ExecuNet Executive Job Market Intelligence Report 2011

8/6/2019 ExecuNet Executive Job Market Intelligence Report 2011

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2011 ExecutiveJob MarketIntelligenceReport

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2011 EXECUTIVE JOB MARKET INTELLIGENCE REPORT

Companies across the U.S. economy

and in every industry learnedsome tough lessons during the greatrecession. But as they entered 2011,many had also learned how to maximizeproductivity, mitigate risk and stretchmanagement capability and creativity asnever before.

Buoyed by slow but continuing economicrecovery, more employers are startingto focus on growth and beginningto ll gaps in executive performance

by selectively recruiting for newmanagement positions, trading up withnew hires for existing leadership rolesand working to retain high performers atevery level.

Yet, while they are increasinglytaking steps to capitalize on futuregrowth potential and the yield of highproductivity from business streamlining,companies are also clinging to what theylearned from the recession and keeping

one eye rearward should recent historyloom to repeat itself.

Having banked cash reserves as a scalprecaution, companies continue todemonstrate restraint when it comes tomaking fresh investments. While cashwas king during the darkest days of theglobal nancial crisis, the corporate focustoday is clearly on growing revenue,maintaining expanded productivity,

innovating and maximizing the nancial

contribution of smaller operating teams.

This focus on revenue is revealed in broadcorporate demand for sales, businessdevelopment and sales enablementleaders across the U.S. economy, andespecially in dynamic industry segmentsfrom healthcare and biotech to hightechnology, energy and utilities and theemerging green tech and environmentalservices markets. Equally positive, severalsectors hit hardest by the recession from

consumer products to nancial servicesand manufacturing are rebuilding theirmanagement infrastructure to supportbusiness objectives.

Unlike previous economic recovery cycles,employers have assumed the potentialdouble jeopardy of balancing growthplans with conservative investment. Thesustainability of this approach will playout through 2011, as many employersreach a pivotal break point with key

executive leaders who have pushedthemselves and their teams to their ownperformance thresholds for more thantwo years running.

Resilient North American employersare also proving themselves morecircumspect when it comes to investingin new markets, expanding their realestate and capital equipment holdings,and growing their workforce andmanagement resources.

Throughout the economic downturn,the strong have survived, some haveprospered; most have worked to retaintheir cash positions. Protability hasbeen driven by cost reduction andstreamlining. Now, more employers aresensing opportunities and starting totake advantage of them, and many arebeginning to capitalize on improved

business condence by picking off toptalent from competitors. This is especiallytrue, for example, in the high technologyspace, where some companies areexpanding rapidly.

Overall, business growth is poised tocontinue through 2011. Executive recruitersexpect double-digit growth in demand formanagement talent this year, comparedto the double-digit drop nearly all of themexperienced during the global economic

crisis. This is evidenced in executive searchrms own hiring plans, as many, justlike their corporate clients, say theyrepoised to rebuild their executive researchand consulting teams to keep pace withescalating demand for top talent.

But todays increasing demand formanagement talent comes with atwist. Employers want more value fromthe recruitment process, especially astechnology puts more of the process intheir hands and they seek to cultivate themost impressive candidates from socialmedia and business networks.

Looking ahead, the good news is that wide-scale business retrenchment has slowedand more companies are poised to investwith caution in the right markets and withthe most capable, battle-tested executivemanagement leaders at the helm.n

Market OverviewMANAGING WITH ONE EYE ON GROWTH, ONE FOCUSED ON THE REAR VIEW MIRROR

Quality olks in shortsupply as demand growsrapidly.

Want a strong globalbusiness ocus. Need toknow how to use metricsto demonstrate businessresults.
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Executive business leaders welcomed2011 hoping for a continuation of

the economic recovery that began toaccelerate last fall (at least in executivehiring activity terms) and banking onoptimism from knowing they wereanother full year separated from themajor downturn. Never before in the19 years that ExecuNet has chronicledthe ups and downs of the executiveemployment market have the criticalmeasures of business performance

and executive excellence so perfectlyintersected. Both now rely and hinge onorganizational and individual agility andan equal focus on the road ahead as wellas the abundant lessons of the difcultroad already traveled.

