search-consult Issue 26

wydanie 26g1.fh9 4/12/06 10:18 AM

C M Y CM MY CY CMY K

www.search-consult.comS U B S C R I B E O N - L I N E

2006

/

I

SS

UE

2

6

COMING UP

IN FUTURE

ISSUES:Executive Search

in IndiaKnowledge

ManagementThe Largest SearchFirms in the World

ExecutiveTalent Online

The Perfect Match:How to Ensurea Successful Hiring Process

The Perfect Match:How to Ensurea Successful Hiring Process

Restrictive Covenants

Recruiting Technology:Aiding, Not Replacing, the Recruiter

Executive Search in Russia:Exploring the Possibilities

ALCOA in Russia: Learning to Adapt

Restrictive Covenants

Recruiting Technology:Aiding, Not Replacing, the Recruiter

Executive Search in Russia:Exploring the Possibilities

ALCOA in Russia: Learning to Adapt

The International Executive Search MagazinePublished by Dillistone Systems

The International Executive Search MagazinePublished by Dillistone Systems

www.aims-international.net

Talent Acquisition and Development Worlwide

Identify the right talentW ith a global organization of over 80 offices focused on Search and Selection, we are able to target and approach the most appropriate

talent.

Motivate and develop talentO ur 350+ consultants provide the most appropriate HR solutions to meet your company’s business objectives; these include Assessment, Career Transition, Change Management, Climate Surveys, Coaching, Com-pensation & Benefits Surveys, Development Centres, HR Audit, Interim Management, Leadership Development, Performance Management,

Remuneration Consulting, Succession Planning andTraining.

Build strong relationshipsW e build strategic partnerships with our clients by delivering the best solution in a timely and responsive manner.

Co

pyr

igh

t ©

AIM

S In

tern

atio

nal

200

6, a

ll ri

gh

ts re

serv

ed.

For further information, please contact AIMS Marketing and Sales at [email protected]

wydanie 26g1.fh9 4/12/06 10:18 AM


wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - L E G A L

4 search-consult ISSUE 26 2006

HE PERFECT WEEK?The Per fect Week beginsMonday morning when John -

a highly compensated employee -contacts you (an Executive Recruiter)looking for new employment. John iswell educated and has receivedspecialized training and skills throughhis current employer (“OldCo”), whichare in high demand. John has, throughsupport from OldCo, developedpersonal and professional customerrelationships and has a nice “book ofbusiness.” John has, through OldCo,created business forms and customerlists which give OldCo a competitiveedge. And, John has helped to developO l d C o ’ s m a r k e t i n g p l a n s a n dstrategies, which have proven to be agreat success in a highly competitiveindustry.

Tuesday, you receive a call from anemerging company (“NuCo”) lookingto hire a new employee; John is aperfect match. NuCo is a chiefcompetitor of OldCo.

We d n e s d a y, y o u a r r a n g e a ninterview between John and NuCo andit is love at first sight; a match made inheaven.

Thursday, all the stars having

perfectly aligned, you are authorizedby NuCo to make an employment offerto John for more compensation,benefits and opportunity that OldCooffers or can offer.

Friday, John calls and authorizes youto accept NuCo’s offer on his behalf.As you are congratulat ing John,calculating your commission on thecalculator on your desk and planningyour celebratory trip to Italy, John

advises – “I forgot to tell you that Isigned a employment contract with mycurrent employer which contains PostEmployment Restrictive Covenants.”Has the perfect week just fallen apart?Will your trip to Italy have to wait? Whatare Post Employment RestrictiveCovenants and are they legal lyenforceable?

POST EMPLOYMENT RESTRICTIVECOVENANTS

Post Employment Res t r ic t iveCovenants (“Restrictive Covenant”) isa legal term used to generally describethe four different ways in which anemployer can legally continue tocontrol and haunt an employee (andyour commissions) well af ter theterminat ion o f the employmentrelationship.

At early common law, RestrictiveCovenants were d is favored asillegitimate restraints on trade. Afterall,Restrictive Covenants can prevent anemployee from practicing in his tradeor skill, or from utilizing his experiencein a particular type of work with whichhe is familiar. Moreover, the employeewill usually have few resources inreserve to fall back on, and he may

TBy Michael J. Revness

Michael J. Revness

Employment:Restrictive

Covenants

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - L E G A L

5ISSUE 26 2006 search-consult

find it difficult to uproot himself andhis family in order to move to a locationb e y o n d t h e a r e a o f p o t e n t i a lc o m p e t i t i o n w i t h h i s f o r m e remployer.

Today, however, the law haschanged. Under the law of most states,Restrictive Covenants are enforceableso long as they are reasonable in timeand geographic scope, supported byfair consideration, and ancil lary( r e l a t e d ) t o t h e e m p l o y m e n trelationship.

T H E F O U R R E S T R I C T I V ECOVENANTS

Although the non-competi t ioncovenant i s the most commonRestrictive Covenant, there are actuallyfour different forms of RestrictiveCovenants, each intended to serve adifferent purpose and separatelyprotect the employer’s interests.

1. The Non-Competition Covenant.This covenant, the most broad of all

Restrictive Covenants, prohibits theemployee from competing with hisformer employer within a certaingeographic location for a period oft i m e a f t e r t e r m i n a t i o n o f t h eemployment relationship. The non-competition period is usually 1 to 2years and appl ies whether theemployer or employee terminates theemployment relationship, with orwithout cause. The covenant typicallyprevents the employee from starting acompeting business or going to workfor a competing company. Generally,the covenant must be ancillary to thee m p l o y m e n t r e l a t i o n s h i p a n dsupported by adequate consideration. New employment, or a materialchange in the terms of currentemployment (more compensation,bonus, more benefits, additionalmaterial responsibilities), is typicallyadequate consideration. Continuationof an “at will” employment relationshipis often not adequate consideration.The purpose of this covenant is toprotect the employer’s competitiveedge in the marketplace.

2. Non-Solicitation Covenant.This covenan t p roh ib i t s the

employee from soliciting or acceptingb u s i n e s s f r o m t h e e m p l o y e r ’ scustomers (or clients) to engage incompetitive business. It applies evenif the employee was wholly, or partially,responsible for developing thecustomer during the employmentrelationship. This covenant is lessbroad than the non-competi t ioncovenant in that the employee is notr e s t r i c t e d f r o m c o m p e t i n gwith his former employer; rather, therestriction applies to soliciting oraccepting competitive business fromemployer’s customers. To be legallyenforceable, this covenant mustl i k e w i s e b e a n c i l l a r y t o t h ee m p l o y m e n t r e l a t i o n s h i p a n dsupported by adequate consideration.The purpose of this covenant is toprotect the employer’s investments isperhaps its most important asset - itscustomers.

3. Non-Pirate Covenant.This covenan t p roh ib i t s the

e m p l o y e e f r o m s o l i c i t i n g t h eemployer’s other employees to workat the employee’s new place ofbus iness . Again , to be legal lyenforceable, this covenant mustl i k e w i s e b e a n c i l l a r y t o t h ee m p l o y m e n t r e l a t i o n s h i p a n dsupported by adequate consideration.

The purpose of this covenant is toprotect the employer’s investment inits employee base.

4. Non-Disclosure Covenant.This covenan t p roh ib i t s the

disclosure of confidential information,irrespective of whether the informationactually qualifies for trade secretprotection. It typically applies tocustomer lists, customer contacts,marketing and business strategies andplans, financial projections, businessforms, and pricing formulas. Like allthe rest, to be legally enforceable, thiscovenant must likewise be ancillary tothe employment relationship andsupported by adequate consideration.

The purpose of this covenant is toprotect the employer’s investment inits business information.

WHAT DOES ALL THIS MEAN TOTHE PERFECT WEEK

If John signed a Non-CompetitionCovenant, Non-Solicitation Covenantor Non-Disclosure Covenant withOldCo, the Perfect Week may havecome to a crashing end. John’sacceptance of employment at NewComay very well put him in violation withone or more of the above Covenantssubject ing h im and NewCo toexpensive and arduous litigation.Moreover, the results of that litigationmay very well be a Court Orderprohibiting John from working forNewCo. Consequently, in all likelihood,NewCo will not hire John, you willreceive no commission, the trip to Italywill have to wait, and your hard workmay be for nothing.

The lesson to be learned . . .Restrictive Covenants are generallyenforceable under the laws of moststates. Therefore, before spendingyour time and resources marketing anew candidate, first find out if thatcandidate signed any RestrictiveCovenants with his current or formeremployer. Then, closely scrutinizethose Covenants and advise yourcandidate to do the same. If yourc a n d i d a t e s i g n e d R e s t r i c t i v eCovenants and they are enforceableunder the laws of the applicable state,the reality is that your time andresources may be better allocatedelsewhere.

Have a Perfect Week.

www.search-consult.com

For more information, contact:

Web: www.kurtzrevnesspc.com

Mr. Revness is a Founding Partnerof boutique business law f irmKurtz & Revness, P.C. For moreinformation, contact Mr. Revness:www.kurtzrevnesspc.com.

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


wydanie 26g1.fh9 4/12/06 10:18 AM


aS E A R C H - F E A T U R E


r X was a very successful CEO ina multinational firm in the retailindustry in the USA. His

achievements included doubling profits,opening new markets and consolidating thecompany’s market leadership.

Six months ago Mr X was hired by anAsian company, with the hope of replicatingthe same levels of success. However,yesterday he resigned without accomplishingwhat was expected.

