Oct
20

Recruitment is one of the most underestimated business expenses. Many organisations look only at job ads or agency fees when calculating cost per hire. In reality, the true recruitment costs in Thailand include recruiter and HR salaries, job boards and other tech subscriptions, branding campaigns, training, and the valuable hours managers lose during lengthy hiring processes. As competition continues to intensify, companies are weighing up whether to keep recruitment in-house, outsource through RPO or premium recruitment agencies, or adopt more flexible models like RaaS™ (Recruitment-as-a-Service). Each model has a different cost structure, staffing requirement, and level of flexibility. The question is not simply what you spend, but what you gain in return. In-house recruitment: control comes at a price An internal recruitment team offers full control but not always best practice. Recruiters are embedded in the business, understand the culture, and work closely with managers. The employer brand is shaped directly, and processes can be tailored to exact needs. But this control comes at a cost. The budget that funds an in-house team could often buy access to a broader set of resources externally. Instead of two internal recruiters focused only on your business, the same investment with a recruitment partner can give you access to multiple experienced consultants, wider candidate networks, and more advanced tools. On top of that, in-house recruitment is time consuming. It can create tension between HR and hiring managers over priorities and candidate quality. Internal teams also tend to have limited access to market insights compared to agencies or outsourcing partners, and technology is rarely shared seamlessly across departments. Who suits an In-house recruitment model In-house recruitment works best for large organisations with steady, predictable hiring volumes. For example, a manufacturer in Thailand consistently hiring dozens of operators and engineers each year can justify permanent recruiters on payroll. The investment pays off when volumes are high enough to keep an internal team fully utilised. For smaller or more fluctuating hiring needs, the spend is better directed towards solutions that offer broader expertise and flexibility. RPO Recruitment Process Outsourcing : Scale with High Fees Recruitment Process Outsourcing, or RPO, is designed to take the pressure off HR. Providers embed recruiters inside the business, bring their own systems, and manage reporting. Premium recruitment agencies also deliver trusted processes, extensive candidate networks, and reliability that businesses can count on. In practice, however, many companies negotiate project-based agreements for bulk hiring, which can reduce the rate significantly, sometimes to half of the standard fee. Even then, costs remain substantial compared to models that spread spend predictably across the year. On top of this, RPO contracts often include monthly retainers between 250,000 and 500,000 baht, which lock companies into long-term commitments regardless of hiring volume. Who suits an RPO Recruitment Process Outsourcing model RPO and premium agencies are best suited to multinationals or organisations with consistently high-volume and centralised hiring needs. A global logistics company staffing thousands of roles across multiple sites can benefit from the scale and structure. For mid-sized companies, however, the financial weight of agency fees or RPO retainers can limit flexibility and tie up budget. RaaS™: Predictable, Flexible, Scalable JacksonGrant’s RaaS™ combines the strengths of in-house, agency, and RPO models while removing their limitations. Delivered as a subscription, RaaS™ gives companies predictable monthly costs, access to pre-built talent pools, integrated employer branding. Training and market insights are included, and time to hire can be significantly reduced. What you pay for with RaaS™ is not just recruiters, but a whole recruitment engine. Instead of a small team working in isolation or a rigid outsourced model, you gain access to a pool of experienced consultants, shared technology platforms, and market intelligence that continuously updates your hiring strategy. Employer branding and job board costs are included, and your managers regain time to focus on growth. Who suits a RaaS™ model RaaS™ is ideal for companies in Thailand that want agility without the weight of fixed overheads. Growing businesses that need to scale quickly, or established organisations looking to reduce hidden costs, benefit from its flexibility. From SMEs preparing for expansion to corporates facing talent shortages, RaaS™ enables businesses to compete more effectively in a talent-short market. There have traditionally only been two ways to go: keep the recruitment in house or outsource to a Recruitment Company. Now RaaS™ has arrived to disrupt the market with added efficiency, innovation and value. Comparison In House Recruitment vs RPO vs RaaS™ Model Cost Predictability Flexibility Strengths Best Suited For In-House Recruitment Low  Costs fluctuate with salaries and hiring volume Moderate Deep understanding of company culture and values Large organisations with steady, predictable hiring needs RPO (Recruitment Process Outsourcing) Medium Structured contracts and project fees Moderate Scalable resources and consistent process delivery Multinationals or high-volume hiring environments RaaS™ (Recruitment-as-a-Service) High Subscription model ensures transparency and stability High Scale up or down quickly as needs change Combines the insight of consultants, shared technology, and employer branding in one integrated solution Businesses in Thailand seeking smarter, data-driven, and cost-efficient hiring strategies In-house teams give you control and familiarity, but that control can come at a higher long-term cost. RPO and premium agencies offer structure and scale, though they often make it harder to stay flexible. RaaS™ sits in the middle, predictable, adaptable, and scalable, helping companies in Thailand tap into wider talent networks, stronger branding, and data-driven hiring without hidden costs. Recruitment keeps changing, and so should the way businesses plan for it. The real question isn’t which model is cheapest, but which one gives you the best value and agility. If you’d like to explore strategy options or talk through what works in practice, just let me know.