This reality is crystal clear in thevision of executive recruiters whose

condence in the growth of the executiveemployment market has been reinforcedin recent months not only by broadeconomic indicators but also by theirown experiences in the trenches withboth corporate clients and executivecandidates.

The savviest of executive job seekers,be they currently employed or alreadyin transition, know that performanceexpectations remain very high, and the

time to demonstrate results remainspainfully short.

These conditions invariably raise the baron and the competition for the mostsought after management roles. They alsomake the consequences of an ineffectivetransition plan especially consequentialin their search for whats next.

Executive recruiters market access andindustry insights continually prove abellwether of the broader corporatehiring outlook. Their collective viewsare encouraging and should signal torestless and career-proactive executivesthat a sense of equilibrium is returning,and with it, more promising careeropportunities.n

Will You Be Ready WhenOpportunity Knocks?

ExecuNets Recruiter Confdence Index 2003-2011

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Q2 .0 3 Q 4. 03 Q2.04 Q4.04 Q2.05 Q4.05 Q2.06 Q4.06 Q2.07 Q4.07 Q2.08 Q4.08 Q2. 09 Q4 .09 Q1.10

Jan. Feb. Mar.

2010-2011 Monthly Confidence Levels

BY QUARTERApr. May

HURRICANE KATRINA

DJIA = 14,000

U.S. PRESIDENTIAL ELECTION

FINANCIAL MARKET MELTDOWN

U.S. MIDTERM ELECTIONS

U.S. UNEMPLOYMENT = 6.1%

June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar.

DJIA = 8,600

DJIA = 9,686.48

Q2.10 Q3.10 Q4.10 Q1.11

GULF OIL SPILL

U.S. MIDTERM ELECTIONS

DJIA = 12,391.25

Great sales people aredifcult to move.


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Signicant pockets of opportunity exist

for battle-tested executives based ontheir industry and functional experience,as the following charts illustrate. Yetwhile these will streamline the careerdecisions of many top business managers,they will also force strategic introspectionin the minds of others considering therisks and opportunities presented by apotential cross-over to a new industry,role and/or relocation.

Depending on your current position and

visibility within your current employerorganization, among its competitors andpartners and broader industry space,and/or amid your own unique businessnetwork and among key executiverecruiters, opportunities for careerdevelopment may be highly transparentor especially difcult to see beyond theday-to-day demands you face.

What the broader economy has alreadytelegraphed is only reinforced by the

market views of executive recruiters,corporate stafng and talent acquisitionleaders. That is, the number and natureof highly attractive senior-managementroles is steadily escalating slowly, butundeniably, for the past several months and this portends the kind of opportunitymany have been waiting for.

Were seeing a resurgence in the hightechnology markets that continues todrive executive hiring on the West Coast,and the South remains an attractivealternative for companies that want totap into a lower cost of doing business,says Mark Anderson, ExecuNets Presidentand Chief Economist. The Mid-Atlanticregion has the benet of a resilientpharmaceutical and biotech hub, andthe New York tri-state area has beenwatching the rebuild of nancial servicesinstitutions with great interest.

Overall, the North American executiveemployment market has been improvingslowly but steadily over the past severalmonths, according to ExecuNet research.2011 portends more good news forbusiness leaders wanting either to call

upon more resources to get their job donor to seek opportunity elsewhere, as wellas for the unemployed executive waitingfor business growth to serve as thecatalyst for their next job offer. n

Business GrowthNOT A ONE-ACT PLAY

High-Growth Industries,

predicted by executive search consultants2011

1. Healthcare

2. High Technology

3. Clean/Green Technology

4. Life Sciences (Pharma/Medical/Biotech)

5. Manufacturing

6. Financial Services/Banking/Insurance

7. Energy/Utilities

8. Business Services

9. Internet/Online Services

10. Consumer Products

Top Growth Regions or Executive HiringBY REGION ACCORDING TO EXECUTIVE SEARCH FIRMS

THE SOUTH (SOUTHEAST ANDSOUTHWEST, INCLUDING TEXAS)

AND WEST COAST (TIE)

NORTHEAST/NEW ENGLAND

INTERNATIONAL -OUTSIDE U.S. ANDCANADA

MID ATLANTIC

MIDWEST

METRO NYC (INCLUDING NY/CT/NJ)

