests are normal in this type of recruitment. Holding hands by way of guidance and advice are part and parcel of real executive search.

Contingency then? It means that the recruiter can only invoice their client if one of their candidates is employed by the client. It’s like real estate agents who only get commission if they close a deal so sell sell sell is the name of the game. The more resumes which go out to a client the better chance the contingency recruiter has to make money. A client is often using several agencies so it’s all fast moving and business is typically conducted over the telephone. The first recruiter who presents a box of resumes obviously has a better shot at landing a successful placement and getting paid. Need I say more?

Ask the recruiter about the next step should you both agree to move forward. If the recruiter wants to meet you first, that’s a good sign, but there is a but. Ask where such meeting will take place since many smaller firms and even companies without license from Ministry of Labour tend to suggest meetings at coffee shops and hotel lobbies. Believe me, this is not serious. You don’t want to sit in a public place talking about yourself, your career, achievements, compensation, private affairs and what have you.

If so far so good, ask the headhunter to email you the job specs and their contact details including web site so you can familiarise yourself with the recruitment firm. Ask them to include a paragraph in the email that they will never show your resume to anyone (ever) unless you have confirmed your acceptance case by case. Protect your resume and reputation as it was your social security number. Too many humbugs will broadcast your personal details unsolicited to make some quick money.

Finally, we headhunters love when you say: “Just a moment. Let me close my door.”

Wow, I was taken by surprise when I saw your many emails in my inbox after the blog in August. The article headline was “Did you accept a counter offer”. I should quickly add that your emails came as a pleasant surprise.

The story dealt with candidates accepting counter offers from their employer in connection with their resignation. You may remember how a senior executive candidate had signed our client’s employment letter, then called me a few weeks later to pull out. The candidate’s employer had played the ultimate card: the counter-offer.

Let me say it again. The counter-offer is an insult to your intelligence. You have been bought and it should be a blow to your pride. By resigning you are essentially breaking a trust that you had with your employer. If you take the counteroffer and stay, your company may feel that it owns you. You will be known as the one who caused your employer grief by threatening to quit. You’ll no longer be known as a loyal employee.

Will this cause your boss to pass you over on the next possible promotion? There are stories where companies only counter to get the employee to stay until they find a replacement and then let the employee go. Some companies feel that it’s better for people to leave on their terms instead of their employees’ terms. Not sure who came up with the claim that 80-90% of those accepting a counter will be out in the job market again some six months later.

So please don’t shoot yourself in the foot. Avoid career suicide. Believe me, decent and well managed companies never make counteroffers. Ever.

One of the emails quoted a German proverb of wisdom and trust: “Reisende soll man ziehen lassen”. In English that would be something like: “Travellers should not be stopped”. You got it?

If you are a hiring manager there are several things you can do in order to reduce the risk of someone jumping last minute and leaving you red faced with a lot of explaining to do to the boss or head office. Here are six great questions that will go a long way to cut your losses.

What was the motivation for the candidate to come and meet you? The answer will give valuable insight in the candidate’s motivation.

Question 1: When we called you about this job opportunity, what was it that got you interested in coming here today? What interests you about this position?

End the interview on a positive note and test the candidate’s interest:

Question 2: Although we are seeing some other fine candidates, I believe you have a good background. Assuming our offer is attractive, how does the job and challenge appeal to you?

Present components of the offer throughout the interview before the candidate is the only finalist. Check what the candidate thinks about the compensation budget. Get part acceptance and make a note of the candidate’s comments.

Question 3: The compensation budget for this position is Baht [amount]. Assuming you are happy with what you have heard today, what are your thoughts on this budget?

Is the candidate serious about pursuing your job opportunity? How will the candidate resign and handle a counter offer? If the candidate insists they will not accept a counter offer, ask them to give you the reason why – in their words. Draw a square on your paper and write down in short what they say. When a counter offer is extended, you read them their own words.

Question 4: We also have to talk about what happens if you are offered the job; and accept it. It means you will have to resign. How will you do that and what will you tell your boss? What if they give you a counter offer? Do you have any projects running? Can you leave your boss and colleagues? What about the location?