Sep
1

  August was a month of complex mandates and sharp execution. From FMCG to future-focused logistics, our team matched high-calibre talent to roles where impact is immediate, blending commercial acuity, operational depth, and cross-border experience. Here are five placements that capture the breadth of work and the standards we hold ourselves to.  General Manager — FMCG Manufacturing  Placed by Atcharawan A multifaceted FMCG manufacturer needed a GM who could balance P&L ownership with production realities, supply chain volatility, and category growth. We secured a leader with an astute commercial mind, proven factory-floor credibility, and end-to-end supply chain oversight. The result was sharper decision cycles, tighter S&OP discipline, and a clearer path to margin expansion.  Head of Human Resources — Industrial Machinery Placed by Nicholas & Kanyanut This mandate called for a new-gen HR leader, commercial, data-literate, and embedded with operations. Our hire partners closely with plant leadership, elevates people management, and acts as a strategic business partner across workforce planning, performance, and capability building. Expect quicker time-to-competence and better leadership bandwidth on the shop floor.  Senior Finance (Consolidation) — Global Agriculture Placed by Supak For a multi-country agricultural group, consolidation accuracy and cross-border governance are non-negotiable. We placed a finance leader from a Thai-listed company with deep consolidation, IFRS, and audit-ready rigor. The immediate win, cleaner month-end, faster closes, and stronger insight for regional decision-making.  Senior Financial Analyst — Automation-Led Logistics Placed by Sureeporn A logistics innovator at the front edge of automation needed a rare hybrid: strong accountant and sharp analyst. We delivered a professional fluent in financial statements, variance analysis, and automation-driven KPIs. This strengthens pricing models, investment cases, and control without slowing operational speed.  Pricing Executive — Logistics Partner Placed by Benyapha In a market where minutes matter, this role demanded agility across logistics providers, freight forwarders, and airlines to secure best-available rates. Our hire combines tactical speed with structured analysis, enabling smarter spot decisions, tighter margin control, and a more competitive quoting rhythm.  If you’re scaling leadership capability in manufacturing, engineering, logistics, or regional finance and need talent that moves the needle let’s talk.   

