search-consult Issue 34 by margaret jaouadi

2008 / ISSUE 34

The International Executive Search Magazine Published by Dillistone Systems

Syed Ali Abbas (Singapore) Executive HR Director AT&T Asia & India

Ignacio Abia (Spain) President & CEO Olympus Imaging Europe GmbH

Ulrich F. Ackermann (Germany) Member of the Board TRANSEARCH International Partners

George Bradt (USA) Managing Director PrimeGenesis

Dr. Daniel Dirks (Germany) Head of Group HR Allianz SE

Keith Dugdale (UK) Director Global Recruitment KPMG

Nancy Garrison-Jenn (UK) Writer Economist Intelligence Unit

John Goldberg (USA) Director, Executive Talent Acquisition Coca-Cola Corporation

Peter Haddad (USA) Talent Acquisition Executive Lenovo

Rolf Heeb (Germany) President AIMS International

Alexander Hiller (Germany) Global Head of Talent & Leadership Deutsche Bank AG

David Lord (USA) Founder Executive Search Information Services

Adil Malia (India) Group President, HR Essar Group

Simon Mullins (USA) Director Executive Recruiting Microsoft Corporation

Nirmit Parekh (India) Chairman Penrhyn International

Anna Patrono (Italy) Director Talent Acquisition and Management Whirlpool Europe

Karl-Heinz Reitz (Germany) Director Learning and Talent Management SAP AG

Jörg Rischke (Germany) Managing Partner Oliver Wyman – Delta Organization & Leadership

Stephen Sidebottom (UK) Head of HR Nomura International

Marjolein SteadGrijsen (Switzerland) Director HR EMEA Lexmark

Dr. Dagmar Wilbs (Germany) Head of Human Capital Practice Mercer

Stanislaw Wojnicki (UAE) Head of HR Citi ME

Miguel Ángel Zuil (Spain) Partner Boyden

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Target Success Target success and you’re more likely to reach it. That’s why Signium International’s completion rates are one of the highest in the world. Our consultants possess exceptional experience and deploy high-touch expertise and rigorous processes that consistently target and deliver the highest quality candidate for your leadership needs. With an international portfolio of dynamic and growth-oriented clients, Signium attracts the best professionals globally from the executive search industry, ensuring your success.

The Quality Provider of Global Executive Solutions www.signium.com

MANAGING DIRECTOR Jason Starr jason@search-consult.com EDITORIAL Pilar Gumucio editorial@search-consult.com PRODUCTION Margaret Jaouadi margaret@search-consult.com

ADVERTISING/SUBSCRIPTIONS/REPRINTS UK and Europe North and South America South East Asia and Australia Yann Le Leyour enquiries@search-consult.com or log on to www.search-consult.com

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search-consult is published quarterly by Dillistone Systems Limited, Third Floor, 50-52 Paul Street, London EC2A 4LB for US$96 per year and printed by Mr. Bloom Ltd, Sopot, Poland, www.mrbloom. com.pl. Periodical Postage PAID at Jamaica, NY. POSTMASTER: Send change of address changes to Dillistone Systems Inc., 50 Harrison Street, Suite 201A, Hoboken, NJ 07030, USA. All statements, opinions, and expressions are the sole responsibility of the authors and the Publishers reserve the right to amend/alter articles as necessary. The Publishers cannot be held responsible for any loss or damage, however caused, of any materials supplied. Any materials supplied may not always be returned. No part of this publication may be reproduced in any format without prior written consent of the Publishers.

Error in search-consult magazine Issue 33 On page 4 of Issue 33 of search-consult magazine we refer to a statistic about executive failure rates. This statistic is incorrect, and should not have been attributed to the Association of Executive Search Consultants. We apologise for any embarrassment caused.

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Joseph Daniel McCool is a globally recognized consultant on executive search firm best practices. He is the author of Deciding Who Leads: How Executive Recruiters Drive, Direct, and Disrupt the Global Search for Leadership Talent (April 2008), which has been recognized as one of the best business books of the year and will soon be published in multiple foreign languages. A former editor of Kennedy’s Executive Recruiter News, he also writes as a contributing columnist in BusinessWeek. Contact him at Joe@DecidingWhoLeads.com.

Are You Building A Practice Or A Firm?

DO YOU ENVISION SELLING YOUR FIRM AT SOME POINT IN THE FUTURE? If you’re like most retained executive search consultants, the answer is a resounding ‘Yes.’ You’re hoping the stellar reputation you’re building, the caliber of clients you’re serving and your deep relationships will eventually lead to your being rewarded handsomely near the end of your distinguished career. But alas, many otherwise remarkable search consultants haven’t yet realized that they’ve been too busy chasing searches during their career and have failed to invest in the resources necessary to build an actual “firm.” Rather, they’ve built the profile of an entrepreneurial search “practice” that bears their name and which is largely tied to them as individuals. That means there are many search consultants out there whose search “practice” really isn’t worth much to a prospective acquirer because such practices lack all the good measures of an actual “firm” that might be taken to new heights by a new owner. Therefore, there are really only two paths your retained search business can take moving forward. The first is to continue business as usual, with your eye on short-term financial returns, today’s clients and today’s challenges. Under this scenario, you’ll continue to grow revenue, you’ll replace consultants and others who depart and you’ll set yourself up to ensure a healthy and continual income stream for as long as you lead the operation and see your name on the door. Just don’t expect to capitalize your ownership in the firm if that’s what you decide to do. Believe me. The other, more demanding route, the one that will lead search firm principals to the capability and recognition of owning a firm, requires them to step back from the day-today details and think about where they’re going, how they intend to get there and how to build the assets of a firm that others will eventually find attractive. Take the case of one very experienced search consultant who called me recently to report that he had somewhat of an epiphany. Long the star producer in a very small operation, he now acknowledges (after significant introspection) that he’s got to build the assets of a firm if he wants to build its sale into his retirement and estate plan. Aside from the financial motivations of doing so, it’s important to consider your interest in leaving a legacy, in building a firm whose work and credibility will outlive you and flourish in the hands of a new generation of executive search professionals. You can’t expect to monetize your career’s worth of work in senior-management recruiting if all you’ve done is put out fires, answer the phone, chase searches, hire and fire and perpetuate the status quo (which some clients find anathema) without a real game plan for building your business and its value in the eyes of others. Now more than ever before, it’s up to you to decide where you’re going. And it’s really a question of whether you want to shape the future, or have it shaped for you. As I was walking through an airport recently, I noticed one of those ubiquitous Accenture billboards featuring Tiger Woods. The message on it raises a lot of questions and some real challenges for executive search consultants. It read: “What you’ve done, 10 percent. What you’ll do next, 90 percent.” If you’ve read my new book, Deciding Who Leads, you already know I believe the time has come to take the practice of retained executive search in new directions. If you don’t have time to read it, perhaps because you’re chasing a few too many searches, send me an e-mail. Remember, time isn’t on your side when it comes to building a great firm.

Joseph Daniel McCool Joe@DecidingWhoLeads.com ISSUE 32 2008 search-consult

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The Case For Managing

Search Activity:

… and How to Do It A

ny company that really cares about being successful must be paying attention to how well it manages executive recruiting activity. Yes, the development of leaders is even more important. But talent-focused companies always have some executivelevel needs that can’t be filled from the inside. And, given that failure rates of recruited executives are higher than that of promoted ones, sound management of search activity is vital. Working with more than 100 Fortune 500 companies – mainly U.S.-based multinationals, across industries -- over the last 15 years, we have found that when there’s no oversight of search activity, 4 out of 10 searches fail. Even the successful ones take an average of 6 months to complete. Search firms aren’t perfect, but the better ones deliver qualified candidates in a timely manner 80% to 90% of the time. Corporations, on the other hand, cancel or fail to complete searches 20% to 30% of the time, when no one’s looking. In other words, ineffective management of search activity is responsible for most failed searches. Reasons for failure by the hiring organization include: not being clear on the need; not having consensus; changing one’s mind; creating the appearance of a search without intending to complete it; failing to sell the position to top candidates and/or losing them to competing offers; failing to impress leading candidates with a process that shows the organization knows what it’s doing.

search-consult ISSUE 34 2008

By David Lord

Some search cancellations are the inevitable result of restructurings and changes in business conditions that are beyond control. But most cancellations or failures can be prevented. Our research shows that companies that actively manage search activity can cut failures in half and reach overall completion rates of 80%. And they can reduce average cycle time from 6 months to 4 months.

In addition, by reducing cycle time from 6 months to 4 months, the company earns an additional $4 million in revenues, if you will, from getting its 40 newly hired executives on the job 2 months quicker. And, by the way, we’d save $1 million in search fees by cutting our failure rate in half. That’s a big payoff for a modest investment in a Director of Executive Recruiting.

THE PAYOFF The business case for this at a large corporation is powerful. Let’s say your organization is going to initiate 50 executive searches this year for positions averaging $300,000 in compensation. An executive at that level is making a contribution to the company’s bottom line of some multiple of his or her pay. That multiple will vary greatly -- and we don’t really know what it is -- but we can imagine that, on average, it’s at least twice the amount the person is being paid; more likely 3 times or sometimes much more. Let’s say it’s only twice the person’s pay. So on average a $300K executive is contributing $600K, in some fashion, to the company’s revenues. If we initiate 50 searches without oversight, it’s likely that 20 will fail. With oversight, only 10 will fail (we have several years of survey work to support this finding). That’s 10 executives on board this year contributing $6 million to the bottom line, from positions that otherwise would have gone unfilled.