Question 5: If we and you go all the way, we will want to do reference checking on your background. Should we expect to have any issues talking to previous bosses or colleagues you think?

Question 6: What other jobs are you currently considering or being interviewed for? How active are you right now in the job market?

What is going on in the world of HR? Clients are queuing up outside my door screaming for help to find real talented HR candidates. They are looking for people who combine the best of skills in HR management with the latest HR and organisational development.

HRM and HRD are for some just buzzwords which they use to inflate the trivial to importance and stature. It’s now used pretentiously, insincerely and inappropriately by individuals with little understanding of its actual meaning who are most interested in impressing others by making their discourse sound more esoteric, obscure, and technical than it otherwise would be. Oh well. Did anyone say lip service?

But here’s the bad news. The overwhelming demand for HRD talent clearly outstrips the supply. Thailand is simply not producing and graduating enough HR development people. Take Chulalongkorn University as an example. HRD is not in the faculty but available only at Sasin Graduate Institute of Business Administration as an additional course. Sasin offers a seven-month graduate diploma program and an 18-month Master of Science Degree program in HRD. The Master degree programme became available less than ten years ago. Today, Sasin graduates some 15 students a year with the diploma and only 3-8 people with the Master Degree.In reality we are talking about a missing generation here. On one hand, we have Gen X (over 35 years of age) who has the years of experience in HR but with no theory of HRD and OD, because the curriculum was non existent when they left university. Then there is Gen Y (below 35 years of age) who brings the theory but not yet the ten years of work experience. I reckon it will take another ten years or so before we see an abundance of HR talent who graduated with a degree in HR Development and also now has real life and work experience. Hence the “missing generation”.

There is no doubt in my mind why the demand for really pro HR talent has surged. International companies can see in other countries, where they operate, how top HR managers and directors work as real business partners to the Managing Director. These companies realise how much more value are coming from the HR desks nowadays. Thailand should be no different, right?

But you tell me why so few HR experts do not take more pride in their profession? Why is it that most candidates I meet at managerial level have not continued their interest in HR and continued to study, reading books, following the trends in Europe and USA? Let me give you a few examples of the sorry state of affairs in this functional area.

Some ten years ago the Labour Protection Act was overhauled significantly. Since then several ministerial regulations have also been issued and then two years ago another major revision took place.

So let’s get to the first bad news of the day. My stats show that 90% of the candidates I meet for Director Human Resources or HR Manager jobs, do not know the correct answers to the most basic of basic labour law questions.

Now check yourself; here’s the first HR question: What does the labour law say about probation period? The second question: If you wish to terminate an employee’s employment, what advance notice must you give according to the labour law? The third question: If the person you wish to terminate is still in the probation period, what is the advance notice?

The correct answers are at the end of the story. Now, let me explain why I pay so much attention to how candidates handle these questions. And I don’t care and I don’t buy that you have a subordinate in charge of these things. Here is why.

Admitted, there are many complicated rules and regulations in the labour law and it’s difficult to remember every single detail. Fair enough. But on the other hand, Managing Directors expect that HR can provide immediate advice on the most basic principles regarding probation and how to fire people with proper notice. But to me, not knowing the correct answers to the questions say so much more about the individual. To me is shows complete lack of interest in the HR profession. It’s neglecting duties, it’s taking a laid back approach and not give a darn about being up-to-date. This is about attitude and ambitions.

Helloooo? Where have you been the last 10 years?

Answer to HR question 1: The Labour Protection Act has for over 10 years not mentioned anything about probation period. There is no requirement by law and it’s at the employer’s discretion to have one or not. Severance payment is compensation to employees whose service are terminated and has nothing to do with probation.

Answer to HR question 2: Section 17 paragraph of the law states that the employer or the employee can terminate employment by notifying the other party on or prior to wage payment, for the termination to take effect at the day of the next wage payment.

Answer to HR question 3: There is no difference in termination notice as probationary period is also considered a part of the employment contract. Notice to terminate is always the same no matter how long the employee has been employed.