Aug
25

Every leader has seen it happen. The right person in the wrong role. A talented hire who never quite settles. A team that looks strong on paper but struggles to deliver. It is the classic case of square pegs in round holes and it costs businesses time, energy and results. Traditional assessments may tell you about someone’s personality or technical strengths, but they rarely explain how that individual will actually make an impact. Without that insight, organisations end up relying on instinct, placing people where they might fit and hoping for the best. The result is frustration for leaders, disengagement for employees and projects that lose momentum. This is exactly the problem that The GC Index® was built to solve. From Labels to Impact: A New Way to See People The GC Index® shifts the focus away from personality labels and towards contribution. Instead of asking “Who are you?” it asks “How do you deliver impact?” That small change unlocks powerful clarity. It identifies five distinct ways people naturally add value: The Strategist: shaping vision and long-term direction The Game Changer: sparking fresh ideas and innovation The Implementer: driving delivery and getting things done The Polisher: raising standards and refining for excellence The Play Maker: building collaboration and connection No role is better than another. The advantage comes from understanding where each person fits and making sure the team has the right balance to deliver. That is how you avoid the square peg problem. The Urgency of Getting Teams Right Across industries, organisations are under pressure to move faster, adapt to technology and keep employees engaged. In many cases the challenge is not capability but alignment. If your team feels busy but not effective, you might be missing the right mix of energy. The GC Index® helps close that gap. It gives leaders the insight to align people to the right roles, build teams with the right mix of energy and recognise individuals for the impact they make. That creates focus, motivation and results that last. Who Gains the Most from The GC Index® The GC Index® is built for organisations and individuals who want clarity on how impact is created and how to channel that energy into results. It brings value across different levels of a business: Executive boards seeking stronger succession planning and leadership pipelines Managers restructuring teams to accelerate delivery and performance HR leaders looking for a clear framework to support development and engagement Employees who want recognition for their strengths and clarity on how they contribute In every case the aim is the same: to move away from guesswork and create alignment where people thrive, teams deliver and organisations see real results. At JacksonGrant, we see this in action every day. We have seen talent discover strengths they had not recognised, managers restructure teams for faster delivery and employees feel more valued because their contribution is finally understood. The shift is simple but powerful: people stop working in silos and start working with purpose. For organisations, this means greater cohesion, quicker decisions and leadership pipelines that are ready for the future. Are you getting the best from the talent you already have? If you are ready to explore how The GC Index® can help unlock potential and turn it into lasting impact, get in touch with JacksonGrant today.

