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Europe Interim Report
 

Europe Interim Report

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Weaving together findings from comprehensive market research carried out in 2009 and early 2011, The Interim Report (Europe) creates a complete and up-to-the-minute picture of the European interim ...

Weaving together findings from comprehensive market research carried out in 2009 and early 2011, The Interim Report (Europe) creates a complete and up-to-the-minute picture of the European interim sector (includes UK data).

in both editions of this report, Executives Online explores trends in interim management including reasons for an interim manager being required, day rates and utilisation of interim managers themselves, demographics of interim managers (age, gender, length of experience, geographic location, primary area of functional expertise) and the diverse benefits clients derive from leveraging interims.

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    Europe Interim Report Europe Interim Report Document Transcript

    • The Interim Report:Research and Analysis on theEuropean Interim Management MarketEurope Survey Report
    • Contents PageIntroduction 1Research Objectives and Methodology 2Defining Interim Management 2Current Trends 3Interim Manager Profile 6Interim Management Billing Rates 9Sourcing Interim Management Assignments 11Type of Agency 12Drivers of Interim Management Engagement 13Most Important Qualities in an Interim Manager 16Client Data 17Conclusion 18
    • IntroductionThe pressure on companies today to deliver results quickly and at reduced cost has onlyincreased amidst the challenges of the global economy. Recent economic conditions havebrought about headcount reductions, hiring freezes, outsourcing, and reorganisations thatsimply exacerbate existing pressures. Optimal resourcing is always a corporate priority, butperhaps never more so than today.In our business, we have seen the number of managers and executives registered with us forinterim work rise from a few thousand in the UK in 2000 to over 100,000 globally today. Weobserve significant differences in the recognition and adoption of interim management bycountry, and even by region within each country. In some markets – the United Kingdom,Belgium and The Netherlands for example – interim management is a well-established way ofworking, and of sourcing executive talent. In Southern European territories and Asia Pacific,the concept is at an earlier stage of development that shows much promise. Variations interminology, contract structure and local employment law make global interim management adiverse and compelling field for study.Reliable information about growth and trends in the field of interim management has notalways been readily available. Back in 2000, Executives Online worked in conjunction with theInstitute of Management Consultancy to commission a study with Sambrook ResearchInternational on the interim management market in the United Kingdom. The Sambrook Reporton UK Interim Management was published in 2000. In 2004 and 2006, respectively, ExecutivesOnline published In the Interim and the first edition of The Interim Report. In 2007 we updatedThe Interim Report with new information, and in 2009 we published Interim ManagementTrend Update.Now in 2011 we have undertaken a new survey to keep abreast of the trends in this fast-moving arena. We are excited to share this new information with you, and hope that it willaddress questions you might have regardless of your perspective: as an interim manageryourself, as a company that has found great value in interim management, or as a companythat may not yet realise how valuable interim management could be as part of your resourcingstrategy.Anne BeitelManaging DirectorExecutives Online 1
    • Research Objectives and MethodologyObjectives Defining Interim ManagementOur research aimed to answer a variety of questions about For the purposes of this report we define interim managementinterim management: as being: the provision of a mature, professional manager, well qualified by relevant practical experience, either to fill a gap in• What is the typical profile of an interim manager in terms permanent staffing or to deliver a specific business result of gender, age, background, experience, and how they within a limited time period. source assignments?