MU provides executive search and leadership advisory services using science-based methodologies. They have over 55 years of experience serving over 3000 clients annually. Their leadership assessments analyze the context, use validated tools and methods, and provide reliable advice on leadership decisions with over 90% accuracy. They ensure the right leaders are in place to execute clients' strategies and deliver sustainable results through effective leadership.
Rilwood Associates is an international executive recruitment company with its head office in Leeds, West Yorkshire. We are part of a privately owned group with a multimillion turnover, one of the largest independent recruitment businesses in the country. We know the secret of our success lies in the continued development of our people.
Rilwood was established in 2003 by two successful and experienced recruitment managers, Ben Riley and Wayne Underwood. They envisaged a professional recruitment consultancy which was focused on its employees and committed to providing a truly consultative service.
The realisation of this vision saw Rilwood expand into larger offices in 2004, and continue to grow quickly over the following two years. New divisions were set up, including a very successful FMCG division and a training service.
At the end of 2006 the business moved to the current purpose built office, with capacity for 100 people. Today, in addition to Leeds, we also have offices in London and Halifax. We operate across defined markets with specialist teams recruiting in Healthcare, Engineering, Construction & Building Products, and FMCG. We have built an enviable reputation for delivering results in each of these markets.
Through our total dedication to client satisfaction, we have successfully placed over 4,500 candidates since 2003.
Whilst proud of past achievements, we remain ambitious to improve and grow further, and cement our position as the market leader in our field. By offering a fantastic level of service and providing a great environment for the people who work for us, we aim to continue to be the recruitment partner of choice.
Rilwood Associates is an international executive recruitment company with its head office in Leeds, West Yorkshire. We are part of a privately owned group with a multimillion turnover, one of the largest independent recruitment businesses in the country. We know the secret of our success lies in the continued development of our people.
Rilwood was established in 2003 by two successful and experienced recruitment managers, Ben Riley and Wayne Underwood. They envisaged a professional recruitment consultancy which was focused on its employees and committed to providing a truly consultative service.
The realisation of this vision saw Rilwood expand into larger offices in 2004, and continue to grow quickly over the following two years. New divisions were set up, including a very successful FMCG division and a training service.
At the end of 2006 the business moved to the current purpose built office, with capacity for 100 people. Today, in addition to Leeds, we also have offices in London and Halifax. We operate across defined markets with specialist teams recruiting in Healthcare, Engineering, Construction & Building Products, and FMCG. We have built an enviable reputation for delivering results in each of these markets.
Through our total dedication to client satisfaction, we have successfully placed over 4,500 candidates since 2003.
Whilst proud of past achievements, we remain ambitious to improve and grow further, and cement our position as the market leader in our field. By offering a fantastic level of service and providing a great environment for the people who work for us, we aim to continue to be the recruitment partner of choice.
Rilwood Associates is an international executive recruitment company with its head office in Leeds, West Yorkshire. We are part of a privately owned group with a multimillion turnover, one of the largest independent recruitment businesses in the country. We know the secret of our success lies in the continued development of our people.
Rilwood was established in 2003 by two successful and experienced recruitment managers, Ben Riley and Wayne Underwood. They envisaged a professional recruitment consultancy which was focused on its employees and committed to providing a truly consultative service.
The realisation of this vision saw Rilwood expand into larger offices in 2004, and continue to grow quickly over the following two years. New divisions were set up, including a very successful FMCG division and a training service.
At the end of 2006 the business moved to the current purpose built office, with capacity for 100 people. Today, in addition to Leeds, we also have offices in London and Halifax. We operate across defined markets with specialist teams recruiting in Healthcare, Engineering, Construction & Building Products, and FMCG. We have built an enviable reputation for delivering results in each of these markets.
Through our total dedication to client satisfaction, we have successfully placed over 4,500 candidates since 2003.
Whilst proud of past achievements, we remain ambitious to improve and grow further, and cement our position as the market leader in our field. By offering a fantastic level of service and providing a great environment for the people who work for us, we aim to continue to be the recruitment partner of choice.
