search-consult issue 39

How To Win Business: A Corporate’s View

Knowing Your Executive Talent

Are Expatriates A Dying Breed In The Asia Pacific Region?

How To Minimise The Risk Of Making A Wrong Hire

The Downturn Is Over, Now Comes The Hard Work

The International Executive Search MagazinePublished by Dillistone Systems

The International Executive Search MagazinePublished by Dillistone Systems

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Introducing FileFinder 10 - The Next Generation of Executive Search Technology

Introducing FileFinder 10 - The Next Generation of Executive Search Technology

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For more information, visit factiva.com/research/practitioner

© 2011 Dow Jones & Company, Inc. All rights reserved.

Uncovering information about taxpayer eligibility about flexible tax payment options related to the Gulf Coast oil spill isn’t easy. Dow Jones today published a phone number for the Internal Revenue Service hotline. You can search for information on-line, or call the hotline and we’ll tell you if you are eligible for a suspension of tax collection or examination actions. Taxpayers who request a suspension, however, will still be required to pay interest or outstanding balances. The IRS is also offering victims additional flexibility for missed payments offers to taxpayers with a clean payment history. The IRS acknowledged that even if it’s been hard to get help, they would now point you to information you can find. The IRS will offer taxpayers direct access to federal employees who can work to resolve tax issues related to the oil spill.

Factiva provides actionable insight from 28,500 sources, spanning 200 countries, in 23 languages—when, where and how you need it.

Quickly find critical information not available on the free Web, on or before the day of publication.

Keep ahead of competitors with the world’s most influential publications, newswires, websites, blogs and broadcast media—all on one page.

Accurate. Powerful. Efficient.

3ISSUE 39 2011 search-consult

For more information, visit factiva.com/research/practitioner

© 2011 Dow Jones & Company, Inc. All rights reserved.

Uncovering information about taxpayer eligibility about flexible tax payment options related to the Gulf Coast oil spill isn’t easy. Dow Jones today published a phone number for the Internal Revenue Service hotline. You can search for information on-line, or call the hotline and we’ll tell you if you are eligible for a suspension of tax collection or examination actions. Taxpayers who request a suspension, however, will still be required to pay interest or outstanding balances. The IRS is also offering victims additional flexibility for missed payments offers to taxpayers with a clean payment history. The IRS acknowledged that even if it’s been hard to get help, they would now point you to information you can find. The IRS will offer taxpayers direct access to federal employees who can work to resolve tax issues related to the oil spill.

Factiva provides actionable insight from 28,500 sources, spanning 200 countries, in 23 languages—when, where and how you need it.

Quickly find critical information not available on the free Web, on or before the day of publication.

Keep ahead of competitors with the world’s most influential publications, newswires, websites, blogs and broadcast media—all on one page.

Accurate. Powerful. Efficient.

Executive Talent:

S andra Davis, Chief Executive Officer of MDA Leadership Consulting, and David Nosal, Chairman and

Chief Executive Officer of Nosal Partners, discuss the importance of executive talent assessment to making an acquisition successful.

Q: One typically thinks of talent assessments in terms of executive and organizational development. How do talent assessments fit into mergers and acquisitions (M&A)?

SD: When evaluating a potential acquisition, boards and company leaders examine the target company’s financials and offerings—either of which can make or break the deal’s success. Unfortunately, the M&A due diligence process frequently overlooks executive human capital, and the need to discover the unique talents that individuals possess that make a company successful. People are critical company assets.

DN: Whether seeking to integrate a target company or run it as a stand-alone operation, acquiring companies need to make sure they are building as strong an organization as possible. Although some firms routinely ask us to evaluate key players in a target organization before making an acquisition, we find few corporations that assess talent as part of their due diligence process. Many acquiring companies instead make quick assumptions that their own people should sit in the key roles. In fact, acquiring companies that don’t assess, at a minimum, the higher organizational levels of both entities miss a huge opportunity to potentially augment their leadership ranks.

Q: Human capital is so critical to an organization’s success. Why do

you think companies overlook talent assessment in their due diligence?

SD: There are two primary mind sets that thwart such analyses. First, there is a tendency to view people within the acquired company as expendable―even though the acquiring company may not philosophically view its own talent as expendable. Second, some organizations fall into the trap of arrogance about their own talent: they believe they are unique and have the best people.

Q: How can neglecting a talent assessment affect the acquisition’s overall success?

DN: When key people and positions don’t survive an acquisition, the overall value of the business can suddenly decrease. The companies who make the most successful acquisitions have a clear due diligence agenda to evaluate categories such as product, technology, customer, infrastructure, balance sheet, as well as human capital. Some companies make these analyses extraordinarily well, but there are many more that do not. Pundits say that the vast majority of all mergers and acquisitions fail, depicting clearly a component beyond financial analysis that many of these companies are missing in the process of due diligence and integration.

SD: A human capital audit becomes especially important when the acquiring organization seeks not just a broader product set, but also an expanded sphere of influence. From an operating perspective, the acquiring company needs to ascertain which leaders are central to the target company’s success. What are the critical roles and the key players who have made the company successful? In some cases, the acquiring company actually

finds it needs someone with specific experience not found in either company to make the combined organization successful.

DN: An examination of key leadership roles is also critical to maintaining customer relationships, which are sometimes strongest around people one might not necessarily expect, such as a product engineer or scientist. Why would you not retain the individual who has the strongest relationship with a key customer? Unfortunately, we see it happen all the time.

SD: In reality, it can take a few months for a company to truly understand what it has acquired in terms of executive talent, customer relationships and culture. In this regard, organizations fail when they try to integrate an acquisition too quickly.

Q: What role does a talent assessment play once an acquisition has taken place?

DN: Talent assessments can play a key role in the success of each phase of the acquisition process.

Putting the right people in the right positions is only half the story. Keeping them after the deal is done is equally important. Organizations that drive executive assessment into every M&A deal put the right talent in place for business success and truly understand how to retain key players.

Critical Success

www.search-consult.com

For more information visit:

Web: www.nosalpartners.com

I N T E R V I E WS E A R C H -

Nosal Partners LLC is the first and only Executive Leadership Solutions™ firm. Headquartered in San Francisco and with capabilities around the globe, the company delivers flexible, customized executive search, executive leadership consulting, and interim executive leadership solutions to a worldwide clientele.

FactorforAcquisitions

In the executive search profession, quality starts at the research level. To help researchers achieve results, search-consult brings you the 3rd 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 way researchers work.

The Research Practitioner Skills Day differs from other big training events in that, for the three breakout sessions, we will work in groups. This will give you the opportunity for role play, to ask lots of questions, and the trainers will be able to address your individual needs. Therefore, rather than give you a programme for the day, here is a synopsis of the three group sessions you will rotate around as well as three joint sessions further below.

Starting Your Search (Francesca Lahiguera)Begin your search with the end in mind. Francesca will show you how to prepare a search time line so that you can measure your progress, and keep your consultant and the client aware. Planning for the briefing meeting; what do you need to know and what questions will you ask? How to put together and use an acid test to evaluate your candidates, and keep your search on track by targeting the ideal candidate for your client. Reaching the candidate; getting past the switchboard and the PA, then quickly creating interest in your search.

Candidate Management (Denise Walker)Good candidates solve searches – if not this one then another in the future. Nurturing and developing relationships with candidates is a key part of the search process. The most frequent complaint from candidates is that they are not kept informed of the progress of the search so we will look at ways of keeping candidates engaged during the process, and building a relationship that lasts after the search is complete. We will also discuss how to discourage those who are not qualified, and breaking the bad news to unsuccessful candidates while giving a positive slant.

Understanding Clients And Candidates Positions (Melanie Symes)Know what the client expects from the researcher who will be the first point of contact with potential candidates. Understand your role as the client’s ambassador, and the importance of making a good impression. Then get the candidate perspective on the search process, and why it is important to maintain contact during the search. You rarely get an opportunity to question a client in this way, and this session was very highly rated at our last skills day.

In addition, there will be three joint sessions that will make you an excellent researcher; getting the best results from your desk research, and advice on the legal restrictions that affect the recruitment process.

Getting The Best Out Of The Internet (Jason Starr)Over 700 delegates have attended Dillistone Systems’ Internet Research Briefings. In this session, Dillistone Systems’ CEO Jason Starr will discuss and demonstrate a variety of techniques for researching on the web. These techniques will include a number which have been touched on in previous sessions – along with a number of additional ideas and concepts.

Internet Research – Off The Beaten Track (Caroline Mills)Caroline Mills will expand on Jason’s session, giving some practical advice on good websites that will make your job easier.

Recruitment And The Law (Kevin Barrows)Ignorance is not bliss when it comes to breaking the law. Do you know how data privacy laws affect your work? How do you handle references? The ideal candidate may be working abroad; do they have the right to work in your client’s country? This session will give you an overview of the laws you need to understand, give you some examples of difficult areas and tell you how to deal with them.

Caroline Mills

Melanie Symes

WHAT WILL YOU LEARN? •How to get the best out of the Internet; LinkedIn, social media, and less obvious sources. Discover the

best places to find candidates.•Know what the client and your candidates expect from you. Hear from a leading HR director about her

experiences as client and candidate.•Understand your role as the client’s ambassador, and making a good impression for your firm.•Tried and tested techniques for approaching candidates.•Difficult candidates; what to do when the candidate isn’t interested or qualified for your search, or is very

keen but unsuitable.•Legal issues, how data protection and other laws affect the search process.

WHO ARE THE TRAINERS?