PREFERRED-PROVIDER PROGRAMS The concept isn’t new. In fact, two of the earliest-known uses of executive search, in the early 1900s -- Booz-Allen & Hamilton recruiting managers for the Bank of Winnetka and Marshall Field’s, and Thorndike Deland Associates finding buyers for Filene’s and Macy’s -- were part of larger, long-term relationships between those consulting firms and their clients. During the 1980s and ‘90s, formalized preferred-provider programs (PPPs) were adopted at a number of major U.S. corporations, and interest in them continues to grow. Unfortunately, many initiatives carried out under the label of preferredprovider program have failed to achieve their objectives. Reasons for failure have included: • Insufficient management support; • Lack of understanding of the search process; • Focus on reducing cost rather than improving the quality of services. Reliance on PPPs tends to be cyclical. It often coincides with a change in

leadership, either in HR or in top management. Once a program has been adopted or revitalized, it’s often implemented throughout the organization, which, typically, leads to decentralization of the process until the next review or change of leadership returns the focus to corporate headquarters. Meanwhile, search consultants often become frustrated and cynical. PPPs intensify competition both among large search firms and between large and small firms, as more business goes to a smaller number of search firms serving major companies. Search firms become frustrated because it’s a big effort to respond in writing to numerous detailed questions that may, or may not be, relevant to their true capabilities; and make in-person presentations -- especially significant given what they see as a slim chance (beyond the natural course of business development) for an important amount of work. Search firms are cynical because PPPs never work perfectly and sometimes, in fact, have little impact on the flow of assignments that would otherwise occur. IF WE COULD JUST DO THESE 11 THINGS … So what should a Director of Executive Recruiting be trying to accomplish? A giant financial services company, planning to establish and centralize an executive recruiting oversight function, asked me this question recently. I came up with 11 recommendations: • Focus on the real business case for managing search activity: higher completion rates, faster searches, higher quality candidates and added value from search partnerships. We made the basic business case above. Beyond those figures, we believe that the logical outcome of better search management includes better candidates, as well as a better understanding of the talent market through our search partners. • Avoid being driven by reducing search fees. This will happen as a happy consequence of focusing on the points

David Lord

above, which are much more important to your organization. If you really want the best talent, you probably want the best search consultants finding it and evaluating it for you, and the best search consultants don’t need to discount their fees. • Get top management buy-in. You can’t run an effective program without it. • Gather information rigorously on outcomes of all search engagements and use it to inform the search firm selection process. Another time we’ll discuss metrics in search management. • Don’t rush into a preferred-provider program. Spend a year or two managing search activity well. That is, implement a selection and engagement process but hold off on long-term agreements until you have a better written record of search firm performance. It’s more efficient. • Generate the engagement letter and use fixed fees. It’s your chance to spell out the process as you want it carried out, addressing all issues important to you, setting the schedule of what will happen when, and educating all parties on their roles. Fair (not discounted) fixed fees are cleaner and crisper than percentage fees and should include all expenses except pre-approved travel. • Consolidate search activity into partnerships with a short list of large

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and small firms. Again, this can happen gradually. First you track the activity, then you start steering searches toward the more successful firms. • Separate the oversight of retained search from contingency recruiting; they’re different animals. Retained search is an exclusive (to you) management consulting service. Contingency recruiting is one of many forms of candidate identification; no more, no less. • Establish a sourcing function and combine it with the management of contingency firms. Leverage your efforts to identify potential candidates at the mid-management level. • Down the road, do some executive recruiting directly, and build your referral program. Once you’ve got your search management act together, you can consider building an in-house search team to handle those that make sense (another topic). • Become a center of influence, not control, on how to use search firms well and educate the organization on best practices. Because the hiring manager drives any successful search engagement, it is critical for that person to understand all the issues and all the nuances in working with search firms. These senior people are not always receptive to coaching. This is the most delicate and important role of the Director of Executive Recruiting. David Lord is founder and facilitator of the Executive Search Information Exchange, a network of corporate talent officers advancing best practices in executive recruiting worldwide. The group includes more than 60 leading corporations and has met more than 100 times since 1996. He is also founder of the Executive Search Academy, a 2-day course held twice a year in New York, with the objective of educating HR executives and corporate executive recruiters on best practices in managing search activity. David is the former Editor of Executive Recruiter News and is a widely quoted writer and speaker on issues involving executive search. David Lord is one of the speakers at the upcoming Executive Talent: A Global Perspective Conference in Frankfurt, Germany on October 20-21, 2008. Details can be found on pages 8 and 9.

www.search-consult.com For more information visit: Web: www.davidlord.com

ISSUE 34 2008 search-consult

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Search Compensation

Within The Global Financial

Services Sector

ver the last few years the Financial Services Executive Search sector has become global in nature, and no longer do the majority of firms solely service one city or region. For any Financial Services Search firm wanting a global presence, one of the paramount issues it faces is how to compensate Search Consultants in different locations. Mark Bonnet of Napier Wolf undertook a survey to find out how Senior Search Consultants are paid in the World’s three key Financial Centres: London, New York and Hong Kong. Ten Managing Directors and Business owners from each region were asked what variations they saw in how Consultants are paid in each region. Compensation in London’s vast Search market is characterised by high basic salaries. A large amount of either a Consultant’s or a Partner’s income will come through guaranteed sums rather than commission or bonus. This reflects the nature of London Search firms, which are generally larger than their New York or Hong Kong counterparts. London firms invest particularly heavily in their infrastructure with often several layers of Research and Delivery beneath the Consultants. Whilst this gives them a strong product, it clearly takes monies away from commission and bonus pools. Many

search-consult ISSUE 34 2008

by Mark Bonnet London firms now pay a delivery fee to Researchers, which further shrinks a fee-earners pay-out. There are of course exceptions, but on the whole UK Search firms still pay out around a third of billings to Consultants. During the recent bull-market many companies increased this percentage to attract Consultants; particularly newer companies. However, in 2008 there has been a reverse back to the norm, and dozens of companies have changed their structures to reflect market realities and protect their business and employees. New York’s compensation culture appears to reflect the realities of Financial Services Search; with its extreme ups and downs. Companies prefer to pay their Consultants a higher percentage based on success, rather than invest heavily in each biller and risk disappointment. For Practice Heads, the picture is blurred due to the proliferation of Owner-managed boutiques in New York. Outsiders are often surprised by the sheer number of one to five man operations. A far higher degree of New York Headhunters are equity partners than in other location, and as a result pay themselves through company dividends as opposed to fixed salary or commission. However, New York Search Consultants are probably the most commission-driven globally. Basic

salaries for Consultants are significantly lower than in Europe, and often take the shape of an annual draw which is offset against commission. It is not uncommon for top fee-earners to take a tiny draw, of say $50k a year in return for a total percentage of 45% to 60%. One of New York’s key characteristics is that there are relatively few foreign Headhunters in the city. New York has proved to be a hard market for foreign companies to break into, and of course, it can be tricky to obtain visas. This dampens the wage inflation amongst Search Consultants in comparison to London and Hong Kong. Hong Kong is the youngest Search market we looked at, and in 2008 proved to be most vibrant and varied. Although guaranteed salaries are still significantly lower than say in London, this is beginning to change. The biggest factor in Hong Kong is that many of the Consultants in this city have to be hired from other locations. A very significant portion of Search Consultants are UK, US or Australian nationals. The knock-on affect of this is that housing allowances are very common and distort package comparisons with other locations. Another key point is that many of the firms are UK or US-owned and their pay structures fall in line with the international business they are part of. Hence, companies which have a strong

link to the UK or are part of a UK-based brand will often pay higher guaranteed salaries than purely local firms, or firms with a US connection. However, despite this, the balance of pay in Hong Kong is weighed towards commission. Although there are many

firms and Consultants who have been in the region for decades, the influx of newcomers in recent years has had a big impact. More recent arrivals tend to be fairly young, often single and content to take a smaller guaranteed sum in return for high bonus potential.

LONDON TITLE

BASIC

BILLINGS

% To CONSULTANT

TOTAL

Employed Director/Practice Head

$300k

$2m

50%

$1m

$160k - $200k

$1m

33%

$300k - $340k

BASIC

BILLINGS

% To CONSULTANT

TOTAL

Employed Director

$200k - $300k

$2m

50% - 60%

$1m - $1.2m

Consultant

$100k - $160k

$1m

30% - 40%

$300k - $400k

TITLE

BASIC

BILLINGS

% To CONSULTANT

TOTAL

Employed Director

$200k

$2m

50%

$1m

Consultant

$100k

$1m

35%

$350k

Consultant

NEW YORK TITLE

HONG KONG

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In conclusion, it’s clear that that there are major variations regionally in how fee-earners are paid. This is due to a plethora of reasons ranging from tax and immigration to national culture. Whilst percentages across the three locations are fairly comparable, it’s how companies choose to structure remuneration that differs. Mark Bonnet is a Director at the Napier Wolf Group of Companies. He is a Search Consultant and advisor to many of the worlds pre-eminent Executive Search brands. Mark has been working within Executive Search since 2001, and has recently led Napier Wolf’s expansion into the Middle East and Asia-Pacific regions. Napier Wolf builds and develops executive search practices globally. Its clients are tier one international search firms, local specialist boutiques and financial investors looking to build new businesses.