Aug
4

In today’s increasingly globalised economy, Thailand continues to position itself as a key player in ASEAN trade, logistics, and production. With its strategic location at the heart of Southeast Asia, the country is an attractive hub for international businesses and investors in the manufacturing, life sciences, infrastructure, and logistics sectors. However, the strength and scalability of Thailand’s economic growth are closely tied to the success of one often overlooked area: supply chain recruitment. Skilled professionals in logistics and supply chain management are the backbone of operational efficiency, cost control, and global competitiveness. Yet, finding and retaining such talent is becoming increasingly challenging and increasingly essential. In this article, we explore why supply chain recruitment is not just a human resources task, but a national economic priority. The Evolving Role of Supply Chain Professionals in Thailand Supply chain management has grown from a back-office function into a key strategic driver of performance across all major industries. In Thailand, this shift has been especially pronounced in manufacturing and logistics-heavy sectors. Today’s supply chain professionals must do more than manage inventory or coordinate transportation. They are expected to: Navigate global trade regulations, Optimise delivery timelines, Collaborate with digital systems (e.g., AI-powered forecasting tools and ERP software),And adapt to environmental, social, and governance (ESG) standards. From raw material sourcing to last-mile delivery, every touchpoint in the supply chain requires skilled hands and strategic thinking. As global standards rise and Thai industries expand, the demand for such professionals outpaces supply making supply chain recruitment a growing concern. Logistics as a National Growth Engine Thailand’s logistics sector plays a pivotal role in its GDP, accounting for nearly 14% of economic activity. As the government continues to invest in national infrastructure projects from the Eastern Economic Corridor (EEC) to upgraded ports and railways, the logistics ecosystem is expected to scale significantly. However, infrastructure alone does not guarantee economic returns. A skilled workforce is essential to operate, innovate, and sustain these large-scale logistics networks. Whether it's for managing cross-border trade routes, developing warehousing solutions, or implementing real-time delivery tracking, companies require talent with both technical skills and commercial acumen. Unfortunately, Thailand is facing a supply chain talent shortage. Without adequate recruitment strategies, these vital infrastructure and logistics projects risk delays, inefficiencies, or underperformance. Challenges in Supply Chain Recruitment Recruiting supply chain professionals in Thailand presents several challenges: Talent Shortage: There is a limited pool of candidates with both the technical knowledge and practical experience to meet the evolving demands of the role. High Turnover: Because skilled supply chain professionals are in demand, companies often face high turnover rates, which disrupt business continuity. Lack of Specialisation: Many logistics and supply chain roles require niche experience — such as cold chain logistics in life sciences, or lean manufacturing in automotive production. These are not easily filled through general hiring channels. Digital Skill Gap: As the industry moves towards digital transformation, there’s a growing need for professionals who are not only operationally sound but also digitally fluent — an area where many candidates still fall short. Urban-Rural Disparity: Many logistics hubs and industrial parks are located outside Bangkok or in specific economic zones. Attracting top talent to these areas can be difficult without effective relocation packages or regional recruitment strategies. The Role of Expert Recruiters in Bridging the Gap This is where professional recruitment agencies such as Jacksongrant come in. By specialising in supply chain recruitment, we help businesses identify, engage, and secure the right candidates from warehouse managers and procurement specialists to logistics strategists and supply chain directors. Our sector-specific experience means we understand not only what each role demands but also the cultural, geographical, and operational nuances involved. We take a consultative approach, aligning our search strategies with your business goals, ensuring candidates are not only qualified but also a long-term fit. More importantly, by maintaining a strong network of active and passive candidates across Thailand’s key industries, we reduce the time-to-hire for hard-to-fill positions and improve retention through role-fit assessments and onboarding support. Investing in Talent is Investing in Thailand’s Future Supply chain recruitment is no longer an administrative function, it’s a strategic necessity. In a country where logistics and manufacturing form the backbone of the economy, the ability to attract and retain top-tier supply chain talent is directly tied to national competitiveness, business growth, and operational resilience. At Jacksongrant, we recognise that people are the most valuable supply chain asset. Whether you're scaling operations in the EEC, streamlining processes in Bangkok, or building a regional hub in the north, our recruitment expertise ensures that you don’t just fill positions, you build capability. If your organisation is seeking to thrive in Thailand’s evolving logistics landscape, now is the time to partner with experts who understand both people and performance. Let Jacksongrant help you connect the talent that powers Thailand’s future. Contact us

