The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
This document provides a summary of key findings from a survey of 1,332 executives in Australia. Some of the main findings include:
1. Most executives have an advanced educational qualification, with 79% having a bachelor's degree or higher. There appears to be a correlation between education level and salary, with those earning over $500,000 most likely to have a master's degree or higher.
2. While executives value education and personal development, the biggest challenge to pursuing further studies is lack of time. Other obstacles include financial costs and lack of employer support.
3. Remuneration levels vary widely among executives, with most falling within the $100,000-$150,000 salary band. Views on
The document discusses four practices that foster a cooperative culture in organizations:
1) Hiring for cooperation by screening for collaborative skills and putting collaborative people in charge of hiring.
2) Onboarding practices that introduce new employees to colleagues and encourage relationship building beyond their immediate team.
3) Supporting mentoring relationships that are voluntary for both parties and involve senior executives as role models.
4) Ensuring performance management rewards collaboration by recognizing collaborative accomplishments and making the process itself collaborative.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
This document summarizes the key findings of a 2010 survey report on HR transformation in Europe, the Middle East, and Africa. Some of the main points are:
- The survey had over 500 responses from organizations across 39 countries in the EMEA region, showing that HR transformation remains a high priority.
- HR functions are transforming to better align with business needs and market shifts in the post-recession economy. Transformations aim to enhance HR's strategic partnership with the business.
- Drivers of HR transformation include changes in business strategy requiring new HR services, HR's desire to elevate its strategic role, and cost reduction mandates. Many transformations are still ongoing processes of continuous improvement.
This document summarizes a conceptual paper about managing intellectual liabilities using a risk management approach. The paper proposes conceptualizing the intellectual liabilities associated with intellectual capital that could potentially destroy company value. It discusses how intellectual capital can have both positive and negative effects, and introduces the concept of intellectual liabilities. The paper argues that companies should apply risk management strategies to mitigate risks from intellectual liabilities and minimize potential value destruction. It contributes to bridging the gap between intellectual capital theory and practice by addressing the understudied area of intellectual liabilities and their role in value creation or destruction.
The survey found that executive team support and manager accountability are the top drivers of talent management success, ranked significantly higher than more controllable factors like HR support or technology. While HR has limited direct control, process design was seen as moderately able to enable or hinder success. Most companies now have formal talent management groups that have been in place for over 4 years, and investment is increasing as 53% raised budgets and 27% increased staffing.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
This document provides a summary of key findings from a survey of 1,332 executives in Australia. Some of the main findings include:
1. Most executives have an advanced educational qualification, with 79% having a bachelor's degree or higher. There appears to be a correlation between education level and salary, with those earning over $500,000 most likely to have a master's degree or higher.
2. While executives value education and personal development, the biggest challenge to pursuing further studies is lack of time. Other obstacles include financial costs and lack of employer support.
3. Remuneration levels vary widely among executives, with most falling within the $100,000-$150,000 salary band. Views on
The document discusses four practices that foster a cooperative culture in organizations:
1) Hiring for cooperation by screening for collaborative skills and putting collaborative people in charge of hiring.
2) Onboarding practices that introduce new employees to colleagues and encourage relationship building beyond their immediate team.
3) Supporting mentoring relationships that are voluntary for both parties and involve senior executives as role models.
4) Ensuring performance management rewards collaboration by recognizing collaborative accomplishments and making the process itself collaborative.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
This document summarizes the key findings of a 2010 survey report on HR transformation in Europe, the Middle East, and Africa. Some of the main points are:
- The survey had over 500 responses from organizations across 39 countries in the EMEA region, showing that HR transformation remains a high priority.
- HR functions are transforming to better align with business needs and market shifts in the post-recession economy. Transformations aim to enhance HR's strategic partnership with the business.
- Drivers of HR transformation include changes in business strategy requiring new HR services, HR's desire to elevate its strategic role, and cost reduction mandates. Many transformations are still ongoing processes of continuous improvement.
This document summarizes a conceptual paper about managing intellectual liabilities using a risk management approach. The paper proposes conceptualizing the intellectual liabilities associated with intellectual capital that could potentially destroy company value. It discusses how intellectual capital can have both positive and negative effects, and introduces the concept of intellectual liabilities. The paper argues that companies should apply risk management strategies to mitigate risks from intellectual liabilities and minimize potential value destruction. It contributes to bridging the gap between intellectual capital theory and practice by addressing the understudied area of intellectual liabilities and their role in value creation or destruction.
The survey found that executive team support and manager accountability are the top drivers of talent management success, ranked significantly higher than more controllable factors like HR support or technology. While HR has limited direct control, process design was seen as moderately able to enable or hinder success. Most companies now have formal talent management groups that have been in place for over 4 years, and investment is increasing as 53% raised budgets and 27% increased staffing.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
Making Every Hire Count What Really Matters To The C Suite Exec BriefingJeff Lively
In today’s economy, nearly every organization faces pressure to reduce waste and run at peak efficiency. Although the economy has shown signs of improvement and the unemployment rate has dropped modestly, organizations are still extremely cautious when it comes to hiring.
The document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools allow companies to more effectively communicate their employment brand and attract top talent worldwide. Specifically, it outlines how Red Hat capitalized on LinkedIn Recruiter to scale its recruiting operations as the company rapidly grew, enabling it to source candidates from a pool of over 120 million professionals on LinkedIn.
Mc Kinsey Making Talent A Strategic Priorityina_rasheva
Making talent a strategic priority remains an ongoing challenge for companies. While many have invested heavily in HR systems, talent issues are still not adequately addressed and seen as a long-term strategic issue requiring senior management attention. There are also several external factors like demographic changes, globalization, and the rise of knowledge workers that are intensifying the war for talent. Companies also bear some responsibility due to short-term thinking that diverts attention from long-term talent planning. Moving forward, companies need to view talent management as a core business strategy and address the needs of talent at all levels, not just top performers.
This document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools are transforming recruiting by allowing companies to build their employment brands and more directly attract qualified candidates. The document also provides an overview of how LinkedIn Recruiter works and highlights Red Hat's experience in capitalizing on LinkedIn Recruiter to efficiently scale their recruiting efforts as the company rapidly grew to over 4,000 employees worldwide.
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
As per Towers Watson's research, 56 % of employees in India believe they must leave their organization to advance to a better job. Comparative figures stand at 43% for the United States, 41 % percent for the United Kingdom, 38 % for China and 37 % for Germany. This clearly suggests that a large number of employees in India have come to seriously consider job-hopping as a means to advance their careers.
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
This document summarizes the findings of a study on employee engagement capability. Some key findings include:
1) Organizations with highly engaged workforces have the highest capability scores in culture and purpose. Developing capabilities in these areas can significantly increase engagement.
2) Highly engaged companies balance commercial and cultural aspects, focusing on capabilities like culture, vision, purpose, and rewards. This creates compelling reasons for employees to stay engaged.
3) Organizations with engagement scores over 80% are 30% more capable overall than those with average engagement. Higher capability leads to more meaningful and effective engagement activities.
4) Developing people through coaching and training increases capability by 22% and engagement. Highly engaged
Corporate Spirit is a global employee engagement survey company that provides benchmarks to help clients interpret survey results. Pirjo B. Vangsnes of Santander Consumer Bank worked with Corporate Spirit and found their global benchmarks and reporting system useful for understanding survey data from various locations. The benchmarks are based on extensive research and allow companies to compare results between regions while accounting for cultural differences. Corporate Spirit aims to do more than just measure engagement but also provide tools to help companies act on survey insights to improve engagement.
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
This document discusses the financial opportunities of outsourcing human resources functions to a Professional Employer Organization (PEO). Key points include:
- Outsourcing HR to a PEO can save businesses significant time by consolidating transactional HR tasks and responsibilities with a single provider. Surveys found businesses saved an average of 23-48 hours per week depending on company size.
- This time savings provides opportunities to reduce operating costs by eliminating HR staff, or to generate additional revenue by redeploying staff to core business activities. One example found potential bottom line savings of $60,372 and top line gains of $112,320 annually for a company outsourcing to a PEO.
- PEO
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
The document presents a model for a world-class Chief Human Resources Officer (CHRO) developed by the CHRO Global Leadership Board. The model establishes five core roles for a CHRO: board's leader of human capital agenda, creator of talent strategy, enterprise change leader, driver of culture and purpose, and trusted advisor and coach. These roles are built upon a foundation of functional business leadership, business acumen, and business strategy development. The model was developed by practitioner CHROs, refined based on CEO feedback, and is intended to define excellence and provide guidance for both current and aspiring CHROs.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
IGI-AIM Personal Branding Survey Report Jon Michail
- 93% of respondents said personal branding skills are necessary to be an effective manager. Support is highest among CEOs and lowest among team members.
- Over 1/3 of respondents rated their personal brand as average or below. 27% of senior managers also rated themselves average or below.
- 32% of respondents rated their CEO's personal branding skills as average or below.
- The top 5 personal branding skills seen as advantageous for career development are negotiation, networking, leadership development, presentation skills, and creative thinking. Sales and customer service ranked last.
The document discusses strategies for IT leaders who feel overwhelmed by hiring demands. It identifies four primary barriers to effective hiring: lack of time for hiring in IT departments, financial constraints, talent shortages, and candidates' desires for flexibility. It then provides five strategies to help with hiring: building a stronger business case for hiring, streamlining hiring processes, focusing current staff on higher priority "big rocks" and using contractors for other tasks, using staff augmentation more strategically to address capacity issues, and partnering with staffing vendors for assistance.
Executives Online is an executive recruitment and talent engagement firm that cultivates top talent proactively through their social communities. They have a global reach with 20 offices across 3 continents. Their rigorous vetting and interview process helps ensure a 96% retention rate for candidates placed through their executive talent bank system.