FT.com

www.search-consult.com For more information visit: Web: www.napierwolf.co.uk

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ISSUE 34 2008 search-consult

For any organization, the successful recruitment, retention and management of talent can be the difference between success and failure. For the business operating across borders, nothing is more critical. That’s why search-consult has brought together thought leaders from around the world to address key issues involved in cross-border talent management. In a truly global gathering, speakers from the United States, from across Europe, from Asia and from the Middle East will address delegates from in what is likely to be the most international conference on Executive Talent that Europe has ever seen. search-consult’s “Executive Talent - A Global Perspective” conference will cover topics such as The Valuation of Human Capital; Best Practice for Working with Executive Search Firms; Solving the Problems Associated with Managing Talent Across Borders; and Building Talent Pipelines in Emerging Markets - see the agenda on the next page for details. OPTIONAL WORKSHOP

Search Management Roundtable

Target: HR professionals involved in executive recruiting and the management of search activity at their companies. Cost: €325 / GB£250 / US$475 Venue: Hilton, Frankfurt am Main, Germany Date: 20 October 2008; 9:30am-12:30pm Replicating the highly successful meetings of the Executive Search Information Exchange over the past 12 years in the U.S., David Lord facilitates a discussion among executive talent professionals from global companies. Here, among peers, participants will share experiences in managing executive search activity, assessing leadership talent, selecting and engaging search firms, recruiting directly at the executive level, and improving the organization’s ability to hire effectively at senior levels. Limited seats available.

Sponsored Event: Competitive Advantage Through Technology

Target: Executive Search Professionals and HR Professionals involved in Executive Recruiting - ***LIMITED PLACES AVAILABLE*** Cost: FREE to main conference attendees Venue: Hilton, Frankfurt am Main, Germany Date: 20 October 2008; 9:30am - 12:30pm Technology has radically altered the way that we all do business. Complex and constantly evolving, it is easy to just see technology as necessary burden. But at its best, technology can help firms innovate and gain competitive advantage. This workshop will cut through the jargon and look at practical case studies, presented in plain English. Topics include: - The use of technology to promote quality and best practice - Attracting and retaining the best candidates - Brand management - leveraging the internet as a research tool.

search-consult Events can be contacted on the following numbers: +44 (0)20 Conference fee per delegate: €795 / £595 / US$1,159 Book For a detailed agenda and breakout sessions

Day 1 1pm 2:30pm 2:40pm 3:20pm 4:10pm 6pm: 7pm:

REGISTRATION AND WELCOME COFFEE WELCOME REMARKS Jason Starr, Editor, search-consult and President, Dillistone Group Plc EFFECTIVE GLOBAL TALENT MANAGEMENT Dr. Dagmar Wilbs, Head of Human Capital Practice, Mercer HOW COCA-COLA SATISFIES ITS THIRST FOR GLOBAL LEADERSHIP TALENT John Goldberg, Director Executive Talent Acquisition, Coca-Cola Corporation PANEL DISCUSSION: TRENDS IN INTERNATIONAL TALENT MANAGEMENT Moderator: Jﾃｶrg Rischke, Managing Partner, Oliver Wyman - Delta Organization & Leadership Panelists: Syed Ali Abbas, Executive Director Human Resources, AT&T Asia Pacific and India Dr. Daniel Dirks, Head of Group Human Resources Allianz SE Alexander Hiller, Global Head of Talent & Leadership Deutsche Bank AG Karl-Heinz Reitz, Director Learning and Talent Management SAP AG Marjolein Stead-Grijsen, Director Human Resources EMEA Lexmark DRINKS RECEPTION GALA DINNER After Dinner Speaker: Adil Malia, Group President - Human Resources, Essar Group Essar Group is a Mumbai-based US$50 Billion Indian Conglomerate. Over the last 12 months, Essar have recruited over 200 senior executives from Western Multinational. Join Adil Malia as he reflects on this process.

GOLD SPONSOR

SILVER SPONSORS

MEDIA SPONSORS

Day 2 8am CONTINENTAL BREAKFAST 9:15am WELCOME REMARKS Jason Starr, Editor, search-consult and President Dillistone Group Plc 9:20am HOW GREAT COMPANIES MANAGE EXECUTIVE SEARCH ACTIVITIES David Lord, Founder Executive Search Information Services 10:05am PANEL DISCUSSION - RECRUITING ACROSS BORDERS - WHAT THE CLIENT NEEDS TO KNOW? Moderator: David Lord, Founder, Executive Search Information Services Panelists: Ulrich F. Ackermann, Member of the Board of Directors, TRANSEARCH International Partners Plc Rolf Heeb, President, AIMS International Nirmit Parekh, Chairman, Penrhyn International Miguel ﾃ］gel Zuil, Partner, Boyden Spain 10:50am NETWORKING BREAK 11:25am INTEGRATING EXECUTIVE RECRUITING INTO TALENT PLANNING George Bradt, Managing Director, PrimeGenesis 12:10pm THE STAGES OF EXECUTIVE ONBOARDING - ACCELERATING LEADERSHIP TRANSITIONS Simon Mullins, Director, Executive Recruiting, Microsoft Corporation 1:00pm NETWORKING LUNCH 2:30pm BUILDING HIGH PERFORMING ORGANISATIONS Stephen Sidebottom, Director of HR Europe, Nomura 3:15pm PANEL DISCUSSION - THE TALENT NEEDS OF EMERGING MARKETS Moderator: Nancy Garrison-Jenn, Writer, Economist Intelligence Unit Ignacio Abia, President & CEO, Olympus Imaging Europe GmbH Keith Dugdale, Director Global Recruitment, KPMG Peter Haddad, Talent Acquisition Executive, Lenovo Anna Patrono, Director Talent Acquisition and Management, Whirlpool Europe Stanislaw Wojnicki, Head of HR, Citi ME 4:00pm CLOSING REMARKS Jason Starr, Editor, search-consult and President, Dillistone Group Plc * The agenda and speakers are subject to change.

7749 6102 or +1 (201) 653 0013 or via email: events@search-consult.com TODAY to secure your place! please visit www.search-consult.com/global2008

SPECIAL SPONSORS

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How To Weather TheStorm:

Searching During A Downturn N

ow that the media are reporting on what many of us in the research world have been aware of for months, it’s time for the wider search market to acknowledge that a lot of economic indicators are not great. In short, the executive search and recruitment market is going to become a lot tougher to make money in. Many consultants like to claim that they only ever handle high level strategic appointments and that to an extent these are recession proof. In reality, very few consultants reading this will be in such a fortunate position. ‘Bread and butter’ assignments resulting from growth and diversification are familiar to all of us; even if we do prefer handling the more interesting (and let’s be frank, easier to research) roles that sit higher up the organisational tree. Most search consultants expect to see less hiring taking place and more people chasing their clients. Many of those chasing their clients will instantly be offering lower rates, and others quite possibly offering a better service. LESSONS LEARNT I personally experienced the downturn in technology search at

search-consult ISSUE 34 2008

By Dan Atkinson the start of the millennium. There are parallels that were apparent from that time and lessons that can be now learnt. My key point though is this; when the market is buoyant, clients are expanding rapidly and vacancies are easy to come by. It is very easy to forget that you are an executive search consultant and focus instead on making as many placements as possible. In times of plenty, many senior recruiters transition from being head-hunters to bounty hunters. In this article I will suggest from a researcher’s perspective (albeit a more experienced one than most) how individuals and firms should be looking at their people and processes to weather the storm and come out stronger than ever. The first thing I would suggest is that most search firms do not maximise the value they could and should be extracting from their research, either internally or externally. The stated outcome of any research project is to find the best candidate for your client, but it can and should be more than that. It should be a process that leads not just to a placement fee, but that adds value to your activities during every step of the way.

The most obvious thing to do is present your client with a structured assignment that justifies a retained fee. This may seem an obvious statement, but during fast paced times when your clients were expanding at break neck speed they may not have been too concerned about the process as long as you found the right person. So think about how your research is presented. Are your researchers aggressively targeting every firm on the target list, or are they shying away from those that are too difficult or complex to effectively identify? Are you (and your client) able to cross reference the target list and the identification work? If the answer at all times isn’t a resounding ‘yes’, then there are clearly issues in your research that need to be addressed. STANDING OUT When growth slows, you need to be able to stand out. To differentiate what you do from those (and I’ve seen a few) whose definition of executive recruitment does not extend far beyond spraying details of candidates from a job board across to your clients. As a search consultant, you are providing a premium service based upon a combination of industry expertise and structured, time-

consuming research. Don’t make the mistake of keeping this research hidden or of allowing searches to go fallow. Just because the client doesn’t seem to be treating the search as a priority, it doesn’t mean that you shouldn’t still be providing them (even if only by email) with regular report updates. Salary surveys are a further way in which you should be extracting value from your research. Even when candidates reject an opportunity, if the approach made to them is professional and courteous, the chances of them providing the researcher with current salary information are generally good. By adding a couple more minutes to the conversation, your researchers could be adding a lot more value to both the service you provide and to the knowledge you have of your client’s market. And on the subject of researcher / candidate conversations, are you also missing out on business development opportunities? There is an old mantra in the search world that states ‘today’s candidate is tomorrow’s client’. What are you doing with your research team to market your business to potential clients approached as candidates for other roles? Another question – what can you tell your client about how they are perceived as an employer in their industry? Qualitative information from potential candidates concerning their perception of your client as an employer is something that the run of the mill recruiters out there will not be offering. It costs you nothing to get it as part of your research, so why not provide it (assuming that you are not keeping the client’s name anonymous)? ADDING VALUE Going out of your way to provide value that other recruiters are not offering is one more way that you can delight your client and justify your place as a trusted recruitment advisor. This, I would suggest, is preferable to being perceived as an expensive resourcer

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candidate information that has been left to go fallow as your business resources have been more delivery focussed. You should be making sure that everyone in your organisation knows how to use the technology that is in place effectively through both internal and external training.