• How has the global recession affected the utilisation and pay rates of interim managers? Survey Methodology and Timings• What qualities are most important in an interim manager? Our survey was conducted online in February of 2011, via• What needs drive companies to seek interim an online questionnaire to 1,156 Europe-based interim management solutions? managers and the clients who employ them. Interim• What types of companies engage interim managers? managers from Austria, Belgium, Bulgaria, Croatia, Cyprus,• How often do interim managers work as part of a team, the Czech Republic, Denmark, Estonia, Finland, France, and what type of work necessitates a team of interim Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, managers? Lithuania, Luxembourg, Malta, Norway, Poland, Portugal,• How important are interim management providers and Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, other recruitment agencies in connecting clients and The Netherlands and Turkey participated in the survey. In interim practitioners? countries where Executives Online operates – Belgium,• What variations are evident among these measures France, Germany, Ireland, Italy and The Netherlands – from one European country to another? sufficient response was received by country to allow reporting of many figures at the country level. We include data from our UK survey for comparison in these breakout figures. In this report, percentages may not add to 100% due to rounding.The recessionary constraints apparent inour last survey appear to have liftedsomewhat, with European interimmanagers reporting stronger utilisationand a general feeling of being more busy.However the impact continues in feweryounger interim managers entering theprofession, and openness to permanentemployment still running strong.2
    • Current TrendsEmployment StatusAt the time of our 2011 survey, just over a quarter of European 2009 when overall utilisation was lower with 48% of interiminterim managers were working in full-time assignments. Another managers – almost half – not on assignment. Part-time13% were working full-time via a combination of part-time assignments are playing an increasing role in interim executives’assignments. Another fifth was engaged part-time. Almost 40% portfolios of work, with almost one-third of the interim managerswere not on assignment. These figures compare favourably to surveyed engaged in one or more part-time engagements. Current Status Current Status 2009 2011 6% 13% 19% 19% 48% 39% 27% 29% Not on assignment – 48% Not on assignment – 39% Full-time assignment – 27% Full-time assignment – 29% Part-time assignment – 19% Part-time assignment – 19% Full-time, on combination of part-time assignments – 6% Full-time, on combination of part-time assignments – 13%By country in which Executives Online operates, overall utilisation European colleagues; interim managers in Belgium are slightlyis similar with circa 60% of interim managers surveyed engaged better utilised.in work. Interim managers in France are less utilised than their Interim Manager Current Work Status by Country The United Belgium France Germany Ireland Italy Netherlands Kingdom Working in full-time assignment 40% 23% 28% 25% 33% 24% 29% Working in part-time assignment 17% 19% 24% 29% 15% 19% 15% Working full-time, but as combination of 9% 11% 10% 6% 13% 18% 9% multiple part-time assignments (portfolio) Not on assignment 34% 46% 38% 39% 39% 39% 47% 3
    • Providing more evidence of some recovery in the Europeaninterim management sector, interim managers’ perceptions ofhow in-demand their services are continue to reflect a “morebusy” state, compared with 2009 when half found themselvesless busy than a year ago. In terms of demand for your services, are you In terms of demand for your services, are you finding yourself: finding yourself: 2009 2011 21% 29% 37% 49% 30% 34% Less busy than a year ago – 49% Less busy than a year ago – 37% About as busy as a year ago – 30% About as busy as a year ago – 34% More busy than a year ago – 21% More busy than a year ago – 29%4
    • Length of AssignmentOverall, assignments have lengthened by an average of one short-term projects of a few months to longer-term initiativesmonth’s duration since the time of our last survey in 2009. spanning years. The average assignment for a EuropeanInterim management assignments can run the gamut from interim manager is 9.3 months. Length of Last Assignment 30 25 20 21% Percentage 18% 18% 15 16% 16% 10 12% 5 0 0–3 3–6 6–9 9 – 12 12 – 18 18 months months months months months months+In individual European countries the distribution of assignment assignments are prevalent in Ireland, with almost half of alllengths is slightly different. The most mature markets, Belgium assignments running less than 3 months; paradoxically Irelandand The Netherlands, show fewer assignments over 18 months also shows a cluster of longer-term assignments (as does Italy).in length and thus conform to a more classic definition of More research might identify whether these are fixed terminterim work. These countries, as well as France and Germany, contracts labelled interim management – something we seehave approximately half of all assignments between 3 and 9 growing in Executives Online’s UK business.months, a very typical length of assignment. Very short-term Length of Last Assignment by Country The United Belgium France Germany Ireland Italy Netherlands Kingdom 0 – 3 months 20% 12% 14% 49% 16% 16% 23% 3 – 6 months 21% 17% 26% 12% 15% 26% 24% 6 – 9 months 14% 23% 23% 6% 13% 18% 16% 9 – 12 months 24% 18% 14% 6% 21% 17% 12% 12 – 18 months 8% 13% 7% 8% 14% 14% 25% 18+ months 13% 17% 15% 20% 22% 10% 5