1) The survey found that companies are making changes to their recruitment policies in response to the economic downturn, with many freezing or delaying recruitment. There is also a reduced use of consultants and contractors.
2) Respondents saw experience managing through a previous recession as important for senior staff during difficult economic times. This experience was thought to provide knowledge on effective strategies and a calmer leadership approach.
3) When considering opportunities, respondents noted the potential to focus on core priorities, achieve greater efficiency, and increased demand for interim management services during an economic downturn.
Onderzoeksrapport Interim management 2014
Interim-management is een relatief nieuw fenomeen, maar er is al veel veranderd sinds dit fenomeen zijn intrede deed. Met dit rapport willen we interim-managers en bedrijven die overwegen een interim-manager aan te stellen meer inzicht geven in de huidige trends van de interim-managementsector. Wilt u weten wat een interim-manager voor uw bedrijf kan betekenen qua expertise, capaciteiten, inzichten en vooral ook resultaten? Neem dan contact met ons op.
The document provides an overview of trends in the European interim management market based on a survey of over 1,000 interim managers and clients. Some key findings include:
- Interim managers reported being busier in 2011 compared to 2009 during the recession. About 60% were currently engaged in work.
- Assignments have increased slightly to an average of 9.3 months. Over half of interim managers have more than 5 years of experience.
- Most interim managers (81%) are open to permanent roles, though commitment varies by country. Billing rates have stabilized after declines in 2009.
Making Every Hire Count What Really Matters To The C Suite Exec BriefingJeff Lively
In today’s economy, nearly every organization faces pressure to reduce waste and run at peak efficiency. Although the economy has shown signs of improvement and the unemployment rate has dropped modestly, organizations are still extremely cautious when it comes to hiring.
The document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools allow companies to more effectively communicate their employment brand and attract top talent worldwide. Specifically, it outlines how Red Hat capitalized on LinkedIn Recruiter to scale its recruiting operations as the company rapidly grew, enabling it to source candidates from a pool of over 120 million professionals on LinkedIn.
Mc Kinsey Making Talent A Strategic Priorityina_rasheva
Making talent a strategic priority remains an ongoing challenge for companies. While many have invested heavily in HR systems, talent issues are still not adequately addressed and seen as a long-term strategic issue requiring senior management attention. There are also several external factors like demographic changes, globalization, and the rise of knowledge workers that are intensifying the war for talent. Companies also bear some responsibility due to short-term thinking that diverts attention from long-term talent planning. Moving forward, companies need to view talent management as a core business strategy and address the needs of talent at all levels, not just top performers.
This document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools are transforming recruiting by allowing companies to build their employment brands and more directly attract qualified candidates. The document also provides an overview of how LinkedIn Recruiter works and highlights Red Hat's experience in capitalizing on LinkedIn Recruiter to efficiently scale their recruiting efforts as the company rapidly grew to over 4,000 employees worldwide.
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
As per Towers Watson's research, 56 % of employees in India believe they must leave their organization to advance to a better job. Comparative figures stand at 43% for the United States, 41 % percent for the United Kingdom, 38 % for China and 37 % for Germany. This clearly suggests that a large number of employees in India have come to seriously consider job-hopping as a means to advance their careers.
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
This document summarizes the findings of a study on employee engagement capability. Some key findings include:
1) Organizations with highly engaged workforces have the highest capability scores in culture and purpose. Developing capabilities in these areas can significantly increase engagement.
2) Highly engaged companies balance commercial and cultural aspects, focusing on capabilities like culture, vision, purpose, and rewards. This creates compelling reasons for employees to stay engaged.
3) Organizations with engagement scores over 80% are 30% more capable overall than those with average engagement. Higher capability leads to more meaningful and effective engagement activities.
4) Developing people through coaching and training increases capability by 22% and engagement. Highly engaged
Corporate Spirit is a global employee engagement survey company that provides benchmarks to help clients interpret survey results. Pirjo B. Vangsnes of Santander Consumer Bank worked with Corporate Spirit and found their global benchmarks and reporting system useful for understanding survey data from various locations. The benchmarks are based on extensive research and allow companies to compare results between regions while accounting for cultural differences. Corporate Spirit aims to do more than just measure engagement but also provide tools to help companies act on survey insights to improve engagement.
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
This document discusses the financial opportunities of outsourcing human resources functions to a Professional Employer Organization (PEO). Key points include:
- Outsourcing HR to a PEO can save businesses significant time by consolidating transactional HR tasks and responsibilities with a single provider. Surveys found businesses saved an average of 23-48 hours per week depending on company size.
- This time savings provides opportunities to reduce operating costs by eliminating HR staff, or to generate additional revenue by redeploying staff to core business activities. One example found potential bottom line savings of $60,372 and top line gains of $112,320 annually for a company outsourcing to a PEO.
- PEO
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
The document presents a model for a world-class Chief Human Resources Officer (CHRO) developed by the CHRO Global Leadership Board. The model establishes five core roles for a CHRO: board's leader of human capital agenda, creator of talent strategy, enterprise change leader, driver of culture and purpose, and trusted advisor and coach. These roles are built upon a foundation of functional business leadership, business acumen, and business strategy development. The model was developed by practitioner CHROs, refined based on CEO feedback, and is intended to define excellence and provide guidance for both current and aspiring CHROs.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
IGI-AIM Personal Branding Survey Report Jon Michail
- 93% of respondents said personal branding skills are necessary to be an effective manager. Support is highest among CEOs and lowest among team members.
- Over 1/3 of respondents rated their personal brand as average or below. 27% of senior managers also rated themselves average or below.
- 32% of respondents rated their CEO's personal branding skills as average or below.
- The top 5 personal branding skills seen as advantageous for career development are negotiation, networking, leadership development, presentation skills, and creative thinking. Sales and customer service ranked last.
The document discusses strategies for IT leaders who feel overwhelmed by hiring demands. It identifies four primary barriers to effective hiring: lack of time for hiring in IT departments, financial constraints, talent shortages, and candidates' desires for flexibility. It then provides five strategies to help with hiring: building a stronger business case for hiring, streamlining hiring processes, focusing current staff on higher priority "big rocks" and using contractors for other tasks, using staff augmentation more strategically to address capacity issues, and partnering with staffing vendors for assistance.
Executives Online is an executive recruitment and talent engagement firm that cultivates top talent proactively through their social communities. They have a global reach with 20 offices across 3 continents. Their rigorous vetting and interview process helps ensure a 96% retention rate for candidates placed through their executive talent bank system.
1) The survey found that companies are making changes to their recruitment policies in response to the economic downturn, with many freezing or delaying recruitment. There is also a reduced use of consultants and contractors.
2) Respondents saw experience managing through a previous recession as important for senior staff during difficult economic times. This experience was thought to provide knowledge on effective strategies and a calmer leadership approach.
3) When considering opportunities, respondents noted the potential to focus on core priorities, achieve greater efficiency, and increased demand for interim management services during an economic downturn.
Onderzoeksrapport Interim management 2014
Interim-management is een relatief nieuw fenomeen, maar er is al veel veranderd sinds dit fenomeen zijn intrede deed. Met dit rapport willen we interim-managers en bedrijven die overwegen een interim-manager aan te stellen meer inzicht geven in de huidige trends van de interim-managementsector. Wilt u weten wat een interim-manager voor uw bedrijf kan betekenen qua expertise, capaciteiten, inzichten en vooral ook resultaten? Neem dan contact met ons op.
The document provides an overview of trends in the European interim management market based on a survey of over 1,000 interim managers and clients. Some key findings include:
- Interim managers reported being busier in 2011 compared to 2009 during the recession. About 60% were currently engaged in work.
- Assignments have increased slightly to an average of 9.3 months. Over half of interim managers have more than 5 years of experience.
- Most interim managers (81%) are open to permanent roles, though commitment varies by country. Billing rates have stabilized after declines in 2009.
This report draws together findings from comprehensive market research carried out in 2009, 2011 and 2013/14 - to create a complete and up-to-the-minute picture of the European interim sector.
Executives Online in The Interim Report 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.
Interim Management at Damen Shipyards GalatiDeRuiter
This album documents the author's interim management assignment at DAMEN Shipyards Galati from 2008 to 2010. During this period, the shipyard underwent a transition from building cargo vessels and tankers to constructing offshore, navy, and specialized vessels. The author thanks colleagues for their cooperation in implementing a Yard Improvement Plan and rescheduling the shipyard. In addition to organizing events for clients, the interim manager maintained relations with government and business partners. The shipyard hosted foreign contractors and the author enjoyed the improved living conditions, though his wife preferred not to live permanently in the quiet town of Galati.
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.
21st century Executive Recruitment. How organisations recruit Executives Toda...Executives Online Schiphol
Our research among over 1,200 European senior executives explores current trends in how organizations recruit executives, hiring expectations, and changes in recruitment criteria. Some of the most interesting findings address:
Does social media work for recruitment?
What candidate characteristic are organizations twice as concerned about as they were just 6 years ago?
What recruitment methods produce the most satisfactory results?
This document contains 10 inspirational quotes honoring veterans. The quotes are attributed to notable figures such as presidents, generals, and philosophers. They touch on themes of courage, integrity, leadership, service, and preserving peace through strength and preparedness. The document concludes by thanking veterans for their service and wishing them a happy Veterans Day.
Making Money and Meaning With Inbound MarketingDharmesh Shah
This document is a transcript of a presentation by Dharmesh Shah on inbound marketing. Some key points:
- Dharmesh discusses how he has been meaning to speak at conferences for years but was preoccupied with starting Hubspot, a company focused on inbound marketing.