Rilwood Associates is an international executive recruitment company with its head office in Leeds, West Yorkshire. We are part of a privately owned group with a multimillion turnover, one of the largest independent recruitment businesses in the country. We know the secret of our success lies in the continued development of our people.
Rilwood was established in 2003 by two successful and experienced recruitment managers, Ben Riley and Wayne Underwood. They envisaged a professional recruitment consultancy which was focused on its employees and committed to providing a truly consultative service.
The realisation of this vision saw Rilwood expand into larger offices in 2004, and continue to grow quickly over the following two years. New divisions were set up, including a very successful FMCG division and a training service.
At the end of 2006 the business moved to the current purpose built office, with capacity for 100 people. Today, in addition to Leeds, we also have offices in London and Halifax. We operate across defined markets with specialist teams recruiting in Healthcare, Engineering, Construction & Building Products, and FMCG. We have built an enviable reputation for delivering results in each of these markets.
Through our total dedication to client satisfaction, we have successfully placed over 4,500 candidates since 2003.
Whilst proud of past achievements, we remain ambitious to improve and grow further, and cement our position as the market leader in our field. By offering a fantastic level of service and providing a great environment for the people who work for us, we aim to continue to be the recruitment partner of choice.
Whether you are looking for staff in the biotechnology, primary pharmaceutical, secondary pharmaceutical or fine chemicals sectors, we can supply the best talent globally.
Pazel Conroy consulting is a top management consulting firm based in East Africa. Our core business areas include: project Management, Monitoring and Evaluation (Result Based Management), Public sector management, and Local government and decentralization.
Whether you are looking for staff in the biotechnology, primary pharmaceutical, secondary pharmaceutical or fine chemicals sectors, we can supply the best talent globally.
Pazel Conroy consulting is a top management consulting firm based in East Africa. Our core business areas include: project Management, Monitoring and Evaluation (Result Based Management), Public sector management, and Local government and decentralization.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
2. How can we make sure we have the right people in place to
deliver the best possible results?
2
Wewerefoundedmorethan50yearsagotoanswerasimplebutimportantquestionthatleadersface:
Today,MUisaleadingglobalExecutiveSearchandLeadershipAdvisoryfirm.
3. 3
WhyMUistherightpartnerforLife Science&Healthcare
• Independent foundation-owned firm, founded in Sweden.
• >55 years ofdelivering results.
• Weguarantee to deliver.
• More than 3000 SME, corporate and public clients
served annually.
Wework extensively with major national and international
LifeScience &Healthcare firms. MU has in-depth knowledge
about thelatest developments, strategies and leadership needs
in theseorganisations and theopportunities and challenges in
thesector.
This knowledge informs our Leadership Assessments in which
we assess selected candidates’ track-record, potential and
cultural fit.
This putsMU in astrong position to further support you to grow
sustainably and create innovative and outperforming
workplaces.
As I would expect from a professional
consulting organisation their tools, IP and
thought leadership are all excellent, what
really marks them out is there ability to
apply these capabilities in a practical
and effective way.
– International Client
4. 4
OurTeam
MU is oneintegratedglobal organisation, sharingknowledgeand expertise in
internationalsectorpractices,working in client-centric teamsinmorethan60
countries.Our teamof TrustedExpertswill be fullycommittedto improving
yourresultsthrough effectiveleadership.Theyknow howtodefine the
capabilitiesneeded tosucceed inFutureLife’sspecificcontext.
• Focussedon your needs.
• Certified consultants with deepexpertise in your industry sector.
• Highest standards ofconduct and integrity.
The account team, including local delivery consultants selectedbased on their
track-record and local market knowledge, will be lead by our LifeScience&
HealthcareSectorLead.This will leverage our knowledge ofyour value chain
and that ofother organisations in your sector.
InvolvesthetotalexperienceofaglobalMU
5. Our global footprint
Wherever in the world you need us, MU stands strong
5
We have offices/associates in…
We have served our clients in…
6. Why choose us?
6
Proven Track record
An Independent foundation owned
firm with >50 years of delivering
results, worldwide.
Trusted Experts
Our team of Trusted Leadership
Experts will be fully committed to
improving your results.