    • Interim Manager ProfileGender GenderThe interim management field draws a disproportionatenumber of men, with 90% of our Western European survey Femalerespondents being male. Belgium, The Netherlands and Italy 10%show participation of women in interim management at levelsvery near the European average. Elsewhere, the proportion ofwomen among interim managers varies: in France it is 16%; inGermany, 7%; in Ireland, 13%. Male 90%AgeInterim managers tend to be seasoned executives, with almost more experienced interim managers. We interpret this as ahalf of respondents aged 50 or more, and an average age of 49. symptom of the uncertain economic climate, which may beAlmost 40% of respondents fell into the 40-49 range, and just deterring younger managers and executives from leaving the11% were under the age of 40. These figures are virtually security of employment to commence a career in interimunchanged from 2009, except for a slight shift towards older and management. Age Age 2009 20–29 1% 70+ 0.4% 2011 20–29 1% 70+ 0.2% 60-69 30–39 60–69 30–39 5% 13% 10% 10% - 50–59 40% 50–59 40–49 39% 40–49 39% 41%6
    • Years of Experience Years ExperienceInterim managers bring years of 2009experience to their assignments; the 2 4%average respondent had 5.6 years of % 4% Years No. ofexperience as an interim manager, and Experience Respondents 10%this figure does not include additional 20+ 31years of experience as an employed 15–19 27executive. Over half of survey respondents 10-14 69 37%had more than five years of experience as 5-9 166interim managers. Reflecting the growth 23% 3-4 142trend in the field of interim management, 1-2 261though, another 38% of respondents had Less than 1 12two years or less of experience, having 20%broken into the field relatively recently. Years Experience 2011 7% 4% Years No. of 5% Experience Respondents 20+ 38 13% 15–19 49 10-14 124 31% 5-9 195 3-4 166 21% 1-2 288 Less than 1 66 18% 7
    • Desire for Permanent Employment Permanent Job?Just 19% of interim managers are committed to the field ofinterim management and would choose to continue in thatrealm. The remainder said they could be interested inpermanent employment if the right opportunity presented itself. 19%Commitment to interim management has risen slightly sinceour last survey in 2009 when 16% reported being completelycommitted to interim management. 81% Yes, I could be interested if it was the right opportunity – 81% No, I am 100% committed to interim management – 19%Commitment to interim management is higher in countries with a short-term employment contracts specifically tailored to interim,longer history of interim management as a way of engaging in and high social insurance costs – and its newness as aexecutive work, such as Belgium and The Netherlands. Despite resourcing option, the commitment level of interim managers inthe more structured nature of interim work in France – with France is similar to more mature markets. Attitude Towards Permanent Employment by Country The United Belgium France Germany Ireland Italy Netherlands Kingdom Yes, I could be interested if it was the right opportunity 73% 78% 84% 86% 84% 78% 69% No, I am 100% committed to 27% 22% 16% 14% 16% 22% 31% interim management8
    • Interim Management Billing RatesChanges in Billing Rate Day Rates Across EuropeWhen we surveyed European interim managers in 2009, over Respondents %40% of survey respondents indicated that their billing rates had Under €400 139 14%remained largely the same compared to last year, and another15% said that they were billing at a higher rate. As a €400-€499 93 10%counterbalance, however, 42% of respondents were facing lower €500-599 105 11%billing rates. In 2011, billing rates appear to have levelled out, €600-699 100 10%with 62% reporting they are billing about the same as the yearbefore, and only 24% billing less. The average European interim €700-799 113 12%manager in our study earns €756 per day. The distribution of €800-899 108 11%daily rates Europe-wide and by country are broken out in thefollowing charts. €900-999 70 7% €1,000-1,099 96 10% €1,100-1,199 31 3% €1.200-1,299 37 4% €1,300+ 70 7% Total 962 99% Change in Daily Rate? Change in Daily Rate? 2009 2011 15% 14% 24% 42% 43% 62% More – 15% More – 14% About the same – 43% About the same – 62% Less – 42% Less – 24% 9