Like Mr X, there are many successful topexecutives who fail when they changeenvironments. Why is this continuing tooccur? How can a company be sure that itis hiring the right executive? How can anexecutive know if the role offered is right forhim or her?

Clients and candidates are bothbecoming more aware of this uncomfortablescenario, as search consultants must lookfor ways to ensure a long lasting and perfectmatch. search-consult has interviewed sixleading search consultants and one experton leadership development to explore thisissue, and see what they advise to ensurethe right fit.

WHAT WENT WRONG?David S. Harap, Partner and Global

Practice Leader for Healthcare &Pharmaceuticals for Stanton ChaseInternational, explains that in today’s fast-

paced and highly competitive world, resultsare expected to be delivered quicker thanbefore. In fact, the quarter-to-quarter mentalityis compelling companies to show immediateimpact, placing more pressure on executives.

“The need to drive change in anorganisation is a real challenge as EmotionalIntelligence is fundamental to determine ifthe new executive can adapt to such a fastpaced and dynamic environment,” statesPierangelo Favero, Managing Partner ofAIMS Italia Management Consulting.

Harap adds: “Board of Directors andsenior management teams are putting new

executives on a much shorter leash… Therereally isn’t much patience for a learning curve.They want to see them hit the ground runningand make almost immediate results, andsometimes that is simply not possible.”

By focusing only on the short termobjectives companies are often ignoringlong-term solutions, which are equally ascritical.

Jan Olsson, Managing Director of LisbergExecutive Search, which is part of IMD,reports how sometimes unsuccessfulmatches are made when the company,and/or the search firm hired, did not elaboratea proper job profile. As a result, thecandidates selected in the final round werenot suitable and did not meet the client’sexpectations.

As the world becomes more internationalnew scenarios are being explored, as newroles must be tailored to meet these newopportunities and challenges. Yet, in thisnew context, Olsson explains how “CEOsare simply not given enough time to adaptas companies today have high expectationsfor fast growth and ever-increasing results.”

Andrew Walker, Managing Director ofAshley Harvey Associates and founder,Director and Joint President of TheInternational Executive Search Federation,describes how a candidate’s success isdependent on whether a client is fully awareof good management practice in the area

MBy Pilar Gumucio

The Perfect Match:

Pierangelo Favero

How to EnsureSuccessful

Hiring Process

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - F E A T U R E


they are operating in. For example, what isconsidered good management practice inthe US might be the primary reason why anexecutive fails in Asia Pacific or Europe.”

In fact, Kris de Jager, founder and CEOof de Jager & Associates and Vice Chairmanof IIC Partners, provides a perfect exampleof how a company’s cultural environmentcan affect a candidate’s level of performance.

“We recently placed a CEO in a Koreancompany,“ he reports. “The successfulincumbent came from another Asianorganisation. We all believed that the cultureswere very similar, and nothing was furtherfrom the truth. The executive is finding it veryhard to understand those cultural issues,which are critical to how people do businessand set their expectations.”

According to Penny Ferguson, CEO ofPenny Ferguson Limited, there is a greaterdemand on executives to raise theirleadership abilities and broaden theirhorizons because “the mark of outstandingleadership is not just how good a leader youare, but how many leaders you develop.”

She explains how executives areexpected to not only be successful in onearea, but also be able to expand their know-how to be able to effectively develop others.This factor is crucial, especially if they haven’treceived the proper training to do so.

De Jager describes how mismatches oftenoccur when an executive changes industries.He elaborates: “A classic example is whenan executive from an important distributionbusiness (where the focus is very much onsales and marketing) is hired and is expectedto perform in the service industry (which isvery much focused on client relationships).These executives quite often can’t make theswitch because the experience is different”as the skills and mindset required will differas well.

Another reason why some top executivessucceed in one environment but can failmiserably in another is the quality of the teamand support structure that is in place.

De Jager explains: “You may come intoan organisation having previously had verystrong financial support. This neworganisation may have a weak financialdirector and if you are weak in finance thisleaves you vulnerable, and can often lead tofailure.”

Another important problem arises if thenew executive does not have the full supportof the team he or she will be working with.Sometimes this occurs because internalcandidates resent the appointment. The endresult is that the executive feels isolated, andtherefore, is starting the job with a seriousobstacle.

Christine Greybe, Managing Director,Asia Pacific for DHR International, explainsthat companies, more often than they wouldlike to admit, don’t provide the incomingexecutives with the necessary tools tointegrate themselves better, which maygreatly contribute to the executive’s failure.

“In some cases,” she adds, “theexecutives recruited have been promotedand therefore, have taken a step up withoutreceiving the adequate training to supportthem.” This issue will obviously affect theirperformance levels.

LOSING FAITH, MONEY AND A GOODREPUTATION

In effect, mismatches hinder a companyfrom achieving its desired goals, and havea direct impact on its bottom line as itincreases its turnover rate for key roles andcan drop the share price as confidence levelsdiminish. As a result, the company can losemillions, as its reputation and ability to attracttop talent can be seriously hampered.

Within this context, Walker explains howa wrong hire can be expensive and disruptive

for the client. At the same time, it can hindera search provider’s reputation. “If aprofessional job has not been conducted bythe search firm, then surely they will not beasked to do another assignment for theclient.”

By the same token, if a client has madethe wrong hiring decision despite the searchconsultant’s advice to do otherwise, thenshould they be held accountable for thismishap?

Greybe describes how companies areplacing a lot of pressure on search firms totake more responsibility for the selection.Nevertheless, she insists that the ultimatehiring decision is made by companies andtherefore, they are the ones that are ultimatelyresponsible for making sure that the selectedcandidate is fully integrated into theirbusiness.

“Hiring the right executive is only part ofthe process as clients often neglect theonboarding process in executive hiring,”reports the DHR executive. “This aspect isfundamental… We can bring in the rightpeople, but we cannot integrate them. Thisis the company’s responsibility.”

According to Favero, “as companiesbecome more sensitive and aware of badhires, they are more distrustful and areseeking assurances from their searchproviders throughout the entire process.”

For Harap, any time there are a series ofhigh profile failures, “it makes a company orboard second guess their decision to launcha search, as they will really consider internalcandidates more intensely.”

He describes how “companies arelaunching formal searches to be diligent,”but virtually from the start you can see theirinclination to promote an internal candidatebecause it’s a safer path than bringing in anoutsider.

Companies are also broadening theirsearch methods to recruit talent as they lookto online recruitment as a means ofexpanding their existing talent pools, reportsJan Olsson.

De Jager reports that searches are takinglonger because the process involvessourcing candidates from a much widerindustry base. Globalisation and technologyhave played an important role in allowingthis information to be readily available, and

Kris de Jager

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM




search consultants must use this informationwisely.

Olsson describes how companies arebeing more meticulous when they selecttheir search providers.

At the same time, search firms are alsobeing more selective with their clients. DeJager strongly believes that searchconsultants should only accept assignmentsthat they are confident that they cansuccessfully execute and add value. “Theability to say no is just as critical.”

ADVISING CLIENTSIronically, companies are spending more

money on assessments, talent management,and leadership development than everbefore. Nevertheless, businesses continueto make bad hires. What should clients doto minimise the risks?

Greybe advises clients to review theirselection process, “understand where thechallenges in the past occurred, and havein place a clear onboarding process that isregularly reviewed and updated.”

“Most companies have a selectionprocess, but it was established a decadeago and therefore, does not effectively reflecttoday’s requirements,” she states.

Harap explains that companies are often“too focused on a company’s brand, insteadof focusing on the actual executive that isbeing interviewed. Although the name of acompany is important, it should not be the

primary criteria in selecting the rightcandidate for a new role. GE is a classicexample. Everyone wanted GE alumni butif you really take a hard look, you will seethat it has a mixed track record.”

According to Favero, clients should reallypartner with their search providers, listen totheir advice, especially when it comes toassessing candidates since they have a lotof experience in this subject.

KNOW WHAT YOU LOOKING FORHarap advises consultants to “make sure

they have clarity before they even launch thesearch.”

For him, the client should have a clearunderstanding of the short term and longterm objectives before fulfilling a role. “If youdon’t know what you are looking for at thebeginning, it’s hard to assess if the candidatehas it when you are in the final selection.”

Olsson agrees, as he says that clients arebecoming more aware of the importance ofthe “pre-work” that must be performed sothat both parties fully understand the jobprofile, the skills and the cultural fit that isrequired.

To be able to effectively obtain thisunderstanding, extensive research must bethoroughly conducted.

Harap reports how the first two weekshave to be invested in talking to the clientand making sure that their expectations arein calibration with what the marketplaceoffers.

He adds: “This is the time when youmodify a search, instead of waiting 6 weekswhen you are presenting candidates andthere is a mismatch.”

De Jager describes the importance ofspending “quality time in taking acomprehensive brief that covers the industry,the organisation, any issues that theorganisation is facing, long term businessplans, organisational structures and specificrequirements for that role.”

Extensive discussions with the client arefundamental, reports Olsson. “Make surethat the conclusions made are written so itis clear for both, the client and the consultant,on the type of executive the client is lookingfor.

This implies more than just preparing abrief. Ferguson insists that what is crucial is

to help your client fully understand how they“are going to get the new executive reallyembedded into their organisation.”

She also cautions consultants to reviewwho is providing the brief since “that personwill provide an accurate brief from wherehe or she is sitting at that time. As a result, itis vital that you, as a search consultant, donot take the brief on face value.”