For a detailed agenda and breakout sessions please visit www.search-consult.com/practitioner2011

Book now! Only UK£479 / €559 / US$749 + 20% UK VAT per delegate. Group discounts and special offer for FileFinder users available!Please call us on +44 (0)20 7749 6102 or send an email to [email protected] payment facility as well as downloadable booking form available at www.search-consult.com/practitioner2011

•Kevin Barrows is a partner in Osborne Clarke’s employment practice in the firm’s recruitment and resourcing team. He advises on national and international flexible workforce projects, including business process, HR and recruitment process outsourcing, as well as business protection, tax and regulatory advice relating to temporary and contract staff.and staffing services.

• Francesca Lahiguera is an independent Search Consultant specialised in pan-European search work. Based in London, she provides candidate delivery and research services to multiple clients in the technology sector.

•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 business doing research, and training on desk research and the legal issues affecting search.

•Jason Starr is the Managing Director of Dillistone Systems and the Publisher of search-consult. Jason is well known in the industry and has spoken at events in Asia, the US and Europe. He has written on the topic of technology and Executive Search for both search-consult magazine and third party publications.

•Melanie Symes is a Human Resources Director 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.

Francesca Lahiguera

Kevin Barrows

Denise Walker

LEAD SPONSOR GOLD SPONSOR MEDIA SPONSOR

As the New Year begins, we see how the forces of globalization and technology are revolutionizing the

way businesses are conducted. Competi-tion continues to increase as the need to find new, innovative leaders is becoming urgent. At the same time, companies are becoming more sophisticated and selec-tive in the way they use executive search.

A report published by the Association of Executive Search Consultants (AESC) shows that the industry is undergoing change; as clients’ demands are expanding across borders, the industry adjusts to the impact of the Internet by broadening its scope and range of services, by growing its global footprint and by concentrating on enhancing its value at the top end of the market.

Despite the uncertainties of the world economy, the search market is continuing to improve as the war for talent intensifies. In fact, another AESC report shows that the yearly trend, from Q3 2009 to Q3 2010, was strong with both revenues and new search mandates rising across all regions and industry sectors (revenues +32%, new searches +18%).

A NEED TO FILL THE GAP As the pressures continue to increase,

clients are concerned about the service currently being provided by retained executive search firms.

According to Mara Swan, EVP Global Strategy and Talent at Manpower, there is a broad mismatch with what her company wants and what is out there in the marketplace. In fact, her reluctance in using executive search is based on the fact that “it seems like many search firms are sending us the same people. They are trying hard to understand our culture and fit, but falling short.”

In fact, many organizations are establishing in-house search teams as they try to find new and effective ways to attract, select, hire and retain top talent. Although some may see in-house search as direct competition, others are using them to complement one another. For example, in-house search tends to be used to identify candidates while the retained search firms are used to engage with those hard to find candidates the organization would not, otherwise, have been able to find.

In that case, how can executive search providers improve their services and better satisfy their clients’ expectations?

Kathy Mandato, Senior Vice President, Human Resources at the Comcast Entertainment Group, insists that the speed taken to complete a search assignment is crucial. “With technology being what it is and social media giving you access to thousands of resumes, we expect the search to be speedy.”

Speed is critical for Swan as well; yet, both she and Mandato caution executive recruiters to make sure they do not sacrifice quality for speed.

As businesses look to expand their reach, organizations are eager to hire and retain strategic and technical talent. They are looking for executive search partners who will help them extend their reach worldwide, provide creative solutions to difficult challenges, add new complementary services and quickly adapt their services to help clients stay one step ahead of the game.

Mandato uses social media to find first rate talent. What she needs from executive search firms is assurance that they will provide more than just a list of names found on LinkedIn.

Michael McNeal, Vice President of Talent Strategy and Acquisition at Intuit, insists that the real appeal is not in the identification of the candidates, but how executive search consultants manage the knowledge and the relationships they have established with candidates to create true added value.

REAL ADDED VALUEWhat type of know-how do clients

expect from their executive search firms? According to Mandato and McNeal, it is fundamental that the executive search providers have a deep specialization

ACorporate’s View

HowTo WinBusiness:

By Marguerite Granat & Pilar Gumucio

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C O R P O R A T E V I E W

in the industries where they operate. This can easily be recognized in the information they provide about the marketplace, leading organizations and recent assignments they helped fill.

At the same time, McNeal admits how he often selects his executive search providers based on their relationships. “If they don’t know the executive, they will make a few calls until they find someone that does.”

“We recently chose a boutique firm for a senior level search we’re doing because a lot of people we have spoken to about our opportunities have consistently stated they would return calls from this firm,” he stated. “Therefore, the logic for us was that if these people would speak to this firm, then we wanted to retain their services.”

Swan describes how many search firms tend to “oversell the money as an incentive for taking the new role rather than investing in understanding a candidate’s motivation.”

“Search firms should provide extensive research into the candidates’ backgrounds, into their work styles and their accomplishments,“ states Mandato. “They need to present us with something that gets us ahead of the curve.”

Swan insists executive search providers must have a “deep understanding of the company environment, the company’s business goals and needs, the complexity of the job and a deep understanding of the executive; those that understand how they connect can really help their clients compete effectively.”

A critical factor in selecting the executive search firm, states McNeal, is that they are able to conduct original research customized to their client’s needs rather than using previous research from another assignment.

He is keen on knowing what searches they have recently completed. McNeal insists that he is not interested in the candidates they surfaced for other clients; he is more interested in the people that the executive search firm was not able

to surface as well as the reasons why. This information is pivotal to help you understand how the search firm operates and manages candidates’ and clients’ expectations.

According to Swan, search firms “need to think more strategically” in the services they provide their clients. For example, for highly specialized jobs where it’s hard to find good candidates, an executive search partner “should help represent our brand in the marketplace so we can attract that rare talent.”

As companies worldwide begin to position themselves for future growth in the face of an uncertain economic recovery, The Towers Watson Strategies for Growth study, revealed that talent — finding it and keeping it — is the biggest potential workforce obstacle to achieving growth. Specifically, 51% of the respondents cited the loss of talent in key skill areas as a workforce challenge that could hinder growth. Slightly fewer (49%) cited the lack of succession planning as a top challenge, while 38% noted concerns about attracting necessary talent.

Within this context, executive search firms have to really think about the invaluable services they can provide their clients; it underlines their abilities to research and deliver innovative solutions such as executive assessment

& development, talent management, executive coaching and succession planning.

Mandato explains that as the industry she works in evolves, many companies will look outside its borders to find people with expertise in other industries that can be applied to the entertainment industry. “In fact, that is where search firms can really add value because they can tap into other industries better than us, providing us with invaluable know-how and sought after talent.”

PREPARING FOR THE FUTUREAs companies worldwide look

to regain market share and regain a competitive edge over their competition, hiring executive and technical talent becomes critical. Moreover, access to these talent pools has become more available to companies via the Internet and social media. In addition, in-house search teams are also becoming an important element as businesses strive to find new and effective ways to attract, select, hire and retain top talent.

Even though there are signs of growth in the economy, decision makers are still cautious in retaining executive search firms. Therefore, make sure that as executive search providers you offer real added value to your clients and continue to customize your services, dependent on your client’s needs, creating a long-term partnership.

Marguerite Granat

Marguerite Granat is a talent acquisition executive with a 17 year record of running corporate and search firm environments with expertise in implementing strategies that improve retention, quality of hire, candidate experience, employment branding and diversity recruitment. Her recruiting leadership has included Coors, Sears, the Hispanic Alliance for Career Enhancement, Sodexo and her own profitable retained executive search firm, Executive Discovery.

Ms. Granat is passionate about engaging leadership in tailoring the application of cutting edge strategies to increase retention, quality of hire and employment branding.

Corporate’s View


C O R P O R A T E V I E WS E A R C H -

Web:Email: [email protected]


For more information visit or contact:

www.linkedin.com/in/MargueriteGranat

Companies Seek More Agile

B y all accounts, 2011 is expected to be a better year for employers and employees—although it would be

difficult for things to get much worse. With unemployment still hovering near the 10% mark in the US, it seems everyone is ea-ger to close the most recent chapter in a prolonged struggle toward economic re-covery. With overall hiring numbers fore-cast to rise, executive-level recruiting is also expected to grow as companies look to rebuild management teams to prepare for new opportunities in 2011.

But, unlike previous booms and busts, the lessons learned from the Great Recession may have long-lasting implications on executive-level recruitment practices that can help companies avoid being caught flat-footed in the event of another downturn.

TOUGH TIMESThroughout 2008-2009, companies

placed an overwhelming emphasis on cost-reduction: shedding payroll, shuttering or consolidating facilities and reducing inventories to slash operating costs. This collective purging of inventory and people helped companies of all sizes learn to run leaner, more efficiently and find ways to do more with fewer resources.

During these tough times, companies focused on hiring leaders who could

manage through this crunch, seeking candidates whose expertise could keep the ship upright throughout the worst downturn in modern history. The prevailing wisdom seemed to be that leaders should worry more about driving down costs and increasing profitability, rather than growing revenue.

While this knee-jerk reaction was no doubt warranted—and vital to survival for many firms—the tide began to change in 2010. As end markets started to heal and demand for inventory began to rebound, companies with cash to invest are looking to do so selectively in 2011, eyeing market expansions, acquisition and replenishment of their executive-level talent.