- He talks about the importance of having a good domain name that has processing fluency rather than just being keyword-rich.
- Dharmesh discusses how some companies have driven thousands of views to their slideshare presentations, especially if they get featured or top placement. The best piece of content Hubspot produced got over 780,000 views.
- He talks about the need to balance brand and performance, think beyond customer lifetime value to human
My talk for Inbound UK 2014 in Liverpool #InboundUK14
How digital marketers need to be more focused on people and not the keywords.
What we can learn from from the human mind and neuroscience that will help us to connect with our customers, amplify our brand and drive ROI.
By focusing on the 'Chimp' and the 'Human' parts of our brains we can create world class digital experiences to connect, amplify and convert strangers into customers and fans.
Slides from Keynote at LinkedIn's Talent Connect in London 2014. LinkedIn's number 1 conference for talent acquisition leaders and their teams.
Ideas on embracing the digital revolution to amplify your brand, build loyal customers and drive ROI through the power of social media, content and digital marketing activities.
Gain deeper insight into your target audience, how to find them, talk to them and create world class experiences…online and offline.
My slides from my keynote at LinkedIn recruitment agency conference 2014
Social RecruitIn 2014 brings together recruiting professionals from all over EMEA to learn and share industry best practices, gain valuable insights into the future of the staffing industry and build new connections.
My talk covers the ‘Science and Art of Social Recruiting’ taking into account digital best practice from multiple sectors. Along with the key ingredients of biology and neuroscience to help us understand human behaviour allowing us to fine tune and tailor our approach to your social media and content strategy that will help you understand, find, connect and generate ROI from your campaigns.
Sanjeev Bikhchandani started Naukri.com in 1997 with the idea of creating an online platform to collate all job advertisements in one place after observing that people had no centralized source for finding jobs. He grew the business from an initial 1000 jobs posted to becoming India's largest job site, facing challenges like lack of capital and internet access in its early days. Key lessons learned included persistence, taking a contrarian approach, putting customers first, and surrounding oneself with great people.
Social Recruiting Strategies Conference presentation — Jan. 28, 2015Monster
Slides presented by Monster Vice President for Product and Technology Joe Budzienski and ManpowerGroup Digital Marketing Lead Michail Takach at the Social Recruiting Strategies Conference in San Francisco, California on January 28, 2015.
Naukri.com is a job portal that was established in 1997 as an alternative to recruitment through print media like newspapers. It allows employers to post job listings and job seekers to search for jobs online. Naukri.com has become the leading job portal in India, capturing 48% of the market. However, it faces threats from increasing competition from other job portals and the emergence of in-house recruiting by major companies. To maintain its leading position, Naukri.com needs to focus on meeting the needs of both job seekers and recruiters through strategic initiatives around sales, client relationships, and regional expansion.
My slides from my Persona Mapping Webinar and how it can help you in understanding your target audience.
Talking about our approach the techniques and tools we use that can help you connect and engage with you persona's
Check out our blog http://www.ph-creative.com/blog/ for the recorded video if the webinar
Naukri.com is India's largest online job site, founded in 1997. It allows job seekers to post resumes for free and charges recruiters fees to post jobs. It has over 5.5 million registered users and connects job seekers to recruiters. To remain the preferred portal, it needs to keep job searches confidential and provide personalized job alerts to both job seekers and recruiters. It also faces threats from increasing competition from other online job sites and recruitment consultancies developing their own portals.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
This new whitepaper by Bill Boorman provides everything you need to know about employee referrals in the era of social networking.
Find out:
- 7 referral program killers to avoid
- What industry leaders do to drive referrals
- Why monetary rewards can have a negative impact
To download a copy of the white paper, visit: http://landing.rolepoint.com/free-rolepoint-employee-referrals-whitepaper
Stop losing your best talent! Mini case studyHedda Bird
At risk of losing your top talent? Enjoy this short case study showing what one company did to stem the loss of its best engineers to the competition ( and no - it wasn't a pay rise!).
Key insight - letting people know they are valued and you have plans for them makes a lot of difference - sounds obvious, but challenging in practice!
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
This document summarizes the findings of the Krauthammer Observatory's 2009 survey of employee commitment and satisfaction. The survey revealed that employee commitment levels are surprisingly low and job security is less important than previously believed. It also found gaps in management performance and a threat to job satisfaction. To improve the situation, the report argues managers must strive for exemplary behavior and focus on treating employees in a way that makes their work meaningful, engaging, and achievable. The Observatory aims to build a robust model of effective management practices through repeated annual surveys between 2007 and 2011.
This document summarizes the findings of the Krauthammer Observatory's 2009 survey of employee commitment and satisfaction. The survey revealed that employee commitment levels are surprisingly low and job security is less important than previously believed. It also found gaps in management performance and a threat to job satisfaction. To improve the situation, the report argues managers must strive for exemplary behavior and focus on building meaningful relationships with employees where basic questions around understanding, willingness to contribute, and ability are positively answered. The Observatory aims to build a robust model of effective management behaviors through repeated annual surveys between 2007 and 2011.
The survey found significant gaps between the management behaviors employees seek and what they experience in reality. While most managers behave in an exemplary or operational way, a third behave in a penalizing or disqualifying manner. The top two behaviors sought are analyzing tasks together and accepting responsibility for mistakes, yet managers fall short in these areas. Employee commitment and trust in managers is lower than expected given the difficult economic climate, with job satisfaction being a key driver of commitment.
The aim of our research was to seek answers to a number of questions, among them:
-Which business sectors are most likely to use interim management?
-What are the key factors driving the market?
-What daily rates apply in this sector and how do they vary between job functions?
-What do clients (and practitioners) think are the benefits of interim management?
-What roles leave organisations the most
vulnerable if they are left vacant?
-What types of business exposure are created by gaps in a management team?
-To what extent is interim management an
effective alternative to consultancy?
-Can interims be leveraged as an alterative source of candidates for permanent roles?
-What prevents more women from pursuing
interim careers, and is this possible to change?
-What role do interims play in change management?
Making Every Hire Count What Really Matters To The C Suite Exec Briefingmikewillard
This research briefing from Profiles International discusses key factors that are important for organizations to consider when hiring in order to ensure that every hire counts. The briefing identifies the "Top 10" questions organizations need to answer related to their hiring process. It also finds differences in perceptions between C-level executives and front-line managers regarding their organizations' hiring practices. Specifically, C-level executives tend to be more certain about their organizations' hiring abilities compared to front-line managers. The briefing recommends that organizations train interviewers, provide guidance on probing candidate suitability, use objective hiring criteria based on top performers, and ensure new hire onboarding helps people become productive faster. Considering both internal and external candidates, conducting thorough background checks, and
The document provides guidance on building and maintaining productive relationships between HR professionals and recruitment agencies. It outlines an advocacy model consisting of different stages in developing partnerships: awareness, transaction, satisfaction, trust, and engagement. For each stage, the document describes key characteristics of effective relationships, such as having a good reputation, demonstrating expertise, understanding each other's needs, transparency, and respect. It emphasizes the importance of trust over time through open communication and a willingness to provide honest feedback.
This document discusses how many CEOs say that talent is their most important asset but do not take the necessary actions to ensure they can attract high quality talent. It suggests that to be a true believer, CEOs should be able to name key recruiters, ensure recruiters understand business strategy, adequately invest in recruiting, and ensure managers are satisfied with hiring time and quality. However, in many organizations recruiting is underfunded and recruiters are underpaid administrators relying on paper processes. The document argues organizations should hire professional recruiters, invest in recruiting technology to automate paper-heavy manual processes, and view recruiting as a strategic function like sales and marketing to attract the best talent.
This document discusses using social media for recruitment and building an employer brand. It begins by stating that while social media has advantages for targeting candidates, it should be one of several sourcing channels and its role is to support an organization's overall recruitment approach. It then provides an example of how the National Australia Bank developed a centralized in-house recruitment model and uses social media like LinkedIn and Facebook alongside traditional channels. Finally, it notes that a "horses for courses" approach is needed with social media, as different platforms are better for certain candidate groups, and social media's role in recruitment will continue increasing over time.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Six Keys to Unlocking the Potential of Frontline Managersassessmentedge
The document provides six keys to unlocking the potential of frontline managers:
1. Identify employees with the capability and interest to be good managers.
2. Help managers clarify their teams' goals and roles.
3. Help managers understand the people they manage.
4. Help managers understand themselves and how they impact their people.
5. Don't assume managers know how or when to coach.
6. Minimize administrative work to give managers more time to develop people.
The document provides an overview of human resource management systems (HRMS) and their importance for growing companies. It discusses various HR functions like recruitment, employee appraisal, training, and leave/payroll management. It presents a case study of a company that expands and needs to recruit more employees, highlighting the recruitment process and documents required. Key topics covered include the recruitment cycle and sources, performance appraisal methods, training objectives and approaches, and using an HRMS to manage employee data and skills for internal transfers.
Mobilink GSM is Pakistan's leading cellular company that was established in 1994. It aims to recruit and retain the best talent through a strategic human resource management approach. This includes formal recruitment, selection, orientation, training and development programs as well as performance management and reward systems. Performance is evaluated using both qualitative and quantitative metrics to provide feedback and determine compensation, promotions, and other benefits. The overall goal is to attract, develop and motivate high-performing employees through strategic human resource practices.
Mobilink GSM is Pakistan's leading cellular company that was established in 1994. It aims to recruit and retain the best talent through a strategic human resource management approach. This includes formal recruitment, selection, orientation, training and development programs as well as performance management and reward systems. Performance is evaluated using both qualitative and quantitative metrics to provide feedback and determine compensation, promotions, and other benefits. The overall goal is to attract, develop and motivate high-performing employees through a comprehensive human resource strategy.