De Jager notes: “From a managementpoint of view, it is critical that the searchconsultant needs to understand all the issuesthe new executive will face: bad, good orindifferent. It is fundamental that consultantsalso “have a full understanding of why theprevious executive left the organisation, andmake sure that they are not bringing thesame mistakes on board.”

Ferguson recommends searchconsultants “discover what is reallyhappening in their client’s organisation bymeeting the executives that the incumbentis going to report to, get to know theexecutive’s colleagues, meet the people thathe or she will be managing, and even spenda day in the organisation to get a feel of whatis really occurring within the business.” Thiswill increase the chances of providing a listof suitable candidates.

MATCHMAKINGOnce the competencies have been

determined and a list of successfulcandidates has been elaborated, consultantsthen proceed to match the executives’personal values with those of theorganisation’s.

Favero describes how clients aredemanding that search consultants do moreto check that the executive really has theright fit. “Providing CVs/résumés and theright profile on paper is not enough as partof our role is to guide the client and help himmake an informed hiring decision. As a result,we have to place more emphasis on acandidate’s personality traits, motivationsand attitudes since these factors are whatcan lead to mismatches.”

According to Walker, what are oftenoverlooked are: the cultural environment inwhich the company finds itself, the executiveteam profile around the incoming executiveand the human resources that they will haveat their disposal.

Penny Ferguson

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM




He elaborates: “British Airways and VirginAtlantic both fly long haul, but I think bothorganisations would agree that they havetotally different corporate cultures. It is notjust that they both provide good service totheir customers – a successful executivejoining either or would be joining acompletely different cultural experience –some would thrive, some would not.”

This is the aspect of the hiring processthat search consultants must add value byhelping their clients differentiate whichcandidate would fit better; and thus, be moreproductive in the short and long term.

Clients tend to focus on evaluating theprofessional fit, checking the competencies,knowledge, and the experiences required,says Favero. Nevertheless, the executive’scultural fit, values, and attitudes are whatdetermine if there is a perfect match. This isprobably the most challenging part of thejob, but at the same time, it is the most critical.

De Jager explains how search consultantsare looking at the candidate’s fit. They arenot only looking at skills and experiences,but at the cultural fit as well as the KeyPerformance Indicators of the role.

He describes how consultants shouldalso look at their client’s organisation bylooking at the ongoing support, the qualityof the team, the prospects in the organisationas well as the ability for personal reward.

“If the candidate’s personal values match

that of the company’s, then you have a perfectmatch”, remarks de Jager. “If they are not inagreement, then you will have problems. Itis vital that you make sure that thecompetencies are correct, the skill sets arethere and that the person has the rightempathy that fits the culture of theorganisation.”

In other words, it is the softer skills thathave to be taken into account. As Harapnotes, what is critical and hard to assess areall these issues that won’t show up in arésumé, but are the driving force to theirsuccess, such as: What led to the executives’success? How are they viewed by their team?Did they do well in mentoring?

That brings to the frontline the importanceof Emotional Intelligence in the evaluatingprocess. This concept indicates anexecutive’s abilities to know and workeffectively with his or her own emotions, beable to recognise emotions in others andalso adapt well to changing circumstances.

Ferguson describes how “everything linksinto Emotional Intelligence. You recogniseits importance and how it helps define theway you work with people, the way you leadand the way you communicate.”

Harap explains how it is of vital importancebut at the same time, is also hard to quantify,and therefore, include in the assessmentreport. Nevertheless, consultants must findways to measure it and then convey this vitalinformation to their clients.

In the selection, explains Olsson,consultants should use references,interviews, case studies, as well aspersonality and IQ tests.

Greybe agrees as she explains that theuse of certain tools helps quantify the culturalfit so that the information is not only subjective,but complements all the data that you havecollected.

This assessment will help to highlight thecandidate’s strengths and weaknesses.Furthermore, if the client selects thecandidate, the client is fully aware of whatsupport the candidate needs from the verystart. Having this information in hand cansave quite a lot of mistakes andmisunderstandings, helping match the clientand candidate more accurately.

Greybe states that there are a number ofinterviewing techniques consultants

incorporate to help them in their assessment.The more time you spend with the candidate,probing and getting a better sense of theirEmotional Intelligence and their leadershipand management styles, the more informationyou will have to assess if he or she is a goodfit for your client.

QUALITY TIME WITH CANDIDATESAccording to de Jager, consultants also

have to be close to the candidates “sincethey are just as important as the clients.” Thisopportunity is essential to obtain a betterunderstanding of the candidate.

In the final selection stage, Harap explainsthat it is vital to spend quality time with everycandidate “because a superficial interviewwill only get you so far. You may understandsome of the hard issues, but you will not beable to really appreciate their softer issues.”

He continues: “You need to be able to puttheir success in the proper context and tobe able to see if the candidates really havea good potential fit with the client. Someonemay have an impressive résumé, but youhave to probe and understand exactly whatthe factors that led to that success are.”

During the interview phase, it isfundamental that consultants add value byhelping the client make an informed hiringdecision.

“The effective interview skills are notalways part of the background of managersas they tend to jump to conclusions and rely

Christine Greybe

Jan Olsson

DO NOT REPRINT

Here’s what a client had to say about us.

“Put simply, CFR efficiently delivered the world-class service expected by Netjets.”

‘Here at Netjets - Europe’s leading private jet operatorand pioneer of fractional jet ownership – we appointedCFR just over a year ago to recruit ten new VicePresidents to manage challenging sales programmesfollowing an expansion of our services in Europe.

As an organisation we’re committed to offering ourcustomers an exceptional standard of service, 100% of the time. That’s why we looked for consultants whocould offer a quality of service that mirrored our own.

Rather than working with an international agency withsub-offices across Europe, we were clear about wantinga single, European based entity with the ability tomanage all territories and present a short list of suitablesenior executives. In CFR we found what we werelooking for. They made the recruitment processcompletely painless for us, identifying and processingover 2,500 applicants across all key European territories.CFR’s selection process was, and continues to be,rigorous and well-judged. It has resulted in theappointment of a series of excellent VPs who are, at thisvery moment, successfully managing sales programmesright across Europe.’

Here’s what we have to say about ourselves.

Professionalism. Experience. Strong ethics and a verydifferent approach to service. These are the qualities that make CFR unique and ensure we hit our clients’recruitment targets first time.

When your business needs expert executive andmanagement search and selection services, anywhere inEurope and beyond, CFR can meet all of your recruitmentneeds. You can rely on our consultants providing thequality and continuity of service your business demands.

There are no short cuts to a successful assignment and

that’s why we insist on taking the time to understandyour organisation and the way you work, before startingto recruit. We wouldn’t have it any other way. It’s thesecret behind our ability to cut the risk of making anunsuccessful appointment to almost zero and our leapinto Search Consult Magazine’s ‘Top 20 largest searchfirms in the world.’

For more information about how we can help yourbusiness recruit the right people, first time,call +44 207 729 0929 or see www.cfr-group.com for details of all our offices in Europe and beyond.

Recruitment.Get it right first time.

Austria • Belgium • Czech Rep • France • Germany • Hungary • Italy • Netherlands • Poland • Slovenia • Spain • Sweden • Switzerland • UK & China

With over 100 professional consultants, in 31 offices and an additional presence in South Africa and USA

wydanie 26g1.fh9 4/12/06 10:18 AM




on gut feelings. It is our job to already havea good understanding of the candidate andprobe further to make sure the best candidateis selected by following a step-by-stepprocess,” states Favero.

At times, this may mean pointing out thecandidate’s strengths and weaknesses,making sure this feedback get across to theclient organisation.

Greybe provides an example: “I wasperforming a search in Japan for a client thathad initially selected candidate A. I thoughtcandidate B was a better culture fit so Idiscussed this with them, and we comparedboth candidates with the evidencepresented. I gave them the facts so that theycould make a more informed decision.”

Other times, it may mean facilitating theinternal discussion among the interviewpanel that will lead to the final hiring decision.Ferguson remembers that when she was inrecruitment years ago, a candidate came into be interviewed. “He was arrogant andself opinionated. When I asked the client forher feedback, she responded that thecandidate was ghastly. I told her to put herfeelings aside and to look at the way heanswered the questions.”

“On that basis, he was the best fit, “sheexplains. “Did the client have difficulties withhis personality? Yes. Did the client haveconcerns with his performance? No, wewere both absolutely sure he could perform.In the end, she decided to take a chanceand hire him, working with him to changesome of those behaviours that were not soattractive. Two years down the line he wasconsidered one of the best executives theyever had.”

According to Harap, “you have to drivethe discussion forward because that is theonly way to ensure long term success withthat placement. It’s not racing to the finishedline and get the search closed as quickly aspossible, it’s making sure you get the rightcandidate who will have the biggest impact,both in the short and long term.”

IT’S A CHECKING GAMEAlong with the interview, clients are

placing greater emphasis on referencechecking.

“Any issues that the client or candidateraised during the interview process we

incorporate as part of our referencechecking, “states de Jager.

For Ferguson, reference checking isessential to verify all the information youhave collected. As a result, make sure youare proactive. “Don’t just write to the referees,phone them up, meet with them and useanything and everything you can in aconstructive way to find how the candidatesbehave, who they are as people, what aretheir values.”

According to Harap, “this is verychallenging, but probably the greatest toolto use to assess a candidate and theirpotential fit into a new organisation.”

