We are a member of the Association of Executive Search Consultants. The AESC is the official body representing retained executive search consulting firms worldwide with regional councils in the Americas, Europe and Asia/Pacific and an International Board of Directors. Its Code of Ethics and Professional Practice Guidelines are recognized as representing the highest level of service in our industry.
Our goal is not to be the biggest, but the best. That means the best service, the best value, and the best results – so our clients can attract and develop the very best senior management and the very best Boards in the world.
http://www.cornerstone-group.com/
info@cornerstone-group.com
http://www.linkedin.com/company/cornerstone-international-group
What Leaders at top companies do to drive predictive performance and engagement.Aon Hewitt Middle East
Insights into Aon Hewitt's global Top Companies for Leaders study, in particular, what leaders at top companies do to drive predictive performance and engagement.
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Insights into Aon Hewitt's global Top Companies for Leaders study, in particular, what leaders at top companies do to drive predictive performance and engagement.
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Content by Officevibe, the simplest tool for a greater workplace!
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Silicon Valley Bank's Startup Outlook 2018 captures perspectives from US technology and healthcare entrepreneurs on the opportunities and challenges they see ahead for startups.
US startups tell SVB they are entering 2018 with confidence:
- Nearly two of three US startups believe that 2018 will be better than last year
- The number that plan to hire is at a five-year high
- Most startups expect M&A activity to stay strong
- Venture capital remains the go-to source for future funding
Read more at http://bit.svb.com/2DLLcgZ
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De ‘Consulting Captains Survey 2016’ is een onderzoek naar de belangrijkste trends en ontwikkelingen in de top van de Nederlandse consultancybranche. Het onderozek is uitgevoerd door Consultancy.nl en de ROA.
HR Analytics: New Insights and New Capabilities?Lewis Garrad
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11 Statistics That Should Scare Every ManagerElodie A.
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Content by Officevibe, the simplest tool for a greater workplace!
Learn more:
www.officevibe.com
Read our blog:
www.officevibe.com/blog
Silicon Valley Bank's Startup Outlook 2018 captures perspectives from US technology and healthcare entrepreneurs on the opportunities and challenges they see ahead for startups.
US startups tell SVB they are entering 2018 with confidence:
- Nearly two of three US startups believe that 2018 will be better than last year
- The number that plan to hire is at a five-year high
- Most startups expect M&A activity to stay strong
- Venture capital remains the go-to source for future funding
Read more at http://bit.svb.com/2DLLcgZ
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Creating policies that will sustain your organization and your community
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Best practices and lessons learned for proper succession management
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2016 Edelman TRUST BAROMETER - Leadership in a Divided WorldEdelman
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Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Accenture Getting To Equal 2020 Research Presentation accenture
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Dr. Don Levy of the Siena College Research institute analyzed the results of the Annual Survey of Upstate NY business leaders and what they mean for the Buffalo region.
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Leveraging Executive Search Firms: Collaborating with specialized executive search firms facilitates access to a broad talent pool and industry-specific expertise. Implementing these strategies not only ensures a stronger management team but also bolsters morale and retention across all levels of your organization. Embrace effective leadership hiring techniques to shape a thriving, sustainable, and high-performing company culture.
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Resource Efficiency: Successful organizations recognize that internal teams may not have the expertise or capacity to conduct executive searches effectively. Partnering with an executive search firm frees up internal resources for core business activities.
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Unlocking Talent: The Role of Executive Search Firms in Pune, Delhi, and Bang...Cornerstone India
Pune, known as the “Oxford of the East,” is a hotbed of innovation and technological advancement. The city’s thriving IT sector and educational institutions have given rise to a demand for visionary leaders who can navigate the digital landscape. Top Executive search firms in Pune specialize in identifying individuals with a deep understanding of emerging technologies and the agility to drive organizations toward the future.
One of the key contributions of executive search firms is their ability to unearth hidden talent. Beyond conventional hiring platforms, these firms have access to an extensive pool of passive candidates—individuals who are not actively seeking new opportunities but may be the perfect fit for executive roles. By tapping into this latent talent, executive search firms provide organizations with access to high-potential leaders they might otherwise miss.
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Thorough Assessment and Evaluation: The success of an executive search process depends on rigorous assessment and evaluation of potential candidates. Cornerstone excels in this area, utilizing comprehensive evaluation techniques to assess candidates' skills, experiences, and leadership qualities. Their meticulous evaluation process includes in-depth interviews, reference checks, and psychometric assessments, providing clients with a holistic view of each candidate's capabilities.