Interim Management is a concept we understand well. We have helped numerous clients transform their companies and identify top talent in these challenging times – often in the context of achieving rapid growth, business integration, reorganisations or exits.
In Executive Online\'s Challenge of Change report we explore how companies view and manage change. This groundbreaking report updates our original Challenge of Change report, published in 2002, with new research involving nearly 400 senior executives in roles where they’re responsible for business transformation programmes. It explores such challenging questions as: Is change used as a strategic tool to create better companies that are more able to remain successful, or is it used reactively, in an inward-facing way? What techniques and resources are being used to deliver change? How important are senior managers in this process? And above all, how successful are change programmes?
Social networking sites are playing an increasingly important role in recruitment according to a survey conducted by Executives Online. LinkedIn was found to be the most popular and useful social networking site for both job searching and recruitment. While over half of respondents had used social networking sites to search for jobs, and more reported finding jobs through these sites compared to the previous year, LinkedIn was still seen as more valuable than other sites like Facebook and Twitter. Most respondents believed that social networking sites would continue growing in importance for recruitment in the future, though they may not completely replace more traditional methods.
Trends and developments report about Interim Management in The Netherlands. Holland has long been regarded as the “cradle of interim management”, where it emerged in the 1970s as a more flexible way of engaging management professionals
Our research aimed to answer a variety of questions about interim management:
• What is the typical profile of an interim manager in terms of gender, age, background, experience, and how they source assignments?
• What business sectors are more likely to use interim managers?
• How has the global recession affected the utilization and pay rates of interim managers?
• How does the pay scale of interim managers vary by functional area; by industry; and by geographic region?
• What qualities are most important in an interim manager, both from the perspective of interim managers themselves and also from a client perspective?
• What needs drive companies to seek interim management solutions?
• What is the role of interim management in the private equity arena?
• What trends are impacting the role of women in interim management?
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity,
it is essential that every last drop of working capital is squeezed from investee companies.
When smoothing over a transition period
in a successful firm, interim managers can
be important. But during a recession, as
portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.
2. In just the past three years,
“ LinkedIn has moved from
being used by 33% of
managers and executives
to search for a job,
and only 10% of hiring
managers to find them, to
almost universal usage
a”
3. Contents
Introduction 1
Survey Methodology 2
Determination of Process for Recruiting Management & Executive Roles 3
Priorities and Issues Driving Recruitment 5
Executive Transitions: Retention and Turnover 8
Employee Retention 10
Recruitment Methods 13
Philosophy of Search: Broad or Narrow? 17
Motivation of New Employees 18
Experience and Viewpoint on Job Boards 19
Viewpoint on and Experience of Executive Recruitment Agencies 21
Selection of Recruitment Service Provider 24
Social Media 25
Measuring Recruitment 28
Outlook on Future Executive / Management Hires 30
Contextual Factors 32
A War for Talent? 33
Conclusion 35
4. Introduction
The rapid pace of change in European newspaper used to be a business worth tens
clients, prospects and registered executive candidates
executive recruitment continues to accelerate. of millions of pounds annually. Today,
To inform our understanding of our clients’ habits and
preferences, in 2012 Executives Online surveyed our
Twenty years ago, there were but a small recruitment advertising is largely online and
handful of tried and trusted ways to recruit the generates less than £10 million per year.
right senior manager or executive: run a print
ad in the most relevant business or trade To inform our understanding of our clients’
journal; run a print ad in the national habits and preferences, in 2012 Executives
newspapers’ “appointments” section; or Online surveyed our clients, prospects and
engage an executive search firm. Job boards registered executive candidates. The online
were on the scene, but more actively used on questionnaire had over 30 questions
roles only up to middle management, for and covered:
technical positions and in some non-European
parts of the globe. • The methods their company or
organisation uses to recruit managers
In just the past three years, LinkedIn has
and executives
moved from being used by 33% of managers
• Employee retention methods
and executives to search for a job, and 10% of
hiring managers to find them, to almost • Their priorities in executive recruitment
universal usage. Even Facebook’s role is on • Their experience of job boards and
the rise among executives and the people executive recruitment agencies / suppliers
who hire them. Other tools and methods, • Use of social media
which a few years ago were in nascent stages,
• Measuring recruitment effectiveness / ROI
continue to grow. Large global brands are
taking executive recruitment in-house and
building their own “candidate communities”; Their answers are illuminating and in many
umbrella preferred supplier relationships cases surprising.
govern all recruitment suppliers in many
organisations; outsourcing and other tactics We hope you enjoy reading.
are also at work. In addition to the impact that
these new options are having within the
companies that choose them, the changes
have sent shockwaves through various entities
involved in sourcing talent. An example: James O’Brien
Recruitment advertising at one international Managing Director
1
5. Survey Methodology
Our surveys were conducted online in mid 2012,
among more than 1,200 senior executives across
Europe, who are either registered with us as
candidates for interim or permanent roles, or who
have used or enquired about our services. The
survey consisted of over 30 questions in which
respondents were asked their views on the priorities
and issues driving recruitment, executive retention
and turnover, various recruitment methods,
employee motivation, job boards, executive
recruitment service providers, social media,
measurement of recruitment, and their outlook for
the future.
The data were subsequently tabulated and analysed
to uncover insights by industry, role of responder,
country and performance in other metrics and
provide content for this narrative. This finished
report follows the order and structure of the
original survey.
2
6. Determination of Process for Recruiting Management & Executive Roles
Because of their importance to the organisation, executive hires are Asked to comment on whether the usual method is chosen via
often the result of a collaborative process between the hiring formal policies or on an ad-hoc basis, respondents answered more
manager (usually the person the role reports to) and the company’s strongly (in a ratio of 2:1) that policies were formal rather than ad
Human Resources function. Control of the process, however, can hoc. However, numerous comments also indicated that the process
vary. To understand where decision-making on the recruitment is flexible, and collaborative: “There are formal recruiting processes
process and method resides, we asked our clients, prospects and but the decision on the method to recruit is on a case by case
registered executive candidates who decides the method and basis at senior levels”, “[There is a] Formal underlying process with
process for that recruitment, once the company or organisation has flexibility depending on the role being recruited”, “Ultimately the
decided to recruit a senior role. decision lies with HR, but we always consult with the business to
ensure an appropriate solution is reached”,“We have a formal
In almost half of all companies, the HR / in-house recruitment group wide policy, driven by group procurement, to ensure most
function sets the process, with 47% of respondents answering that economic solutions are deployed. Flexibility exists to recognise
HR decides. In 36% of companies, the line / hiring manager specialists and experts, but only to the extent they reduce fees to
decides. Reflecting the collaborative process, fully 17% of the level of the rest following market review. Preferred supplier
respondents said that some other entity chooses how the panels are in place and strictly adhered to”.
recruitment will proceed. The comments given by respondents in
that 17% “Other” grouping indicate that, most often, the decision is There is a strong correlation between company size and the role of
made jointly by HR and line management, or driven directly from HR in setting the recruitment process. The larger the company, the
the top of the company, with the CEO or even the board deciding more likely it is that HR decides the method and process
how to proceed. In other situations, external service providers, such for recruitment.
as executive search consultants or external HR advisers,
set the tone.
Who decides recruitment process?
“...executive hires are
often the result of a
collaborative process Hiring Manager*
36%
between the hiring HR / In-house
Recruitment
manager (usually the Function
47%
person the role reports Other
17%
to) and the company’s
Human Resources
function.” * the person to whom the new employee will report
3
7. Determiner of recruitment process – by company size
100
23% 21% 13% 9% 10%
80
45% 36% 31% 29% 23%
60
Percentage
40
20 32% 43% 56% 62% 67%
0
0-50 51-250 251-1000 1001-5000 5001+
No. of Employees
Key
HR / In-house Recruitment Function
Hiring Manager
Other
That HR involvement increases with company size is not really The strength of HR in setting the process also varies by industry,
surprising, as the existence of a focused HR function (or even with respondents in the Healthcare / Medical, Industrial /
person) within a company requires a certain level of scale to justify Manufacturing, and Media / Marketing / Entertainment / Advertising
it. Smaller companies are less likely to even have a dedicated HR industries being more likely to report that HR decides the method
department, and therefore HR can’t play as much of a role in setting and process for executive recruitment. In the Business Services
the process for executive recruitment. However, the movement of sector, which has a higher proportion of smaller companies in our
decision-making away from the hiring manager is concerning. Less sample, the hiring manager is more likely to set the process.
than one in four hiring managers in bigger companies have the
primary say in how their people are recruited, which may have an
impact on their satisfaction with the process.
4
8. Priorities and Issues Driving Recruitment
Given a range of options related to desired employee profile, recruitment
process execution and cost, respondents were invited to state what they
considered to be the main priorities and issues that drove their
recruitment practices – or say what “other” items are important to them
(with no limits placed on the number of items they could indicate in their
response.) Their responses are summarised in the table below.
Main recruitment priorities – percentage of respondents citing
Finding people with the right cultural fit 56%
Finding people with the right skills 71%
Finding people with the right track 48%
record / prior experience
Finding good people managers / leaders 53%
Speed of recruitment 18%
Labour-intensiveness of recruitment 7%
Keeping up to date with current and evolving 6%
recruitment best practices
Cost of recruitment 24%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Respondents’ answers demonstrate their focus on the desired prioritised the process – its speed, labour-intensiveness, use of
outcome – that is, the identification and engagement of people particular new tools, or cost – over the outcome. Cost of recruitment
having the correct profile for the role in terms of skills, prior stands out as the “process point” that is higher on respondents’
experience, and cultural fit, with skills being the most important. minds than the others, with 24% indicating cost as a main priority
Encouragingly, relatively fewer respondents answered in a way that in recruitment.