    • Billing Rate Differential by Country Country Average Billing Rateand Functional Area Belgium €790Some variation in daily rate is evident by role orfunctional area, with European interim Managing France €465 *Directors earning the highest daily rates, followed by Germany €907Commercial Directors and General Managers. Ireland €621(Many more roles and functions are represented inour study, however insufficient responses were Italy €566received in each to provide a significant enough The Netherlands €905data set.) United Kingdom €705 ** * In France, because most interim executives are employed on short-term contracts, rather than billing day rates via limited companies, we asked this question as monthly salary. The average monthly interim salary in France was €9,295 which (assuming a 20-day month) equates to a daily rate of €465. ** The average UK interim manager earns £621 per day, converted to Euros at April 2011 exchange rates equals €705 Functional Area Average Billing Rate Change Management €922 Commercial Director/General Manager €728 Finance Director €712 HR €747 MD/CEO €972 Programme/Project Management €651 Sales and Marketing €63310
    • Sourcing Interim Management AssignmentsOver seventy percent of the interim Source of Last Assignmentmanagers surveyed had sourced theirmost recent project on their own, with justover a quarter having made use of interimor recruitment agencies. Compared to2009, when the agency share was 23%, Via an interim or recruitment agency – 29%the agency share of the market has grown. 29%This may be reflective of the increasing Generated the opportunitymaturity of interim management as a myself – 71%recruitment specialty and way of working innumerous European markets. 71%Belgium, The Netherlands and Germany appear to have a which interim management has been developing as a way ofmore active interim management recruitment industry, with working and a valid career choice, compared to markets suchagencies supplying larger shares of assignments than as Italy and France which are at an earlier stage.elsewhere. This is no doubt due to the longer timeframe over Source of Last Assignment 100% Agency Agency Agency Agency Agency Agency Agency 90% 80% Self Percentage of Respondents 70% Self Self 60% Self Self Self 50% Self 40% 30% 20% 10% 0% Belgium France Germany Ireland Italy The United Netherlands Kingdom 11
    • Type of AgencyWithin the agency sector, interim Type of Agencymanagement specialist providers have thedominant share. Among interim managerswho in the past two years sourced interim 3work through an agency or recruitment %business of some type, recruitment 9%practices specifically focused on interim 29%management have a 69% market share. 11%Large management recruiters have anearly 20% share, with more generalistrecruiters and professional services firmshaving under 10% of the market each. 19%Social media is playing an increasing role 29%in connecting interim managers with work.Fully 28% of interim managers we surveyedhad sourced an assignment via a clientwho reached out to them over LinkedIn, Interim management agency - Interim management practice,Xing or another social or business specialist on the type of role part of firm with other executivenetworking site. Most reported this as a needed – 29% recruitment services – 11%growing phenomenon. Interim management agency - Professional services firm generalist (able to place all (example Big 4, other types of interim roles) – 29% accountancy firms, etc.) – 9% Large management recruiter Large Recruitment Process (example Michael Page, Outsourcing firm (examples Hudson) – 19% Alexander Mann, Capita) – 3%12
    • Drivers of Interim Management EngagementA range of organisational gaps or imperatives can drive the factors driving more than 10% of assignments were skillsneed for an interim manager within a company. When gaps (12%) and the need to implement a major initiative.interim managers were asked to specify the “primary The most traditional or “obvious” reason for engagingdriver” for their client’s hiring them for their most recent interim managers – a temporary absence, or slowassignment, the two most common reasons were change permanent recruitment – were not so important as the mainmanagement (33%) and crisis management (18%). Other reason for the engagement. Main Reason for Engagement Change management: to lead a major improvement/transformation 3% project – 33% 6% 7% Crisis management: to address urgent and major issues/turnaround – 18% 33% 7% Implementing a major initiative (product launch, relocation) – 15% Temporary "skill/competence" shortage – 12% 12% Temporary management "capacity" shortage – 7% Strengthening a project team – 7% 15% 18% Bridging time needed to hire someone permanently – 6% Bridging time needed to fill a temporary absence (illness, secondment) – 3%Primary drivers of clients’ engagement of interim managers leading reasons. Skills gaps take a back seat to crisisis broadly quite similar across multiple European countries, management in Belgium and France, whereas in Ireland,with change management and crisis management