He adds that 3 or 4 references are nolonger acceptable. Clients want to see amuch broader breadth of referencechecking. They demand references not onlyfrom their organisation, but also from vendorsand suppliers. They demand informationnot only from the executives that the selectedcandidate reported to, but from colleaguesand individuals that reported to him or herso that they have a better picture of thatperson’s hard and soft skills.

IT’S THE CANDIDATE’S TURNAt the same time, candidates want to

know the issues, they want to know why theprevious person left and what the client’sexpectations are so that they can analyseand see if the offer is in their best interests.

Providing candidates’ feedback is just asessential as providing feedback to the client.

Greybe indicates that throughout theentire process, it is vital that searchconsultants not only provide moreinformation to the candidate, but also beable to feed that information back to theclient. “We must help them understand whatthe candidate wants and what his or herconcerns are.”

Whether the candidate is successful ornot, it is important that the candidate getsconstructive feedback, explains Olsson.They should at least walk away with a betterunderstanding of themselves, knowing whattheir strengths and weaknesses were. Didthey have the right skills? Did they have theright cultural fit? Did they have the rightattitude? This is all part of EmotionalIntelligence, which is just as important tothem as well as the client.

If the candidate is successful, he or shemust understand not only the culture andthe environment they will be going into, butalso the team they will be managing andwhat kind of boss or board they have toreport to.

De Jager insists on the importance ofproviding feedback, especially after theplacement has been made to make sure thatthe candidate and client are continuing tohave a productive relationship. If there areany concerns, he facilitates meetings to helpboth the new executive and the client, statetheir concerns and see the best way toresolve them. This may range from theexecutive changing certain behaviours, toputting in place coaching and mentoringprograms.

If all these steps had been followed,Mr. X probably would still have been ableto successfully add value to the organisationthat hired him.

As search consultants, it is vital that youhave a permanent dialogue with your clientand candidate to ensure that in eachassignment you are able to obtain the perfectmatch.

Andrew Walker



Web: www.search-consult.com

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - T E C H N O L O G Y


growing trend in the recruitingtechnology market place iss o f t w a r e a n d s e r v i c e s

designed to minimize the recruiter’stime spent with candidates, especiallyearly on in the process. While thesewill certainly save time and moneyfor the recruiting firm in the shortterm, recruiting has been, is, andalways wil l be about people-to-people relationships. As such, it isfundamental that any technologyshould aid the recruiter so that theyspend more time with candidates, notdirecting candidates to a faceless,"grind ‘em in-spit ‘em out” system.

The most common area wherecandidates are placed in front ofmachine instead of man is the initialcontact with the search firm/corporateHR, particularly candidates that aren’ttargeted by the search firm. Many

search and recruiting firms and nearlyall companies have a web presencethat encourages people to submittheir information through an oftenlengthy process. Next usually comesan automated response by email.Maybe some emails will go back andforth i f the candidate meets ana u t o m a t e d o r h u m a n - s c r e e n e dcriteria and finally there may be theinitial phone call.

Why do firms take this facelessapproach to the write-ins? The mostcommon answer seems to be that anyother approach will take too muchtime and thus cost too much money. And, yes, a recruiter ’s time is veryva luab le because they a re o f ftargeting and sourcing candidates puton their screen by past experienceand at their client’s actual or inferredrequest, both of which are extremely

important and fundamental to thesearch process.

But don’t unsolicited résumés justc l o g u p m y i n b o x a n d t r a s h ?Traditionally, and still today, that isthe view, and there is a good amountof truth in it. However, more and moresearch firms and corporations areputting their position descriptions andalso building web sites that allowexecutives to submit their details -e v e n t h e A E S C e n c o u r a g e sexecutives to submit their informationto them online so that all retainedsearch firms can access their profiles.

Now is when technology can comein to aid, not replace, the recruiter.How do we still filter out the junk butcapture and build rapport with theexecutives we are looking for? Theanswer is simply a system designedwith that in mind.

ABy Scott Molski

Aiding, Not Replacing,The Recruiter

RecruitingTechnology:

Aiding, Not Replacing,The Recruiter

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:47 AM


Current topics and speakers* include:

"Trends in Global Executive Search"Nancy Garrison-Jenn, Author of 10 Economist Intelligence Unit publications on The Search Industry

“Delivering Quality in Executive Search”Helen Haddon, Director of Quality and Process, Odgers Ray & Berndtson

“Implementing International Assignments”Christopher Mill, co-Founder Penrhyn International, Winner of the Gardner Heidrick Award for Outstanding Contribution

to The Search Industry, Former Chair International Committee of the Association of Executive Search Consultants

“Executive Search, Ethics and The Law”Caroline Mills, European Research Coordinator, A.T. Kearney Executive Search

“Breaking up the Search Value Chain”Simon Stephenson, Co-Chairman of the Executive Research Association

“The Executive Search Practitioner”The Conference, 12 October 2006, London, UK

October 2006 will see a week of events designed to help Executive Search practitioners ensurethat they are au fait with the latest skills, trends, issues and laws governing Executive Search worldwide.

The focal point of this week will be a one-day conference, taking place on HMS President, mooredon London’s River Thames Victoria Embankment. Speakers will focus on key issues affecting theSearch industry.

*Speakers and content are subject to change.

**Terms and conditions apply. Please visit www.search-consult.com for details.

Further information to be accounced!

Book before May 1, 2006 and receive a specialEarly Bird rate of £175/€255/$310 plus VAT per delegate**

(normal price £249/€365/$435 plus VAT)

Research andCandidate

DevelopmentWorkshop- see more

detailson page 23

10th tuesday

SearchExecution and

ClientManagement

Workshop- see more

detailson page 23

11th wednesday

The ExecutiveSearch

PractitionerConference

12th thursday

FILEFINDERGlobal UserConference

(FILEFINDERusers only)

13th friday

Attending this event? Consider attending the following events:

Sponsors:

To book simply visit www.search-consult.com/events, print the booking form and post it with the cheque to:search-consult, Calvert House, 5 Calvert Avenue, London E2 7JP, UKIf you require any further information, please send an email to [email protected] up-to-date details of all the events please visit www.search-consult.com/events


wydanie 26g1.fh9 4/12/06 10:18 AM




Web: www.dillistone.com


S E A R C H - T E C H N O L O G Y

The initial web form was designedto take the burden of data entry offthe recrui ter and put i t on thecandidate, which works just fine foractive job seekers, but rarely will atop performer sit and fill out a form.What is more likely is that the topperformer will want to be known torecruiters and would be happy to takefive seconds and submit his résumés.

Now for the fun! So the recruiterdoesn’t want to type in the résumésdetails but wants to capture the topperformer’s data in the system andthe top performer wants to be visibleto the search f i rm but can’ t bebothered with typing either. Thesolution: résumés parsing, which caneither be on the candidate or recruiterside.

FILEFINDER and Résumés Mirrormake a particularly good team for thisactivity. Résumés Mirror, the leadingrésumés extraction software, is verygood, but not perfect, at pulling thed a t a o f f o f t h e r é s u m é s i n t ostandardized fields. FILEFINDERbuilds on this strength by overlayinga quality control process. If a firmchooses to, the candidate can tell thesystem to inhale his résumés andinstantly see the data populated inthe fields so that he may give it aquick glance and then submit to therecruiter. On the receiving end, theresearcher or recruiter can veryquickly proofread the incoming dataagainst an image of the actualrésumés that they can drag and drop

from, ensure no duplication of peopleor companies, and then have a fullycompleted, fully correct candidateprofile.

Of course, it’s still unlikely you willwant everyone who submits theirinformation in your system.

Your search system

should allow you

to easily view

all incoming candidates,

whether fromthe web or emailto quickly view andfilter out unsuitablecandidates.

Next, you should be able to quicklyadd the remaining prospects to youdatabase though an accurate résumésparsing, which ensures that you canuse the full power of your system,such as seeing who in your systemmay know the newcomer from aprevious job, grad school, etc, whichwould take hours to do if you had tosearch manually.

Then, you should be able to quicklygroup with those people by urgency:one or two may be worth consideringon a search so you can quickly link

them; another handful might lookgreat, but you have nothing thatapplies right now, so you can codethem as A level and create a task tofollow up with some urgency; theremainder should then have a taskcreated to follow up when you can.

As a result of all this technology,the recruiter has more time to spendwith clients and candidates while beab le to reach more and morecandidates, even some new gems thatm i g h t h a v e b e e n p r e v i o u s l yoverlooked by using only traditionaltarget lists (and yes, a few curve ballsoften make great performers as seenin some recent placement by RussellReynolds for the CEO o f HP) .

With all this time and all these newpeople, why not start by having eachteam member dedicate one hour aweek to calling people you wouldn’thave normally talked to, especiallynow that systems allow Outlook,Blackberry, PDA, other gizmo accessand 2-way synchronization with all ofyour contact information? Yoursoftware system should make it easyto reach out to more candidates andoffer the best service to your clients. After all, recruiting is about people,not technology.

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


very day the world becomes morecompetitive as companies areexpanding their frontiers, learning how

to adapt to the unique characteristics of thecountries where they are venturing into. Alcoa,the world’s leading producer and manager ofaluminium and alumina facilities, is a perfectexample. Currently this multinational has 129,000employees in 42 countries; servicing theaerospace, automotive, packaging, buildingand construction, commercial transportationand industrial markets.

This multinational affirms that its success isbased on a strategic vision and its people,helping them service their customers better aswell as the communities where they haveestablished these operations.