1

1

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What can you really deliver on? This isthe most important question that

frames the inescapable challenge facedby companies as well as leaders in-roleand in transition. Thats because nocompany can afford a fools errand. Noexecutive can afford the reputationalrisk that springs from poor businessdecisions. No executive employmentseeker can get ahead and most effectivelymessage their potential without havinga solid, compelling and convincing story

with which to reply.Whats clear is that, for 2011, companiesare shifting from defense to offense andplacing a premium on proven executiveswho can help them grow and exploitmarket opportunities ahead of thecompetition. As they do, its not surprisingto see executive search consultantsforecasting the highest demand forbusiness leaders who can help expandthe corporate top line while boosting the

bottom line.

The executive talent market for thebalance of 2011 will be characterizedby continued selective and strategicexecutive hiring to ll newly createdpositions and to improve theirmanagement bench strength by makingnew hires to upgrade the skill sets forexisting leadership roles.

While many companies remain risk-averse, there is some risk of waitingtoo long to recognize a shiftingmanagement talent market and/orfailing to identify critical retention risksbefore such top performers head forgreener pastures.

Its important to note that Marketingranks in the top ve highest growthfunctions after several years of lag. Thats

a historic indicator of business growthand re-investment, a function thatexecutive recruiters expect to see moredemand for in the months ahead.

Todays business growth story is centeredon building high-performing teamsin what remains an improved yet stillpressure-sensitive economic environmentand nding leaders who can execute.Five years ago, building and leadinghigh-performing teams didnt even rankamong the top three most sought-aftermanagement skill sets, says Anderson.Now, thats the top talent-relateddemand dynamic among employers andthe second highest targeting concern forexecutive recruiters.

The implications, Anderson explains,are that companies pay recruiters forround pegs tting specic qualications,and, therefore, industry and functionalexperience are more highly demandedby recruiters who have to t their clientsspecications. If you are changingindustries or functions and want tobe a change agent, the clear messageis go direct to hiring companies anddemonstrate your ability to build, mold,and motivate strong high-performingteams, Anderson adds. n

Matching Key Business Goals withExecutive Talent

Mission-Critical CorporateObjectives or 2011

1. Attracting new customers/increasing market share

2. Expanding existing products and services

3. Launching new products and services

4. Focusing on our current core competencies, products and services

5. Investing in innovation to develop new competencies, products or services forthe future ANDInvesting in/fostering innovation (tie)

Most Sought-Ater and Hardestto Find Executive Characteristics,

according to executive search consultants

Most Sought After by Employers Hardest to Find for Recruiters

1. Ability to build and lead high 1. Industry-specic experienceperformance teams

2. Industry-specic experience 2. Ability to build and lead highperformance teams

3. Leadership skills 3. Strategy and execution leadership

4. Strategy and execution leadership 4. Leadership skills

5. Change agent 5. Functional/technical expertise


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In-role and in-transition executivesalike will reap the most meaningfulreturn on their career managementactivities if they put networking at thehub of their efforts.

Thats because, at the executivemanagement level, networking means farmore than jumping online and scouringpublicly advertised job postings. After

all, employers say networking is theprimary means through which theirhiring managers recruit new leadershiptalent. Companies report that 92 percentof their jobs with salaries at or above$200,000 per year are not posted publiclyonline. This trend continues to increaseas companies become overwhelmed byresponse to advertised positions becausewhat is published on their websites isre-published by an increasing number ofjob ad aggregators.

It is for these reasons, among others,that companies have long valued therole of external management recruiterswho bring their own networks, and thediscretion required to cultivate themfor superior talent, to bear againstcritical corporate talent needs. The roleof the executive search consultant astrusted advisor is not going away, butit is changing as corporate recruitmentneeds change.

It is important to note that companiesare increasingly leveraging social andestablished business and associationnetworks to connect with topmanagement talent. Whether todirectly hire individuals whose prolesare with increasing frequency foundonline or merely to initiate professionalcontact in the hopes of scouting their

interest in the company or futurepotential opportunities, corporate talentacquisition leaders are adopting some ofthe basic talent hunting skills of effective

third-party recruiting because of howtechnology has leveled the candidatesourcing playing eld. Third-partyrecruiters no longer own the exclusiveaccess to candidates; however, theirability to assess the right t and convincethe best candidates to make a careerchange is their competitive advantage.