A November ExecuNet Executive Job Creation Index showed employers plan to create more executive-level jobs over the next six months, with those looking to hire outnumbering those planning to cut back or postpone filling top roles by 21 points. This number represents a 12-point jump from October, which most analysts see as a sign that companies will begin recruiting executive talent to rebuild their teams to achieve 2011 growth objectives.

LESSONS LEARNEDGiven the turmoil over the past

few years, it’s easy to see why some companies may be keen to

pursue a new approach to executive recruitment—they’re gun-shy. If you’ve ever been in an auto accident, you know that in the immediate aftermath, you’re on heightened alert every time you get behind the wheel. This increased awareness lasts for a while, until, after so long without an incident, you slowly creep back into relative complacency. The recession essentially forced a prolonged heightened alert level, with companies keeping their eyes focused clearly on the road—cost management—lest a distraction or other unanticipated event send them careening out of control.

In the aftermath, most firms remain cautiously optimistic, looking eagerly for growth, but still waiting for the other shoe to drop, with a close eye on demand and managing cost structures. This environment demands a new type of leadership, one not so consumed with managing through crisis and cost containment, but one that can navigate the tricky waters of cautious recovery and growth. Where once the specialist approach to either growth or cost containment may have been the order of the day, today’s companies demand prudent leadership from more agile, well-rounded talent—leaders who can adeptly handle the pressure of turmoil, yet respond nimbly to growth opportunities.

Beyond Cost Management:

By Joe Huddle

Executive Recruits To Lead In New Economy

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O P I N I O N

THE NEW LEADERToday’s successful executive

candidate is a master of achieving balance, a nimble leader who can manage through contraction and expansion. By combining a diverse background with the ability to adapt to change, the modern leader is about more than just turnarounds, acquisitions, cost cutting or strategic investment. Global concerns demand a broader worldview—both literally and figuratively—to ensure long-term vitality. The most successful leaders will embody a combination of these three characteristics:• The ability to streamline operations:

Regardless of the current condition of the balance sheet, all entities should strive to run as efficiently as possible. Investments are becoming much more strategic and must demonstrate a long-term viable return. The New Economy demands that leadership find the cost savings to fund new initiatives. The need to do more with less is forcing today’s executives to be multi-disciplined, experienced in handling multiple facets of the business in an efficient and cost-effective manner.

• The ability to work at a granular level: Where pre-recessionary executives were free to focus on strategic, high-level activities and big-picture goals and objectives, the post-recessionary executives must get to know the guts of the business. Now is not the time to remain sequestered in the corner office—be ready, roll up your sleeves and walk the factory floor. If a recovery/growth strategy requires that you shed personnel, the remaining team members will need the support required to fill those voids. You need to know what it takes and the repercussions involved.

• A truly world view: As the economy becomes increasingly global, a greater number of companies are looking at emerging markets for significant growth opportunities, especially the burgeoning BRIC countries (Brazil, Russia, India and

China). To even consider these options requires leadership with the hands-on multinational experience to work successfully outside U.S. borders. More than just having supervised foreign operations from a domestic home base, true multinational success requires culturally immersive experience and an understanding of the specific in-country business environment, beyond just language and regulatory issues.

NEW REQUIREMENTS DEMAND NEW RECRUITING APPROACH

By most accounts, 2011 will bring with it an increase in capital expenditures, along with an up-tick in M&A and commercial activities. In fact, the 13th annual Bank of America/Merrill Lynch Annual CFO Outlook survey showed more than one-fourth of respondents expect to participate in an acquisition in 2011. While the vast majority expects to be the buyers, odds are that at least half will find themselves on the other side of the deal. Those entities that have survived with some cash to invest will do so selectively—in both portfolios and personnel.

This recovery and growth trend will significantly impact the type of leadership required and hired to successfully integrate a global acquisition, find

synergies and develop a presence in a new market with a new product. While the mid-2000s saw a huge demand for growth-oriented leadership, this approach resulted in many companies being caught flat-footed by the recession. Those hard lessons have translated into a desire for more prudent leadership with a broader skillset and global world view.

This change in leadership approach also demands a revised recruitment strategy. Finding the best candidates to lead into post-recovery growth demands a global recruitment perspective as well. As the economy heals, and more leadership roles open up, the most successful searches must extend beyond borders, making it imperative to work with a search firm with a global coordination strategy. A truly international approach goes beyond the mere presence of multinational locations; it includes continuous communication and client development/recruiting activities on an international scale. This integrated multinational approach ensures that your company has access to the most qualified and well-diversified individuals around the world.

Joe Huddle

Joseph C. Huddle is Executive Vice President and Industrial Practice Leader for North America with DHR International, the fifth largest retained executive search firm in the U.S. Prior to DHR, Huddle served as Client Partner at Korn/Ferry International where he was a member of the firm’s Global Industrial Practice and a core member of the firm’s Supply Chain COE.

Mr. Huddle focuses on diversified industrial manufacturing and consumer products companies, with clients that include public and private, multi-national and private equity-backed portfolio companies. His placements include executives in both functional leadership roles and general management positions in both C-level and senior management roles. His industry sector experience includes aerospace, automotive, capital equipment, hard and durable goods, electronics and appliances, and basic materials.

For over 20 years DHR International has been a leading, privately held provider of executive search solutions with more than 50 wholly-owned offices spanning the globe. DHR’s renowned consultants specialize in all industries and functions in order to provide unparalleled senior-level executive search, management assessment and succession planning services tailored to the unique qualities and specifications of our select client base.


O P I N I O NS E A R C H -



Web: www.dhrinternational.com

Creating Value:

In today’s digital age where everything is connected, it seems almost impossible to remember what it was

like before we had smart phones, social networks and downloadable applications designed to make daily life easier. 50 years ago, things were very different – today’s young people would argue the Sixties might as well be known as the Dark Ages from a technology standpoint. Sure the Sixties had Woodstock, but what does that matter if you can’t Tweet or text about it? Older generations might retort that these technology advancements are just fads, minor blips on the path to man’s ultimate enlightenment – they will not endure the test of time. It is amazing to think what it might have been like to do business 50 years ago without all of these new-fangled, modern conveniences. How would a company even survive, let alone grow?

So just how does a company endure for half a century? How does it adapt and adjust to new technologies, social mores and changing economic climates? How is it successful year after year and change after change? How does it effectively build its business so that it can endure – so that it is not a blip or a fad or simply a sign of the times?

These are all interesting questions and ones Cook Associates Executive Search is more than excited to answer. In 2011, the company celebrates a major milestone – the retained executive search and M&A advisory services firm turns 50. Founded in 1961 by Ruth Cook, a pioneer and visionary in the executive search, Cook Associates has effectively grown over the years to become a major player and innovator– both in executive search as well as M&A advisory.

SEARCH IN THE EARLY YEARSFrom the early days under Ruth’s

leadership, the company’s strategy was paradigm-shifting. Despite the more mainstream trend of organizing search businesses via areas of functional expertise, Ruth decided to pursue a different avenue – an industry-focused strategy. She believed that in order to be a true partner to a hiring firm, a search consultant needed to possess an intimate and thorough knowledge of the respective client’s industry. Ruth was adamant – if you couldn’t talk shop with both candidates and clients, then you had no business in their business! And although Cook Associates has grown tremendously since those first years, the firm’s current

leadership continues to embody Ruth Cook’s original pioneering spirit.

During those early days in the Sixties, Cook Associates was dedicated to creating a firm that was passionate about executive search being a means to really help clients, advising their clients on strategic human capital issues and providing real, measurable, value-added counsel. “Our reputation as a trusted business advisor is built on decades of successfully identifying and guiding our clients to the right workforce management solutions,” says John Kins, Chairman of Cook Associates.

WHAT DRIVES GROWTH?Yet, what really compels this executive

search firm to move forward? For Cook Associates, it’s about “creating value at the intersection where talent and opportunity connect,” helping clients capitalize on the brightest talent and best performing companies in the marketplace.

Cook Associates advices search consultants to take a very hands-on approach to working with clients. Consultants should be entrenched in their respective industries for which they recruit, so that they are able to build a rapport with clients quickly. As a search

By Mary Kier

Cook AssociatesCelebrates

AnniversaryIts50-year

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partner, our goal is to really know them – to think as they do and to understand what issues and challenges are on the top of their minds. Considerable time and effort should be spent nurturing relationships in order to develop a mutual trust and respect before a search even kicks-off.

Successful executive search partners must always stay a step ahead of the game. For example, while most search firms in the USA operated regionally, Cook Associates identified the need to fill the talent gap on a national level. Many years later, Cook Associates realized how crucial it was to now be able to provide its clients with global executive search capabilities. Therefore, Cook Associates entered into a partnership with InterSearch, a worldwide organization of executive search firms. In fact, Intersearch’s vast network has enabled Cook Associates to truly globalize without the large expenses and operational challenges associated with maintaining a physical, global footprint.

Patricia Epperlein, Chairwoman of InterSearch, states: “We are very proud to include Cook Associates amongst our talented network of global executive search organizations. They are extremely committed and dedicated to serving customers as well as other partner firms.”

Cook Associates advises search firms to be attuned to new opportunities that can enhance their executive search offering. For Cook Associates, one such opportunity presented itself in 1996 when Arnis Kins formed Cook M&A, a buy-side mergers and acquisitions advisory services group that offers a portfolio of solutions tailored to private equity firms, companies and executives. Although a completely distinct business from Cook Associates’ Executive Search division, the M&A focus helped establish Cook Associates as a leading player, gaining a formidable reputation from the very candidates and clients it targeted. Why? Because it takes a very unique skill set to serve private equity groups, helping Cook Associates carve a distinct niche in this space.