In Executives Online’s earlier
research on permanent
Comparison between 2006 and 2012
recruitment, “Executive
Talent”, published in 2006, 50%
Finding people with the right cultural fit 56%
respondents were asked to 2006
Finding people with the right track record 33% 2012
indicate a similar set of / prior experience 48%
issues and priorities as Finding good people managers / leaders 27%
53%
important. Six years on, Speed of recruitment (time from initiation 18%
cultural fit and speed of of search to new employee starting) 18%
recruitment are unchanged Cost of recruitment 17%
24%
in how they appear in the
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
respondents’ ratings.
People management has leapt up in importance, with 53% of climate, clients are looking to de-risk each executive recruit by hiring
respondents mentioning it, versus 27% in 2006. Finding people who someone who has “been there, done that”, in terms of the
have more relevant prior experience is also more important, with requirements of the role. Transferable skills and experience are far
48% of respondents naming it a main priority, versus 33% in 2006. less in demand.) Cost of recruitment is also more on people’s
(Anecdotal reports across Executives Online’s recruitment minds, with 24% mentioning it in 2012, versus only
businesses bear this out. In the continuing recessionary / uncertain 17% in 2006.
5
9. Asked to identify the single main challenge or priority in recruiting
senior managers and executives for their company or organisation,
we see again the importance of profile, especially skills:
Single main recruitment challenge
Finding people with the right cultural fit 19%
Finding people with the right skills 32%
Finding people with the right track
18%
record / prior experience
Finding good people managers / leaders 21%
Speed of recruitment 4%
Labour-intensiveness of recruitment 1%
Keeping up to date with current and evolving 1%
recruitment best practices
Cost of recruitment 3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
There were no meaningful variations in these priorities by company Germany and the Republic of Ireland. Speed of recruitment is more
size or industry. We do, however, see variations in priorities and drivers important in Northern European countries and relatively less important
by country. Respondents from the United Kingdom, Belgium and The in the Southern European countries in our sample. The UK appears to
Netherlands were more likely to state that finding people with the right be the most cost-conscious of European nations in our study when it
cultural fit for the organisation is a main challenge or priority, with the comes to buying recruitment services, and the UK also notes the
quest for appropriate skills being less of an issue. In Germany, the labour- intensiveness of the recruitment process on internal staff as
Republic of Ireland, Italy and France finding people with the right skills more of a challenge – perhaps an opportunity for a service provider
is a relatively bigger driver of recruitment. The search for people / team with a cost-effective pricing model that takes more of the “production”
management abilities drives executive recruitment more in Belgium, time and effort of recruitment off its clients’ desks.
Recruitment challenges – variation by country
Speed of
recruitment Keeping up
Finding (time from to date with
people with initiation of current and
Finding Finding the right Finding search to Labour- evolving
people with people with track record good people new intensiveness recruitment
the right the right / prior managers / employee of best Cost of
cultural fit skills experience leaders starting) recruitment practices recruitment
Belgium & Luxembourg 61% 68% 46% 64% 24% 9% 7% 20%
France 58% 71% 43% 52% 15% 4% 7% 23%
Germany 53% 77% 49% 58% 25% 6% 8% 24%
Republic of Ireland 59% 75% 53% 59% 20% 8% 0% 27%
Italy 41% 79% 41% 48% 9% 4% 6% 25%
The Netherlands 67% 64% 54% 42% 16% 2% 5% 15%
UK 68% 67% 56% 54% 25% 14% 7% 31%
Average 56% 71% 48% 53% 18% 7% 6% 24%
6
10. Finally, it is interesting to note how priorities vary according to the people with the right cultural fit, finding people with the right track
role the respondent occupies in the organisation. Asked to name record and prior experience, speed of recruitment, the labour-
any and all main challenges and priorities they perceived in intensiveness of recruitment, and cost of recruitment as main
recruiting senior managers and executives, HR managers had a challenges and priorities in recruiting senior managers and
much longer list. Their focus on and awareness of the recruitment executives, compared to their colleagues in line or functional
process and its vagaries are generally higher than that of their non- management roles, or non-executive directors.
HR colleagues. By large margins, more of them mentioned finding
Recruitment challenges – variation by role of respondent
Speed of
recruitment Keeping up
Finding (time from to date with
people with initiation of current and
Finding Finding the right Finding search to Labour - evolving
people with people with track record good people new intensiveness recruitment
the right the right / prior managers / employee of best Cost of
cultural fit skills experience leaders starting) recruitment practices recruitment
HR 67% 71% 59% 56% 29% 18% 6% 32%
Line manager 60% 70% 49% 53% 16% 8% 6% 25%
Functional manager 53% 72% 45% 54% 19% 6% 6% 23%
Non-executive director 47% 73% 51% 55% 18% 4% 5% 24%
Average 56% 71% 48% 53% 18% 7% 6% 24%
“Line managers were This heightened awareness of all the challenges and priorities that
can emerge in executive recruitment is probably to be expected from
more likely than their the function that bears responsibility for attracting and retaining talent.
HR colleagues to cite Asked to name the single main challenge they saw, the HR and line /
functional managers’ answers were more similar, with the most
finding relevant prior important issues emerging as profile elements of the desired hire,
such as skills, experience, culture and people management abilities.
experience / track Line managers were more likely than their HR colleagues to cite
finding relevant prior experience / track record in the target employee
record in the target as their most important priority, whereas HR managers tended to
view the highest recruitment priority as “skills” related. Non-executive
employee as their directors rated people management ability as the most important
most important priority” aspect in focusing recruitment – at a rate more than double that of
HR managers and 50% more often than the line and functional
managers. Very few respondents mentioned cost or speed of
recruitment as the single main priority, but HR managers were twice
as likely to do so as respondents from other backgrounds.
7
11. Executive Transitions: Retention and Turnover
If employees stay in the company or organisation and are applied to its work in such a way that they are
productive and satisfied, recruiting replacements for leavers becomes less of an imperative. On the other
hand, sometimes it is best for the organisation and the employee if they part company. We asked several
questions about these issues, and the methods and practices companies are using to retain their
managers and executives.
its work in such a way that they are productive and satisfied, recruiting
Asked whether they have been challenged with retaining valued executives and management staff;
If employees stay in the company or organisation and are applied to
exiting under-performing staff; downsizing / redundancies; and succession planning, roughly 40% of
respondents indicated that yes, these were challenges they had faced.
Challenges faced in retaining or exiting staff – percentage of respondents citing
Retaining valued
executives Difficulties in exiting Downsizing / Succession
replacements for leavers becomes less of an imperative.
and management staff under-performing staff redundancies planning
43% 42% 37% 37%
Asked which of these was the single most challenging issue, retention and exiting under-performers
emerged as the more prevalent challenges.
Challenges faced in retaining or exiting staff –
percentage of respondents citing as main problem
Retaining valued
executives Difficulties in exiting Downsizing / Succession
and management staff under-performing staff redundancies planning
30% 27% 22% 18%
Respondents could also indicate a challenge other than the four choices above. Among other
challenges related to a company’s ability to keep and maintaining the workforce it wants, respondents
mentioned “getting executives working with each other as a team”, “adapting management to new
challenges”, “management staff not supported by general direction from board”, “defining executive
roles”, as well as the launch and exploration of a new business necessitating different skills – all of which
have an impact on staff retention, engagement and performance.
8
12. There were no meaningful variations in perception of these issues by company size or by industry,
although we do see a correlation between employment tenure by company size and industry. Generally,
the larger the company, the longer the tenure. The smallest companies’ average tenure rate, at 5.9 years,
is well beneath the average of 7.2 years, and the largest companies’ average tenure sits well above
average at 9 years.
Average tenure of management and executive employees
by size of company (in years)
0-50 employees 5.9
51-250 employees 7.6
251-1000 employees 7.5
1001-5000 employees 7.1
Over 5000 employees 9.0
Average 7.2
0 1 2 3 4 5 6 7 8 9
Years
We also observe variations in tenure by industry, with companies in the Media / Marketing / Entertainment /
Advertising and IT / Telecoms / Technology sectors having shorter employee tenure than companies in
the Industrial / Manufacturing, Financial Services / Banking or Building / Construction sectors.
Average tenure of management and executives by industry sector (in years)
Business Services 6.4
Building / Construction 7.5
Financial Services / Banking 7.8
Healthcare / Medical 7.2
Industrial / Manufacturing 8.4
Media / Marketing / Entertainment / Advertising 5.5
Professional Services (Law, Accountancy) 6.7
Retail / Distribution 7.0
IT / Telecoms / Technology 5.8
Transport / Logistics 6.6
Average 7.2
0 1 2 3 4 5 6 7 8 9
Years
9
13. Employee Retention
Is employee turnover structural, or due to the actions taken by particular companies to secure the loyalty of
their staff? It seems that practices designed to retain employees, including training, deferred compensation
in the form of deferred bonuses and stock options, career planning (identifying optimal next roles in the
organisation) and offering flexible working (such as work from home, reduced working week, flexible /
variable hours, etc.) do have an impact. Companies in the lower quartiles in terms of their reported
employee tenure are less likely to have such incentives and programmes in place to encourage loyalty.
Programmes in place to retain staff, by level of tenure achieved
Training, mentoring, Deferred Career Flexible
coaching compensation planning working
Bottom quartile 47% 46% 37% 36%
Lower middle quartile 62% 54% 39% 43%
Upper middle quartile 53% 54% 41% 39%
Top quartile 55% 54% 52% 40%
Respondents’ perceptions of which of these is the most effective, however, are mixed.
