Neumann International is a leading international HR solutions provider with over 37 years of experience. It has 30 offices across 20 countries and provides executive search, consulting, and management solutions services. It has a global network and database that allows it to seamlessly serve multinational clients. Neumann has over 200 employees including partners and consultants with expertise across multiple industries. It specializes in complex, international recruitment and staffing projects.
This presentations to AAPA\'s Materials Management Conference looks at the state of SC in the aviation industry, It focuses on why talent management must become a core activity on a par with corporate finance and strategic planning. Talent must be managed rigorously and globally, with plans that look out to at least three to five years.
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Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
This presentations to AAPA\'s Materials Management Conference looks at the state of SC in the aviation industry, It focuses on why talent management must become a core activity on a par with corporate finance and strategic planning. Talent must be managed rigorously and globally, with plans that look out to at least three to five years.
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
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Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
Content personalisation is becoming more prevalent. A site, it's content and/or it's products, change dynamically according to the specific needs of the user. SEO needs to ensure we do not fall behind of this trend.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
How to anticipate changes in business models of customers. How to avoid being surprised. How to use them as the drivers of growth and change in the own organization
3. COMPANY OVERVIEW (1)
l Neumann International is a market leading international HR solution
provider for executive search and complex recruitment projects with 37 years
of history and experience (founded 1971 in Vienna)
l Fully integrated one-company structure with 30 offices in 20 countries ->
seamless service across all countries
l Strong key account management approach
l Market leading presence in Western, Central and Eastern Europe, active in
the Middle East and Africa, recent expansion to Shanghai and Hong Kong
l 3 distinct service lines to provide tailor-made service to our clients
date
4. COMPANY OVERVIEW (2)
l More than 200 employees, among them 19 Partners, 88 Consultants, more
than 45 Researchers
l More than 1.600 projects per year
l Extensive international experience, strong competence in mastering
complex international staffing projects. More than 35% of revenue in 2008
from cross-border business
l Fully centralised back-office processes:
Harmonized IT Structure
Centralised Database
Centralised Accounting
Centralised Financing
Uniform Reporting
Centralised Personnel Processes
date
8. NEUMANN EXECUTIVE SEARCH (1)
l Systematic search and professional recruitment of top executives at national
and international levels
l Identification of key candidates through a combination of research,
networking, market intelligence and in-depth market know-how
l Combining a global network with local expertise to match top talent with top
organisations
date
9. NEUMANN EXECUTIVE SEARCH (2)
Our Search Process (1)
Approach
Research
Definition of
Interviews
Target List
Search Criteria
• Client company
• Target industries
• •
Corporate and organisations Intensive interviews
environment (strictly confidential)
• Rigorous and intensive
• •
Strategic, operating, identification and Transparent progress
financial and approach of potential reporting
management objectives candidates
• Screening according
• •
Position Sourcing of potential to approved search
candidates criteria
• Requirement profile
• File search
• Remuneration
date
10. NEUMANN EXECUTIVE SEARCH (3)
Our Search Process (2)
Short List Evaluation
Presentation by Client
Confidential
• Candidate Interviews
candidate reports
with Clients
- Education
• Your Candidate
Reference checks
- Professional career
evaluation
• Final negotiations
- Personality
- Motivation
• Contract
- Remuneration
date
11. NEUMANN EXECUTIVE CONSULTING &
COMPENSATION CONSULTING
l Evaluation and optimization of top management resources to meet the
challenges of the future (e.g. during mergers, acquisitions, organizational
changes, etc.)
l Combining a deep understanding of markets and industries and a broad HR
expertise to develop high-performing leaders and organisations
l3 main approaches: Management Coaching, Management Evaluation,
Management Audit
l Compensation Consulting: Support in defining adequate salaries through an
extensive database or through tailor-made reports
date
12. NEUMANN MANAGEMENT SOLUTIONS
l Help organisations to identify and recruit the talent of the future, up to and
including middle management positions
l Identification through open market methods: Advertising in print- and online-
media, searches in our extensive international database, internet research
using up-to-date search tools
l Tailored search and selection based on customized requirements for each
position, including personality profiles and skills
date
14. SECTOR PRACTICES (1)
l Neumann’s consultants work in sector practices across all countries
l Generating highly efficient teamwork through the exchange of information
and knowledge, contacts, resources, etc.
l Sector practices include:
Automotive
Financial Services
Fast Moving Consumer Goods
Industrial
Legal
Professional Services
Retail
Technology
date
15. SECTOR PRACTICES (2)
IT
Professional
2%
16%
Industrial
41% Retail
9%
Technology
2%
Auto
5%
Health
Finance
5% Consumer
9%
11%
% of revenue
Figures 2008
date
17. WHY NEUMANN INTERNATIONAL?
l Extensive international experience and multi-cultural understanding
l Deep understanding of markets and extensive expertise in many industries
and sectors
l A global network with a common database and fully integrated back office
l Offices and teams on the spot providing local expertise through strong key
account management
l Steady commitment and long-lasting partnerships with our clients
l Premium quality service standards and tailor-made HR solutions
l A strong ethical base, respect and uncompromising confidentiality
date
19. TALENT MANAGEMENT?
l Is the “War for Talent” real? Remembering 70’s, 80’s, 90’s
lIs “Talent Management” protecting companies? Remembering Enron, Arthur
Andersen, Long Term Capital Management
l Is “Talent” manageable and controllable at all? The challenge of finding &
retaining; speed & change of business vs. long-term career planning; “make
vs. buy talent”
date
20. THE GLOBAL BATTLE IS ALREADY THERE (1)
l “ The empires of the future will be empires of the mind”
Winston Churchill, 1943
l Is there a common understanding of “Talent”?
lA shortage of talent is already causing serious problems and represents the
major threat to corporate growth
l Structural changes which have increased the value of intangible assets from
20% to 70%
l The effect of an ageing & declining population
date
21. THE GLOBAL BATTLE IS ALREADY THERE (2)
l Loyalty to employers is fading
l The workforce is less standardized – different types, countries, cultures,
functions, levels of mobility …
l Talent recruitment is no longer a “blue-chip” privilege – everybody, even
purely local companies, competes
l The talent battle has gone global already
l Governmental & state competition
date
23. TESTIMONIALS (1)
“Neumann International is an important partner for our business. They have
worked with us on several human resources projects across our European
operations. They’ve provided comprehensive audits of our entire sales force,
made recommendations for optimizing it and recruited key professionals. The
consultants we work with take the time to really understand our business, our
culture and our needs and provide strategic solutions for our continued
success.”
Stefano Boero, HR Manager, Amadeus IT Group
date
24. TESTIMONIALS (2)
“It is essential for us to have an efficient and professional executive search
consultancy to deal with delicate recruitment issues. Neumann International
has been our regional partner for several years and they have always fulfilled
our needs with dedication. Besides executive search, the team has assessed
key management positions and ran coaching workshops with top executives.
They have become a reliable partner who can be trusted with the most
demanding assignments.”
Darko Marinac, CEO of Podravka d.d., Croatia
date
25. TESTIMONIALS (3)
“To complete our expansion into the CEE region, we had a number of
executive positions to fill. After briefing Neumann International, I received
shortlists of suitable candidates much quicker than expected. I was sure, even
after the first round of interviews in the first country, that we would find strong
candidates. Thanks to their rapid response and excellent candidates, we
placed the right employees in a short period of time.”
Norbert W. Scheele, Head of Region CEE, C&A Mode, Austria
date
26. THANK YOU
Consultant’s name
Contact details
E-mail address
www.neumann-inter.com
date