Although many executive search firms try to provide solutions to all their clients HR needs, Cook Associates has continued to focus on executive search as its main offering. It has worked hard to be a leader in this industry, providing clients and candidates with their know-how and expertise. At the same time, Cook Associates has recognized the needs of their clients. Therefore, this search firm has strategically partnered with Leadership Development consulting firms to offer a full array of solutions to corporations looking to address the challenges faced by their senior executives. These partnerships have allowed their clients to obtain solutions to their urgent concerns, such as Executive Development, Corporate Board Training, Cultural Assessment and HR Consulting.

By adapting their resources to meet their clients’ needs, Cook Associates is ensuring clients, as well as their own, long-term success. John Kins said: “These are the tenets upon which Cook Associates was founded, it is what our clients have come to know and expect - and why they keep coming back.”

BEYOND THE HORIZONAs we move into 2011, what should

executive search consultants do to succeed? Cook Associates will continue

to develop relationships that are crucial for both executive search and M&A.

John Kins reports: “Cook Associates has undoubtedly passed the test of time. I have seen many ups and downs during my time with the company, but never have I been so excited about future possibilities. Now with Mary Kier at the helm as CEO of Executive Search, we’re well positioned to capitalize on the opportunities the rebounding economy presents.”

Executive search confirmations across the industry are trending upward, and there is a renewed optimism amongst hiring professionals. Companies are looking to rebuild, and this means increased competition for the best talent. As we emerge from this recession, the ability to understand the changing profile of the successful industry executive, relationships, brand and a demonstrable track record of success will be even more important criteria for an organization looking to partner with a search firm.

So what is the secret to Cook Associates’ success and time-tested endurance? Is there one silver bullet or smoking gun approach that has contributed to the company’s long-term success? The answer is no. Cook Associates’ unwavering commitment to client satisfaction and its willingness to take chances and be different are what truly set the firm apart. Having the capability to effectively adjust to new technologies, social norms and even the business and economic climates are critical, but the main test lies in your value proposition and being able to identify the opportunities that arise, which will help your clients -as well as your own firm – maintain that competitive edge.

Mary Kier



Web: www.cookassociates.com

Mary Kier is Chief Executive officer, Executive Search at Cook Associates, a retained executive search and M&A advisory services firm.

Cook Associates partners with both mature, established brands and early stage venture- and private equity-backed businesses.

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Because Technology Changes...

1980s

1990s

2000s

Developed using Microsoft .NET technology New: User interface designed in conjunction with leading interface design specialists. Enhanced: Internet research functionality New: Custom Dashboards with our “Page Layout” system New: “Activity based” communication functionality Enhanced: Import functionality for spreadsheets, résumés and emails Enhanced: Invisible 2-way integration with MS Outlook New: Industrial strength reporting functionality New: MS Excel style list manipulation

USA: +1 (201) 653-0013 • Australia/Asia: +61 2 8221 8860 • UK / Other Europe: +44 (0)20 7749 6100 • Germany: +49 (0)69 27 40 15 [email protected] • www.dillistone.com

Because Technology Changes...

Enhanced: New security model with role based access rights New: Preview panes, combo views and multi-record pop-ups New:Massivepotentialforcustomisation–atuser,office,practicegrouporbusinesslevel New:Companyandpersonlevelwebprofiles New:Lockingandnotificationfunctionality New: Wizards and automation on common tasks such as scheduling interviews New: Hierarchy tab supporting multi-dimensional company structures and historical org charts New: Business intelligence and analysis tools

USA: +1 (201) 653-0013 • Australia/Asia: +61 2 8221 8860 • UK / Other Europe: +44 (0)20 7749 6100 • Germany: +49 (0)69 27 40 15 [email protected] • www.dillistone.com

Introducing

Every function, redesigned. Every screen, revamped. Every idea, rethought.

By Jason Starr

Introducing FileFinder 10:

I n the early 1980s, David Dillistone, himself a retained search consultant, wrote a piece of

software – FileFinder – to help him manage his retained search practice. Ever since then, roughly every two years, new versions of FileFinder have been developed to allow users to take advantage of the latest technology and new functionality.

Whilst new releases may have arrived every two years, new generations of the FileFinder system tend to arrive far less frequently – but in this article I’m delighted to announce the availability of FileFinder 10 - the first release of an entirely new generation of FileFinder technology based on Microsoft’s .NET platform.

Developed over several years, supported by over 6,000 pages of specifications and created with the guidance of a specialist User Interface Consultancy, we believe that FileFinder 10 is something special. While it

builds on the ideas and functionality which have long made the FileFinder product the most popular system in the Executive Search industry, everything is new. Over 1,000,000 lines of code have been replaced. Every piece of functionality has been redesigned. Every screen, revamped. Every idea, rethought. The result is, we believe, the most powerful yet user friendly product in the market.

The scope of the product is so far beyond anything we’ve produced before so it is difficult to know where to start given we only have a two page article to do so.

So let’s start at the beginning. The new FileFinder dashboards. When you first login to FileFinder, you are immediately presented with the information you want to see. How do we know that? Because we let you chose exactly what you see. Users can select from one of our pre-defined dashboards or – literally – build one

from scratch. We allow you to design new dashboards with the starting point being a blank screen. What would you like to add to this blank canvas? Perhaps a list of projects in the top left hand corner, a diary view below that, and a list of client contacts on the right? Fine. Change the information which appears inside the client area? Sure. Add a new business pipeline report? Of course.

From the home page you might want to look up a person, or a project. Users can “pin” favourite records to the home page, or take advantage of our “Intelligent” look up screens. Want to do a search? You’ve seen nothing like our new search screens – fully customizable allowing basic users to search via a simple, cut down, interface while more advanced users can benefit from highly configurable, highly sophisticated Power Search screens. Search screens and, indeed, criteria, may be built, saved and reused time after time.

The Next Generation OfExecutive Search

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So, you have found a list of records. What would you like to do with them? View them as a list? Simple. Reorder, sort or group them? All done by drag and drop. Switch to a view which allows you to view and interact with both the entire list and individual records simultaneously? Click a button. View multiple records simultaneously to allow users to compare candidates? Easily done.

What does a record look like? Well, we’ve also implemented our new dashboard functionality at record level. So, again, you can layout the summary pages exactly as you see fit. When you open a record, you’ll see a clean, attractive screen layout (with a huge range of skins to choose from) – and with the ability to add unlimited additional fields, unlimited additional contact information, and so on. And, of course, this being 2011, you might want to see information pulled from the web – and our new “Web Profiles” deliver just that for both people and companies.

What about communication? For this, we’ve implemented new “Activity” functions. In the style of MS Outlook, they allow you to send an email, log a call, send an SMS or make a journal entry through simple, dedicated screens. Everything is logged in both FileFinder and MS Outlook, and the interface is seamless.

How about reporting? Well, of course, there are numerous standard

reports built in. Beyond that, we’ve created an industrial strength report writer to allow users to create stunning, client facing reports. Need some help? Take advantage of our simple wizard to build a new report, or re-use an existing template report. Feel free to drop in a copy of your logo. Interested in business metrics? No problem. Analyze by user, office, practice group. View by charts. Compare with Pivot Tables.

And, of course, there is so much more. We’ve significantly enhanced the Research Zone. Multiple tabs, enhanced searching and support for RSS Feeds are just a few of the improvements in this area. Our new “Hierarchy Tab” allows users to better map-out and understand the structure of multi-division, multi-location corporations. Larger clients will appreciate our enhanced “locking”, “account management” and “off limits” systems.

Sounds powerful? Well, the good news is that we haven’t sacrificed ease of use to create this functionality. Tasks which, previously, may have taken several clicks are now completed with just one. Screens and workflows are clear, familiar and intuitive – indeed, much of the early feedback on the product has been that it is, in many ways, reminiscent of the MS Office Suite (hardly surprising, given our use of Microsoft technologies). If you do need help, we’ve built in an extensive

help system; we offer 24x7 availability to recorded training webinars and, of course, the largest Executive Search dedicated help desk in the industry is available at the end of a phone.

“We are very proud of FileFinder 10. It’s the result of a very significant increase in our R+D expenditure.” We’ve been able to do this from a position of strength – over 1,000 Search Firms in 61 countries use FileFinder, with over 400 clients implementing the system in the last two years alone.

No other supplier can match this. We are the only public company focused on the Executive Search industry and yet we remain debt free, profitable and cash generative. As a result, we have been able to invest more in the development of FileFinder 10 than many of our competitors will invoice in a year.

If you are a current user of FileFinder, you will be contacted by your account manager. Despite the millions of dollars invested in developing FileFinder 10, we continue to offer clients with support / ASP contracts the ability to upgrade to new versions of FileFinder on a “cost of service” basis; no charge is made for the software, merely for the time spent upgrading, configuring and training on the new release. If your Executive Search firm is not currently a client of ours, we’d welcome the opportunity to speak with you.

Please visit our new website at www.dillistone.com or email us via [email protected]


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ABy Larry Brown and Bob Gilchrist

Knowing Your Executive Talent:

Panoramic OfExecutive Search

T he executive search industry has waited 1 ½ years for a recovery as we are experiencing an increase

in search activities. As companies see demand for goods and services increase, they are beginning to add staff in anticipa-tion that a recovery is underway. In the cur-rent economy, however, any new addition to payroll is closely evaluated.