Science-Based
We use knowledge and evidence-
based methods and proprietary
MU tools.
Precisely Tailored
Your unique circumstance and
requirement is our point
of departure.
International
An international team of certified
consultants coordinated by a
dedicated Global Account Manager.
.
Quality Assured
Factful and systematic work
practices with the highest standards
of conduct and integrity.
Why is MU different?
8. 8
“A Heidrick and Struggles study of20,000 senior executive
placements revealed a40% failure rate within 18 months
post-hire. In asimilar study of20,000 executivehires,
conductedin 2015, thefailure rate was 46%. Similarly, the
Corporate Leadership Council reported afailure rate for
new executive hires ofnearly 50% in 2017, Harvard
Business Review estimated thefailure rate tobe between
40 and 60% in 2016 . “
– Consistently, research indicates that theodds ofa
successful executive hire approximates a coin flip,
regardless of whether the new hire is promoted
internally or hired externally.
Leadership Decisions are difficult
and often go wrong
9. Why MU’s approach is different
9
Science-BasedMethodologies
Reliable
Leadership
Advice™
MU Leader Selection Science® istheMercuri Urval way ofworking toreassure
our experts provide Reliable Leadership Advice. The goal issustainable
leadership success, organisational outperformance and inclusive workplaces:
• Science-Based Methodologies:We useknowledge and evidence-based
methodsand unique proprietary tools.
• Precisely Tailored Services:Unique client circumstance and requirement is
point ofdeparture.
• QualityAssuredand EthicalExecution:Factfuland systematic working
practices.
This is MULeader SelectionScience® – and Mercuri Urval isits home.
Assured
>90%
ReliableLeadership Advice™
10. Quality-Assured Delivery
Developmentquality
Continuing to be a pioneer in
predictive assessment and
development quality, we are the
first international company to be
certified in the new ISO 10667-2
standard for assessment
services.
Process quality
The ISO 10667 is a globally
recognised standard including
both assessment process quality
and the quality of our
assessment methods and tools.
Security
Moreover, the ISO 10667 governs and
ensures data security and personal data
integrity as well as respect for diversity
and multi-culturalism in all aspects
relating to assessments.
Clientand CandidateSatisfaction
Mercuri Urval has since 2013 measured
client and candidate satisfaction in
connection to our services. Surveys are
sent on a monthly basis to clients after an
assignment is invoiced*, and to
candidates that have been through our in-
depth interviews in connection to an
Executive Search assignment**.
* Exception of some Preferred Supplier Agreement clients that has separate measurement methods
** Exception of candidates that are involved in client own measurement methods, or specific assignments decided not suitable for this form of
measurement.
¨ Based on +300 client responses and +2500 candidate responses, from >15 countries during 2020-2021. 10
Of our clients state our service
effectively solved their problem
89%
State the collaboration with
MU will have a notable
effect on their success
83%
Experience we exceeded their
expectations in terms of providing
valuable advice
77%
ISO 10667-2certification
11. The MU Search Strategy counters the industry standard reliance on existing networks and databases only, what we call ‘rolodex thinking’. We widen the
search as much as possible to increase the size and quality of the talent pool and reduce the risk of rolodex thinking.
Search Strategy
We don’t knowwhere our search for the right candidate will end, but we do knowwhere it will start
Client
position
Network
Target
Sectors
Target
Companies
Target
Positions
To be
defined…
11
12. MU Leadership Assessment:
Improve business results through effective leadership
12
Outperform over time by having the best leaders in your organisation:
Secure successful leader potential in your organisation long term
Secure the short term and sustainable result you need:
Selects leaders that perform from day one and follow through
Use the most accurate and predictive methodology available:
Scientifically underpinned, non-biased, benchmarked and certified advice
13. MU Leadership Assessment
• Context specific analysis and recommendations. We secure that we understand your leadership needs
thoroughly. Our proven expertise and methodology in translating strategy to capabilities has helped 1000’s of
different clients globally to outperform.
• Unique and scientifically underpinned methods and tools, covering all needed aspects of the
assessment. Everything we do is scientifically underpinned and backed by data. We have a research-tradition
since more than 50 years including more than 1 million assessments performed.