Dan Atkinson

to call on when all other cheaper recruitment channels have dried up. It has always struck me as a shame that the term ‘recruitment consultant’ seems to have such negative connotations. I have never seen anything wrong with being an expert recruiter, a recruitment consultant if you like. I am able to offer consultative advice to my customers on the subject of recruitment. In an industry that has a reputation for utilising more than its fair share of smoke and mirrors, honesty, integrity and value will go a long way to maintaining your business relationships during difficult periods. Of course, maximising research value alone is not going to be the only way your organisation will be able to weather the storm. For all of us, quiet times are an opportunity for reflection, and it is these times that you will be thinking about where your organisation could be more efficient and more effective. People and processes are the two key areas that you will doubtless be on your list. On the process side, if you already have dedicated applications in place to manage your search activities, but have been too busy to use them effectively; then, now is the time to do something about it. It is also the time when you should be auditing data and updating

ASK HARSH QUESTIONS On the people front, it’s time to start asking harsh questions about how your research team operates. Is the eager but unskilled graduate that you took on as an executive researcher value for money now that you need more than basic database resourcing? Is their phobia of the telephone an endearing quirk or a drain on your company bank account? Do your people have the telephone skills necessary to both identify and approach candidates in challenging times? Are they capable of selling an opportunity to candidates for whom staying put appears to be the safest career option in an uncertain economic climate? If you are struggling to answer these questions then there’s an issue to be addressed, either through training, restructuring or the use of specialist third parties for all or part of assignments. I make no apologies for pointing out during the course of this article what to most of you is gratuitously obvious. Also, I appreciate that the expansion of your client base is going to be a pillar of your growth strategies. But as owners of search organisations and successful consultants you’ll know more about this than me. I’m a recruitment research consultant, and proud to be so.

Dan Atkinson is a director of Accite Ltd and has been in executive search since 1996. He has broad cross sector research expertise and also provides training for in house research teams and individuals.

www.search-consult.com For more information visit: Web: www.accite.co.uk

ISSUE 34 2008 search-consult

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Get It Right And Keep It Right:

Retention Starts With Recruiting

iring the right employees and retaining key employees are fundamental HR practices. Search firms that truly partner with their clients participate fully in both practices. We have partnered with clients on both fronts for years, long before retention became a hot topic. Now retention is a preoccupation as the war for talent heats up. We have always believed that providing a service that supports and enhances retention delivers additional value to our clients, rendering our core service— recruitment—more cost-effective, and strengthening our relationship with our client at the same time. Many years ago we researched the reasons why employees leave. We learned that there are 10 primary resignation motivators, and recent research indicates that those motivators are still at play. We analyzed the motivators and determined that we could directly influence 7 of them; 3 are recruiting and selection related, and 4 are essentially disconnects or failures in communication. So, we developed recruiting and communications protocols to address the motivators in an attempt to obviate resignations. These protocols are embedded in everything we do, starting with the first meeting with a client to get job specs. We have found them to be effective, as, sadly, many companies are resistant to change. They are not doing everything that could be done to retain their employees and, as a result, they are watching their talent walk out the door. Let’s look at the most common reasons employees leave and what external recruiters can do to improve the retention

search-consult ISSUE 34 2008

By Emerson Hughes

of the employees they recruit for their clients. 1. The job or workplace was not as expected. This can be addressed during the recruiting and selection process. Recruiters need to present a clear and accurate description of the job, the performance expectations, the supervisor’s management style, weaknesses and strengths, the corporate culture and values. The corporate company and the candidate going into a new job should be fully informed. 2. Poor fit. There is a mismatch between the job and the hire, or the hire and the supervisor. This, too, can be addressed during the recruiting and selection process. The assessment process should be rigorous. Drill down; then, drill down again. 3. There are too few growth and advancement opportunities. Again, this is an issue that can be addressed during the recruiting and selection process. Recruiters should ensure that there will be enough of a career runway for the candidate’s ambitions. The recruiter should understand the candidate’s career objectives and carefully assess motivations. 4. Once on the job, there is too little coaching and feedback, or all too frequently, none at all. This is a communication and management problem. External recruiters can facilitate, and sometimes orchestrate, communications between a manager and employee. We communicate regularly with our hires, and when appropriate, we convene meetings and include the human

resources department. The key is that we are proactive. 5. The employee feels devalued and unrecognized. This, too, is a communications and management problem. Again, we are proactive and facilitate communication between the manager and employee. Recognition is one of the most effective ways to retain and motivate your employees. A welldesigned recognition program can have a significant impact on employee loyalty and also influence behaviors, attitudes, values, customer satisfaction, process improvements, time to market, quality— the list is potentially endless, and unique to every company. The point is, people respond to recognition and appreciation. 6. The employee is stressed from overwork and a work-life imbalance. This is frequently a communication problem, and it is usually solvable. The key is to acknowledge the conditions and not permit them to persist without attempting to relieve the pressure, even temporarily. Without relief, the pressure will build and lead to a resignation. 7. There is a loss of trust and confidence in senior leaders. This is frequently a communication problem. Leaders who don’t communicate or communicate ineffectively are often unaware of the problem. We encourage our hires to precipitate communication with their manager, to ask questions, to get informed, to network in the company and to reach out to the human resources department. We are constantly looking for strategies and ideas that we can share with our clients to help them retain their key employees.

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On a regular basis, we meet with our clients and review their retention practices, their successes and disappointments. We nudge them towards adopting retention best practices. Here are some ideas: • Develop effective corporate employee communications strategies and programs that help employees understand the business. Share information, open the channels of communication (starting at the top and let the information cascade down) and explain the company’s reward philosophy. • Upgrade your performance-based compensation systems and stay ahead of the curve. Gradually move the focus of comp plans away from base salary toward incentive compensation. • Provide lateral and cross-functional assignments or projects. • Poor performance by colleagues can negatively affect the retention of highpotential employees; therefore, weed out apathetic and ‘C’ performers. Poor managers are a liability. Develop, redeploy or replace them. • Create customized and achievable career and skills development plans. • Keep employees abreast of their progress and what they need to do, on a continual basis, to remain high-potential employees. Provide tools to help them track performance against objectives. Amplify the company’s long-term commitment to them. • Provide recognition, formal and informal. • Upgrade your onboarding process. Day 1 can have a tremendous impact on engagement. • Provide tools that help employees improve their productivity and effectiveness. • Use knowledge management systems and tools that facilitate collaboration and networking. • For the right fit, the hiring process should be rigorous; get it right in the first place. • Job sculpt — Design jobs or assignments that satisfy employees’ interests and use their unique talents.

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Emerson Hughes

• Ensure that employees appreciate all the elements of the company’s total rewards package, both tangible and intangible. Include training and development programs. • Conduct frequent “stay interviews”. • Develop and upgrade communication skills in supervisors and managers; when skills are weak, design programs and tools to facilitate communications between boss and subordinate. Frequent communications should be mandatory. • Success in retaining talent should be a performance expectation for managers, at all levels of the organization. • Managers and HR should collaboratively ensure that employees’ career needs and objectives are being met. Ensure employees’ careers don’t stall. • Provide regular performance evaluations. Managers should schedule regular meetings with subordinates to discuss strengths, weaknesses and progress toward career goals. • Develop good communication and leadership skills across the organization. • Take frequent employee satisfaction surveys. Find out what employees value in a workplace environment. Broadcast your efforts to act on the findings. • Provide managers with performance management training.

• Strengthen internal sourcing and recruiting processes. Provide recruiters with frequent training. Benchmark your processes against other organizations. • Ensure that recruiting criteria on job descriptions are consistent with criteria to be used subsequently in performance reviews. • Extend your succession planning programs. Include every key position. If the position is ‘mission critical’, plan for succession. • Ensure that employees have a clear understanding of their career path options and the opportunities you provide. Provide training and development programs that are linked to employees’ desired career path. • Provide work-life balance support and options, such as flextime, telecommuting or job sharing. • Provide managers with interview training. Hold out for the best fit candidate. • Conduct rigorous reference checks. • Provide a clear statement of how employee performance is measured. Clearly differentiate between excellent and average performance. Describe how performance is measured, assessed, recognized and rewarded. The championship is won in the draft, and we owe it to our clients and to the people we recruit to get it right the first time. It may seem obvious, but if rigorous due diligence isn’t applied to the talent acquisition process, then, it can be very difficult to right the ship. We should do everything we can to help our clients keep it right. That is the value we add. Emerson Hughes is Managing Director of Stanton Chase International’s Montreal office. He has been an executive recruiter for more than 20 years, conducting numerous searches at C-level and senior-management levels across Canada, North America and Europe for companies that operate in virtually every sector. Stanton Chase has 65 offices in 41 countries.

www.search-consult.com For more information visit: Web: www.stantonchase.com

ISSUE 34 2008 search-consult

Unique “drag and drop” functionality allows users to create company and people records directly from websites without retyping! Powerful new “Search Engine Style” document search allows users quickly and easily to find information hidden away in résumés, profile reports, articles, company reports, etc

FILEFINDER provides further improvements to time management functionality by means of two-way synchronization of Appointments, Tasks and Contacts with MS Outlook (and on to PDAs). We’ve gone one step further, however, and added context sensitive calendar and task functionality to FILEFINDER – clicking an appointment / task in the calendar instantly brings up all appropriate contact information.

New résumé / CV screening functionality allows consultants to flip backwards and forwards through résumés / CVs, adding comments and updating status details from a single screen.