the skills gaps are the second most important driver. Reasons for Engagement by Country The United Belgium France Germany Ireland Italy Netherlands Kingdom Change management: to lead a major 30% 35% 28% 40% 31% 42% 19% improvement/transformation project Crisis management: to address urgent and major 20% 22% 17% 11% 18% 16% 7% issues/turnaround Implementing a major initiative (product launch, relocation) 14% 15% 12% 11% 15% 13% 8% Temporary "skill/competence" shortage 7% 9% 15% 23% 13% 12% 42% Temporary management "capacity" shortage 7% 3% 8% 4% 8% 4% 6% Strengthening a project team 5% 5% 8% 4% 10% 5% 4% Bridging time needed to hire someone 9% 6% 8% 2% 3% 4% 7% permanently Bridging time needed to fill a temporary absence 7% 3% 3% 4% 2% 3% 8% (illness, secondment) 13
    • Asked about “all factors involved” in driving their last and gaining extra management capacity – an extra pair ofinterim management engagement, responses were hands. Again, sudden temporary absences were factors inconsistent with the “primary driver” answers, but additional only a small portion of assignments.important reasons included strengthening a project team, All Reasons for Engagement 600 500 510 21% 400 406 Number of Mentions 17% 353 300 343 15% 14% 290 291 200 12% 12% 142 100 6% 61 3% 0 Change Implementing a Crisis Temporary Temporary Strengthening a Bridging time Bridging time management: to major initiative management: to "skill/competence" management project team needed to hire needed to fill a lead a major (product launch, address urgent shortage "capacity" someone temporary improvement/tran relocation) and major shortage permanently absence (illness, sformation issues/ secondment) project turnaroundLooking at what types of roles European interim managers take Type of Roleon, whether general management, functional management,programme or project management, or subject matter expert,the share of each in the market is almost equal, with executive 100%management roles (general or functional) leading project roles. 18% Programme or ProjectAligning with the reasons clients engage interim managers, 90% Management role – 18%where skill/competence shortages were somewhat important 80% Expert / Consultant (you 25% were engaged to bringreasons, we see interim managers engaged to assume roles 70% specific specialistwhere they impart a specialist area of knowledge or skill 60% competencies) – 25%comprising 25% of assignments. 50% 28% Functional Management role (CFO, Marketing 40% Director, HR Director) – 30% 28% 20% 29% General Management role (for example CEO, MD, 10% Country Manager, Division 0% Manager) – 29%14
    • Interim managers tend to perform most assignments solo, with • I normally bring in experts such as CFO, CSO or COO ifonly 18% reporting that in the past two years they had worked needed, however the best turnarounds are carried out byas part of a team of interim managers at the same client. making incumbent management part of the interim team.Among interim managers who had completed team • I was CFO and had five interim financial managers workingassignments, the reasons are wide-ranging, and tended to be for me as business controllers. The assignment was toconcerned with wholesale business transformation: create a business mentality and reporting tool in a public sector.• Divisional management all interim (MD, FD and myself) to • A typical brief for me and a team of other interim managers turn around and dispose of all continental activities. is to replace the existing management team or to help it• Full redesign of a treasury dept, required two managers, resolve a crisis via a subsequent reorganisation. one operational, one project manager. • On an outsourcing and shared services project, I was the• Global HR transformation for automotive industry with 40 Irish lead working with UK and European interim personnel. sites. • Turnaround of a small company with an interim• Helping to develop start ups in a range of countries for the management team including sales, operations, project same client, an Austrian company breaking into the design and shadow manager. English-speaking world.• I managed a full-time dedicated project team of four people. The team was temporarily assembled to execute process improvement / a cost saving project. Do you work as part of a team? Yes 18% No 82% I normally bring in experts such as CFO, CSO or COO if needed, however the best turnarounds are carried out by making incumbent management part of the interim team. 15