• Documented and externally validated standard. We meet the highest standards of ethics and data
security. Our delivery is audited continuously internally and externally. Our quality is certified to the ISO 10667-
2 standard. We offer exceptional quality and consistency.
• Reliable advice on what decision to take regarding leadership. We will always give you a firm advice on
how to go forward. Follow-up data show that we get it right in over 90% of the cases. That is industry leading.
• Accurate and sustainable results, securing highest ethical standards. Through its scientific foundation,
and development based on our experience from client work, the Leadership Assessment solution ensures
accuracy, fairness for all parties and reduces bias. The solution guarantees equity of all parties, fairness and is
non-discriminatory.
For a more detailed description of the MU Leadership Assessment, please refer to Appendix 1. 13
More than 90%
of leaders meet or
exceed expectations
Reliable
Leadership
Advice
Worldwide
How we will assess the selected candidates
14. Our Approach to Account Management
Trusted partner, high quality, continuousimprovement
Our approach to account management is designed to:
• Become a trusted partner that understands your culture, strategies and
needs
• Respond to your ever developing needs in an agile way
• Involve MU Experts when needed
• Collaborate with the relevant stakeholders, both internationally and
locally
• Allow for anticipation, innovation and integrated support
• Provide a globally consistent, quality assured way of working
• Continuously improve our services during the duration of the contract
by repeated monitoring and evaluation
19/08/2022
Executive Search for FutureLife 14
15. Steen Gravers
Partner & Director, GlobalSector Lead, Life Science
• Started at Mercuri Urval in 1998
and has been working with
private enterprise business and
leaders, nationally and
internationally, as an executive
consultant, KAM/Project
Manager and trusted advisor
ever since.
• Has a broad portfolio of
national and international
clients and is responsible for
the business area “Life Science
& Healthcare”.
• Leads Mercuri Urval business
and client projects as well as
consultant and skills
development within the life
sciences & healthcare sector
globally.
• A central part of the sector lead
function is to ensure that the
consultants are always dressed
to match the Life Science
market's everchanging
conditions and to be
knowledgeable sparring
partners for our clients.
• Originally trained as an officer
in the Navy, supplemented by
higher officer training 1 and 2,
staff training, general staff
course, shipmaster education
business consultancy and
coaching.
• Today he still is part time active
in the Navy Reserve, with the
rank of Captain(N) and as
Commander Navy Reserve
Forces, being part of the Navy
Executive Leadership Team.
15
Consulting expertise
ProficientwithinLeadershipAcquisitionandAdvisory,providingExecutiveSearch,ProfessionalRecruitment,TalentDevelopment,LeadershipDevelopment,
BusinessCoachingandExecutiveOutplacement
Copenhagen, Denmark
steen.gravers@mercuriurval.com
+45 4055 2660
+45 3945 6500
18. 18
Leaders that execute your strategy
OurLeadershipAssessmentensuresyoursuccess,nowandinthefuture
Organisations exist to create results and leaders impact
organisations most. We help you to select, evaluate and
develop your most valuable asset – your leaders.
Your strategy and your required leadership are
paramount. We work alongside you to assure you have
the right leadership in place to succeed.
Outperform through more effective leadership
19. Mercuri Urval Leadership Assessment:
Improve business results through effective leadership
19
Outperform over time by having the best leaders in your organisation:
Secure successful leader potential in your organisation long term
Secure the short term and sustainable result you need:
Selects leaders that perform from day one and follow through
Use the most accurate and predictive methodology available:
Scientifically underpinned, non-biased, benchmarked and certified advice
20. Mercuri Urval Leadership Assessment
• Context specific analysis and recommendations. We secure that we understand your leadership needs
thoroughly. Our proven expertise and methodology in translating strategy to capabilities has helped 1000’s of
different clients globally to outperform.
• Unique and scientifically underpinned methods and tools, covering all needed aspects of the
assessment. Everything we do is scientifically underpinned and backed by data. We have a research-tradition
since more than 50 years including more than 1 million assessments performed.