Advanced email integration allows improved management of incoming and outgoing emails via MS Outlook. A new interface, improved templates, additional CC and reply functionality along with support for SMS and TAPI compliant telephone systems are all provided in the new FILEFINDER system.

USA: +1 (201) 653-0013

Australia/Asia: +61 2 8221 8860 sales@dillistone.com

NEW! FF Mobile FILEFINDER is now available from most hand-held devices

All backed up by superior service: • 24-Hour Support available to all contracted clients • Free online refresher training for System Administrators • Free-to-attend User Conferences in New York, London, Frankfurt, Hong Kong and Sydney

To arrange your personal demonstration of the latest FILEFINDER 8, please send an e-mail to sales@dillistone.com TODAY or call one of our regional offices listed below.

Germany: +49 (0)69 27 40 15 807 www.dillistone.com

UK / Other Europe: +44 (0)20 7749 6100

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Searching for Talent in Uncertain Times:

Perspectives from

outh Africa is a land of contrasts. From a business perspective, it presents an environment of enormous potential and significant growth. South Africa has been identified as a key emerging market according to a study commissioned by BT, and carried out by Datamonitor. The study noted that approximately 20% of the world’s wealth will soon reside in the five countries known as BRICS: Brazil, India, Russia, China, and South Africa. However, South Africa also presents an environment of considerable risk. Crime, political instability, infrastructure limitations, and AIDS continue to weigh heavily on productivity in the business environment. As with most developing countries, leadership remains critical in realising lasting growth and prosperity. So what are the challenges from a leadership perspective? TRANSFORMATION South Africa’s turbulent political history has made it important to redress the inequalities of the past and work towards a more representative workforce. While this is happening slowly, many have argued that transformation has not occurred quickly enough and that many leading organisations are not truly engaging the principles of Empowerment. The leadership of the liberation movement has generally moved into government institutions, yet business leadership tends to remain firmly in the hands of the minority white.

search-consult ISSUE 34 2008

South Africa

By Marcelle Ross

Mabili’s latest Board Diversity Survey indicates that within the Top 100 JSE listed organisations, only 14% of executive directors come from previously disadvantaged backgrounds. Nonexecutive boards have shown a more promising level of transformation with a 36% representation of previously disadvantaged individuals. Fourteen years after the advent of democracy, these figures appear somewhat disappointing and certainly not representative of the demographics of the country. The unique aspect of affirmative action in South Africa is that it seeks to empower the majority as opposed to bringing minority groups into a powerful majority. While the speed at which transformation should take place is hotly debated, there is absolute certainty that it needs to take place. BRAIN DRAIN The quandary that ‘accelerated’ transformation presents is that it shrinks an already small pool of skills. Transformation may also alienate skilled white workers, who feel that they are being excluded from opportunities and this, in turn, contributes to another problem: the ‘brain drain’. Transformation presents a fine balance between promoting the interests of black talent without alienating the white talent that has proved to have the appropriate skills to make a positive contribution to the South African economy. The global mobility of skilled resources continues to become more prevalent. While the brain drain is a complex phenomenon with a fluid stream of skilled people entering and leaving the country,

there is consensus that an alarming number of skilled South Africans are being lured by the promise of better and, indeed, more lucrative opportunities abroad. In a country where the education system is stretched in its mission to produce the amount of skills necessary to drive productivity, this is a worrying trend. It signifies a major loss of investment in terms of the education and the training of skilled professionals. In order to address the flow of skills to foreign economies, corporate talent management programs have identified remuneration as a key retention factor, especially at senior levels. As a result, corporate leaders in South Africa have received significant raises over the past few years. In fact, Mabili’s Directors’ Remuneration Report indicates that CEO compensation increases amounted to 24% and 14% for the years 2006 and 2007, respectively. These increases depict how companies are combating the war for talent and taking steps towards placing South African executive remuneration in line with its international competitors. SEARCH IMPERATIVE It is evident that there is a talent shortage in South Africa. This is in line with global trends, and the factors contributing to skills shortages have been widely documented; the developed world with its aging baby boomer generation, while the developing world suffers from its own rapid pace of development. With the uncertainty that comes with the shortage of skills, organisations are starting to show a broader-based buy-in to the concept of search. As such, organisations

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are committing to tough, pro-active search processes across a range of vertical levels within the organisation, and not exclusively at the top level. This encouraging trend in South Africa, and we suspect globally, indicates that executive search firms look set to play a greater role in managing talent and diversity. BRANDING SEARCH The executive search industry in South Africa, nevertheless, is still in its infancy. It has been seen as a novel idea, a luxury reserved for the wealthiest of organisations. The search approach has typically been used by multinationals, with business processes that transcend geographic boundaries, and leading listed organisations with innovative and sophisticated business approaches. Furthermore, the concept of search has been perceived as clandestine, cumbersome and wasteful. We have heard it being called ‘expensive recruitment’ and these comments have affirmed our beliefs that it’s a considerably misunderstood industry. With these perceptions in the market place, search organisations have spent enormous energy driving the brand and communicating with potential clients the benefits of search. We must continually explain how search is the ability to identify talent based on tried and tested research methods rather than depending on networks, databases and referrals. Moreover, in branding search, another key priority has been to move away from the sluggish perception and instil principles of responsiveness and urgency. It is about developing interactive relationships with clients, working together to solve their strategic problems. For example, we have often encountered situations where the ‘ideal’ candidate is not realistic due to the skills shortage. By being able to really engage with the client, it helps refine the brief in line with the clients’ expectations, and ultimately find the most suitable candidate. CHANGING THE RULES There is no substitute for delivery. While

Marcelle Ross

there has been progress in developing favourable impressions of the industry, these are only affirmed where expectations have been met, or exceeded. In order to deal with the skills shortage, we believe that the ‘rules need to be changed’ and the approach to search needs to be more innovative and dynamic. A practical example of this includes shifting the focus from experience to competencies. We believe the essence of talent and leadership lies with competencies and less so with experience. Recently, in South Africa, we have seen prominent leaders move into industries, in which they have little hands on experience. These appointments have been based on the premise that their competencies as leaders far outweigh experience, which tends to come quickly with thorough training and immersion programs. Further to this, non-traditional markets have proved to be useful hunting grounds to source talent. As a developing nation, South Africa has a hugely entrepreneurial skills base, yet individuals in these startups tend to be far less visible then their corporate counterparts. By tapping into entrepreneurial markets we have often found highly skilled and competent individuals, especially in senior marketing and sales roles. Despite originally looking for candidates from leading branded FMCG organisations, we have managed to

identify outstanding talent in start-ups, with highly innovative and creative abilities. Finally, with a steady flow of skills leaving the country, the expatriate market is often a useful pool of talent. Expatriate talent typically comes from the developed world; the US, UK, Western Europe and Australasia. However, Asia, and India in particular, is beginning to participate more vigorously in the expatriate market. This option is a temporary solution, given the fluidity of the expatriate market, but it can have a long lasting impact. Expatriates present the opportunity for effective skills transfer and the grooming of young talent. Encourage clients to facilitate skills transfer through mentoring programs where young talent is given the opportunity of working alongside and interacting with internationally qualified and experienced individuals. Thus, in order for search to really entrench itself as a serious contributor to the talent management industry in South Africa, executive search firms need to proactively position the industry as the best solution to addressing the skills shortage. This means branding it as a proactive, research driven approach to identifying suitable candidates. In addition, search firms need to ensure that delivery is paramount. With the shortage of skills making it that much harder to deliver, solutions need to be innovative, dynamic, and pragmatic; because the traditional pool of candidates just won’t suffice. Marcelle Ross is the Managing Director of Mabili, a leading South African Executive Search firm. Marcelle has been instrumental in developing the Mabili brand, establishing a track record of identifying and engaging leadership talent. Marcelle has played a lead role in developing industry specific practices and delivery-focused search teams. Mabili immerses itself in the cutting-edge issues that shape human capital performance and develops, with its clients, innovative solutions that build organisational capabilities through robust leadership and human capital capacity. Mabili works with multinationals and leading listed organisations, in South Africa and abroad, to provide pragmatic and innovative senior-level executive search, and reward solutions.

www.search-consult.com For more information visit: Web: www.mabili.co.za

ISSUE 34 2008 search-consult

A 1-Day Training Event for Executive Search Consultants

A Training Day for Executive Search Consultants 5 Expert Trainers. 5 Delegates Groups. 5 Training Courses. Perhaps you are new to executive search, and your company doesn’t have the time or the manpower to train you. Or maybe you have been in the business for a while and you feel your skills could do with a refresher. search-consult’s groundbreaking training event, The Executive Search Consultant Skills Day, will enable you to develop your business, and make great presentations to help you win the search.

WHAT WILL YOU GET OUT OF THE DAY?

Bridget Biggar

• Practical help in making the first contact with a potential client, and how to go on to win the business. • An understanding of different personality types and how to use that to your and your client’s advantage. • Interview skills that will expose the candidates achievements and experience, allowing you to make accurate assessments of how they will fit the role. • The ability to see the search from the client’s point of view, helping you to build stronger relationships and repeat business. • Know the legal pitfalls of recruitment and how to avoid them without losing effectiveness.

WHAT’S DIFFERENT? Alison Humphries

Our event is different in that we like to work in small groups. We know you learn better that way so the main training sessions will have a maximum of 25 people, and our trainers will rotate around the groups. There will be plenty of role play to let you practice your newly-acquired skills. You will get a great pack to take away, full of really useful information and checklists to ensure you can get the best out of the training when you are back in the office.