    • Most Important Qualities in an Interim ManagerInterestingly, when asked to rank the most important qualities in Other respondents enhanced the list of “people skills” byan interim manager, survey respondents favoured aspects of adding: being “good in politics,” “inspiring people by“effectiveness” and people skills more highly than specific skills recognising their personal skills,” “coaching on all levels,” andor experience in the job or function. The most important “humour”. Another respondent noted the “willingness andqualities highlighted were: ability to speak one’s mind”. The starting point of a project was also seen as critical, and one individual highlighted the “ability• Ability to work strategically but also implement (19%) to quickly understand the business, people, policies and• Results-focused (18%) crucial processes”. Another noted the advantage of having a• Wide range of experience (15%) “helicopter view”.• Specific skills/experience for specific job (10%) It is clear that each interim executive is unique and brings• Ability to quickly get people on side (10%) distinct qualities to each engagement. One interim manager articulated his “quick hit” list for success in the field: “(1) Get in … analyse the environment; (2) Do your thing … result- focused, independent, resourcefulness based on skills/experience; (3) Get out … so don’t get too close, either personally or socially”. Interim Manager Perspective Ability to work strategically but also to implement 19% Results-focused 18% Wide range of experience 15% Specific skills/experience for specific job 10% Ability to quickly get people on side 10% Independence 9% Ability to mentor 7% Not side-tracked by company politics 6% Willingness to speak mind when required 4% Resilience 3% 0 100 200 300 400 500 600 700 800 Number of Mentions16
    • Client DataNinety percent of interim management assignments from the Type of Clientcandidates we surveyed were with clients in the private sector,with larger corporations (over 250 employees) comprising 42%of assignments and SMEs (small to medium-sized enterprises 2having under 250 employees) commanding a 48% share. The % 8%public and not-for-profit sectors use interim management lessin Europe, with merely 10% of assignments, compared to theUK, where their share of assignments in our survey is 24%. 48% 42% Small to medium-sized enterprises (< 250 employees) – 48% Larger corporations (> 250 employees) – 42% Public sector organisations – 8% Charitable organisations – 2% Industry in Which Interim Managers Surveyed Completed Last Assignment Industrial / Manufacturing 308 IT / Telecoms / Technology 173 Business Services 85 Financial Services / Banking 79 Retail / Distribution 76 Health / Medical / Research 68 Building / Construction 48 Media / Marketing / Entertainment 46 Government / Public Sector 40 Transport / Logistics 38 Professional Services 36 Natural Resources / Utilities 22 Leisure 20 Charity / Not-for-profit / NGO 9 0 50 100 150 200 250 300 350 Number of Respondents 17
    • Conclusion We are grateful to the 1,156 European executives who Most interim managers in Europe source their own work, participated in our most recent online surveys. With more networking amongst colleagues to identify opportunities: than 20 multiple-choice and ranking questions, and the More than 70% of assignments were found without help of opportunity to provide detailed comments (which many an interim management provider or recruitment agency. did), this was no small ask. However, when agencies are involved, it is the recruiters who focus on interim management who garner the largest In the figures published in this report, we see the continued share of the market. impact of the global economic crisis; however, we also see it lifting. Today’s interim managers are more likely to be on The main motivations for engaging an interim manager are an assignment, and feel somewhat more busy than two progressive company challenges – change management, years ago. Daily rates have levelled out, following a crisis management, implementing a major initiative – rather decline reported in 2009. In 2011, 62% of interim than the traditional “gap filling” reasons like bridging an managers surveyed reported they are earning the same illness, secondment or slow permanent recruitment. now as a year ago. However, interim managers most often work alone, with only 18% having worked in the past two years as part of a Openness to permanent employment continues, with 81% team of interim managers. of interim managers reporting that for the right role, they would return to permanent employment. Some of this We hope you have enjoyed The Interim Report. If your desire for permanence and stability is no doubt due to the company or organisation needs skills, management current climate. Firm commitment to interim management capacity, or to implement a turnaround, major project or as a career is stronger in countries with a longer history of corporate restructure, call your nearest Executives Online interim management, as are the daily rates achieved. office today to discuss how an interim executive from Executives Online can help. About Executives Online Executives Online is an executive recruitment company that harnesses the internet