We’re now seeing the creation of more, new, executive-level positions and movement of more executives. Companies, however, continue to operate fairly lean. For critical jobs, some clients try to fill openings themselves, believing candidates will come to them. When that doesn’t happen, these companies often come back to search firms. These openings need to be filled quickly, creating a greater urgency for search firms to respond.

The pick-up in our business came at the beginning of 2010 and continues to be significantly better than last year (although not as good as 2007). A few things happened in the turnaround that characterized changes in the search industry: there was significant reorganization – firms are finding ways to preserve core operations while cutting expenses; there was a fallout of players who exited the business, particularly smaller firms with limited resources; and, finally, larger companies created a focus on diversifying their services from being strictly search to offering more human

resources services, such as coaching, executive assessment and consulting.

RELUCTANT TO TAKE RISKSOver the past 24 months of economic

uncertainty, the challenges of identifying and recruiting ideal candidates have been numerous and complex. In this climate, candidates have been reluctant to take risks and are increasingly skeptical about opportunities. They’re worried about housing costs and relocation. If relocating, they’re worried about their spouse finding a suitable position. They’re worried about having the least seniority at their new company (the “last in, first out” scenario). More are requesting severance arrangements tied to the offer, either in anticipation of the company being sold or because they want some guarantee if their job is eliminated.

On the client side, companies are looking for the “perfect” person who they believe is more common because of the perception that a high unemployment rate means there’s a wealth of candidates. This is not the case. In addition, clients continue to want multiple candidates to choose from that meet all their criteria and have the long-term potential to grow with the company. The top performers and the “best of the best” are out there, but they are becoming increasingly more difficult to attract and are in greater demand.

With the perception of an abundance

of available talent and tight budgets many clients see an opportunity to be more selective and take a very cautious and considered approach to the candidate selection process. Often this includes special testing and many interviews over an extended period of time. With good communication with our candidates we continually try to ensure that this protracted process satisfies the client’s expectations, but stays clear of sending a discouraging message to candidates. In truth, top talent is always a rare commodity and, even though the recent down turn in the economy has indeed freed up some top quality executives, it is hardly a “buyers market”. The war for talent is still on and we all need to do our best to guide our clients through the reality of this new market.

Partnering with clients and providing our honest assessment of our ability to meet their expectations is paramount for a successful long term relationship. Within this context, we must help guide our clients toward a proper balance of buying and selling. We have seen the pendulum swing over recent years from a high energy recruitment process, with candidates being wined and dined by the top executives of the corporation, to a more analytical approach to recruitment. More recently, there has been greater focus on the “buying” part of the process, that is, on determining not only competence but also the key element “fit”. We applaud this

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more recent focus, but monitor and guide our clients to be sure that they match their scrutiny with an honest and compelling argument for the candidate’s consideration of their offer.

For the most part, our assignments are national and international in range and scope. However, in some recent cases, clients have constrained our search to only local candidates to avoid the significant cost associated with relocation or expatriation. This maybe reasonable in large metropolitan areas, but it is largely impossible in some parts of the US.

INNOVATION IS PARAMOUNTIn this improving, but still uncertain

environment, we’ve needed to be increasingly creative in reacting to changes in the industry. For example, the cost of relocation and the sometimes impossible financial demands on the candidate and his or her family have resulted in some changes in the mindset of some employers here in the US. We’ve also seen more companies that are willing to grant more extended, long-term commutes, allowing candidates to fly in Monday morning and fly out Friday night.

Aside from compensation including salary and long and short term incentive plans, relocation cost factors weigh equally heavy now on a candidate’s

decision to accept an offer. The client’s relocation policy needs to be fully understood by the search consultant and articulated to any serious candidate much earlier in the process than ever before. It is now prudent for the consultant to explore the financial ramifications of the potential relocation. We need to help the candidate see both the possibilities and the challenges, and we need to consider these factors in determining the probability of a candidate’s ultimate success in the recruitment process. This can save our client’s time and money in the pursuit of great candidates that are simply financially precluded from accepting an offer.

In presenting a candidate with the particulars of our client, we need to dig deeper into their organizational structure, their products and their growth potential and rely less on their recent financials since many clients have shown less than favorable financial results for 2008 and 2009. To be able to answer the intelligent candidate’s questions about a client that has posted financial results in the red for their last 5 quarters, we need a deeper understanding of the client’s value proposition to engage the interest of the candidate.

Although not necessarily an economic factor directly, executives in lean times are often spread too thin. Communication, therefore, needs to be fast and accurate.

Our working relationship during the search process usually involves communication emails and voice mails around the clock, even for just domestic assignments. With an international assignment in Asia and a 12 hour time difference, the international search consultant must now always be connected.

Videoconferencing has helped our clients’ “need for speed.” We’re doing many more initial interviews using video conferencing. They are no substitute for our face-to-face candidate assessment, but can provide our clients with a quick look and an early comparative analysis with minimum schedule and cost impact.

THE DIFFERENTIATING FACTORWe suspect that our experiences are

far from unique in the executive search industry. More than ever, what will set us and others apart from the rest is the continued sensitivity to the needs and expectations of our clients and our ability to provide realistic and practical advice where warranted. As 2011 sets in, it is vital that we continue to anticipate the opportunities and challenges that arise so we can adapt our processes in both the good and the trying times.



Web: www.hortoninternational.com

Bob Gilchrist is a Managing Partner of Horton International USA and has had a leadership role in executive search since 1994. Bob provides Board, C and Director level search services in a variety of functional areas to a diverse client base ranging from Fortune 50 companies to small, high technology, start-up businesses. Bob has been elected to serve as the Director of the Americas Region on the Board of Horton International.

Larry C. Brown is a Managing Partner of Horton International USA and has been active in executive search since 1994. His search experience has focused on a variety of senior level assignments across a broad range of functional disciplines in financial services, insurance and manufacturing companies. Larry serves on the Board of Directors of Horton International and has been responsible for leading the firm’s communication efforts.

Horton International is a global executive search firm specializing in the recruitment of senior talent in a variety of industries. Through offices in the Americas, Europe, and Asia-Pacific, we help organizations recruit the people they need to succeed. Horton International US (headquartered in West Hartford, CT) has offices in Boston and New York, and is a principal partner of the global organization leading activities in the United States.

Larry Brown Bob Gilchrist


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As an outcome of Asia Pacific’s phenomenal industrial growth over the past 20 years a young,

bilingual, educated, home-grown talent pool has entered the market. Does this spell the end for expatriates?

Of course one cannot view Asia Pacific as a monolithic unit and lump all the countries together. Japan has been an advanced economy for much longer than most of its Asia Pacific counterparts, providing a fair share of expatriates as its companies are expanding internationally. However, there are common trends to suggest that the expatriate community in Asia Pacific is changing.

What is an expatriate anyway? By definition in Wikipedia an expatriate is a “person residing in a country and culture other than that of the person’s upbringing or legal residence”. An expatriate has traditionally referred to the skilled professional that is highly educated, has a high income and receives special perks. An expat was usually seconded from the headquarters of a multinational, often from the same country as the multinational. Over time, the forces of globalisation have made this ethnocentric

management approach redundant. Today, we still see headquarters sending out their trusted and most capable soldiers, but not necessarily from its home country. In fact, the expatriate team now comes from multiple countries and diverse backgrounds.

Cultural sensitivity is now an integral part of management decisions. For example, if an organisation needs to select an expatriate for the China market, it makes sense to consider an individual who already has some form of cultural, linguistic and emotional connection. In the past, there was a high degree of expatriate failure rate because of culture shock, but this can be minimised by bringing in more culturally attuned professionals and focusing on the cultural fit before the executive has been short-listed.

At Glasford International, our network has seen strong growth in cross-border assignments in this region. Our clients are not just seeking a suitable person for the job, but the best match. Thus, for cross border searches, requirements for bilingual capability, cultural understanding and sensitivity

are becoming the norm in our client mandates.

WHEN HIRING AN EXPATRIATE…When hiring an expatriate, it is not

only about leadership and technical capabilities, it also about trust. Being at the top of the pyramid is no easy task and performing in a foreign country adds to this challenge since the local management and workforce need to be able to trust and communicate effectively with this expatriate leader. Thus, given a choice, the majority would prefer a leader who mutually understands and respects the local business culture and customs.

However, localising leaders based on nationality or cultural background alone is not sufficient. The corporate agenda is equally important and following the wave of mergers and acquisitions in Asia, there is now a large segment of joint-venture corporations between local and foreign stakeholders. Representation becomes politically driven as well as commercial. In technical domains, ranging from semiconductors to online gaming, certain overseas markets are several years ahead, making the justification for

Co-authored by Brian Sun & Peter Lisney

Are Expatriates

A S I A P A C I F I C

Dying BreedIn The

Asia Pacific Region?

an expatriate much more appealing.

HOW IS THE DEMAND CHANGING?In the past, North American and

European multinationals were prominent leaders, but in today’s global market,

the playing field is levelling with the emergence of home-grown multinationals from Asia Pacific. This is also reflected in the surge of Asian corporations requesting to be publicly listed. Ironically, as these Asian-based multinationals expand, they

are developing a taste for the expatriate talent who can transfer their industry knowledge and international mindset to help them expand globally. Thus, while traditional multinationals are continuing a top down localisation scheme of their Asian subsidiaries, emerging multinationals are at the same time picking up savvy expats to help them expand into virgin territory or to provide expertise in niche domains. In essence, expats today have to be more flexible then before and move in entirely different corporate circles.