A year ago Alcoa made an acquisition fromRUSAL, a Russian company. Ruslan Ilyasov,the current HR Director of Alcoa in this country,as well as Jim Mundie, who was the previousHR Director until last December and is currentlythe company’s HR Director for North America’smill products based out of Chicago, spoke tosearch-consult about the challenges this newbusiness has faced, and how this is impactingthe way they approach Executive Search inRussia.

One is a Russian national and the otherEnglish, yet both executives share the samevision and expectations required from theirsearch providers: overall deliverance, as wellas a consultant’s high level of responsivenessand a key understanding of the assignment andthe company’s culture and objectives.

Mundie explains how the purchase ofRUSAL's controlling interests in two fabricatingfacilities in Samara and Belaya Kalitva in Russiawas completed in January 2005, after many

sensitive issues had to be discussed since thisaerospace state-governed company waspreviously at the heart of all the cold war activities.

EXPLORING THE NEW LANDOne of the first tasks performed, according

to Mundie and Ilyasov, was a thorough analysisof the human assets acquired, evaluating whatwas the best way to integrate them into Alcoa’sglobal portfolio.

Ilyasov explains how the company had todevelop a long-term vision, taking intoconsideration this cultural transformation. “Howdo you make sure Alcoa understands andembraces all local issues? How do you transformAlcoa’s local operations to fully understand thecompany’s global business policies? How doyou change people’s mindsets from the oldSoviet system of conducting business to Alcoa’sway of thinking and doing business?”

Both HR executives praised the highly skilledand technically competent workforce theyacquired. Mundie states: “Although there aresome countries where labour is cheaper, youhaven’t got the intellectual capability or theeducational abilities that we have found inRussia.”

However, this potential advantage is offsetagainst poor leadership and management skills.According to Ilyasov, “the main reason behindthis is that there is no historical link betweencompensation and performance.”

Another difficulty Alcoa encountered is thatvery few people spoke English. When theacquisition was first completed, only 5% ofAlcoa’s senior executives and professionals inRussia spoke this foreign tongue.

Ilyasov reports how this language barriercan make it difficult to communicate with othersenior managers within the organisation. In fact,it “has turned out to be a bigger issue than wehad originally expected. It is a barrier to business,as well as succession planning and promotions.”

To overcome these challenges, both HRexecutives describe how critical it is for thecompany to implement the right developmentprograms that will facilitate this transition period.

Mundie reports on how Alcoa has spentmillions of dollars implementing language,leadership and management programs -combining first handed training with distancecourses that are supported by prestigiousuniversities so that they are able to get the rightmix. The company has also invested heavily indeploying its Environment, Health and Safetyvalues as well as well as its Alcoa Businesssystem, both of which have been well receivedby employees with much noticeable success.

S E A R C H - H R I N T E R V I E W

Learning to AdaptE

By Pilar Gumucio

Ruslan Ilyasov

inAlcoa Russia:

17ISSUE 26 2006 search-consultDO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


CLOSER TO THE FRONTLINEAt the same time, the company has begun

to restructure the business, aligning it with thecompany’s long-term strategic objectives. Oneof the measures adopted was moving theheadquarters from Moscow to Samara - whichis located about 500 miles southeast of Moscow- as a means to get closer to Alcoa’smanufacturing facilities.

Alcoa’s former HR Director in Russia explainsthat the main reason for this move was that“Alcoa wanted to change the responsability ofthe operator units and have them take morecontrol of their own destiny rather than beguarded by Moscow.”

Nevertheless, there have been manychallenges that have occurred as a result. Forinstance, Ilyasov reports how the HR’s mainroles were predominately administrative andcompliance-related. To overcome this, theyhave had to overhaul the existing structure,putting an HR development program for theirown HR people.

Mundie explains how the company was“also decentralising the HR people to get themcloser to the operations and to the variousbusiness leaders inside the plants rather thanjust sitting in an administrative office. There isa lot of restructuring that is taking place, andthere is also a hell of a lot of training anddevelopment that still needs to take place.”

Another challenge they encountered wasthat the existing HR community found in theregions was generally controlled and directedby their colleagues in Moscow. Therefore, thelevel of capability and the level of experiencein the regions were relatively low.

Mundie was surprised how the HR peopledidn’t spend more time networking with eachother, sharing vital information about salariesand emerging trends. Although there was agood network in Moscow, it simply was notexistent in the regions where Alcoa’s facilitieswere located.

The Alcoa executive recalls how thecompany brought in an expat specialising incompensation that made contact with thesurrounding multinationals in the area to extractinformation about salaries and other benefitsbecause that type of information was simplynon-existent.

The task was very difficult to complete but,“within the first year we had compiled moreregional compensation data than anyone else

who has been working there for the last fiveyears… but you had to go out and do it, youhad to be prepared to share information, youhad to spend time with the HR directors both inMoscow and with your direct regionalcounterparts.”

“As a result, not only did we get the data, butnow there is a little bit of a network that is takingroot within the HR community within the regionsAlcoa operates.”

Alcoa’s current HR Director in Russia believesthat finding local HR talent has been a definitechallenge, but insists that it can be done. In fact,he has just hired his entire HR team locally fromSamara.

“There are other multinational companiesin Samara, and I have been able to hand-picka few executives that I believe will add value”to this transformation process, he adds.

CLIMBING THE MOUNTAINChanging headquarters has also had a direct

impact on the way Alcoa has had to search fortop talent. Both HR executives describe this asa critical challenge because the candidateprofile Alcoa is looking for tends to be found inMoscow, and the further you move from themetropolis, the harder it becomes to find thisperfect match.

Mundie explains: “You are not only in aposition where you have to attract the rightcaliber of people with the right level ofexperience and mindset; you have to try topersuade them to actually move to geographiclocations which are not very attractive.”

As a result, Alcoa is taking people out ofMoscow and paying them a significant premiumto entice them to work in the outskirts.

You must be very careful with this approach,cautions the Alcoa executive, since the addedcost can be considered a disadvantage.Moreover, this policy could also reinforce acomplex compensation structure “since youhave local regional people earning a certainsalary, then you have a higher salary for thosepeople you brought in from Moscow and thenyou have the expats that are on an even highersalary. Although that is not sustainable, it is whatyou do in the short term to help us speed upthe integration process.”

If convincing executives to work outsideMoscow and St. Petersburg is difficult, retainingthem could become even more critical. Ilyasovreports: “Many companies are entering Russiaas the economy is booming. As a result, thedemand for top talent that has the right mindset,language skills and managementcapabilities exceeds the current supply ascompanies have to increase their offersto make sure they can attract and retain the righttalent.”

For Alcoa, nevertheless, retention is not animmediate problem since the company has juststarted its operations in Russia. Anticipating thispotential difficulty, both HR executives haveworked together to develop a three yearbusiness plan that links Alcoa in Russia’sbusiness performance to cash incentives as ameans of rewarding those executives that staywith the company, and continue to make itprofitable.

Throughout this entire process, having theright search providers has been fundamentalto help them attract and retain the best talent.

SEARCHING FOR A REAL PARTNERSHIPSearch is a very personal business as a client

builds rapport and relationships with certainorganisations. As companies globalise, thisbecomes more complicated as Alcoa’sheadquarters will make a set ofrecommendations based on their preferredsuppliers.

“At the same time,” Mundie describes. Youhave to take into account that in each businesslocation each General Manager and Senior HRDirector also have their own longstandingrelationships with many search providers. Inthe end, the decision is ultimately determined


Jim Mundie

18 search-consult ISSUE 26 2006 DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


by them since they are the ones that know whatis needed for that particular assignment.”

Although there is a tendency to go to globalfirms because they have a good track record,in Russia - and especially outside the Moscowarea - this is not always the case.

According to the Alcoa HR executive, thesefirms “should be expanding their investmentsto be able to support a true international offering,which means following their clients into theseregions by setting up local offices.”

He explains how many search providers arebased in Russia’s capital. However, many ofAlcoa’s business leaders “don’t want to taketrips to Moscow and they don’t want to pay forconsultants to come down from Moscow togain a better understanding of the business.”

Ilyasov emphasizes how face-to-face contactis essential, describing how local firms couldbenefit by being able to better understand: thelocal dynamics, the pressures, the challengesand the personalities required to get a bettercultural fit.

Nevertheless, Mundie admits that consultantsthat haven’t had enough exposure to workingin a Western environment or for Western clientswon’t really be able to understand all therequirements Alcoa has, making it impossibleto source the right match – despite their bestefforts.

He also reports that small local companieshave a few consultants and support staff.Therefore, “we have to be cautious to load thesefirms with too many assignments. Otherwise,they are stretched and you begin to see theslippage.”

Despite these difficulties, Alcoa has managedto identify a group of search firms that respondto their needs. Mundie states: “In Russia, wehave used five search providers, and we feelcomfortable enough to use three of those again.”

“I WANT TO TRUST YOU”For the company, overall deliverance is a

key factor. Ilyasov insists that what matters is therelationship with the consultant. “Each firm canhave good and bad consultants. Therefore, it isimportant that you choose your consultantcarefully and that you are comfortable with thatconsultant, probing hard to make sure theyunderstand what you really require for thatassignment.”

Mundie agrees, describing how long-termpartnerships are established on a consultant’s

ability to respond and perform. “Being a non-Russian, I was under a tremendous amount ofpressure. I needed to fill these positions quicklyand I needed to be sensitive to the remunerationpackages candidates being offered so that Icould compete in this market. I didn’t have timeto waste so I really needed to be able to trustthat the search consultant fully understood theassignment, and above all, could deliver on it.”