WHO ARE THE TRAINERS? Caroline Mills

Melanie Symes

Denise Walker

• Bridget Biggar is Managing Director of Management Intelligence UK, a training and development company. She has been instrumental in the growth of a number of SMEs as well as coaching and mentoring senior staff in many FTSE 100 and multi-national corporations. She is recognised as one of the world’s leading experts on achieving behavioural change. • Alison Humphries, Director of Amelius Consulting, has 23 years experience as a training director and operations director of businesses including Hays Plc, Robert Half International, Barkers Norman Broadbent Plc and Penna Plc. She now advises and trains in businesses across the recruitment sector, focussing especially on management and business development. • Caroline Mills has been an information officer in advertising and executive search. She has worked for Heidrick & Struggles and Edward W Kelley & Partners, and now runs her own company, Ask Caroline. • Melanie Symes is an interim HR professional with a significant European experience in branded, start up, multi-site retail chains, having worked for such companies as Burger King, The Disney Store and Starbucks. • Denise Walker, owner of Absolutely Business, has 23 years experience working in the recruitment industry. For the past two years she has run her own consultancy providing specialist training for recruitment consultants. Among her regular clients are The Recruitment & Employment Confederation and Cranfield University.

Book now! EARLY BIRD OFFER VALID UNTIL SEPTEMBER 26, 2008. For delegates fees, full program and to book online, please visit www.search-consult.com/consultant2008

Discounts available for delegates booking both Skills Days and groups - please cal

A 1-Day Training Event for Executive Researchers

A Training Day for Executive Researchers 5 Expert Trainers. 5 Delegates Groups. 6 Training Courses. In the executive search profession, quality starts at the research level. To help researchers achieve results, and after a very successful first edition earlier this year, search-consult brings you The Research Practitioner Skills Day. Delivered through small groups, the day will be packed with practical tips and techniques that will make a real difference to the the way Researchers work.

WHAT WILL YOU LEARN?

Karen Blakeman

Jill Dillistone

• Information sources; the best places to find candidates. • How to get the best out of the internet. • Tried and tested techniques for approaching candidates. • Understand your role as the client’s ambassador, and learn how to handle your candidates better. • Difficult candidates; what to do when the candidate isn’t interested or not qualified for your search. • Legal issues, how European data protection law and the Employment Equality Regulations affect the search process.

WHAT’S DIFFERENT?

We are limiting the numbers to 100 delegates, and for most of the sessions delegates will work in groups of 20 people. Groups encourage informal and frank exchange of ideas, and that is part of the value of this event. Trainers will rotate around the groups to ensure that delegates have the opportunity to learn from each of our experts!

WHO ARE THE TRAINERS? Francesca Lahiguera

Caroline Mills

• Karen Blakeman set up her company, RBA Information Services, in 1989. Since then she has trained thousands of people on using the internet to access infomation. In 2002, Karen was honoured with the Information World Review Information Professional of the Year award. • Jill Dillistone, search-consult’s regular trainer, is an executive search professional with more than twenty years’ experience working for blue chip international firms including Spencer Stuart, Russell Reynolds, Heidrick & Struggles and Whitehead Mann. • Francesca Lahiguera is an independent search consultant specialised in pan-European search work, having worked with Sun Microsystems and Heidrick & Struggles. She also helps foundations and social enterprises build their leadership teams in Europe as a consultant to Prospectus, a London-based search firm working exclusively with not-for-profit organisations. • Caroline Mills has been an information officer in advertising and executive search. She has worked for Heidrick & Struggles and Edward W Kelley & Partners, and now runs her own company, Ask Caroline. • Melanie Symes is an interim HR professional with a significant European experience in branded, start up, multi-site retail chains, having worked for such companies as Burger King, The Disney Store and Starbucks.

Melanie Symes

Book now! EARLY BIRD OFFER VALID UNTIL SEPTEMBER 26, 2008. For delegates fees, full program and to book online, please visit www.search-consult.com/research2008

ll +44 (0)20 7749 6102 or email events@search-consult.com for details.

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Human

Capital Influencing

M&A Activity

istorically, mergers and acquisitions have paved the way for a company to achieve greater market share and attain new technologies. In recent years, however, the M&A process has evolved to include a new element during due diligence, that of human capital. Cook Associates, Inc., an executive search and M&A consultancy, has decades of experience in guiding its clients to ideal investments, whether in companies or individual executives. We have noticed that our M&A clients continue to validate deals based on market potential, company profitability and similar financials; but, they are just as interested in assessing the company’s talent. “Companies haven’t taken their eye off the ball in terms of growing market share, but they are now making sure they have the right talent to get it done. In the past, we walked away from a deal if we didn’t think the talent and culture fit, even if the financials were attractive. Our focus and strategy have shifted to concentrate on fewer, recognizable brands that we believe can deliver exceptional value to our consumers and shareholders. As a result, talent is an even more critical factor in the deal evaluation,” comments Larry McClure, Senior Vice President, Human Resources for multi-billion dollar Liz Claiborne, the apparel giant with a history of increasing its product offerings by acquiring new brands. Mr. McClure is responsible for leadership development and the overall

search-consult ISSUE 34 2008

By Ann MacCarthy

human resources strategy, as well as support for more than 17,000 Liz Claiborne associates worldwide. Prior to Liz Claiborne, he held a variety of human resources leadership roles including organizational development and helping craft global strategies for acquisitions, divestitures and growth initiatives. “M&A activity has added a dimension to both the due diligence and consideration of a deal – and that is talent,” continues Mr. McClure. “ If the acquiring company sees potential for growth, increased market share and profitability, the right talent has to be in place to get them there. With the increasing challenge to attract and retain talent, I doubt there is anyone today with a bench of idle, great people who are waiting to go into a business.” INSPECT & ASSIMILATE The due diligence process can help uncover potential issues with talent. “If you’re looking at an acquisition and discover they need an infusion of capital and talent in order to take it to the next level, it is best to find out during this process and have that discussion with the sellers. This is your opportunity to identify what the company needs to be truly successful,” advises Mr. McClure. Cisco Systems made headlines for its rigor in scrutinizing a company and its talent, ensuring both the technology and culture met its criteria well before it entered into discussions with the company. Time and again, this laid the foundation for prosperous acquisitions.

In his book, The Halo Effect, author Phil Rosenzweig describes the meteoric rise of this networking equipment colossus and the success it achieved through strategic acquisitions: From 1993-1996, Cisco moved to acquire nearly 40 new companies. By 1998 it held a 40 percent share of the $20 billion data-networking equipment industry and an 80 percent share of the high-end router market. With nearly $9 billion in revenues, Cisco posted operating margins of 60 percent and saw its market capitalization top $100 billion. American business magazines continuously wrote about Cisco’s success, especially where others had failed. Some highlighted Cisco’s highly disciplined approach to acquisitions, others cited Cisco’s ability to quickly integrate and assimilate new employees. Cisco “cared about the soft side of merger integration, helping bring new employees on board, making them feel part of the team - by handing out Cisco baseball caps, for example, to help build company identity,” wrote Mr. Rosenzweig. A Harvard Business Review case study stated: “Integration success was due in large part to the very organized, methodical approach that Cisco took toward managing the experience of acquired employees.” In another analysis conducted by two professors at Stanford Business School, it was noted that “the key to Cisco’s success had everything to do with its ability to tap the talent and energy of its workforce.”

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INHERENT CHALLENGES Even when the acquiring company takes every measure possible to make the acquisition a positive experience, the reality is that there will be fallouts. Many of my clients have found that employees from the acquired company may not wish to be part of a larger entity. Still others feel a sense of loyalty to a superior or colleague who will not be part of the newly combined organization, and so they will move on with that individual. In most cases, an acquisition generates anxiety and confusion, causing employees to be wary, cautious and suspicious of the new entity. In addition to attrition and cultural fit, other challenges include harmonization of compensation and benefit plans as well as leadership assessment and selection. This means that early on in the M&A process, all executives in leadership positions must communicate and listen effectively to build trust, candor and transparency. It’s also imperative to build an appreciation and respect for the uniqueness of each culture rather than immediately seeking to homogenize everyone into one. THE ROLE OF EXECUTIVE SEARCH While there will be fulfillment needs as our clients deal with gaps and vacancies brought upon them by the acquisition, we can do more by serving as a trusted business advisor. The search professional who can change attitude from merely filling positions to holding a more comprehensive role as an organizational consultant becomes an invaluable partner at the crossroads of the deal. We can bring considerable perspective from being personally involved with a large number of organizations and their management in terms of solving problems through the strategic deployment of human capital. Cook Associates employs an in-depth Strategy Powered Search methodology designed to help clients through massive change and uncertainty. It applies to those going through an M&A event, as

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well as ones in start-up mode, facing tough competition in a rapidly changing marketplace, or going through a reorganization.