Glasford International Asia Pacific has observed how different markets yield different conditions for expatriates:

• Brian Sun of Orion China|Glasford International China reports that the whole of China is estimated to have 400,000 registered foreign employees. Although the percentage of expats is relatively small, the

Brian Sun Peter Lisney


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The workshops are delivered by Francesca Lahiguera, a search professional with more than 12 years’ experience of retained executive search research and execution. Francesca was a Principal at Heidrick & Struggles in Paris and went on to work with boutique firms in Paris and London. She now provides research and search consultancy to London-based firms specialising in technology and not-for-profit. Originally from the USA, Francesca lives in London and speaks fluent French.

Research and Candidate Development Workshop London, UK - May 10, 2011

Research and Candidate Development Workshop - this one-day workshop is for researchers and for search consultants who are new to search. The three themes covered during the day are research skills, telephone techniques and administration and project management.

Search Execution and Client Management Workshop London, UK - May 11, 2011

Search Execution and Client Management Workshop - this one-day workshop is for search consultants and researchers involved in the search execution process. The course focuses on effective and successful client management and liaison, progress reporting, candidate screening and appraisals, referencing and salary negotiation.

• Maximum 16 attendees per workshop. •A working lunch and refreshments are included.•Training material will be provided.

For more information and to book, please visit www.search-consult.com/workshops

or send an email to [email protected]

presence of the “half-pat, lo-pat or local plus” is increasing. These are expats who accept China-based jobs without the perks. While the expatriate stereotype still exists, it is not exclusive to the native European or American, but cascades to include managers from Singapore, Malaysia, Taiwan and Hong Kong - where cultures tend to be bilingual and closely associated with the Chinese culture. Likewise, competing against this new breed of expatriate talent is the overseas Chinese returnee, affably known as the “Hai Gui” (sea-turtle), referring to Chinese who have acquired an Ivy League MBA with multinational experience at headquarters and subsequently are planning a return home.

• Tom Nevins of TMT | Glasford International Japan explains that the community of expatriates or gaijins (foreigners) is expanding. Although there is still a demand for expats, a new breed is emerging, where the skilled professional is a foreigner but is prepared to work at more localised since article is in British English packages. At the same time, there is another breed as corporations are beginning to recruit internationally-oriented Japanese executives. None of these breeds deserve to die, as intermarriage is becoming a common occurrence.

• Eva Son of Nterway | Glasford International South Korea suggests that it used to be difficult for expats to join Korean enterprises because of management’s reservations and conservative views. A number of foreign MNCs have established offices in Korea and a number of expats are now working for them. Recruiting expats for local corporations, however, is a new trend. In fact, two thirds of C-level employees at LG Electronics are now expats, and Samsung

also has an increasing number of expats. Nevertheless, most local corporations are still sceptical about the expats being a good fit. What is certain is expatriates are not a dying breed in Korea; in fact, they have only begun to emerge.

• Quan Huynh of VIPsearch | Glasford International Vietnam indicates that large domestic corporations still favour expats. Although the compensation is significantly higher than for local talent, the return on investment in terms of performance and results is still justifiable. MNCs, nevertheless, are beginning to localise their leadership appointments, reporting that local executives deal better with regulatory issues as well as issues related to local culture and market knowledge.

• Peter Lisney of Malaysia Lisney Search | Glasford International Malaysia has seen multinationals localising their senior level positions. Lisney also sees many industries - such as Telecoms and some more specialised areas of Financial Services (including back office hubs of securities services), where expats are in great demand because the local talent pool doesn’t cover the demand. Then there are local companies boosting their management teams with expertise from abroad. There is also a strong demand for Malaysian talent throughout South East Asia, China and the Middle East. As a result, Malaysia has become a provider of expatriates - rather than just a receiver.

• Kapil Gupta of Shella Consultants | Glasford International India explains that the Indian job market is full of attractive opportunities for expats coming to India as well as local talent going abroad. Around 30,000 to 40,000 expats are currently working in India, and the number continues

to grow. Expats are coming to India for the following reasons: growth opportunities in one of the fastest growing economies in the world, expats with specialised skills are well compensated and a stint in India adds value to resumes. At the same time, there is a growing demand for Indian executives abroad. As a result, India is becoming known for demanding and supplying expats.

IN CONCLUSIONWhile different conditions for

expatriates exist, depending on the country of interest, it can be observed that the expatriate community in Asia Pacific is still growing, but in different directions. The selection of expatriates has shifted from an ethno-centric to a talent-centric approach, looking at hiring the best match wherever he/she is located. The successful organisations will be those that explore all their resources, being creative in leveraging and retaining their human capital.



Web: www.glasford.com

Peter Lisney is Anglo/Swedish, residing in Malaysia since 1991. He is the Managing Partner at Lisney Search / Glasford International Malaysia and specializes in Financial Services and CXX level searches. He can be contacted at [email protected] / www.lisneysearch.com

Brian Sun is a Singaporean residing in Shanghai since 2001. He is the Managing Partner at Orion China / Glasford International China.Brian has been providing executive search & HR advisory services to multinationals entering the China market across key industries. He can be contacted at [email protected] / www.orionchina.net

Glasford International is a leading and fast growing executive search network. It currently has members in 35 countries around the world. Its global reach, combined with shared partner values and strong local expertise in every market, makes Glasford an excellent partner for any organisation seeking lasting solutions to their talent quest.

*Contributors to this article include:Tom Nevins, CEO/Founder, TMT Inc| Glasford International Japan Eva Son, International Planning & Marketing, Nterway| Glasford International South Korea Quan Huynh, General Director, VIPsearch | Glasford International Vietnam Kapil Gupta, CEO, Shella Consultants | Glasford International India

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By Neil Smith

C onvergence has been a favourite topic of media conferences for many years. It is actually 12 years

since the first digital television signals began to be transmitted in the UK. In that time so much has been said and writ-ten about the changes that would result from digital broadcasting and the growth of the Internet and, of course, the PVR (Personal Video Recorder). Everyone was clear that the old “legacy” broadcast model was doomed – the world no longer needed or wanted the lumbering public service broadcast model that Britain had carefully cultivated over some 60 years. People would simply stop passively watching television.

And yet, at least so far, it has not really worked out that way. BSkyB has been highly successful with over 10 million subscribers, generating annual revenues of over £5.5 billion. Broadband is in 17 million homes with penetration rates of more than 70% of households and the UK Government is set on making “superfast broadband” available to all by 2015. And yes, iPlayers gets well over 100 million requests a month. But despite all of this, the old style linear public service models still seem to be more than holding their own.

In the US, an equally interesting challenge is unfolding. Cable companies have long enjoyed operating

in a monopolistic market; amongst themselves, there is a fraternity as most do not compete in each other’s territories. And traditionally there were no other service providers who could provide the bundle of voice, video and data to consumers. While they were competing with the Satellite Providers on video, the challenge was not threatening their growth.

But now the top two Telecom operators, ATT and Verizon, have entered into the video space, and the war for talent has intensified. With the rise of video players and the rapid growth of Internet and the likes of You Tube and Hulu, content is no longer distributed through the traditional TV network. Executives are now freely transferring their skills from TV to Telecoms and vice versa, as these two fields are converging.

Back in the UK, ITV - which only 2 years ago was being written off with warnings about its pension deficit - is still able to command 15 million viewers on a Sunday night with its X Factor results show. The main terrestrial broadcasters actually still account for over 60% of all television viewing if you aggregate all the individual channels they offer. And, despite our multi-media world, television viewing has actually been rising – albeit that many people seem to be simultaneously watching TV and using

the Internet, texting, or both; they are often on social networks commenting about the programmes they are watching.

So perhaps all good news for shareholders of ITV and other terrestrial broadcasters, but what does this mean for Executive Search?

THE IMPACT ON EXECUTIVE SEARCHSearch consultants must understand

this industry, where it is heading and the changes that are transforming it. Firstly it has meant that, whilst an understanding of new media is absolutely essential for all aspiring television executives, the old skills of running linear channels; commissioning programmes, nurturing creative talent, scheduling, channel branding and promotion have still been seen as crucially important. Also, companies have still tended to recruit from a relatively small pool of top talent and when vacancies arise, the same group of names seem to get mentioned.

The continuing importance of network brands has also meant that any new blood at the most senior levels all tend to have a marketing or advertising background. Andy Duncan came to the BBC from Unilever to head up its marketing and then moved across to Channel 4. His replacement at Channel 4, David Abraham, actually came from St Lukes. Even established news provider

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ITN is run by John Hardie who controlled Disney’s TV interests in Europe for a number of years and was once ITV’s Commercial Director.

Finally it’s now possible to say with more confidence that there are big changes afoot and that things are likely be very different in the coming years. The success of iPlayers and digital PVRs heralds the emergence of a very different media experience where viewers are looking to watch individual programmes, not channels. This is likely to change the relationships that the industry has with the end user - relationships that the industry has taken for granted for many years. A parallel can be made with the cinema: audiences are now sold individual films - people go to watch the new Harry Potter film, they don’t simply go to the cinema to see the latest release from the big studio brand Warner Bros as they did in the past.

In the next two years major events will further drive this change. Full integration of broadband and the television set is finally happening. All this will inevitably change the relationship between media companies and viewers – channels inevitably will increasingly reduce in importance, whilst individual programmes will become more and more important. Viewers will seek out Dr Who, Casualty, The X Factor or Mad Men and will cease to be concerned about which video stream was used to access the programme. Companies will, therefore, seek to promote programmes and franchises - not channels. Companies will also have to worry more about how to monetise this viewing. As a result, the ability to persuade viewers to watch your programme will become the real challenge. Understanding the relationship with the customer will become a key part of a media company’s success. This implies new skills sets will be needed. Companies will need to seek talent externally and will need to turn to experienced Executive Search consultants to help them identify the appropriate talent.