• Documented and externally validated standard. We meet the highest standards of ethics and data
security. Our delivery is audited continuously internally and externally. Our quality is certified to the ISO 10667-
2 standard. We offer exceptional quality and consistency.
• Reliable advice on what decision to take regarding leadership. We will always give you a firm advice on
how to go forward. Follow-up data show that we get it right in over 90% of the cases. That is industry leading.
• Accurate and sustainability results, securing highest ethical standards. Through its scientific
foundation, and development based on our experience from client work, the Leadership Assessment solution
ensures accuracy, fairness for all parties and reduces bias. The solution guarantees equity of all parties,
fairness and is non-discriminatory.
20
More than 90%
of leaders meet or
exceed expectations
Reliable
Leadership
Advice
Worldwide
21. 21
Success profile fit to your context
Data driven benchmarking
Underpinnedandreliable advice
Consistent andvalidated
22. How does the delivery process look like?
22
Analysis
and Approval
Research and meetings to
collect facts
Analysis
• Desk research
• Stakeholder meetings
• Organisation and position context
• Result needs
• Specific conditions
• Position size
• Success criteria
• Key tasks
• Required capabilities
Approval meeting
• Time plan
• Communication plan
• Personal meeting for walk-through of
• Assignment Brief and Background and
• purpose of the assessment
• Summary of context
and function
• Success Profile
Leadership
Assessment
Preparation of participant
• Personal contact for information
• Preparation material
• Q&A
Assessment of
shorter-term achievement
• Career Overview
• Career Progression Benchmark
• Track record interview
and evaluation
• Evaluation of motivation
Assessment of longer-term success
and potential
• Mercuri Urval personality inventories
and tests
• Behavioural interview
• Evaluation of abilities and personal
characteristics
Reference interviews
• Verify facts
• Verify accomplishments
• Verify behaviours
Reporting
Report back meeting and
Recommendation Report
• Prediction of:
• Shorter-term achievement
• Longer-term achievement
• Organisational contribution
• Potential
• Onboarding advice
• Advice on release of potential
Follow-Up
Process follow-up
• Induction process and result
• Delivery process and service level
perception
Outcome follow-up
• Achievement
• Organisational contribution
• Potential
23. Position evaluation using the Mercuri Urval
Position Benchmark methodology
23
The Position Benchmark
describes the size of the position
held as benchmarked with other
positions according to a fact-
based system
✓ It removes client and
consultant subjectivity
in evaluating the size of roles
and nature of career
progression
✓ It disregards individual’s
self descriptions of roles or
organisations’ different use of
role titles
✓ It levels roles consistently
across different organisation
sizes and complexities to
account for inter-company
differences
The MU PB is underpinned and
based on the Mercer IPE-system
and is the result of a development
by Mercuri Urval supported by
Mercer
The MU PB is designed specifically
for our clients and is unique to
Mercuri Urval
The Position Benchmark is
indicated by a code A0-H13 on an
ascending scale. This covers the
scope from junior specialist
positions (A0) to CEO-positions in
a large corporation (H13).
When determining the code, the
MU PB takes into the
consideration
• the type, the size and the
complexity of the
organisation
• the scope of the
organisation (is it a Group or
is it a subsidiary/unit)
• the contribution and impact
of a position to the
organisation
24. Executive Summary
The headlines
Why MU?
✓ A consistent worldwide approach to recruitment services with a global reach and delivery by local consultants with local labour market knowledge
✓ Used to building dedicated account teams of experts with an extensive track record in your sector and a deep sector knowledge
✓ Dedicated, international Life Science & Healthcare sector, consisting of both ex-industry and recruitment professionals
✓ A market leading, organically grown, global business, founded in Sweden more than 55 years ago
About our approach
✓ MU Executive Search: we find people and assess their track-record, cultural fit and potential to predict their future success
✓ Science-based and tailored methodology with unmatched quality standards, externally audited – certified to the highest industry standards
✓ Strong account team combining global overview and control with local account management and delivery
✓ Fully scalable and continuously evaluated and improved recruitment process tailored to your needs and wishes
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