The consultant also has to gain the trust ofthe functional leader who the hire will report to.Both executives reported on how crucial it wasfor them as clients that search consultants beable to build a strong rapport with the HRDirector, but equally so with the line manager.

Mundie remarks: “If the line manager doesn’tfeel comfortable with the search consultant,then I probably wouldn’t use that search firmagain.”

For Ilyasov, a strong connection betweenthe search consultant and the HR Director andthe line manager usually increased the chancesof a better candidate being selected – one thathad a better cultural fit.

A true partnership is also based on honesty.Mundie indicates how “some search consultantsare reluctant to discuss certain issues, whichmeans that in the end they won’t be able todeliver what the client is expecting. I wouldprefer consultants to be honest and upfront. Ifwe are asking something impossible to find,tell us. If we are a drift on the salary, show uswith facts what we need to do to be able toattract more qualified candidates.”

He adds: “If you don’t have the expertise ina certain area, let us know beforehand. We havehad cases where we have gone to specificconsultants that we have worked with in thepast. They have been honest, letting us knowthat they didn’t feel confident enough to carryout the assignment. Instead, they recommendedsomeone else to do the job. This shows us thatthe search consultant is thinking about ourinterests, and is prepared to go the extra mile- which is essential to establish a long-termpartnership.”

At the same time, Ilyasov advises clients tonot solely rely on the search consultant to selectthe right candidate. He recommends clientsperform periodic checks, hire other firms toverify certain information, maintain continuousdialogue and feedback, and above all, makesure that both the client’s and the consultant’sexpectations are always in full agreement.

Those search providers that listen to Alcoa’sHR executives’ recommendations will benefit,learning about some of the challenges thatmultinationals are facing when opening upoperations in foreign country, and how thatimpacts their approach to search. Search firms,whether global or local, must adapt to the currentdynamics. They must learn to invest more timeand resources, expanding their offerings inrelation to their client’s business. Those thatlearn to adapt will be able to deliver outstandingcandidates to clients, allowing a long-termpartnership to flourish.



Web: www.alcoa.com


Both HR executives are best describedas being creative, proactive and strategicallyfocused, having excellent track records ofsuccess.

An accomplished human resourcesexecutive, Ruslan Ilyasov has worked in thisfield for close to 15 years. He is Alcoa’s currentHR Director of Russia. He joined Alcoa in 2005and is involved in wide-ranging strategiccorporate initiatives and leads thecorporation’s human resources, labour andemployee relations, and security functions inRussia.

Before joining Alcoa, Mr. Ilyasov servedas HR Director of Alfa Bank, the largest Russianprivate bank that has various affiliate officesthroughout Russia as well as the CISRepublics, New York, London, Amsterdamand Cyprus. His earlier roles include VicePresident HR and Administration for SunInterbrew and HR Director for Yukus Refining& Marketing, which at that time wasconsidered the top private oil company. Healso enjoyed a long and successful careerwith Coca-Cola, most prominently as HRManager Eurasia Region, HR Director inFinland and a subject matter expert in abusiness transformation project based inAtlanta, Georgia in the US.

Mr. Ilyasov is the past Chairman of theHuman Resource Association in Russia andhas also previously served as Co-Chair ofAmCham HR committee in Russia. He holdsan MBA from the Weatherhead School ofManagement in Cleveland Ohio, a Certificatein Management from the InternationalManagement Centre in Budapest, Hungaryand an MS in Foreign Languages from theMilitary Institute of Foreign Languages inMoscow, Russia. He speaks Russian andEnglish fluently, and can speak Indonesianfairly well.

Jim Mundie, an experienced InternationalGroup Human Resources Director, hasworked in this field for close to 20 years. Hejoined Alcoa in 2000 as UK & Ireland HRDirector, and since then he has moved up theranks to Director of European HR Services,HR Director of Russia and is currently thecompany’s HR Director for North America’sMill Products.

Previously Mr. Mundie worked as GroupHR Director for Luxfer Group and prior tothat position, worked for Alcan Extrusions for7 years, most recently as Group HR Director.

Mr. Mundie holds an MA in EmploymentLaw and Relations from Leicester, UK. He hasattended many training courses, most notablyfrom the Centre for Creative Leadership inthe US, Shepherd Moscow and the CranfieldBusiness School in the UK.

19ISSUE 26 2006 search-consultDO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM



S E A R C H - R U S S I A

by Pilar Gumucio

Russia:

ussia is awakening and isbeginning to show its ful lpotential. It is in its eighth

straight year of economic growth,averaging close to 7% annually sincethe financial crises of 1998. Real fixedcapital investments have averagedgains greater than 10% over the lastfive years, and real personal incomeshave reported average increases over12%.

Nevertheless, this enormous countryis still like a brilliant young athlete whostill needs to be effectively managedand trained. It is experiencing a long-term economic boom, but the path fromthe state managed economy of theSoviet era to a market economy hasnot been easy as there is still a greatdeal of work to do.

Although there is a great number ofeducated and ver y technica l lycompetent individuals, the lack ofleadership and managerial skills of thetop talent can be a potential barrier,especially for the multinationals thatare currently opening up offices andare demanding a more internationalmindset and English language skillsfrom their executives in Russia.

As the country prepares to enter theWorld Trade Organisation this year,there is a renewed government effortto implement some critical structuralreforms. Therefore, investors areconfident in Russia being able tomaximise its potential as the executivesearch industry is beginning to takeoff. search-consult has interviewed MrStanislav Kirillov, Managing Partner of

AIMS Russia, who describes how busyhis firm is at the moment because ofthe heightened demand in Russia. Heis eager about the opportunities thatare arising, yet cautious about thechallenges that are accompanyingthese new possibilities.

A COLOSSUS IN THE MAKINGWithin this context, Mr Kirillov

describes how the executive searchmarket is growing and becoming morecompetitive. In fact, he estimates thatin 2005 this market produced between30 and 40 millions Euros, with muchmore calculated for this upcomingyear.

“The most dynamic areas arerelated to building industry andbanking services. The area of new

R

Exploring Possibilities

subscribe tosubscribe to

magazine

web: www.search-consult.come-mail: [email protected]

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


technologies, especially in regard tothe implementation and maintenanceof product ion industr y, is a lsosignificantly developing,” explains MrKirillov.

Executive search has been aroundsince the early 1990s as the end of theSovie t Union has dr iven manymultinational firms, such as Coca-Cola,McDonalds and Alcoa, to open upoffices there.

According to the executive of AIMSRussia, the majority of their clients arestill multinationals. Some of the largelocal companies are beginning to usethis service; aware that the demand forlocal talent severely outweighs thecurrent demand. They see executivesearch as a way for them to be able toat t ract that sought af ter ta lent .

He also explains how “middle sizedlocal companies still do not use thisservice”.

Mr Kiri l lov describes how theexecutive search market appeals toboth, generalists and boutiques.Clients prefer specialised searchconsultants, but it doesn’t matter ifthese consultants work for a smallniche boutique or a generalist searchfirm. What matters most to clients isthat search firms deliver quality resultsa n d a r e r e s p o n s i v e t o t h e i rorganisation’s needs.

AIMS’ Russian Managing Partnerexplains how the search market iscurrently becoming more competitive,especially when you compare it to itsstart. Clients are becoming moresophisticated in how they select theirservice providers as the share ofcontingency-based firms is decreasing.At the same time, Mr Kirillov believesthat “there is no real evidence of hardcompetition among active searchproviders yet” as he expects themarket to get fiercer as the demandintensifies.

MAKING SURE THE CANDIDATEFITS

What is evident is that the demandfor top talent is increasing, especiallyas Russia continues to attract more

mul t ina t iona ls and more loca lcompanies restructure and adapt theirold way of conducting business to meettoday ’s changing env i ronment .

Mr Kirillov explains that most of thecandidates are locals. Expats representonly 10-15% of the manager ia lworkforce.

“The number of local managersm e e t i n g t h e r e q u i r e m e n t s o fmultinationals is growing. Currentlymore and more local managers arereplacing expats. This is significantlymore cost effective” for clients, headds.

Yet it represents a challenge forsearch consultants: finding managerswith enough qualifications, especiallywith a western mindset and Englishlanguage skills required to performefficiently.

Mult inat ional cl ients are alsorequesting that candidates have awestern mindset, an essential elementto be able to fully understand thecompany they are working for, andthus, be able to add value from thevery start – especially in today’s fastpaced and globalised environment.

Local companies have traditionallyhad a different mindset. The AIMSexecutive notes how in the past localbusinesses have focused more on theshort-term, “with enormous profit rateexpectations and without taking much

care of HR retaining and developmenttechnologies.”

Mr. Kirillov explains that the mainreason is that in the past, “localpolitical, economic and criminal riskswere too high to develop and followany long term business strategy.”

As a result, HR was traditionallyviewed as an administrative role,checking that the paperwork was inorder. He describes how HR managersin local companies were often notresponsible for setting the budget andusually were not permitted to take partin the decision-making process inr e g a r d t o c o r p o r a t e p o l i c i e s ,procedures, or new opening roles andprofiles.