Programmes cited as most effective in retaining staff, by level of tenure achieved
Training, mentoring, Deferred Career Flexible
coaching compensation planning working
Bottom quartile 17% 36% 24% 11%
Lower middle quartile 18% 28% 27% 21%
Upper middle quartile 15% 34% 27% 15%
Top quartile 14% 25% 35% 17%
Deferred compensation is perceived as the most effective practice to encourage employee loyalty by
companies that achieve all levels of employee tenure. Among the companies of respondents reporting
the longest tenures, however, the respondents believe other factors – notably career planning – are
producing the result.
10
14. If we look at the results by country, we see that across all countries in which survey respondents were
located, retention and exiting under-performers were more likely to be the most challenging issues,
compared to managing redundancies or succession planning. However, in some countries, either
retention or exiting under-performers is more prevalent as the most major challenge.
Challenges in retaining / transitioning staff, by country
Retaining valued
executives and Difficulties in exiting Downsizing / Succession
management staff under-performing staff redundancies planning
Belgium and Luxembourg 40% 22% 19% 18%
France 28% 32% 19% 15%
Germany 30% 32% 17% 20%
Republic of Ireland 23% 20% 30% 25%
Italy 29% 27% 26% 18%
The Netherlands 32% 22% 31% 15%
UK 30% 31% 18% 19%
In France, Germany, the Republic of Ireland, Italy and the UK, approximately equal proportions of
respondents rated retention and exiting under-performers as the most challenging issue. In the Benelux
countries, retention issues dominate compared to exiting under-performers. We suspect that the
difficulties encountered in exiting under-performers may correlate to the different employee protection
laws in place in these countries. There may also be cultural drivers at work, with employee mobility being
greater and generally viewed as a desirable thing among the working populations in some countries.
Employment tenure also varies by country:
Average tenure of management and executive employees by country (in years)
Belgium & Luxembourg 7.9
France 8.8
Germany 8.2
Republic of Ireland 7.8
Italy 7.5
The Netherlands 6.5
UK 5.9
Average 7.2
0 1 2 3 4 5 6 7 8 9
Years
11
15. We also asked survey respondents to describe how, or if, they saw look outside; but this may mean the organisation has failed to
the relationship between external recruitment and internal anticipate the change and looking for new talent outside may only
promotion changing. Their comments put some colour behind the be a band-aid treatment. “
figures, with the consensus being that as there are valid reasons
for both recruitment and internal promotion and that organisations “You have to measure the potential of internal and faithful people,
must do both successfully and master the challenges associated giving them chances to develop their skills. But it isn't less
with each in order to thrive: important to hire new people with wide experience outside the
company in order to balance continuity with ‘fresh air’.”
“All ways to get in touch with potential high value managers must
be explored. So internal ways are still valuable to consider but A recurrent theme was the notion that internal promotion is only
compared to many other external sources.” possible when the organisation has strong people development
plans in place, and that such programmes have too often fallen
“Always promote internally as it carries less risk / more success under the chopping block in cost reduction schemes – thus
unless the business landscape has changed and requires a new rendering the internal talent pool less suitable for promotion:
strategy and therefore new people.”
“As companies are leaner, there is less choice internally and the
“Companies need a regular injection of outstanding talent from the development of staff is less.”
outside to keep fresh and to perpetually challenge themselves and
their ‘eternal truths’.” “Companies in this period are folded upon themselves.
Companies recruit external staff only for contingency reasons.
“Both [recruitment and retention] are investigated. Mostly for high Companies are not investing in talent at this time.”
positions is it better incorporating someone from outside, bringing
other practices and know-how.” “Companies who skimp on internal training and development need
to resort to the external recruitment of senior people at an overall
“As far as I am concerned, the question of internal versus external loss of efficiency and profitability.”
remains. The challenge will always be if internal: how to gain the
respect of the people you manage.” “Lack of training, mentoring and succession planning has
destroyed the promotional ladder. The economic climate dictates
“A company needs to do both. To use a sporting analogy, most cutbacks and all non-core activities suffer.”
successful teams have a youth system and a transfer policy.“
“External recruitment is a cost but also an enlarged source of value.
“During a crisis I consider it important to engage external Internal recruitment is a value if a company has a good school of
recruitment of the highest experience (older candidates). Internal management (ramping processes, succession plans) otherwise is
promotion doesn't give new ideas.” a way to pump up resources not yet fit and ready for these roles.”
“[I am] Erring more towards internal promotion, which I believe is a “[It] Depends on the organisation’s capability: some organisations
policy most companies should follow. It also demonstrates to have talent development capabilities, some simply go to market
others that performance is recognised.” when the need arises.”
“[You] Need a balance depending on the organisation. We are “Due to the recession, fewer internal staff with the appropriate skills
growing globally at 40% year on year. Promoting from within was are available. The best have gone, as they were too expensive and
great when we were a young UK business, but we need more global were not replaced like-for-like (reduced salary and quality).”
experience from new senior managers, which cannot always be
developed internally, until we become more established globally.” “Succession planning is becoming more difficult as all levels of
talent are moving. External recruitment is good for cultural
“[I’m] Not sure it is changing. Our policy is always to promote from innovation and enhancement.”
within if the talent exists internally – if not, we look outside.”
“This depends on the evolutionary stage of an organisation. If the
talent does not exist internally to handle the task, the option is to
12
16. Recruitment Methods
Survey respondents were asked to rank the effectiveness of various In terms of effectiveness, respondents rank executive search or
tools and methods they used to recruit senior managers and recruitment firms or agencies and employee referrals the most effective
executives into their companies or organisations (or to indicate that way to recruit senior managers and executives. More than half of
they don’t use them). respondents reported that executive search or recruitment firms (either
“retained” or “contingent”) are “Effective” or “Highly Effective” at
All of these tools and methods are broadly used by responding delivering successful hires.
companies, with at least 77% of companies reporting using them.
Employee referrals are used by virtually all companies, with only 7% of By contrast, respondents were far more likely to rate job boards, job
respondents reporting non-usage of employee referrals to generate postings on the company’s own website, print advertising, conferences
candidates for internal roles. or online CV databases as “Not Effective” or “Not Very Effective”.
Effectiveness ratings of recruitment tools and methods
Not Effective Not Very Effective Effective Highly Effective Do Not Use
Job board
13% 31% 29% 7% 22%
advertising
Job posting on own
14% 34% 27% 8% 17%
company's website
Social media (LinkedIn, Twitter,
10% 27% 28% 11% 23%
Facebook, Xing)
Retained executive recruitment
4% 14% 40% 27% 13%
or search firm
Contingent (non-retained)
6% 21% 37% 15% 18%
executive recruitment firm
Employee
4% 23% 38% 26% 7%
referrals
Print advertising in newspapers
14% 31% 25% 6% 22%
or trade magazines
Attending conferences, events
16% 33% 21% 6% 22%
and trade shows
Online CV databases (other than
9% 32% 24% 8% 25%
LinkedIn or other social media)
Recruitment methods and tools rated effective or not
Effective / Not / Not Very
Highly Effective Effective
Job board advertising 35% 43%
Job posting on own company’s website 34% 48%
Social media 38% 37%
Retained executive recruitment or search firm 67% 18%
Contingent (non-retained) executive recruitment firm 52% 26%
Employee referrals 63% 28%
Print advertising 31% 45%
Attending conferences, events and trade shows 27% 49%
Online CV databases 33% 41%
13
17. Asked which method or source they found to be the most effective of all at providing qualified
candidates who go on to be interviewed and hired, respondents reported that employee referrals
and retained executive search firms emerge as the most effective. The top three recruitment
resources or methods were recruitment firms of any type – retained, with 34% of respondents
ranking them most effective; and contingent, with 9% ranking them most effective – and employee
referrals, which 25% rate the most effective.
Recruitment tools and methods rated “most effective”
Contingent
(non- Print
Social Media Retained Retained) Advertising Online CV
Job Posting (LinkedIn, Executive Executive in Attending databases
on your own Twitter, Recruitment Recruitment newspapers conferences, (other than
Job board company's Facebook, or Search or Search Employee or trade events and LinkedIn or
advertising web site Xing) firm firm Referrals magazines trade shows other social)
7% 5% 7% 34% 9% 25% 3% 3% 4%
Asked which they found to be the least effective, respondents’ answers were more democratically
distributed across all the options, with each option garnering between 4% and 17% of the negative
ratings. However, even in these ratings we see the continued reliance on and relatively positive
experience of using recruitment service providers, which barely figure in this “least effective”
category – only 4% of respondents rated contingent recruitment firms the least effective way to find
good candidates, and only 7% rated retained firms the least effective.
Recruitment tools and methods rated “least effective”
Contingent
(non- Print
Social Media Retained Retained) Advertising Online CV
Job Posting (LinkedIn, Executive Executive in Attending databases
on your own Twitter, Recruitment Recruitment newspapers conferences, (other than
Job board company's Facebook, or Search or Search Employee or trade events and LinkedIn or
advertising web site Xing) firm firm Referrals magazines trade shows other social)
14% 12% 11% 7% 4% 10% 16% 17% 9%
These findings show that print advertising certainly seems to have had its day, as well as using
face-to-face events to identify candidates, as their effective ratings skew towards the “not
effective” end of the spectrum.
The broad distribution of effectiveness ratings backs up the fact that most companies continue to
use a range of recruitment tools and methods to identify senior managers and executives to hire.
There is no “magic bullet”, although compared to “do it yourself” resources like job board
advertising, the use of a company’s own website to advertise jobs, social media and recruitment
service providers are rated more highly.