Of course, since nding compellingcandidates is only the rst step inthe recruiting process, the quality ofintroductions and referrals affected throughnetworking face-to-face or face-to-screen carries the advantage of expedientcandidate screening and evaluation, thecritical next step before trying to close anymanagement search with the extension ofan employment offer.

At the executive level, the old sawremains true, says ExecuNet CEO and

Founder Dave Opton. Its all about whoyou know, who knows you and what youknow about business, leadership andyourself. The knowledge you possess,Opton adds, is comprised of technicalexpertise and increasingly, a function ofthe meaningful business connections youmaintain and learn from.

Being visible and active in the rightnetworks, therefore, is the door-opener toso many compelling business and careeropportunities, Opton concludes. n

Expanding Network Remains the CriticalOpportunity Opener or Companies,

Executives Alike Where Recruiters Find Executive Candidates

46%NETWORKING

2%ADVERTISING

23%THE FIRMS DATABASE

11%RESEARCH

8%ONLINE JOB POSTINGS

10%SEARCHING RSUM

DATABASES

Top Methods Search FirmsUse to Evaluate Candidates

(in last 12 months)

1. Phone screen2. Face-to-face interview

3. Online research

4. Personality tests/assessment tools

5. References/Other
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After two years of signicant cutbackson executive compensation, more

companies are loosening their paypractices to align with their recruitersneed to attract proven leaders with arealistic job offer.

There are few bargains with respect tocompensation. Companies and executivesare learning from individual executives thatthe risks involved in management transitionand the inherent risks of a still volatile real

estate market (in the case of a relocation)simply arent worth it if the compositionof a pay package isnt fair, reasonable andmindful of an improving economy.

Consider that 67 percent of executiverecruiters believe companies lose top-notch executive candidates because theircompensation practices are too inexible.

Executive job-changers expectationsremain modest, when one considers

their views about what it would take toentice them into a career move in 2011.In past years, particularly during high-growth spurts in the economy, executiveshave sought and been granted compensation premiums of 20 to 30percent in the recruiting process.

North American employers will invariablywin some and lose some when it comesto their attempts to consummateemployment overtures to superiorcandidates, who, increasingly, recruitersreport, have more than one employmentoffer to consider. In fact, 51 percent ofexecutive search consultants report thecandidates theyve been engaged torecruit are indeed contemplating morethan one solid job offer.

Compensation restraints will ease in2011 as the market heats up, but it will

be a slow and far more methodical andscrutinized process given the broaderorganizational pressures, increasingregulatory oversight and the move towardmore pay-for-performance accountabilityin executive pay and contracts.

With increased demand, thecompensation outlook is positive forexecutives, but certainly not as robust asit was before the recession hit. Its alsoimportant to keep things in perspective

and not over-price oneself out of thecorporate demand for ones unique skillsand experience.

While base salary remains the mostcritical yardstick for executives to considerwhen it comes to assessing a job offer,performance benets be they measuredin the short-term in bonus terms or overthe long haul by increases in stock valueand prot share potential and healthcareconsiderations remain critical variables. n

Compensation Pressures Ease asCompetition or Talent Escalates

Employed Executives Expect ModerateIncrease in Compensation

2009 to 2010Experience

2011 Job ChangeExpectations

Employed Executives Overall 4% 7%

President/CEO/COO/Partner/Chairman -8% 10%

CXO (Other C-level)/Senior orExecutive Vice President

-4% 6%

Vice President -3% 3%

Director -2% 8%

Male -4% 6%

Female -5% 7%

Most Important Elements o Compensation Packages(Other than Base Salary) Ranked by:

Executives Search Firms

Annual performance bonus 1 1

Healthcare contribution 2 6

Stock options/equity 3 3

Prot sharing 4 5

Perks 5 7

Long-term performance bonus 6 4

Professional development budget 7 11

Employment contract 8 10

Commission structure 9 8

Severance terms 10 9

Relocation package N/A 2
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More executives (51 percent in 2011versus 35 percent in 2010) report

their employers are working harder toretain top talent and will work harderthrough 2011 on retention (58 percent in2011 versus 41 percent last year).