This trend is beginning to change,especially in the last two years. As localcompanies continue to report growth,competition will increase. More localcompanies are in a hurry to implementb e t t e r H R p o l i c i e s , m i n i m i s eprocedures, reduce headcount costsand above all, be able to attract qualityta lent that can provide them ac o m p e t i t i v e e d g e o v e r t h e i rcompetitors as HR is beginning to beseen as a strategic asset.

HOW TO ATTRACT PREMIUMTALENT

More and more companies arerestructuring their HR departments andlearning how to effectively alignexecutives’ performance levels withtheir remuneration and compensationpackages. They are learning how todocument better their data and; moreimportantly, they are learning tocollectively share this informationamong the HR community that isbeginning to develop, so that they cansee precisely what t rends andchallenges are emerging. As a result,they can prepare their organisationsaccordingly.

One of the effects of this change inmentality is that more and morecompanies are turning to search firmsand management consul tanciesto help them obtain this valuableinformation.



g Right Target

Stanislav Kirillov

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM




For some companies, especially thelocal f irms, having this valuableinformation is what is required to luretop talent away from their competitors.If they offer them a higher remunerationpackage, then their logic is that theexecutive they are targeting will bemore inclined to join them. This maypersuade some executives to join theirfirm, but only until they receive anothermore attractive offer. As a result, searchconsultants are increasingly findingthat they are advising clients to look atthe bigger picture as attracting theright candidate is only one part of theequation. Retention and developmentshould also be taken into account.

The Managing Partner of AIMSRussia explains that another importantopportunity for search firms operatingin Russ ia i s to re loca te morecandidates from Moscow and SaintPetersburg to other regions of Russiaas a result of a surge in businessdevelopment outside these mainmetropolises.

T h i s s i t u a t i o n p r o v i d e d a ninteresting opportunity, as clients arenow demanding that more candidatesfrom outside Moscow be sourced.

According to Mr Kirillov, the levelof searches located outside of theM o s c o w r e g i o n” i s g r a d u a l l yincreasing.

Since most of the economic andbusiness activities are still centred inMoscow, most of the search firms aregeared towards selecting top-notchcandidates in this region for theirclients who are also based there.

As clients begin to open offices inother regions, this opportunity can beviewed as a challenge as search firmswill have to invest more time andresources in order to effectively satisfytheir clients’ demands.

BEYOND THE HORIZONFor some, this will mean opening

more offices in key cities. For others,this may mean hiring more consultantsand/or researchers located in otherregions outside of Moscow. In the end,those search firms that can broaden

their scope have more opportunitiesfor success in Russia.

This s i tuat ion also presentedanother challenge, which is convincingthe candidates to relocate to theseregions outside Moscow or SaintPetersburg.

“This is difficult because of the biggap that exists in the sphere of sociallife and general living conditions,”explains Mr Kirillov.

Some clients are paying an extrapremium to attract Moscow-basedcandidates to the outskirts, aware thatthis cost can be sustainable in the shortterm but hope that local candidatescan soon be adequately sourced andsatisfy clients’ expectations in regardto the particular mindset, languageskills and management skills required.

As a result, the role of the searchconsultant becomes critical. They mustpartner with their clients to be able toeffectively attract, select and - moreimportantly - retain the right candidate.As clients’ expectations increase inregard to the qualifications requiredby the ideal local candidate, thestandards and expectations clientsdemand from their search consultantis also being raised.

Nevertheless, the executive of AIMSRussia reports: “There is a lack ofprofessional consultants on the localmarket. We continuously look throughthe market to find the right consultantfor our team, and we push our traineesto grow.”

This difficulty may be exacerbatedas executive search extends to otherkey cities and regions outside ofMoscow. As clients’ demands increasesearch providers, whether they arelocal boutiques or international searchfirms, are going to have to becomemore specialised and competitive,establishing long-term relationshipswith their clients as they broaden theirnetworks to be able to effectivelysource and select talent.

Russia has an enormous amount ofpotential. As this country continues toopen its frontiers, the olden ways ofmanaging companies under the Soviet

era are changing as companies,whether they are multinationals orlocals, must learn to adapt theirmindset and performance to these newset of circumstances- especially whenit comes to attracting and retainingtalent. Those search consultants thattake advantage of the opportunitiestha t are ar is ing - ye t preparethemselves and their clients for thechallenges that lay ahead - will stayahead of the game.



E-mail: [email protected]: www.aims-international.net

www.aims.ru

Mr Stanislav Kirillov entered search in1994, starting with search and selectionprojects for multinational companiesoperating in pharmaceuticals productionand distribution, medical equipmentproduction and sales and chemical semi-production markets. He was involved insearch and assessment projects for localcompanies and multinationals in industrysectors such as: pulp and paperprocessing, banking, oil and gas upstreamand downstream, chemicals b2bdistribution, construction machinerydistribution & maintenance, industrialequipment sales & installation andmaintenance, telecom equipment andser vices, logistic ser vices, foodproduction, FMCG distribution andothers.

He was the Co-Founder of AIMSManagement Search Russia, which beganoperations in 2000. This companyprovides search, select ion andassessment to clients, which are mostlymultinationals operating in Moscow, St.Petersburg and other regions of Russia.

AIMS International was founded in 1992and is currently ranked second amongt h e l a rg e s t E x e c u t i v e S e a r c hConsultancies in the world, spanning 5continents with more than 80 offices inover 40 countries. AIMS’ entrepreneurialoriented consultants provide a widerange of HR services including talentacquisition and development to asubstantial and diversified client base.

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


The Trainer:Jill Dillistone – arguably the Search industry’sleading trainer with over 20 years experienceof conducting research for a number of premiersearch firms in the UK and Europe as well asdelivering training courses internationally formajor search firms such as Russell Reynolds,Heidrick & Struggles and Whitehead Mann.

BOOK NOW FOR:

Research and Candidate Development Workshop: Hong Kong 10 May, Tokyo 15 May,London 10 October, New York 9 November, Chicago 13 NovemberThis 1-day workshop is for less experienced researchers and consultants. The three themes covered during the dayare research skills, telephone techniques and administration and project management.

You will learn:How to be creative in solving your search • Five techniques to screen candidates effectively • How better to set prioritiesand manage your time • The secrets of getting to the best candidates fast

Search Execution and Client Management Workshop: Hong Kong 11 May, Tokyo 16 May,London 11 October, New York 10 November, Chicago 14 NovemberThis 1-day workshop is for professionals involved in the search execution process and focuses on effective andsuccessful client management and liaison (including progress reporting), candidate interviewing and referencing andthe preparation of candidate reports and package negotiation.

You will learn:How to get the real story behind the CV • Five techniques to add value in the search process • How better to manageclient meetings • The secrets of developing long term client relationships

a series of 1-day training seminarsfor Search Professionals

EXECUTIVESEARCH

TRAININGWORKSHOPS

THE WORKSHOPS:

"Workshop was great. I learnt some important issues regarding client management."Sorin Popa, Accord Group, Romania

"Well structured, well paced, clear presenter, good group discussion and clear objectives covered."Sally Clark, Kathleen Townsend Executive Solutions, Australia

"As a newcomer to the industry, I found the day very useful and came away with a knowledgeof processes and techniques." Susan McCabe, Halcyon Consulting, UK

Maximum 16 attendees per workshop.For rates and to book, please complete the booking form available online at www.dillistone.com/workshops

and send it with the payment to one of the addresses provided. (please make cheques payable to Dillistone Systems Ltd)

If paying by credit card, please fax it back to us on +1 (201) 221 7518 or +44 (0)20 7729 6108.Refreshments will be provided throughout the day.

For more information, please visit our website www.dillistone.com/workshops or send an email to [email protected]

Hong Kong Tokyo London New YorkChicago

wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - T H E S U C C E S S P R O F I L E


the Differencethat Make

hilst competency testing forjunior or inexperiencedpersonnel is more often than

not a relatively painless and straightforwardexperience, when it comes to evaluatingcompetency or potential at the moreexperienced, senior end of the scale, it’sa completely different matter. It’s an issuethat has taxed many corporates - and thoseinvolved in the search and selectionindustry - and is complicated still furtherby the plethora of so-called solutions onoffer from the legions of ‘experts’ to befound at the click of a Google search button.

At Digby Morgan we are continuallystriving to assist our clients to define theirrecruitment needs – specifically in our areaof expertise, the HR arena. In recent yearsthis has been most prevalent in thedefinition of what, for example, makes anHR Business Partner. Ever since DavidUlrich (a Professor at the Ross School ofBusiness at the University of Michigan andan accepted HR guru in the academicworld) used the term back in the 90s in hisbook Human Resource Champions, Headsof HR have been talking to us about howto identify and recruit the best BusinessPartners. However, there seems no cleardefinition of the term and many peopleadmit that they are not sure they would beable to differentiate an ‘excellent’ candidatefrom merely an ‘OK’ candidate.

In discussions with companies,competency models have clearly helpedto define the skills and behavioursexpected. But clients still feel that it isdifficult to differentiate at the recruitmentstage. We wanted to take this search furtherand believe we may have come across amethod that will help recruiters at the mostsenior levels identify excellence.

THE SUCCESS PROFILEWe have been working very closely with

a consultant by the name of Jan Hills. Janruns her own business working withcompanies to transform their HR functionand to develop Business Partners. Jan hasdeveloped a tool that she calls The SuccessProfile. Essentially what the tool does is torecognise that in any organisation thereare those who consistently performoutstandingly well. The reason is not simplytheir superior technical skills, but how theyapply them day-to-day. This, in turn, isdetermined by their attitude and approachto their work. If you can identify the beliefs,values and purpose of these people andmake them accessible to the organisation,then this can improve the performance andprofitability of the entire business – notleast when it comes to recruiting additionalhigh achievers.