14
18. There were variations in viewpoints, depending on the respondent’s role in the organisation, with
the opinions of Human Resources professionals being more definitive (concentrated) in their like
or dislike of particular recruitment resources and tools. Compared to their colleagues in line or
functional management, HR managers have more faith in the effectiveness of social media and
retained executive recruitment firms in providing qualified candidates who go on to be interviewed
and hired. HR managers are less likely to believe contingent recruitment firms and employee
referrals to be the most effective. Non-executive directors have the most positive view of social
media of all their colleagues, perhaps because of the importance of such channels in building the
type of portfolio career they are, by definition, engaged in.
Recruitment tool or method rated “most effective”, by role of respondent
HR Line Manager Functional Mgr Non-Exec Director Average
Job board
9% 6% 6% 2% 7%
advertising
Job posting on own
6% 4% 5% 7% 5%
company's website
Social media (LinkedIn, Twitter,
13% 7% 6% 20% 7%
Facebook, Xing)
Retained executive recruitment
39% 36% 35% 29% 34%
or search firm
Contingent (non-retained)
3% 8% 9% 7% 9%
executive recruitment firm
Employee
16% 29% 24% 20% 25%
referrals
Print advertising in newspapers
6% 3% 3% 5% 3%
or trade magazines
Attending conferences, events
3% 3% 3% 0% 3%
and trade shows
Online CV databases (other than
3% 2% 6% 7% 4%
LinkedIn or other social media)
By company size, respondents’ answers conformed very closely to the overall average, with just a
few exceptions. Smaller companies are somewhat more likely than larger companies to believe
employee referrals are the most effective tool or resource. Also, smaller companies are less likely
to view retained executive recruitment firms as the most effective.
“Non-executive directors have the most positive view of
social media of all their colleagues, perhaps because of
the importance of such channels in building the type of
portfolio career they are, by definition, engaged in.”
15
19. Looking at the results by country, there were some interesting variations. Retained recruitment
providers were more likely to be viewed as the most effective way to identify good candidates in
the Benelux countries than in other countries. Employee referrals are regarded as less effective in
Belgium and Germany, and more effective in the UK, compared to other countries. Print
advertising is least well regarded in Belgium, France and The Netherlands. In Germany, the
Republic of Ireland and The Netherlands, respondents were more likely to view social media as the
most effective recruitment tool or resource.
Recruitment method rated “most effective”, by country
Belgium & Republic of
Luxembourg France Germany Ireland Italy Netherlands UK Average
Job board
6% 9% 8% 3% 8% 0% 7% 7%
advertising
Job posting on own
11% 5% 4% 6% 6% 6% 3% 5%
company's website
Social media (LinkedIn, Twitter,
7% 7% 13% 11% 8% 11% 5% 7%
Facebook, Xing)
Retained executive recruitment
44% 37% 30% 33% 31% 46% 32% 34%
or search firm
Contingent (non-retained)
5% 7% 12% 17% 7% 9% 10% 9%
executive recruitment firm
Employee
16% 26% 19% 28% 25% 20% 30% 25%
referrals
Print advertising in newspapers
2% 0% 3% 3% 3% 2% 5% 3%
or trade magazines
Attending conferences, events
2% 3% 4% 0% 2% 6% 3% 3%
and trade shows
Online CV databases (other than
6% 2% 4% 0% 6% 0% 3% 4%
LinkedIn or other social media)
“Retained recruitment providers were
more likely to be viewed as the most
effective way to identify good
candidates in the Benelux countries
than in other countries.”
16
20. Philosophy of Search: Broad or Narrow?
Asked which of the following statements they most agreed with, “In sourcing management and
executive talent, it is most important to consider the broadest audience of potential candidates, to
identify people within that who are most likely to possess all the required attributes,” or “In sourcing
management and executive talent, it is most important to engage only within a small universe of
potential candidates already well regarded by our company or our recruitment partner,” respondents
were evenly mixed in their answers, with 52% supporting a broad approach.
Examining respondents’ comments in response to this question illuminates some of the underlying issues
in greater detail. Many respondents commented on the desirability of the recruitment company performing
the filtering to reduce a broad pool of applicants to the best handful, but observed that it can be difficult to
communicate the finer points of fit for a role that makes this possible. Some commented on the fact that
casting a wide net produces a screening burden, but that this is worth it to uncover the right candidate.
Others pointed to the narrowness of their specific industry making a focused approach quite effective.
“For an executive hire, many people will be known, but it would be a folly to assume only those ‘known’
represent the potential pool and I would expect active and original research which would complement
our organisational knowledge.”
company performing the filtering to reduce a broad pool of applicants
“Many respondents commented on the desirability of the recruitment
“The problem is getting recruiting companies to understand the filters.”
communicate finer points of fit for a role that makes this possible.”
“We operate within a specific sector and network widely, so we know who we would wish to recruit from
within our network.”
to the best handful, but observed that it can be difficult to
“Recruitment partners tend not to fully understand the brief and to employ people who are sales driven,
which is not in the best interest of either the company or candidate, when they do not fully understand
what they are looking at in a CV.”
“The search for talent should initially be broad, narrowing down to key prospects and eventually
selecting talent with proven records / achievements and the capacity to play within company teams and
their dynamics.”
“Quality is more important than quantity. It's important for the recruitment agent to find a way to provide
value that the client cannot get by ‘going direct’ or DIY through e.g. social media – for example,
knowledge of the candidates, skills required, state of the industry etc.”
“Looking at the broadest audience is usually time consuming and expensive. There is also the element
of competition to hire the best candidates. It is better to target a pool of known performers with good
cultural fit with our organisation.”
“There is a trade-off between who is known within the small pool and considered to be safe, as opposed
to the risks associated with unknown candidates – who may bring more value, but who also may not be
able to succeed as well as experience or CV suggests.”
“It gives added value to also consider a broader audience, since these candidates can provide another
and more unbiased view / approach.”
“When looking for unique, non-cv related skills we need to see / view a lot of candidates. When looking
for more widely-held skills, you can employ database searches and narrow the list of candidates.”
“Recruitment firms tend to narrow down candidates too much and are willing to reduce their effort by reducing
choice and options. The focus is too much on skills and past experience, which eliminates strong candidates
from other industries or functions. The focus should be rather on fit, potential and honest ambition.”
17
21. Motivation of New Employees
Making a move to a new role is a decision no manager or executive
undertakes lightly. Many factors interact to make an opportunity
appealing – issues ranging from financial compensation, flexible
working, lifestyle features such as length of commute, as well as the
fundamental attributes of the role in terms of the interest, challenge and
development potential it offers.
We asked our survey respondents to rank certain factors in terms of the
influence in a prospective employee accepting a job offer in their
company or organisation, where 1 = the most influential factor,
and 7 = not influential at all.
Generally our survey respondents felt that the issues most tightly
connected with the job itself provided the dominant motivations for
making a move: its challenge, the opportunity to learn and grow, and
how much the prospective employee felt he or she would enjoy the role.
Remuneration is the second strongest perceived motivator, with other
attributes of the job like flexible working featuring less strongly in
candidates’ deliberations.
Average ranking of factors affecting acceptance of new job offer
Scale: 1 = most influential, 7 = not influential at all
1 2 3 4 5 6 7
Level of remuneration 2.6
Challenge of the role 2.4
Enjoyment of the role 2.9
Opportunity to learn / grow 3.2
Flexible working practices
such as work from home, 4.3
flexible / reduced hours, etc.
Work / life balance 4.0
Commute / geography 4.3
18
22. Experience and Viewpoint on Job Boards
Job boards – websites created specifically for the advertising of jobs – have been a prominent feature
of the recruitment landscape since the mid 1990s. Newspapers were among the first organisations to
launch job boards, taking the classified job advertising they’d always sold and providing it in the online
space, followed by sites like Monster, Hotjobs and others – dedicated online businesses not backed by
“bricks and mortar” companies.
Anyone who worked in recruitment will remember the anguish over the concept of “disintermediation”:
the idea that efficient, data-driven online sites would enable employers and candidates to connect with
each other directly, and thus make recruitment service providers obsolete.
through and recruiters calling us. It's better to focus on
“There are a lot of people looking for jobs. Advertising
on Monster simply results in hundreds of CVs coming
What happened instead is that the ease with which employers and candidates could connect directly,
actually made recruitment service providers more relevant. Despite rich databases of candidate
registration data backing up the job boards, they still produce, in most cases, a surplus of imperfect
the best ‘pre-qualifying’ routes to candidates.”
candidates. In reality employers don’t want to see a long list of candidates for a role, they want to see a
small number of highly suitable candidates.
Far from being made obsolete, members of the recruitment industry adopted job boards as their own
and began to use them to provide a better and more effective service to clients. Recruiters became
expert at writing online adverts to attract the right sorts of candidates and used this to remove the
screening and filtering burden – which still requires human eyes and assessment – from the
employers. Job adverts run by recruitment companies therefore dominate the online space in the same
way that recruiter ads used to dominate the broadsheet newspapers.
The obsolescence wrought by the emergence of job boards has not been of the recruitment industry,
but rather of the print medium as a recruitment advertising channel. This is a trend mirrored elsewhere,
as advertising of all types has moved from print publications to online. Online advertising is highly
trackable via click-through rates, cost per visit, cost per CV and associated measures, and this has
enabled advertisers to measure their spend against the return they get. This focus on return has
prompted a collapse in pricing, as advertising has moved from print, where measurement is more
difficult, to online, where precise measurement is possible and the willingness to pay can be matched
to the return. Recruitment advertising at one international newspaper used to be a business worth tens
of millions of pounds annually; today, recruitment advertising is largely online and generates less than
£10 million per year.
Twenty years on, how do hiring managers view job boards? We asked our survey participants, with
respect to their experience of job board adverts, which three statements they most strongly agree with.