Jul
7

Thailand has long positioned itself as a strategic logistics hub within Southeast Asia, thanks to its central location, developed infrastructure, and international trade agreements. One of the key contributors to this advantage is the establishment of Free Trade Zones (FTZs), designated areas that offer tax incentives and relaxed regulations to boost international commerce and manufacturing. While the economic and trade benefits of these zones are well documented, their impact on the workforce, particularly logistics recruitment, is less frequently explored. As these zones expand and evolve, they are reshaping not only how goods move but also how talent is sourced, managed, and retained across the supply chain. What Are Free Trade Zones in Thailand? Free Trade Zones in Thailand are areas where businesses can import raw materials, components, or finished goods without paying import duties, as long as those goods are eventually exported. These zones are commonly linked to ports, airports, and industrial estates, making them ideal for logistics-intensive operations such as warehousing, re-exporting, and light manufacturing. FTZs offer: Exemption from import duties and VAT Fewer restrictions on foreign ownership Streamlined customs processes Enhanced operational flexibility These incentives have attracted global manufacturers, third-party logistics providers, and e-commerce giants, all of whom require a highly capable logistics workforce to keep operations running efficiently. How Free Trade Zones Influence Logistics Recruitment 1. Increased Demand for Skilled Labour As FTZs grow, so too does the demand for logistics professionals from warehouse operators and customs specialists to supply chain analysts and inventory managers. Companies operating in these zones must handle complex shipping procedures, cross-border documentation, and high-volume inventory flows. This has created intense competition for candidates with experience in bonded warehousing, international shipping regulations, and ERP systems. As a result, logistics recruitment is no longer just about filling roles it’s about sourcing specialists who can navigate the unique regulatory and operational requirements of FTZs. 2. Pressure on Local Talent Pools Thailand’s logistics talent pool, particularly in provinces with active FTZs like Chonburi, Rayong, and Samut Prakan, is being stretched thin. As more companies move into these zones, recruiters face a scarcity of qualified candidates, especially those who are fluent in both Thai and English and familiar with international documentation such as bills of lading or customs declarations. This has led many employers to increase wages, offer relocation packages, and enhance benefits to attract talent, which, in turn, raises hiring costs and lengthens the recruitment cycle. The Evolving Skill Set in Logistics Free Trade Zones have introduced a new standard for logistics professionals. Routine warehousing roles have now evolved into more strategic functions. Recruiters are increasingly seeking candidates who understand: Trade compliance and customs law Automation systems in smart warehouses Supply chain analytics E-commerce logistics and last-mile delivery This skills shift demands a more refined and consultative recruitment approach. Recruitment agencies specialising in logistics, like JacksonGrant, must identify candidates not just based on technical ability, but also adaptability and strategic thinking. Challenges and Solutions in Scaling Logistics Recruitment Across Thailand 1. The Impact on Recruitment Timelines Traditional hiring methods are often too slow to meet the fast-paced requirements of FTZ logistics operations. Companies that delay hiring face disrupted fulfilment schedules, missed export deadlines, or non-compliance penalties. To stay competitive, companies are turning to proactive recruitment strategies such as talent pooling, contract-to-permanent staffing models, and recruitment process outsourcing (RPO). These approaches help build talent pipelines and reduce time-to-hire, especially for high-volume or seasonal operations in FTZs. 2. Regional Disparities and Workforce Mobility One lesser-discussed challenge is workforce mobility. Many FTZs are located outside major city centres, meaning talent often has to commute long distances or relocate. However, the lack of public transportation and limited housing near industrial zones can deter younger workers. To address this, some employers are investing in transport allowances, shuttle services, and employee housing schemes, making it easier to attract and retain workers within these zones. 3. Government Policies and Education Linkages The Thai government has introduced initiatives to support the logistics sector, including curriculum development in vocational schools and partnerships between educational institutions and industrial zones. However, there is still a disconnect between what is taught and what FTZ employers actually need. Stronger industry-academic partnerships are essential to building a long-term talent pipeline, particularly in areas such as customs compliance, trade finance, and digital logistics systems. Aligning Talent Strategy with FTZ Growth through JacksonGrant Thailand's Free Trade Zones are shaping the future of logistics not just in how goods are moved, but in how people are hired to move them. As trade volumes increase and operational complexity grows, businesses must take a strategic, forward-thinking approach to logistics recruitment. At JacksonGrant, we understand the unique demands that Free Trade Zones place on hiring processes. With deep experience in sourcing logistics talent across bonded zones, e-commerce hubs, and industrial estates, we help clients secure skilled professionals who are ready to thrive in high-pressure, compliance-focused environments. Contact with JacksonGrant today to optimise your logistics recruitment strategy and keep your supply chain moving at the pace of global trade.