Ann MacCarthy

Strategy Powered Search allows us to fully understand the client’s overall strategy, market trends, levers of profitability and organizational imperatives including culture. Equipped with this knowledge and a picture of our client’s desired future state, we can then apply our own expertise to shape the dynamics of the search strategy, and ultimately secure the ideal candidate. One such multi-billion dollar client was seeking a General Manager to lead an existing business unit. This unit was profitable and growing, yet through the Strategy Powered Search process, we uncovered details about how the marketplace was changing, what the competitive trends were and on what dimensions the company needed to compete to successfully move forward. It became clear to our client that, if they wanted to re-energize their company and drive growth, they needed to add a strategic set of new capabilities that did not exist in their current business. The ideal candidate evolved into one who brought a new set of experiences to the

company and who would be respectful of the existing culture while pushing for innovation. In fact, our research strategy took us beyond the traditional competitors to companies that were more aligned with our client’s future organizational competencies. We may also be called upon as a reference. “To me, executive search can be another lens to peer through when you’re even evaluating a potential company. A strong and informed relationship with your search partners can provide valuable insight and on-going assessment of the reputation of other companies and the quality of their talent,” said Mr. McClure. Keep in mind that an M&A event will affect the pace of any active search. Your client should be made aware that candidates could shy away from exploring the opportunity because they are uncomfortable with the ambiguity, whereas others may become more interested as they perceive a strategic move toward growth. Ultimately, if we know our clients’ strengths, weaknesses, opportunities and threats, in addition to their talent landscape, we can partner with them on their growth strategies and act as a trusted advisor during M&A events. Based in New York, Ann MacCarthy is a Managing Director, Retail and Consumer with the Executive Search Division of Cook Associates, Inc. Her 15 years of high level search experience spans multiple channels of distribution in all classes of trade from luxury to mass market including the retail, fashion, apparel and accessories, home fashion, and beauty industries. Ann’s insider experience as SVP, Human Resources for Gestetner PLC and senior human resources positions at Sara Lee Corporation and U. S. Industries Group enable her to partner effectively with clients in addressing their organizational needs. Cook Associates, Inc. is a retained executive search and M&A advisory services firm. We are uniquely positioned to help our clients capitalize on the brightest talent and best performing companies in the marketplace. Our client base ranges from multinational corporations to early stage entrepreneurial companies, private equity and venture capital firms.

www.search-consult.com For more information visit: Web: www.cookassociates.com

ISSUE 34 2008 search-consult

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Executive Search Challenges & Opportunities

in Pharmaceutical

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s one looks at the Pharmaceutical and Healthcare community over the last five years, the one word used to summarize this period would be “change.” Double digit growth in traditional markets have slowed to 4 - 5% annually while emerging markets like China, Brazil, Mexico, South Korea, and Russia are now approaching or exceeding double digit levels. With patent expirations, weak pipelines and fewer blockbuster drugs on the horizon, generic competition continues to strain major pharmaceutical companies as does the FDA’s extremely strong position on safety, in some cases ignoring risk reward balances. Access and reimbursement also plays a strong part in this constantly changing equation, factoring in governmental and payer /provider pressures which differ from one country to another. Pharmaceutical, biotech, and healthcare providers must – out of necessity - be constantly rethinking their value propositions and organizational structures as cost alignment and rapid responses are instrumental to be able to adapt to the changing landscape that is reshaping their worlds. In fact, almost every major pharmaceutical and biotech organization have, or are in the process of, restructuring and reallocating resources to respond to the expanded and dynamic skill sets required by leaner and more dynamic response teams, whose leadership requirements makes

search-consult ISSUE 34 2008

By Steve Steinman

them capable of reacting to opportunities as fast as they present themselves. As the structure and priorities of the Healthcare Industry changes, we have seen more turnover in C-level positions, in part responding to the need for different skill sets but also created by board level impatience. Regarding Research and Development pipeline pressures, availability of data on an accelerated basis and the proliferation of biologics have dramatically changed the landscape. Leadership skills as well as scientific excellence are being stressed as candidate pool shortages are becoming a top priority. Add to this equation the natural aging of our population and the onset of “baby boomer” retirements, and the concerns become even greater as companies, large and small, are attempting to strengthen their executive talent to be able to effectively respond to the critical issues the healthcare and pharmaceutical communities are facing. Still in demand are bottom-line executives who can identify strategic marketplace opportunities, navigate the complex global regulatory and managed care environment, and succinctly link R&D organizational objectives to patient needs. RISING TO THE CHALLENGES The challenge to the Executive Search community lies in defining this next generation of key management and challenging their need for self actualization and personal satisfaction - whether

they are in R&D, marketing, strategic management, or the CEO’s office - and educating them (potential leadership candidates) to assure full understanding in terms of opportunities in organizations they refrained from considering in the past. Increasing the candidate pools for talent is a constant issue at this juncture. Many of the larger healthcare organizations have globalized their presence to accomplish this. As a search firm that has specialized in healthcare and the pharmaceutical sectors for close to 30 years, our success has been based on establishing real partnerships with both our clients and candidates. To be an effective search consultant, you must be able to have an established industry focus and a strong understanding of the marketplace, respond quickly and provide outstanding results. Get to know your client’s organization and understand their culture, internal dynamics and key management issues. Analyze the existing talent skills and work with clients to proactively fill any voids that exist, or may exist in the future. This implies being able to help your client identify where their next candidate may be working at in terms of company, industry and geographic location. On-boarding, the process of successfully bringing the newly hired executive into the organization is a process of exposure, feedback, and performance measurement which normally starts when the executive reports to the organization.

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Be it at the C-level, key management, scientific or operations, success may be significantly impacted by on-boarding. To be able to expand candidate pools, create stronger emotional ties and therefore increase the acceptance rate, this process should begin with the first set of interviews. This is best demonstrated in the Healthcare world as one tries to bring an Academician/Thought Leader into a corporate setting, or convince a talented head of research & development to change companies during a time of economic uncertainty. ADDRESS THE ISSUES EARLY ON In a competitive environment where candidates often receive various offers and counter-offers, it is vital to address the appropriate social, informal communications and soft side issues early in the search process. If this is done appropriately, the batting average of a successful closure should increase significantly. Deeper and earlier recognition of the fears of change in any area of the healthcare community will lead to better understanding and a firmer footing for resolution. Defining executive success within an organization and recruiting for that profile requires an open and meaningful partnership between search executives and their clients. Unfortunately, many companies measure the success of their executive search consultants only at the time of hire. Real success is measured a year or two later when performance and fit to the cultural goals have been demonstrated. That kind of follow up should be demanded of the search consultant as well. There is no better way to strengthen a partnership than assuring constructive feedback from your placement. To have the ability to respond to the “changes” evident in the Healthcare community, the search community must be flexible, agile, be able to “think outside of the box”, and turn those thoughts into actions. Leveraging networks, defining candidates in cross-

Steve Steinman

over situations, assuring positions are defined in a challenging manner, and creating a positive emotional reaction from the first interview on is essential. Here, the Executive Search Consultant and the organizations they serve can add romance to the process by mentoring and increasing comfort levels earlier in the on-boarding process. In crossborder situations, assuring mentoring by an executive who has gone through the process and can interface with the whole family, and anticipating their needs, should increase the batting average of success. It is fundamental that clients and consultants work together to identify the right talent. Senior level executives that are passionate about their contributions typically do not fail because of what they bring to the organization. If they fail, it is more often a corporate cultural issue. On-boarding with care and continuing reinforcement (providing clarity of goals, specificity of interim objectives, and reinforcement as to appropriate process issues) can address this issue even at the C-level. Seems simple but rarely done effectively! At the same time, we are finding companies are trying to retain their top talent or to re-recruit internal talent as a means to lower attrition and to

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maintain a culture that is motivated and passionate about the work they are doing. Nevertheless, this can be hard to accomplish. For instance, in the U.S., getting approval from the FDA has become more difficult than ever before. From a search perspective, this creates opportunities. When someone has spent years developing a compound, only to have it receive a non-approval, the chance of them becoming interested in outside opportunities grows tremendously. This is a key reason you must be able to manage “your network”. If the right relationships are in place and the search consultant and client companies take a long-term view to their network, this can prove invaluable in an organization that is sustaining growth over time. Above all, remember to develop a seamless interaction between your search consultant, client, and candidate - in which part of this process must be crisp, add value, and be supportive. As change continues to impact organizational structure and asset utilization, the cost of the Executive Search process will be scrutinized, as will the results. Select your partners carefully so that each can continue to provide outstanding results. Stephen M. Steinman is President & CEO of The Stevenson Group. For over 28 years, Steve has worked closely with the senior management of a broad crosssection of companies with a specialization in the Pharmaceutical, Biotech, Information Technology and Chemical industries. As a consultant to those organizations, he has helped to define their global human resource structure and organizational needs on both a strategic and operational basis. Steve leads executive search engagements across North America and Europe and draws on deep client relationships and executive talent connections on both continents. Established in 1979, The Stevenson Group is a global industry specialist in the pharmaceutical/ biotech community and has successfully filled a wide variety of senior level positions in: Business Development/Licensing, Clinical Development/ Operations, Discovery, Information Technology, Medical Affairs, Medical Writing, Project Management, Publications Management, QA/QC, Regulatory Affairs, Safety of Medicines, Sales/ Marketing, and Toxicology. HQ offices are located in Fort Lee, NJ with a European satellite office in St. Prex, Switzerland.