LOOKING FOR TALENT BEYOND YOUR INDUSTRY

For a search consultant, a strong network in broadcasting is not enough. Perhaps in programme-making where there is a track record in developing and producing shows, there will be no change in the talent needed; but, the shift in business models highlighted both here and in the US means that skill sets found in other sectors are extremely attractive to the traditional media businesses.

Brand building is key to the traditional FMCG and Retail business and, therefore, more and more are we looking to attract talent from businesses within these sectors. However, persuading senior management from a relatively consistent business model to enter the world of converging media is not an easy one as considerable time and resources must be spent on nurturing these candidates throughout the entire process. Whilst it is unusual (but not unheard of) for US candidates to interview for UK positions (and vice versa), the changing business model that sees traditional Telecoms companies competing with traditional Media companies means that talent is also coming from outside these industries.

ITV already seems to recognise this important change. Its decision earlier

this year to appoint a Chair and Chief Executive from outside the cosy world of television showed just how different things will be in the coming years. Archie Norman (who helped turn Asda around, taking it to the number two supermarket in the UK before it was sold to American giant Wal-Mart) and Adam Crozier (latterly running the Post Office) are both people with limited experience of media organisations, but very aware of the importance of customers and the need to put them at the heart of what a business does.

It will be interesting to see how much the profile of our top TV Executives changes over the next 5 years. I certainly believe far fewer will have a career drawn solely from television and that we have a key role to play in reporting the latest trends that are going to currently affect the way media companies operate so that we can help our clients prepare themselves, searching across borders and across industries to find the appropriate talent that will help move the digital convergence forward.



Web: www.robert-lindsay.com

Neil Smith is Founder and Chief Executive of Robert Lindsay Associates, a specialised search firm focusing exclusively in the broadcast and entertainment sectors. Neil has over a decade of search experience with leading companies including Korn/Ferry International and Hanover Fox International where he built and led the firm’s media and entertainment practice. Before founding Robert Lindsay Associates in 2008, Neil was at DHR International where he was Executive Vice President and UK Managing Director.

With offices in London and Los Angeles, Robert Lindsay Associates partners a variety of UK and International brands such as Paramount Pictures, BBC, ITV, Zodiak Entertainment and Ginx TV. Assignments undertaken include not only commercial roles such as CEO, COO and divisional Director, but also creative positions such as Controller and Creative Director.

Robert Lindsay Associates is also behind the brand, ‘The Presidents’ Lunch’, an informal lunch for the CEOs and COOs of the main broadcasters and content businesses to listen to and engage with a key speaker.


D I G I T A L I N D U S T R YS E A R C H -

Neil Smith

TheAs the New Year begins, it is natu-

ral to look back and take stock of what has happened over the last

twelve months. For the vast majority, 2010 was a considerably better year than 2009 but it has also had its challenges and it feels as though we have gone full circle. What is certain is that 2010 has been an-other difficult year for many businesses across the globe.

For the search industry it has been a year of mixed fortunes. Those that made it through the downturn should be applauded but, it’s the time immediately after the downturn which can prove to be truly testing. While it was understandable to batten down the hatches when economic Armageddon was taking place, now there’s clear evidence of a recovery, as recruitment businesses have to be considerably savvier in order to make the most of the situation and put themselves in a strong position to move forward.

2011 does look like a better bet. Even Nouriel Roubini, the economist dubbed Dr Doom for his warnings of the financial crisis, expects the global economy to grow by almost 4pc next year. The emerging economies will continue to sprint, while consumers and governments elsewhere repair balance sheets that were stretched to breaking

point during the crisis. China, India and Brazil are expected to grow at 6.3pc collectively in 2011, more than triple the 2.1pc that developed economies are predicted to muster. The good news for advanced economies is that the tail-risk of a double-dip recession has receded. Among the Western laggards, the US is set to enjoy the fastest growth as a combination of quantitative easing and the tax cuts agreed in Washington D.C. will provide some support.

In the UK, while the domestic economy may officially be out of the recession, employment remains a challenge and is likely to worsen in the medium-term if figures about public sector job losses are to be believed. The private sector will be expected to provide the safety net for those unfortunate enough to not survive the government’s cuts, but it remains to be seen to what extent this will actually happen.

The British financial services sector has had a relatively good year compared to the carnage of 2009. The FTSE has climbed to its highest level since June 2008, banks – on the whole – are doing more hiring than firing, and bonuses are back. Fantastic news you might think. And you’d be right up to a point – but this is a very different market to that of 2006 and 2007, and a lot of search firms

haven’t identified that fast enough. Most firms have sensed an upturn in hiring generally and have gone back to doing what they did before. But after any downturn, it is important to determine ‘what has changed’ and formulate a more strategic sense of how that will impact the search market.

BROADENING HORIZONSBanks have shifted their hiring

emphasis in order to match the world we’re in today and so far, have been much more focused and strategic in their hiring activities than before. In particular, new regulatory and reporting requirements and shareholder demand to manage risk more effectively has meant that many financial institutions are snapping up risk and compliance professionals.

The commodities and energy sectors are also evolving rapidly. More and more emphasis is being put on clean and renewable energy by consumers, businesses and governments around the world. This has led to the growth of the clean technology (cleantech) sector with many more private equity and venture capital houses providing funds for cleantech investments. This has led to a surge in demand for senior talent with particular experience across both the investment and corporate sides of

TheDownturnIsOver-

Now ComesHard Work

By Ken Brotherston


F U T U R ES E A R C H -

the cleantech industry. Having identified this market as a high-growth sector, we launched Kinsey Allen International Cleantech to establish an early footprint and subsequently confirmed our commitment to this market by acquiring one of the most renowned cleantech search consultancies in the industry, RUSTON Wheb. The combined Kinsey Allen International Cleantech and RUSTON Wheb teams will drive this specialism further and continue with its global expansion, mirroring the needs of our clients.

Within commodities, increased volatility across the agricultural and soft commodity complex is leading to increased demand from hedge funds and financial institutions for senior traders and marketers with backgrounds in the physical markets and strong derivative risk management skills. It’s not just enhancing the focus on new and evolving markets that will have helped search firms over the last twelve months.

Being attuned to opportunities in new territories is just as important. Early in 2010 we identified Qatar as an area in which there was great opportunity to expand: the Qatari Government is keen to diversify its economy rather than rely on natural resources and so there is huge demand for experienced financial services professionals. In Hong Kong, we’re seeing significant growth in the financial services sector thanks to increasing investment from and into China.

Being able to identify these trends and quickly take advantage of them strengthens your proposition as a business and whilst it’s easy to suddenly announce you’re a global company and work across a number of different territories, it’s much harder to establish yourself as a credible local presence. This is where a lot of “international” search businesses fall down. Increasingly clients are less enamoured with firms that conduct business from one centralised hub. If you want sustainable success in these areas, you need to genuinely commit to

new markets and that means hiring and training consultants on the ground.

STRATEGIC HIRINGIt’s vital that you hire people of the

same quality and experience that you have in your ‘home’ market. It’s then a question of giving them the appropriate level of autonomy to adapt the imported model to one that is more effective locally (without, of course, changing the model completely). Avoiding internal disputes over cross border mandates is made easier by organising teams by specialist practice rather than geography. This enables the search consultants in each team to work much more effectively together. This is different from a lot of the bigger firms and creates much less cross border tension and politics as a result. In the last twelve months, we’ve opened two new international offices in Boston and Qatar, and significantly strengthened our presence in New York and Hong Kong.

Hong Kong is generally recognised as one of the hottest markets in the world and a gateway to China. It is also a very easy market for predominantly English speaking firms to establish themselves. However, New York is still arguably the biggest and most important financial services market in the world; and, even when it is inevitably overtaken by Hong

Kong (or Shanghai), it will still be crucial to any firm with global ambitions.

When expanding into foreign territories, it is important to make sure that you don’t take the foot off the pedal in your home market. We cultivate established relationships thorough a combination of consistent delivery and networking across clients to ensure they are aware of the work we have done for them. There is no magic formula – it takes time and hard work.

Few search businesses can claim to have had an outstanding year in 2010, but most will be significantly ahead of where they were in 2009. Most would agree it has been a challenge to emerge from the recession into an economic environment that continues to be uncertain; but, there have been opportunities in both the UK and the wider global market to make significant strides forward. It is businesses that exited the recession with eyes open ready to take advantage of even the smallest of leads that will be much happier when they reflect on 2010 than those who tried to make do with the tactics that worked so well during the boom years. 2011 may well be another challenging year, but as long as search firms stay resolute that they’ll not rest on their laurels and will sniff out even the most unlikely opportunities, the entire industry will be better for it.



Web: www.kinseyallen.com

Ken Brotherston - As Group CEO, Ken is responsible for the overall direction and strategy of Kinsey Allen International and leads the Board in the creation and implementation of operational activities to help achieve the firm’s goals. Ken has many years of experience in senior positions within the recruitment industry; including as a Director of Robert Walters, European President of Korn/Ferry International and, most recently, Chairman of Morgan McKinley Group and CEO of the GRS Group.

Kinsey Allen International is one of the world’s leading executive search firms, specialising in the financial and professional services markets. It provides a full range of executive search and interim solutions from offices in the UK, continental Europe, the US, Middle East and Asia.