Jun
2

As Thailand’s manufacturing sector continues to play a pivotal role in the country’s economic growth, one critical issue is emerging across the board:  a widening generational gap in the workforce. With older workers nearing retirement and younger generations showing less interest in factory and industrial roles, Thailand's manufacturing industry faces a pressing need to attract, engage, and retain younger talent. This article explores the reasons behind the disconnect and offers practical strategies to bring a new generation into the fold,  revitalising the sector and future-proofing productivity. Understanding the Talent Gap in Thailand's Manufacturing Sector Thailand’s manufacturing industry,  encompassing automotive, electronics, food processing, and industrial equipment, has long been a national powerhouse. However, rapid technological advancements and an ageing workforce have exposed vulnerabilities in the labour pipeline. Many younger workers gravitate toward tech, service, or freelance careers, often perceiving manufacturing jobs as physically demanding, repetitive, or lacking in upward mobility. Bridging this gap will require not only cultural and policy shifts but also a comprehensive change in how manufacturing roles are presented to the younger generation. Strategy 1: Rebrand the Image of Manufacturing One of the most urgent challenges is to rebrand manufacturing as a modern, innovative, and purpose-driven industry. Too often, young people associate factory work with outdated machinery and manual labour. Employers must promote real stories that highlight digital transformation within the sector, such as the use of robotics, AI-driven logistics, and sustainable practices. Thailand's manufacturing is evolving into advanced manufacturing, and it’s essential this message reaches schools, universities, and online platforms where younger talent resides. Social media campaigns, influencer collaborations, and video content showcasing clean, tech-driven factory environments can make a lasting impression and break old stereotypes. Strategy 2: Strengthen Vocational-Education Partnerships Bridging the gap between education and industry is critical. Employers in Thailand’s manufacturing industry need to collaborate more closely with vocational colleges, universities, and technical institutes to align curricula with industry needs. Initiatives such as co-developed apprenticeship programmes, internship pipelines, and industry-sponsored training can offer students hands-on experience and clearer career paths. These partnerships also allow employers to identify high-potential talent early and nurture them through tailored development plans. Strategy 3: Offer Clear Career Progression Paths Young workers are not simply looking for a job, they are looking for a career journey. Traditional manufacturing jobs have often failed to communicate opportunities for progression, especially in areas such as quality control, design, maintenance, or production engineering. Companies should create structured career development frameworks, showing how a shop-floor technician could become a plant supervisor or process engineer within a few years. Clear milestones, regular training, and personal development plans are essential to keeping younger workers engaged. Strategy 4: Modernise Work Environments and Benefits Modern workers expect more from their workplace, both physically and culturally. While Thailand's manufacturing industry is making strides toward digitalisation, many factories still lag in employee experience. Updating workplace safety, improving ergonomics, adopting better break facilities, and offering hybrid roles in logistics, design, or admin functions can help manufacturers stand out. Equally, offering competitive and progressive benefits such as mental health support, flexible leave policies, wellness programmes, and performance bonuses can significantly improve employer branding among younger demographics. Strategy 5: Leverage Digital Tools for Recruitment Today’s talent expects convenience, speed, and transparency when applying for jobs. Traditional recruitment processes involving slow paperwork or outdated job listings will turn younger applicants away. To reach them effectively, manufacturers should embrace digital recruitment tools such as mobile-friendly application platforms, automated interview scheduling, and real-time job updates. Platforms like LinkedIn, TikTok, and Line can also be powerful avenues for recruitment marketing tailored to Gen Z and Millennials. Strategy 6: Highlight Purpose and Sustainability Younger generations are driven by purpose and many are environmentally and socially conscious. Fortunately, Thailand's manufacturing is increasingly focusing on sustainable practices, from clean energy use to waste reduction. These efforts should be woven into the recruitment narrative. Whether it’s reducing carbon emissions in the automotive sector or using biodegradable materials in packaging production, sharing your sustainability story can resonate deeply with mission-driven young professionals. Strategy 7: Create Youth Ambassador Programmes Empowering younger employees to become ambassadors for their workplace can create peer-to-peer influence. These employees can attend school job fairs, lead social media campaigns, or contribute to blogs and vlogs that provide a firsthand look at life in the industry. This approach helps demystify the day-to-day experience and builds authenticity into your brand, something traditional employer branding often lacks. Empowering a New Generation with JacksonGrant As Thailand’s manufacturing industry evolves with the rise of automation, digitalisation, and sustainability, its workforce must evolve alongside it. Attracting younger talent requires more than competitive salaries; it demands a complete rethink of the work experience, recruitment strategy, and career messaging. At JacksonGrant, we help companies modernise their hiring approach to align with the values and expectations of today’s workforce. Whether you’re looking to revitalise your employer brand, build youth-focused recruitment pipelines, or improve talent retention, our manufacturing-specialist recruiters are ready to help. Contact JacksonGrant to find out how we can help your organisation attract and develop the next generation of manufacturing leaders in Thailand.