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Attracting and identifying top talents is a critical task that needs expertise and extensive networks. This is where these search firms come into the picture.
Let’s check out the significance of executive search firms in Bangalore in unlocking talents and how they can help to find exceptional leaders.
1) The value of exceptional leadership
Exceptional leaders possess a unique skill set and qualities which profoundly impact the organisation’s success.
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The executive search firms in Mumbai and Bangalore are adept at locating ideal candidates for specialized positions. They employ a rigorous and multi-stage interview process meticulously designed to identify the best-suited candidate for the job. Initially, a recruiter conducts a screening of resumes and evaluates candidates based on their skills, experience, and qualifications.
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How do the executive search firms in Gurgaon operate?
The search firms will approach candidates referenced and vetted by the research process.
This requires smart strategies and also need less Boolean searching.
Search firms also do their search with strategic approval.
Along with this, they make necessary calls and try to get the right candidates to put in the assessment process.
Because finding, interviewing, and hiring executive candidates is much more complicated than placing entry-level employees, Executive Search Firms in Mumbai are essential. Because executives have a huge influence over an organization's direction, growth, and health, this is why they are so important. An executive search firm can spend many months with an organization looking for the perfect placement.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. CAN WE PLEASE MOVE ON?
It seems we have to start every survey report with an economic lament.
It’s been eight years now and we are still dealing with a curate’s egg of an economy – good in parts.
EU disarray, a restless Russia, trading sanctions, emerging market slowdown, oil price collapse are all
playing their part in making sure that only some of us sleep at night while others lie awake.
51%
34%
50%
34%
60%
30%
48%
33%
66%
32%
39%
43%
See continued strong revenue growth
Believe the global recession is over
Will add to their workforce this year
Believe leadership pipeline is healthy
2015
2014
2013
1
3. THE DATA
BUSINESS EXPECTATIONS
Growth
Nothing like the bite of reality to temper forecasts, evidently. Respondents sharply modified the 2015
expectations that they gave a year ago, in keeping with a generally poorer view now of their immediate market
outlook (see “Economic Recession”)
However, when they looked forward to 2016, the optimism returned. That’s the great thing about tomorrows.
In the table below, the data in 2015-1 shows expectations one year ago; the data in 2015-2 shows expectations
in May of this year.
Workforce
For the third straight year, the number of respondents intending to hire has declined. Not long ago, this would
be associated strongly with economic forecasting, but the duration of the downturn has given birth to new
management strategies. These plan on increased per capita productivity enabled by technology, training and
more inclusive employee management.
2%
29%
38%
31%
6%
17%
18%
28%
1%
18%
25%
24%
Revenue decline
15% and over
8%-14%
< 8%
2016
2015-2 (revised)
2015-1 (original)
28%
66%
34%
37%
56%
50%
52%
61%
72%
34%
66%
63%
44%
50%
48%
39%
2008
2009
2010
2011
2012
2013
2014
2015
NO/UNSURE YES
2
4. Economic Recession
This year’s survey presents a remarkable change in attitude regarding local and global market conditions.
Historically, we have seen much greater faith in local conditions countering a general scepticism over the global
economic picture. This year we have the opposite.
Although slightly more participants feel the global recession is over, almost twice as many as last year feel their
local recession is not.
48%
36% 34%
30%
32%
31%
39%
41%
23% 22%
21%
25% 25%
47% 46%
2011 2012 2013 2014 2015
IS OVER
IS NOT OVER
UNSURE
63%
50%
48%
25%
25%
34%
25%
45%
12%
16%
27%
30%
2012 2013 2014 2015
IS OVER
IS NOT OVER
UNSURE
3
5. TALENT DEVELOPMENT
Development
Over two-thirds feel employees at their firm are engaged and motivated, which is supported by the emergence
of more inclusive human capital strategies.
Firms with people management goals embedded in the corporate strategy grew from 50% a year ago to 63%.
Likewise, more firms offer opportunities for advancement as well as feel their leadership pipelines are being
well managed.
Performance Measurement
Although the 2015 survey report shows a decline in the numbers claiming a “sound talent review and
measurement”, those who do are recognizing the importance of fully integrating such a program across
the organization.
The number with review programs restricted to departments has fallen significantly while the integrated
programs increase. This may be recognition of the need to have universal human capital strategies that
offer a leadership path regardless of skillset.