Precisely one-quarter of executivesexpect high levels of turnover amongtheir current employers managementteam this year. And with increasingcorporate focus on executive retention,

the competition for proven managementperformers will invariably escalate along with the stakes.

What will likely reveal itself as an equallyimportant consideration for business leadersthrough 2011 is exactly who leaves andwho stays. Particularly for small-to-medium-sized enterprises, the impact of losingeven one high-performing executive candisrupt productivity, customer relationshipsand team morale to the point where

organizational performance is dramatic.While the issue of who is ready to exploretheir options is a highly individualizedconcern, the trend line suggests a modestbut (based on the tumult of the executiveemployment market over the past coupleyears and the broader economy for thatmatter) not insignicant increase in thenumbers of executives poised to launch asuccessful job search.

The key storyline for executives whomay have been out of the job market isthat you must think of marketing yourexperience, knowledge and leadershipabilities collectively as a product essentially, the solution to an employersspecic business problem(s). Doing sowill enable prospective employers tomore quickly and clearly understand yourpotential impact and differentiate youamong what is likely a more competitive

candidate pool. Executive readinessfor a successful job search varies littleby job level, function and even byindividual characteristics such as ageand gender. Readiness to explore newcareer opportunities is less about havingan updated rsum and more about thecondence that comes with messaging

a clear vision and understanding ofyour unique value to a new employer.Your individual job history clearly isnot as important as your capacity todemonstrate your potential and thebusiness results it can help employersachieve in terms that are clear, conciseand uniquely compelling.n

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Companies Focus More on Retention asExecutives Prepare to Explore Job Market

Executives Prepared and Ready toLaunch a Successul Job Search

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0

2007 2008 2009 2010 2011

36%34%43%

56%69%

Executives with UpdatedProessional Marketing Materials

2009 2010 2011

Executives with recently updated rsum 60% 54% 60%

CEOs with recently updated rsum 48% 57%

Executives who believe their rsum is recruiter-ready 56% 54% 59%

CEOs with recruiter-ready rsum 46% 55%

Executives with recently updated online public prole 71% 67% 72%

CEOs with recently updated online public prole 60% 74%

Indicators that Will TriggerExecutives Job Searches

1. Receiving viable calls from recruiters

2. My organizations poor performance

3. Hearing about others nding success and landing new roles

4. My industrys improved prospects

5. Seeing more job ads

6. Better stock market performance ANDReal estate market rebound and more homes selling (tie)

8. Improved unemployment rates
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An improving economy is creating

opportunity in many forms forexecutives, companies and the recruiterswho connect them and help them explorethe potential found in one another.

There are many highly qualied and richlyexperienced executives in the active jobmarket and currently holding jobs whoserespective searches for new employmentwill be stymied by a lack of access topublicly unadvertised jobs and hiringleaders seeking executive talent.

But executives are learning to availthemselves of the tools of todaysexecutive career planning and transitionnorms, whether they follow the courseof a sprint or something that feels morelike a marathon. Some 72 percent ofexecutives have an updated online proleand 58 percent have actively worked tobe more visible online. Theyre makingit easier to be found and to be found forreasons that match the demand theyve

messaged based on their experience andknow-how, problems they can solve andwhere there true passion resides.

Assuming their ability to overcomethe challenge of online visibility andcontinual and effective networking, theremay be signicant opportunity for those

who present their leadership value not asexperience but rather translate that intowhat I can do for prospective employersand what will change for the company tohave them aboard.

Executives, particularly those whove notengaged in a job search or considereda career move for some time, may nd

the task of effectively charting their nextsteps a steep one. The unguided trail maypresent roadblocks and navigate you toa dead end. Whats most important foryou to remember is that a solid businessnetwork and your work to proactivelybuild it and cultivate relationshipsthrough it can put you on the road toopportunity. n

ExecuNets 2011 Market Data in Perspective

Active Executive JobSeekers Use their

Proessional ContactsMost Oten to

1. Reconnect with former colleagues

2. Find advice for business problems3. Identify and develop new business

leads and referrals

4. Identify job opportunities

5. Learn about competition

Executive Job Creation30

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ExecuNets exclusive Executive Job Creation Index reveals an ongoing commitmentto business growth, with 33 percent of North American employers expected toadd new executive management roles over the next six months and 50 percentforecast to leverage the economic climate by selectively trading up with new hiresfor existing executive jobs. Only 2 percent of employers are expected to continueeliminating executive jobs during the same period of time.