Attitudes and views on job boards – percentage of respondents agreeing
Most job board applicants are a fit for the role advertised, 15%
and we proceed to interview them
Job boards deliver value for money 20%
Job boards produce too many candidates 45%
Job boards produce so many unqualified applicants as to
impose a screening burden on company staff 42%
Most job board applicants are not a fit for the role advertised 39%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Less than 20% of respondents had positive things to say about job boards, and upwards of 40% of
respondents registered negative comments.
19
23. Respondents’ views of job boards varied by country, but did not deviate from the universal view, which
is predominantly negative. Compared to the European average, job boards are less well-regarded in
Ireland, The Netherlands and the UK, whereas in Germany, France and Italy they enjoy a more
favourable reputation.
Attitude and views of job boards, by country
Belgium & Republic of
Luxembourg France Germany Ireland Italy Netherlands UK Average
Most job board applicants are
a fit for the role advertised, and 18% 18% 24% 11% 19% 5% 8% 15%
we proceed to interview them
Job boards deliver 20% 22% 29% 16% 21% 15% 17% 20%
value for money
Job boards produce
49% 43% 47% 42% 39% 35% 51% 45%
too many candidates
Job boards produce so many
unqualified applicants as to
impose a screening burden on 42% 34% 40% 42% 37% 36% 54% 42%
company staff
Most job board applicants are
40% 32% 42% 42% 36% 33% 45% 39%
not a fit for the role advertised
“Compared to the European average, job
boards are less well-regarded in Ireland,
The Netherlands and the UK...”
20
24. Viewpoint on and Experience of Executive Recruitment Agencies
The recruitment industry, including executive recruitment, remains highly fragmented. In the UK alone,
there are thousands of executive recruitment companies, ranging from “one man bands” of
independent recruiters and small boutiques up to major listed corporations employing thousands of
recruitment consultants globally. As in any service industry, the nature and attributes of services
provided vary by firm – according to its declared business process – and the individual within the firm
providing the service.
At a meta level, pricing and service fall into two main categories, retained and contingent service, with
each having its pros and cons. Retained executive and management recruiters typically work on an
exclusive basis, levy a fee to commence a search, occasionally charge fees at particular milestones
along the way, and finally charge a completion fee when the new employee signs contracts or starts
work. Contingent recruitment firms will work in competition with other agencies and don’t tend to
charge in advance, earning their fee only as and when the chosen candidate starts work. Too much
competition in the form of multiple agencies working on one role can create confusion in the talent
marketplace, with candidates not knowing which agency to apply through, and with an over-advertised
role looking tarnished (and perhaps a bit desperate). Commitment and competition are both desirable,
yet are opposing dynamics in the recruitment process. Knowing this, some employers make use of
both types of agencies on a role-by-role basis.
We asked our survey respondents which factors were important (and most important) to them when
choosing a recruitment service provider.
Asked to pick any factor that was important to them, respondents’ answers indicated that speed of
service, the track record of the recruitment provider in the role’s function or industry, and a personal
relationship with the recruiter were important to the largest proportion of respondents. Pricing and
associated terms and conditions were also important factors.
Factors important in selection of recruitment provider – percentage of respondents mentioning
Speed of service 51%
Price 47%
Proven track record in function / industry 56%
Personal relationship: I know and trust the individual
recruiter who will be doing the work
58%
Corporate reputation: I know and trust the recruitment firm 38%
Size of talent pool 24%
Guarantee (commitment to restart search at no further
cost if the employee leaves early in his / her tenure) 42%
My company has a Preferred Supplier List (PSL) which 15%
determines the suppliers I can use for executive recruitment
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
21
25. Asked to indicate the single most important factor, the survey participants’ responses prioritised a
proven track record and personal relationship whereas speed of service, price and guarantee fell away
as secondary, tertiary or lower priorities.
Factors important in selection of recruitment provider –
percentage of respondents mentioning as “most important” factor
Speed of service 9%
Price 6%
Proven track record in function / industry 28%
Personal relationship: I know and trust the individual
recruiter who will be doing the work
30%
Corporate reputation: I know and trust the recruitment firm 9%
Size of talent pool 6%
Guarantee (commitment to restart search at no further
cost if the employee leaves early in his / her tenure) 7%
My company has a Preferred Supplier List (PSL) which 4%
determines the suppliers I can use for executive recruitment
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The question about recruitment Preferred Supplier Lists (PSLs) is interesting, with 15% of respondents
indicating that their company operates a PSL, but only 4% reporting that it completely restricts their
choice of which recruitment provider to work with.
More than half of respondents whose companies operate PSLs report them as ineffective in delivering
quality candidates and reducing cost. In the current economic environment, more respondents expect
PSLs to strengthen than weaken in the future. Asked whether they love or hate their PSL, respondents
reporting that they hate it outnumbered respondents who like and support their PSL.
Views on recruitment Preferred Supplier Lists (PSLs)
Effective at delivering quality candidates 44%
Effective at reducing cost 32%
Expect to use PSL suppliers more,
or more exclusively, in the future 14%
Expect to use PSL suppliers less (have more leeway to use
non-PSL suppliers) in the future 10%
I like having a recruitment PSL to work with 16%
I hate having to work with a recruitment PSL 22%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
22
26. The lack of an overwhelming view about PSLs in response to any of these statements, together with
respondents comments about PSLs seems to indicate that, with respect to their relevance and
effectiveness, it very much depends on whether the companies on the PSL can understand the hiring
manager’s requirements and preferences, and use that understanding to screen and vet candidates to
produce a quality short list of relevant candidates.
“A PSL is a good idea but it can also be limiting.”
“A personal relationship – knowing and trusting the individual
“ A PSL doesn’t allow more than one recruitment firm and one size does not fit all.”
important determinant in choosing a recruitment provider...”
recruiter who will be doing the work – was the single most
“Not necessarily effective at delivering best quality candidates if the price is too low.”
“They have a tendency to become complacent and focus on the individual within the company with
whom they have a relationship, rather than understanding the recruiting manager's requirements.”
“While the majority of faith is placed in the PSL, it is always good to have the flexibility to use non-PSL
suppliers, if necessary.”
“Working with a PSL of proven competency ultimately reduces costs and enhances speed of delivery.”
23
27. Selection of Recruitment Service Provider
We were interested to understand how hiring managers (who are not constrained by a PSL) find a
recruitment provider to help them. Personal recommendations are very important, as might be
expected in any service industry. A personal relationship – knowing and trusting the individual recruiter
who will be doing the work – was the single most important determinant in choosing a recruitment
provider, outranking the track record of the firm, pricing, speed of service and other important
attributes, whether the respondent was asked to indicate any factors that had importance, or only the
one most important factor. Lacking an existing personal relationship with a recruiter, most respondents
would seek to gather the next best thing: the assurance from a trusted friend or colleague who did
have a positive relationship with a recruiter that the particular recruiter would do good work.
How to find a recruitment provider
Do a web search via Google or another search engine 14%
Ask a friend or colleague for a recommendation 52%
Search otherwise online (e.g. LinkedIn) 15%
Trade or professional body (e.g. REC, CIPD) 13%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Deeper into the process of engaging a recruiter, the importance of relationship emerges again, with an
interview of the recruiter and references from his or her clients emerging as more important than work
product (sample CVs), pitches or in-market testing (putting multiple recruiters to work on the same role).
How to qualify a recruitment provider
Ask for some example CVs 9%
Interview several suppliers and choose the one who is most
knowledgeable and seems likely to be the most effective
31%
Ask multiple firms to pitch for the work 14%
in a formal presentation
Take references 31%
Put multiple agencies to work on the role
12%
and see who delivers
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
“Deeper into the process of
engaging a recruiter, the
importance of relationship
emerges again...”
24
28. Social Media
Following the entry of job boards in the 1990s, the landscape of online job board with strong social features, were the next most popular sites,
tools to support executive recruitment underwent a major with 36% of respondents indicating they use each of these sites.
transformation again a decade later, with the emergence of social and However, among senior managers and executives, Facebook remains
professional networking sites that not only contained candidate much more a social tool for family and friends, and is seen far less as
profiles and enabled transactions (like applying for a job), but also a professional networking medium. Only 12% report using Facebook
modelled and supported the relationships between people. Early sites in their professional lives. All social networking sites, even the most
with a more purely social slant – like SixDegrees.com in 1997; Friends career oriented, showed a drop-off between any usage and
Reunited, which debuted in 2000; and Friendster in 2002 – were professional usage, but the largest drop-off rate is with Facebook,
followed by LinkedIn in 2002 and Facebook in 2004, which became indicating that fewer users see a professional application for its
the largest social networking site in the world. LinkedIn remains the capabilities and features. Doubts remain in many respondents’ minds
dominant professional networking site globally, an indispensable tool about whether all the social platforms are effective for professional
for managers and executives seeking their next role, and, increasingly, networking. As one respondent commented, “I am still not convinced
for the employers who hire them. that social media is a good environment for important professional
business, especially where subject matter expertise is relevant. The
By 2012 LinkedIn has become virtually ubiquitous among European problem is that once topics are opened up for discussion, it is difficult
senior managers’ and executives’ tools for professional networking, to eliminate noise.”
with 90% of respondents using LinkedIn. Facebook and Experteer, a
Which of the following social networking sites do you use?
100%
90% key
Percentage of Respondents Using
80% 2012
60%
40% 36% 36%
24%
20%
20% 16%
0% LinkedIn Facebook Xing Twitter Viadeo Experteer
Which of the following social networking sites do you use IN YOUR PROFESSIONAL LIFE?
100%
87% key
Percentage of Respondents Using
80% 2012
60%
40%
26%
20% 16% 18%
12%
7%
0% LinkedIn Facebook Xing Twitter Viadeo Experteer
25