www.search-consult.com For more information visit: Web: www.stevensongroup.com

ISSUE 34 2008 search-consult

Introducing

FF Global Network The Problem: Most Executive Search Networks do not have global databases. The Solution? “FF Global Network”. By Jason Starr

s your business part of an integrated, global executive search firm? Do you have a standalone business without affiliates in other parts of the world? If you answered yes to either of these, look away now – this article is not for you. If, however, you are part of the estimated 1,800 retained executive search firms which participate in cross-border executive search through partnerships with international affiliates, read on – we have a solution to a serious problem you face. Even though true international executive searches are still a minority, it is a growing product among clients. Most companies would prefer considering an international shortlist, even if they are perhaps more likely to hire an executive with local experience. Think about it… given the choice, would a global organization looking for a new CEO prefer to be presented with a shortlist featuring the best candidates in the region, the best candidates in the country, or the best candidates in the world? It’s true – most corporations would prefer to select a search firm capable of delivering that kind of output. It stands to reason, then, that businesses with global databases tend to be perceived as having the advantage. Developed by Dillistone Systems, publishers of search-consult magazine, “FF Global Network” is a web-based tool that allows search networks to share data between member firms – without giving up local ownership or control of data. HERE’S HOW IT WORKS: For the following example, let’s assume your executive search network has independently-owned offices in New York, London, Frankfurt and Hong Kong. Each local office has a local database that is NOT accessible by international partners. A researcher wants to identify all candidates known by anyone in the network, who are currently employed in a finance role with Acme Global. Currently, the researcher has to make

a lot of phone calls, send several emails, and rely on the responsiveness of various overseas colleagues. With FF Global Network, the researcher opens a browser, logs in, types “Acme Global” and selects “Finance”. Within seconds, a list of potential candidates sourced from each and every office in the network appears. All candidate names and contact information are either provided or hidden (depending on the preferences of the network). A couple of clicks later, 20 potential candidates from three different databases have been downloaded into the local database. Suddenly, the global network has exactly the same ability to access international candidates as the integrated, global firms. And the benefits go beyond research; let’s take another scenario. A consultant pitching for business at the local office of Megacorp wants to find out if any of her network partners have worked with this prospect. The intranet (if the network even has one) is not fully up to date. So she logs in to FF Global Network, looks for placed candidates at Megacorp, and, instantly, gets up-to-date results from across the globe. FF Global databases have been possible for quite some time – just ask some of your integrated competitors! The problem for networks, however, has always been much more about practicalities and politics than technology – locally-owned businesses want to keep ownership of locally-owned data. They do not want a shared database. That’s what’s so unique about Global Network. All these benefits can be achieved without giving up local databases. Each office still has a local system, with local data unique to them. FF Global Network simply uses cutting-edge web technology to simultaneously search each of these databases and return a combined results set. So wouldn’t your network benefit from acting more like a globally integrated business?

Email sales@dillistone.com or visit www.dillistone.com to request a demonstration. We’ll show you how FF Global Network will give your local offices a global edge.

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Signium International:

Comprehensive Partnership

he need for top talent executives has increased in an ever growing, complex, and global economy. To survive and prosper, companies are being forced to address where and how they find their executive talent. HR Directors are looking to become strategic partners with their business counterparts, working to more effectively align their companies’ business and human capital needs. At the same time, companies are being more selective with their executive search partners, making sure they are trusted advisers that really do add value to their client’s executive recruitment process. search-consult spoke to Ignacio Bao, Worldwide Chairman of Signium International for a second year running and named among “The World’s Most Influential Headhunters” by Business Week Magazine, to see how this search firm is operating in this highly competitive environment. Bao stated: “Our reputation is firmly based upon upholding the highest quality standards and best practices. For more than 50 years, Signium International, previously known as Ward Howell International, has been a fundamental leader in the global executive search market.” According to this executive, a key factor that has contributed to their success is that Signium International partners and consultants have a proactive mindset, are highly participative and focus on solution based executive recruitment. They also know how to use their expertise and

valuable experience to build strong client and candidate relationships. AMBITIOUS PLANS Today, this firm has 38 strategic offices in 22 countries, considered among the top ten search firms worldwide. “Thanks to the hard work done by our predecessors – said the Chairman of Signium International – we have reached new heights of expansion, allowing us to grow and attain a level of integrated involvement throughout the entire search process.” In geographic terms, Signium International is strongly represented in every region of the world. Bao indicated that the board of directors is planning on establishing a stronger presence in the US, as well as in the emerging markets. By the end of 2009, he envisions Signium International being among the top three search firms, boasting close to 65 offices worldwide and generating annual revenue of more than 150 million dollars. For some, this may seem too ambitious a plan, but Bao is confident that this objective can be achieved. He points out that last year Signium International already generated double digit growth, increasing its revenue from 62.5 million to 90 million dollars. A PROACTIVE APPROACH Signium International has taken a proactive approach with clients and candidates, persistently exploring ways of adding value.

By Pilar Gumucio

“We target an international portfolio of dynamic and growth-oriented clients that are, or are projecting to be, international players. This can include the large multinational conglomerate or the smaller family owned businesses,” stated Bao. According to him, the search for directors is an extension of management consultancy. In fact, the consultants of this prestigious search firm go beyond strictly finding the right candidates. “We invest maximum effort into developing a thorough understanding of all our clients’ businesses. Understanding their strategy, structure and culture is crucial to the success of our task, which is to obtain the best talent from around the world.” He added that Signium International does not simply rubber stamp the process with clients, but helps shape the search, invites discussion on how to make the job profile more effective. More importantly, this leading search firm explores ways of where to identify the top talent and then develops a strategy on how to reach them. “Executive Recruiters need to act as a guide through the ever growing and complex management job market, they need to know the ‘who, what, where and how’ to attract the best.” Bao reported: “We are the eyes and ears of the market, which helps us to ensure that our clients are able to continue growing in an ever-changing market, ensuring that they have the necessary tools to continue to attract the best talent.” This is achieved in various ways. Signium International consultants counsel ISSUE 34 2008 search-consult

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on everything from market conditions, executive needs and position profiles, to internal organization, job specifications and compensation models. The firm offers clients Corporate Governance Assessment, Top Management Evaluation, Executive Compensation Assessment, Coaching, Management Development, Succession and Retention Plans, Market Intelligence and Onboarding. Signium International also takes a proactive approach with the executive search industry. This firm was a founding member of the AESC, and continues to actively provide its opinion on how to raise the bar on adding value and improving the quality of a search. THE HURDLES Bao noted that the world has changed and is no longer a world of different countries. It is an environment of different companies (with their specific cultures and business philosophies) doing business within different territories, but based on the same – or at least similar – standards, procedures and business systems. The quality of a search firm has to be measured against this current business environment, which often, is not fully understood by many competitors. The top executive explained that there are potential problems that can affect the executive recruitment process on an international level. Although the client may be the same, having the fact that one or more search assignments are being conducted by various consultants in different regions, dealing with various company executives tends to complicate the process: • Searches can have very different cultural and personality “features” • Company terminology can differ, varying by department and/or country • Knowledge of the client can be different • Candidate expectations can widely vary

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• Communication can be difficult, and • Decision-making can be a nightmare. Bao affirmed that the structure of the search firm should follow the client’s needs, not vice versa. Therefore, to avoid many of the above potential challenges, Signium International has elaborated a strategy in which the search partner that is in charge of coordinating the assignment must be where the client is headquartered.

Ignacio Bao

Mr. Bao explained that the main reason for this is because that search partner already has a long lasting relationship with that client, “having a deep understanding of the client’s culture, strategy and the organization’s particular needs. Meanwhile, the country where the assignment is executed will take an active role in conducting the research and presenting the candidates.” SEARCHING FOR THE BEST Signium’s top executive describes how a successful search must also include a thorough dialogue with the candidates in order to understand their expectations and then be able to effectively align them with the client’s.

Many top level executives and search consultants make the assumption that because candidates have worked for top performing competitors, they are automatically considered to be top talent. With the cost of a mis-hire being in excess of 4 times annual cash compensation, this can be a costly assumption if the wrong candidate is hired. In order to avoid this, Signium International takes an extra step to ensure candidates are properly assessed before they are even presented to their clients. Through their valuable expertise, skills and experience, these leading search consultants are able to effectively understand where the candidate fits into their current organization, where they rank among their immediate peers and how they will fit in at their client’s organization. As a result, Bao and the rest of the board are extremely selective on the alliances and acquisitions Signium International makes since these partnerships will impact the brand name and help the firm to consistently deliver the highest quality candidates for their client’s leadership needs, ensuring success. The Chairman of Signium International understands how competitive and complex today’s business environment really is. Its success is based on taking a proactive approach, structuring the search in regard to its clients’ needs rather than its own. This has helped Signium International achieve consistent quality, add value and establish real comprehensive search partnerships with its global oriented clients and candidates. Ignacio Bao has worked within consulting, executive search and leadership services for over 20 years. Before founding his own firm, Bao & Partners, he worked 8 years in H. Neumann International and Heidrick & Struggles. Previously, he has been CEO and CFO of various public companies, and has also worked at Arthur Andersen.

www.search-consult.com For more information visit: Web: www.signiuminternational.com

Jill Dillistone is a search professional with more than twenty yearsâ&#x20AC;&#x2122; experience of conducting research for retained executive search firms including Spencer Stuart and Russell Reynolds. She has managed pan-European research teams and has developed and delivered training courses for multi-national groups of researchers and consultants working for firms such as Heidrick & Struggles, Russell Reynolds and Whitehead Mann. She has run workshops in most countries in Europe, in the United States and in the Far East. A British national, Jill lives in France and speaks good French. Research & Candidate Development Workshop London, UK October 1, 2008 Brussels, Belgium - February 10, 2009 This 1-day workshop is for less experienced researchers and consultants. The three themes covered during the day are research skills, telephone techniques and administration and project management. Search Execution & Client Management Workshop London, UK October 2, 2008 Brussels, Belgium - February 11, 2009 This 1-day workshop is for professionals involved in the search execution process and focuses on effective and successful client management and liaison (including progress reporting), candidate interviewing and referencing and the preparation of candidate reports and package negotiation. Interview Skills Workshop London, UK October 3, 2008 Brussels, Belgium - February 12, 2009 This 1-day workshop covers an introduction to compentency-based interviewing and an exercise in critical-incident based interviewing. The benefits of the day include the opportunity to improve your skills in candidate evaluation; practice different questioning techniques in role plays and learn about different approaches to interviewing.

For more information and to book, please visit www.search-consult.com/workshops or send an email to events@search-consult.com

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