Employers that have put their senior management teams to the test in recentyears to confront stark economic realities, foreign competition and other businesspressures now recognize they cant grow their business without adding new leaders.

The outlook for executive job creation remains bright, but also poised to follow thesame slow and steady rebuilding course that most businesses are navigating.

Recruiter condence is up. More executives are more willing to take calls aboutpromising job opportunities. And after a very difcult couple of years, theexecutive search outlook is positive and poised for modest growth through 2011.

Looking ahead, what matters most are the business results that spring from theexecutive recruiting process, not just the delivery of a candidate short-list thatmarries with the core competencies of a job specication. With a focus on prots,companies will need similarly focused recruiters to help them attract superiormanagement leaders who can transform challenges into opportunities and results.
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ABOUT THE REPORT2011 Executive Job Market Intelligence Reportis based on simultaneous surveysof ExecuNets executive members and the executive search rms and corporaterecruiters who regularly engage ExecuNets candidate sourcing services. Inaddition, we invited participation from the executive, search rm and corporatehuman resource communities of strategic partner organizations: Forbes; Financial

Executives International (FEI); CMO.com; HSM; and Dillistone Systems, publishersofsearch-consult. The surveys, which we have conducted online annually forthe past 19 years, seek to determine trends and best practices in executive-levelcareer development and candidate search, hiring and retention. For the purposeof this research, executive-level denotes those professionals at the Director/VicePresident/C-level and above with annual total compensation (salary plus bonus) of$150,000 or greater.

A total of 3,199 participants were surveyed in January 2011: 2,028 executivesfrom North America and an additional 462 executives from outside NorthAmerica; 563 search rm consultants and corporate human resource andtalent acquisition leaders; and 146 search rm consultants from a companion

global survey. Those outside North America were predominantly from Australia,Belgium, Brazil, China, Denmark, France, Germany, India, Italy, Mexico, theNetherlands, Russia, Singapore, Switzerland and the UK, among others.

Eighty-one percent of the North American executive respondents are male,while 19 percent are female. Overall, their average age is 51.7, and they reportan average annual compensation (salary plus bonus) of roughly $200,000.

Of executives surveyed, 21 percent are the President, CEO, COO, Partner orChairman in their organization; 18 percent identied themselves as otherC-level or Senior Vice President; 25 percent are Vice Presidents; and 32 percentare Director level. Fifty-ve percent hold advanced educational degrees, of

which 36 percent are MBAs; 11 percent have obtained some other Mastersdegree; 4 percent hold doctorates; and 4 percent have a professional degreesuch as MD or JD.

Twenty-ve percent of executive respondents work in organizations whererevenues are greater than $1 billion annually. Fifty-nine percent are employedby private companies; 32 percent in publicly traded companies; and 9 percentin nonprot/government entities.

Seventy percent of executive respondents are employed, with the balance in orexpecting to enter transition soon. However, 56 percent of respondents reportthey are actively seeking a new position.

Of the search rm professionals responding, these recruiters have been in thesearch industry for an average of 16 years. Of the corporate talent sourcingand acquisition executives responding, 73 percent are in leadership positions(Presidents, C-level executives, Senior Vice Presidents or Vice Presidents,Business Owners), and 14 percent are Directors in their organizations.n

2011Executive Job

Market Intelligence Report

CONTENT:

SENIOR CONTRIBUTING EDITOR AND AUTHORJoseph Daniel McCool

EDITOR-IN-CHIEFRobyn Greenspan

ONLINE EDITORWill Flamm

SENIOR PRODUCT MANAGERLaura Magnuson

COPY EDITORCarol Hamilton

RESEARCH AND DATA COLLECTION:

MANAGER, REPORTING AND ANALYSISJim Ashman

PRODUCTION MANAGERKathy Miller

SENIOR PRODUCER

Sophia Sealy-JonesPRODUCERSteve Markus

INTERACTIVE DATA ANALYSTPatrick Palaka

REPORT DESIGN

CHIEF CREATIVE OFFICERSusan DiAmico

CREATIVE DIRECTORNick Brenia

DESIGN5050Design.com

FOUNDER AND CEODave Opton

PRESIDENT AND CHIEF ECONOMISTMark Anderson

VICE PRESIDENT AND EXECUTIVE DIRECTORLauryn Franzoni

Founded in 1988, ExecuNet is a private membershipnetwork for business leaders who believe that

the right connections can produce extraordinaryresults in their careers and organizations. Arecognized authority in executive recruiting andhuman capital, ExecuNet provides membersaccess to condential six-gure job opportunities,proprietary research and pragmatic advice. Formore information, visit www.ExecuNet.com.

2011 Exec-U-Net Inc. All Rights Reserved

ExecuNet Inc.295 Westport AvenueNorwalk, CT 06851(800) 637-3126 or (203) [email protected]

The quotes in these bubbles are rom survey respondents.


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Youve spent years honing your performance to be the kind of leader successful companies

dream of hiring. So when youre looking for resources to help you attain your career objective

ook for people who are as experienced and exacting as you.

ExecuNet is the leading private resource for senior-level executiveswho want to ensure their

skills are sharp and their expertise is known, and for companies seeking nothing short of the

best talent.

If youre eager to be among executives who are being identified for leadership roles and

building relationships that will serve them well into the future, join our exclusive membership

organization today. Wed like the chance to meet your demands. Visitusonline today at

www.execunet.com or call 1-800-637-3126 to speak with a Member Services specialist.

At your level, theres no settling fo

whats on the lower branch
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THE 19TH ANNUAL EXECUTIVE JOB MARKET INTELLIGENCE REPORT WAS PRODUCED BY

THE EXECUNET RESEARCH TEAM WITH THE COOPERATION OF THESE ORGANIZATIONS:

Forbes Media encompasses Forbes and Forbes.com, theleading business site on the web that reaches on averagemore than 18 million people monthly. The companypublishes Forbes and Forbes Asia, which together reach aworldwide audience of more than six million readers. Italso publishes ForbesLife magazine, in addition to licenseeeditions in China, Croatia, India, Indonesia, Israel, Korea,Latvia, Middle East, Poland, Romania, Russia, Slovakia,Turkey and Ukraine. Other Forbes Media websites are: andForbesWoman.com; RealClearPolitics.com; RealClearMarkets.com; RealClearSports.com; RealClearWorld.com and theForbes.com Business and Finance Blog Network. Togetherwith Forbes.com, these sites reach on average nearly 25million business decision-makers each month.

Financial Executives International (FEI) provides exclusivepeer networking for chief nancial ofcers, controllers,treasurers, tax executives and nance and accounting

professors in academia. FEI is the leading advocate for theviews of corporate nancial management and enhancesmember professional development through peer networking,career planning services, conferences, publications, specialreports and research. More than 15,000 members participatein the activities of 85 chapters, 74 in the United States and11 in Canada. Visit www.nancialexecutives.org for moreinformation.

CMO.com is the senior marketing executives one-stop shopfor digital marketing insight. We help CMOs stay informedand save time so they can more effectively lead theircompanies in the digital world. For more information, visitwww.CMO.com

Dillistone Systems is a global supplier of FILEFINDER specialistsoftware and services to the Executive Recruitment community.With more than 1,000 clients in 61 countries to date,FILEFINDER software is used by both Retained Executive Search

and in-house Talent Acquisition professionals, and it is thelargest such supplier in the world. Visit www.dillistone.com orcontact [email protected]

HSM provides the best management knowledge for decision-makers in every sector of business. For over 20 years we havebeen selecting, adapting and distributing breakthrough ideasfor those who are creating, leading and transforming businesses.Our annual World Business Forum (www.wbfny.com) is thelargest gathering of senior executives in the United States andhas been acknowledged as the #1 best forum in the U.S. byBurson-Marsteller. Covering issues critical to the success of anybusiness, HSMs forums, special management programs andonline webinars are invaluable resources.
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ExecuNet Executive Job Market Intelligence Report 2011

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Transcript of ExecuNet Executive Job Market Intelligence Report 2011