to accelerate the search process. This delivers exactly the right candidates quickly, for interim or permanent executive roles, in order to redress loss of competence and protect competitive advantage. What makes us different is our award-winning online talent acquisition engine which can be deployed instantly, worldwide, saving you time and money. Our vision is to transform executive recruitment. We have developed a Global Talent Bank which today numbers over 100,000 pre-screened senior executives which we utilise to service our clients’ needs locally, a growing and constantly refreshed source of senior talent. Each search of our Global Talent Bank for candidates we undertake is individual and specific to the client’s requirements to ensure that we deliver exactly the right candidate to our clients, at market rates, every time. Our access to talent is online and global – but our client service is personal and local, via each of our growing network of offices.18
    • "A consultant might draw up a great "We chose the interim management routestrategic plan, but companies today want early on to help us keep pace with ourmore than this, they need someone who expansion plans. New challenges were oncan cope with the strategy but even more the horizon and we needed additionalimportantly deliver it too. For that mix of executive management support, fast. Iabilities you need interim managers. They was pleasantly surprised when a numberare prepared to roll up their sleeves and of highly suitable candidates wereget stuck in with your management team – proposed [by Executives Online], all withinnot sit on the sidelines giving advice. You a matter of days. The appointmentcan get a senior interim manager, who immediately brought us new momentumperfectly matches your business, on board and greater focus. We were delighted withincredibly fast. With interims – from that Peters contribution."first call to an interim supply agency, youcan have someone through the door, and David Cole Managing Director, Buyenergyonlinedelivering in a week." Duncan Sedgwick CEO, Energy Retail Association "Greg brought to The Carphone (former Business Transformation Director, Powergen) Warehouse his obvious experience and knowledge which he gladly shared with others. He hit the ground running, quickly"Our brief was unusual – great product putting all the necessary protocols andand great-track record but small company support systems in place. But more(with 12 staff currently employed in our UK fundamental than this, he gave our teamdivision) no market awareness, and no a lot of confidence. At a time when theyinfrastructure. So the typical high flyer, could have felt under enormous pressure,with a background in majors and he made them believe in themselves, andmultinationals wouldn’t be right for us. We not be intimidated by the challenge.needed someone of that calibre but with He wasnt cheap but I didnt want cheap,totally different experience. I was instantly I wanted good – and thats certainly whatimpressed with the professional nature of I got. Companies like ours cant afford toExecutives Online’s site and with the fact have plans put on hold while we recruit.that they place interims as well as Thats why we went to Executives Onlinepermanent staff, since I believe anyone – and once again, in days that had foundgood enough and confident enough to be me just the person I needed."placed in short term projects must havetop class skills." Attiq Qureshi Hosting and Support Director, The Carphone Warehouse Vilosh Brito MD, Information Edge 19
    • South of England Midlands The NetherlandsStaple House, 3rd Floor West Walk Building Atrium gebouwStaple Gardens, Winchester 110 Regent Road Strawinskylaan 3051Hampshire, SO23 8SR Leicester, LE1 7LT 1077 ZX AmsterdamT: 01962 893 300 T: 0845 328 2370 T: +31 (0)20 3012159London South West and Wales AustraliaCapital Tower, 91 Waterloo Road 1 Friary, Temple Quay Level 6, 77 Pacific HighwayLondon, SE1 8RT Bristol, BS1 6EA North Sydney, NSW 2060T: 0845 053 1188 T: 0117 344 5128 T: +61 1300 853 099 and ask for Executives OnlineNorth of England Ireland2 Victoria Street, Wetherby 1st Floor, 43 Main Street FranceWest Yorkshire, LS22 6RE Rathfarnham, Dublin, D14 17 rue du Maréchal LyauteyT: 01937 581900 T: +353 1 (0) 492 5000 95620 Parmain T: +33 (0)1 34 73 10 72North East of England BelgiumRotterdam House Gentsesteenweg 1150, bus 12 South AfricaQuayside 1082 Brussels West Block, Dunkeld CrescentNewcastle upon Tyne, NE1 3DY T: +32 475 580 333 Corner Jan Smuts and Albury RdT: 0191 2064113 Dunkeld West 2196 Germany T: +27 (0)11 2432801North West of England Dillenburger Strasse 1782 King Street 51105 CologneManchester, M2 4WQ T: +49 (0) 221 460 234 20T: 0161 935 8246 ItalyScotland Via Senigallia 18/2 Torre ADalgety Bay Business Centre 20161 MilanRidgeway, Dalgety Bay, KY11 9JN T: +39 02 6467 2632T: 01383 828920