S E A R C H -


F U T U R E

Ken Brotherston


N ew PwC research reveals that the cost of replacing a competent member of staff equates to

approximately a year of that person’s salary. This reflects the costs associated with the skills and productivity that are lost, as well as the costs associated with replacing and training new recruits. In fact, research conducted by Watson Wyatt indicates that the cost of hiring a replacement is in all actuality, much greater. According to Watson Wyatt’s research, the true cost should incorporate the hidden labour costs when the employee exits as well as the cost of lost revenues resulting from the vacancy and lower team performance.

PwC’s research shows that the annual staff resignations in the UK average 10.4%, which costs British businesses around £42 billion per annum. Nevertheless, the UK is only one example as resignation rates average 7% in the US and around 5% in France and Germany. Given these startling figures, organisations must do more to make sure they hire, develop and retain their top talent.

This is especially important as the business climate appears to be improving and many companies are planning to dramatically increase their investments. The AESC 2011 Search Industry Outlook Report reveals that 68% of executive search consultants are positive about 2011. If improvement in executive hiring continues as expected, companies will

face growing competition for the best talent. In addition, executives will have more options, and retention will become a major problem as top performers search for new opportunities.

To tackle the issue, companies use a variety of techniques. Executive search firm eg.1 has identified key processes that must be incorporated in an overall programme that helps hire, develop and retain an organisation’s top performers:• Identification• Talent development • Succession planning• Coaching• Leadership development• Ensuring a performance culture

FAILED HIRESMany corporations, nevertheless,

are continuing to hire the wrong talent. The most common reasons are: cultural mismatches, haste to hire, lack of due diligence on both sides, companies evaluating personality instead of job skills and the overall assumption that a successful candidate can thrive in any environment. This is something eg.1 contests. Their experience has shown them that often the current environment these executives operate in is crucial. They recognise that moving to another organisation without replicating that environment can have devastating results for both candidate and client. Beyond the affinity a candidate has with the basic

role requirements eg.1 looks to match the right candidate with an appropriate environment and platform to succeed.

Then how do you make sure corporations are really hiring the right talent? For eg.1, it’s about partnering with their clients throughout the entire recruitment process - from identification, attraction, due diligence to the successful on-boarding of that individual. It’s about being rigorously thorough in really understanding what makes each individual succeed.

Executive Search consultants are typically good at reviewing the candidate’s present results and taking into consideration some of his or her background. However, this will only represent half of the research required to fully understand, and hence, be able to effectively place that professional.

At eg.1 we strongly believe that a bad hire can be avoided by applying innovative and straightforward approaches that can assist organisations in hiring and retaining top talent. For example, we take an in-depth psychometric assessment of a candidate’s past, present and future capabilities to really be able to identify an individual’s genuine affinity to the role he or she is considering, as well as his or her suitability to culturally fit in with the organisation.

CAPABILITY MANAGEMENTMany failed hires are a result of a

HowTo Minimise

A D V I C ES E A R C H -

By Andrew Gray and John Mervyn-Smith

Risks Of Making A

TheWrong Hire

S E A R C H -


lack of commitment, namely from many Executive Search firms that believe that managing its candidate and client ends as soon as the candidate is placed and starts his or her new role. Given the significant expense of a senior hire, the opportunity to minimise the risk of a wrong hire is something that our clients highly value. That is why we apply a Capability Management analysis, a means of assessing, benchmarking and developing individuals, which facilitates their successful integration into our client’s organisation.

The first 100 days of a new hire are the biggest risk for any client. The associated issues with a poor integration are damaged external client relationships, loss of opportunity and momentum, internal disruption and loss of reputation for the new hire during this transition period. To tackle this issue, some executive search firms now offer their clients access to an in-house occupational psychologist as part of the executive search process to ensure that the dynamics between employee and employer are immediately understood.

We have designed a first 100 day plan, similar to the US President’s first 100-day in office, which has been effectively used by a select number of FTSE 100 companies, global professional

services organisations and technology vendors. The first 100-day plan focuses on key objectives that are agreed by all parties and will define what success looks like for both sides in those important crucial first few weeks. The first 100-day plan is, above anything else, a coaching strategy that can be referred back to by both the candidate and the organisation, managing expectations on both sides.

RETENTION IS CRITICALWith many businesses now eager to

maintain or grow staff levels to mirror the gradual recovery of the economy, staff retention has become at least as important as hiring the right talent, if not more so. eg.1 sees staff retention as critical during any stage of a company’s growth. There is a limited talent pool and, therefore, successful retention is vital. That talent pool does not grow or shrink during a recession; but, clearly as the market improves, demand increases for top talent and naturally these individuals become scarce and are afforded a greater premium.

During detailed assessments, eg.1 partners with its clients to not only hire the best talent, but it works closely to identify, assess and develop its clients’ high achievers in order to minimise the risk of those professionals leaving. The results of this process naturally leads to development plans that keep these top performers engaged, providing them with clear objectives and challenges. These plans are then agreed with the key stakeholders in the business so that the top performers know exactly what they need to progress while the organisation can opportunely tailor their incentives to effectively motivate and retain these senior hires.

As the economic climate improves, the organisations that are able to successfully hire and boast a strong retention rate will be best positioned to succeed. Given the cost of failed hires and the associated loss of revenue, opportunity and reputation, the question is not whether organisations can afford to

adopt Capability Management to ensure successful hires, but whether they can afford not to.

A D V I C E

Andrew Gray



Web: www.eg1.co.uk

Andrew Gray - Managing Director. With over a decade’s worth of experience in executive search, Andrew brings a wealth of understanding and experience to his clients. He leads eg.1 on a day to day basis, and is responsible for leading the professional services practice.

Andrew began his career with Arthur Andersen, working with Human Resources and developing his understanding of professional services and strategic human resources. After six years, he transitioned his career into executive search, working for a European boutique and then Heidrick & Struggles throughout the UK & Europe.

In 2003, Andrew founded eg.1 Executive Search to focus on senior appointments for the Professional Services, Technology and Commercial industries.

Dr. John Mervyn-Smith - Head of Capability Management. John has been assessing and coaching senior executives in leading organisations for 20 years. Assignments have taken him to the USA, Europe and Asia. He is a chartered psychologist.

He assesses for development, potential and selection at senior and board level. His areas of coaching expertise are: leadership development, managing stakeholder relationships, the management of power, organisational politics and influence, and personal impact. He is also an expert in helping people to develop emotional resilience. He has lectured and published on the topics of leadership, relationship development and emotional resilience.

eg.1 – a London based executive search firm that provides executive search, market intelligence and capability management solutions to clients. The firm operates in several sectors including professional services, technology, financial services and commercial. The firm, recently accepted as a member of the AESC, has offices in London, Dubai and Abu Dhabi.

John Mervyn-Smith

Mark Williams

Online payment facility as well as downloadable booking form available at www.search-consult.com/LinkedIn

+44 (0)20 7749 6102 [email protected]

Mastering LinkedIn For Executive Recruiters - a series of webinars designed to show you how LinkedIn works, how to ensure you find who you want to and how to raise your profile in your market in order to win more business.

Mark Williams is an experienced Recruiter and now an independent LinkedIn Certified Trainer. He spent 19 years in specialist recruitment in the UK operating as a Consultant, Manager and latterly Managing Director in the Sales, Financial and Supply Chain sectors. In 2008 Mark set up ETN Training, a niche training provider operating in the field of social media. Mark’s particular area of expertise is with LinkedIn. “I firmly believe that LinkedIn is one of the most exciting developments there has been in the recruitment industry for many years. It is now firmly established as a ‘must have’ tool for any recruiter yet so many are still unsure of how to use it effectively. My mission is to educate and inspire Recruiters to understand how to network effectively online”.

Creating A Powerful LinkedIn Profile - May 12, 2011

Building An Effective Network - May 19, 2011

Searching Masterclass - May 26, 2011

Business Development Workshop - June 9, 2011

Each session costs US$130 / UK£80 / €90 / HK$1010

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search-consult is published quarterly by Dillistone Systems Limited, Third Floor, 50-52 Paul Street, London EC2A 4LB and designed 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.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.

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1. Ultimate Networking. You meet the senior executives from the corporate and retained search communities in an environment that promotes ongoing relationships.

2. In-depth Content. With the amazing intellectual property and experience in the room at each event, the IACPR explores topics in ways that no other organization can.

3. Trusted Peer-to-Peer Interaction. The IACPR gives you the chance to meet and share with the most senior-level recruitment executives in an environment of complete trust.

4. Creative Solutions. Members talk candidly about the challenges they face and the innovative ways they have addressed them.

5. Practical Insights. The focus at IACPR events is not just on overall strategy, but also on how to implement the day-to-day execution.

6. Open Dialog. Members reach out and respond to their colleagues without hesitation – the interaction is meaningful and honest.

7. True Partnerships. The partnerships forged through the IACPR are valued, long term and benefit all parties.

8. Competitive Advantage. Members learn of new recruitment and retention initiatives that not only break the mould – but produce real results.

9. Anticipating the Future. What will keep you awake next year and the year after? Our members have access to the experience and expertise that allow them to prepare for what lies ahead.

10. Friendships for Life. Members build professional and personal friendships that last – these are the people you will turn to again and again for advice and insight.

International Association for Corporate & Professional Recruitmentwww.iacpr.org

We asked our members – many of whom have been with us for ten years or more, others who joined just this past year – why they became IACPR members.

Here’s what they told us.

Top Ten Reasons to Join the IACPR Today!

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