33%
39%
50%
42%
52%
63%
Our leadership pipeline is healthy
We offer opportunity for advancement
Our People strategy is embedded
2015
2014
10%
43%
47%
62%
25%
32%
54%
55%
We have no measurement program
Our program is by department only
Our program is integrated throughout the company
We have sound talent review & measurement
2015
2014
4
6. Coaching
More participating firms who employ coaching are recognizing its value on an ongoing basis. The popular use of
coaching to date has been subject or situation specific.
Applying coaching to resolve issues and weaknesses remains the biggest single reason for coaching but ongoing
development, or continuous career coaching, now is implemented by one third of respondents, up from 24%.
34%
24%
50%
40%
35%
40%
33%
48%
23%
33%
No program
Ongoing development
Resolve issues/weakness
New position
New hire (onboarding)
2015
2014
5
7. SEARCH & RECRUITMENT
Recruiting Trends
Most respondents feel that quality candidates are both harder to find and harder to hire than in the past.
This reflects a growing scarcity of high-value candidates, especially with niche skills. This contributes to the
empowerment of candidates who enter the review process with very specific expectations in both business
and quality of life terms.
The “Employer Brand”
The new sophistication of recruiting has seen the emergence of the “Employer Brand”, an amalgam of the
values that the hiring company wishes to project.
A majority of those surveyed perceive a strong influence on candidate attitudes from the employer brand, which
is in line with the increased focus of candidates to select the company that best fits their work expectations.
44%
33%
18%
5%
Harder to find and harder to hire
Harder to find, but easier to hire
Easier to find, but harder to hire
Easier to find, easier to hire
Strong influence
upon candidates,
59%
No discernable
influence, 38%
Negative influence,
2%
6
8. GOVERNANCE
Management Diversity
One of the more interesting progressions revealed by these surveys has been the increasing involvement of
women and ethnic minorities in the management and guidance of companies.
Boards of Directors have been slower to accept either group but we have reached 50% of respondents having
women directors while ethnic minority directors are on only 20% of Boards. These figures are lower than the
previous year, suggesting a different mix of companies in the responses.
Women occupy C-Level management positions in 80% of the firms surveyed, compared with 51% for minorities.
Firms with the following representation:
43%
83%
51%
80%
Minorities
Manager/director Women
Minorities
C-level Women
32%
44%
72%
23%
55%
70%
38%
20%
50%
69%
32%
We have ethnic minority Directors
We have women Directors
We have independent Directors
We have an independent chairman
2015
2014
2013
N/A
7
9. ABOUT THE SURVEY
The Annual Survey of Senior Management reflects opinions of business leaders around the world drawn from
their current experience which, of course, varies widely by region, market health and industry sector.
Invitations to complete the questionnaire are issued to executives at small, medium and large employers around
the world.
Here is the composition of respondents to the 2015 survey.
18%
49%
20%
13%
United States & Canada
Latin America
Asia and South Pacific
EMEA
18%
18%
14%
9%
43%
Other
Senior Human Resources Executive
Senior Sales/Marketing executive
Senior Financial Executive
Senior Executive (CEO, COO etc)
28%
8%
33%
31%
over $1 billion
$500 million to $1 billion
$50-$500 million
Under $50 million
8
10. ABOUT CORNERSTONE INTERNATIONAL GROUP
Our mission is to accelerate the success of our clients by providing top-quality consulting services in the field of
talent recruitment and development.
Cornerstone International Group is an organization of owner-managed firms and combines global reach and
networked resources with the personal service and undivided attention delivered by each of more than 60
local offices.
The diversification of our services and depth of experience is behind our claim:
“Achieve More with Cornerstone”
Our clients include organizations in almost every industry and every major geographical region.
Each of our offices commands a leading position in its local market for repeat and referral business, be it
executive search, executive coaching, or CEO and Board Advisory services.
Not The Biggest, The Best
We are a member of the Association of Executive Search Consultants. The AESC is the official body representing
retained executive search consulting firms worldwide with regional councils in the Americas, Europe and
Asia/Pacific and an International Board of Directors. Its Code of Ethics and Professional Practice Guidelines are
recognized as representing the highest level of service in our industry.
Our goal is not to be the biggest, but the best. That means the best service, the best value, and the best results
– so our clients can attract and develop the very best senior management and the very best Boards in the world.
To Know More
To find out more, we invite you to visit www.cornerstone-group.com.
9