The Success Profile approach identifiesthe key differentiators of high performers

and with them creates an accessibleframework that will help others within theorganisation adopt those same exceptionalways of working. The Success Profileworks because it collects data on severaldifferent levels:

• Context

• Behaviours

• Capabilities

• Beliefs and Values

• Purpose

In fact, it is in modelling these factorsseparately and as a whole that the‘differences that make the difference’are usually found. The SuccessProfile identifies the four or five elementsthat make the difference. This approachallows recruiters to focus on a muchsmaller number of criteria. Since it alsoidentifies the beliefs of the mostsuccessful, it enables the identification ofshared beliefs that determine successfulbehaviour irrespective of style orbackground. For example, in the HRBusiness Partner Profile, we found thatknowing the beliefs held about clientrelationship building enables recruitersto differentiate candidates who buildrelationships that are based onexceptional delivery rather than justmatching style.

WBy John Maxted

TheDifferences

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - T H E S U C C E S S P R O F I L E


When used across multiple senior rolesthe overall result of using the SuccessProfile is an improvement in achievement,effectiveness and financial performanceacross the business. This is done byfocusing on the strengths of theorganisation and in working with thecompany to create strategies to developand hire those who share these strengths. In carrying out this approach with onecompany in retail sales, the organisationachieved significant increases in customersatisfaction, retention and revenue percustomer.

Derived from NLP (Neuro LinguisticProgramming) modelling strategies thathave a proven record of identifying the keyaspects of excellence and passing themon to others to boost their performance,the profile is developed through a seriesof semi-structured interviews and usuallyincludes a questionnaire and anobservation period.

Once this data has been gathered, thedistinguishing features are identified thatmark the difference between the good andthe exceptional. As a result, a SuccessProfile is created and a plan is implementedfor hiring or enabling others within theorganisation to adopt the same approachas the best performers.

IGNORING DIFFERENCESMany companies have found that the

approach taken by conventional,competency-based behavioural analysiscan be difficult to use and can ignoredifferences in style and background.Therefore, they may miss opportunities fordiversity and lead to the potential for‘cloning’. Digby Morgan clients have oftenfound that with conventional competencyanalysis the list of behavioural requirementscan be daunting, especially to busy linemanagers. This tends to deter people fromusing the data in their day-to-day hiringand development decisions. However,because the Success Profile identifies the‘differences that make a difference’,typically managers only have to deal withfour or five elements making it easier towork with.

In addition, because the Success Profileis identifying beliefs and purpose, ratherthan just skills and behaviours, there is lesschance of being accused of hiring ‘clones’.For example: in using the Profile tool acrossEurope, the US and China, we found thatthe best performers share beliefs abouttheir job but national culture determinesthe style by which they carried out the role.This resulted in the company being ableto hire from a more diverse candidate baseand provided them with employees whocould fit into national cultures whilst stilldelivering performance that met theirstandards.

Another advantage when hiring,especially in new markets such as Chinawhere skills and experience are often inshort supply, is that the identification ofbeliefs and purpose enables recruiters toselect candidates from differentbackgrounds and experience. One clientin fashion retail was struggling to find seniormanagers with the right experience. Oncethey had identified the beliefs and purposethat drove excellence, they were able toexpand their candidate search to otherindustries that shared these beliefs.

As a result, companies looking for HRBusiness Partners who really will make adifference, find they must focus on thosewith specific beliefs about the way theybuild deep client relationships whistremaining independent and challengingthe client. Moreover, the best BusinessPartners do not just understand the

business numbers but the business levers– which consist of the clients, products andemployees that make up these numbers.They will also have a deep understandingof their competition as well as the markettrends and dynamics.

Competency analysis has takencompanies a long way in defining whatthey require in senior roles. However, inadopting a tool such as the Success Profile,that deepens the data whilst simplifyingthe process of hiring, we think that we havefound something that will help our clientsmeet their future recruitment anddevelopment challenges.

John Maxted is the Founder andChief Executive of Digby Morgan, oneof UK’s leading specialist HR searcha n d s e l e c t i o n c o n s u l t a n c i e s .A chartered Fellow of the CharteredInstitute of Personnel and Development,before establishing Digby Morgan Johnheld senior HR positions with bothBritish Airways and Arthur Andersen.

Founded by John Maxted in 1988,Digby Morgan works closely, often onan international basis, with manyFTSE100 companies and dynamic brandnames. With dedicated divisionsfocusing on sectors such as the financial,professional services and technologyindustries, the company’s reputationfor discretion, integrity and soundcounsel has made it the consultancy ofchoice for thousands of senior HRprofessionals. He can be contacted [email protected]

In recent years, Digby Morgan hasestablished two additional, dedicateddivisions. The first, focusing on theburgeoning interim HR market, is HRInterims. The second, HR Resourcing,specialises in the search and selectionof HR professionals up to £40K - whilstthe parent company, Digby Morgan,concentrates on the identification andplacement of more senior HRpersonnel.



Web: www.digby-morgan.com

John Maxted

DO NOT REPRINT

wydanie 26g1.fh9 4/12/06 10:18 AM


S E A R C H - E V E N T S 2 0 0 6


APRIL

Amrop Hever Research Conference 4-7 Budapest, HungaryERA Conference 19 London, UKIESF Asia-Pacific Conference 20-22 Kuala Lumpur, IndiaBoyden World Conference 23-25 Beijing, ChinaStanton Chase International Partners Meeting 28-29 Athens, Greece

MAY:

NALSC Annual Conference 4-6 Miami, FL, USAExecutive Board of IRC Recruitment 9 Chicago, IL, USAExecutive Search Workshops 10-11 Hong Kong, China

Recruiting 2006 Conference & Expo 10-11 Las Vegas, NV, USAThe Technology in Recruitment Forum 11 London, UKSignium European Regional Partners Meeting 11-12 Madrid, SpainWorld Search Group Americas Regional Meeting 11-13 Toronto, CanadaINAC General Assembly 13-16 Dublin, IrelandExecutive Search Workshops 15-16 Tokyo, Japan

IESF European Conference 15-17 Brussels, BelgiumBDU Conference 18 Bonn, GermanyAlexander Hughes France/Benelux/Switzerland 19-20 Paris, FranceConsultants Seminar IIC European Regional Meeting 24-26 Moscow, RussiaInterSearch Conference & General Assembly 26-29 Beijing, ChinaThe Amrop Hever Group World Conference 28-30 Marbella, Spain

JUNE:

European Executive Search Network (EESN) 2-3 Barcelona, SpainMembers Meeting Alexander Hughes Business Managers Meeting 2-4 Moscow, RussiaEREC 21-22 London, UK

SEPTEMBER:

IESF Global Conference 6-9 Moscow, RussiaER Expo 12-14 Miami, FL, USABoyden EMEA Conference 14-17 St. Petersburg, RussiaWorld Search Group Annual General Meeting 27-30 Tokyo, Japan

OCTOBER:

IIC Partners' Annual General Meeting 4-6 Rio de Janeiro, BrazilExecutive Search Workshops 10-11 London, UK

“The Executive Search Practitioner” Conference 12 London, UK

Dillistone Systems FILEFINDER Global User Conference 13 London, UK

Annual IRC Conference 12-13 Shanghai, ChinaBoyden Asia/Pacific Conference 14-16 Goa, IndiaIACPR Global Conference 15-17 New York, NY, USAHunt Scanlon Leadership Forum 18-19 New York, NY, USAAlexander Hughes Business Managers Meeting 20 London, UKKennedy Information Executive Search Summit 26-27 New York, NY, USABoyden Americas Conference 28-30 Miami, FL, USA

NOVEMBER:

Executive Search Workshops 9-10 New York, NY, USA

Recruiting 2006 Conference & Expo 9-10 New York, NY, USAExecutive Search Workshops 13-14 Chicago, IL, USA

Tell us about your events: [email protected] - see FILEFINDER at this event

wydanie 26g1.fh9 4/12/06 10:18 AM


wydanie 26g1.fh9 4/12/06 10:18 AM


Source: 1 Hunt-Scanlon Advisors’ 17th annual recruiting industry survey, Executive Search Review, March 2006 • 2 search-consult Magazine’s The largestSearch Firms in the World annual survey, September 2005 • 3 The Kennedy Information Executive Recruiter News’ annual market analysis, March 2006 •4 Top 5 search firms in Japan refer to Asiamoney Headhunters Poll, February 2006, P49 • 5 Top 4 search firms in Asia (excluding Japan) refer to AsiamoneyHeadhunters Poll, February 2006, P48 • 6 Executive Grapevine market share survey 2004 – 2005, The Grapevine Magazine, October 2005

U S A U K G E R M A N Y A U S T R A L I A

To find out how your business can benefit, book your FREE demonstration TODAY!

USA: +1 (201) 653-0013 UK: +44 (0)20 7749 6100 Germany: +49 (0)69 27 40 15 807Australia/Asia: +61 2 9006 1194 Other Europe: +44 (0)20 7749 6100

[email protected] www.dillistone.com

Why would your businessuse anything else?

The Largest Search Firms …• The Hunt-Scanlon Global 25 Search Firms1 between them

use FILEFINDER in over 100 locations• The two largest international Executive Search networks,

based on the search-consult list2, use FILEFINDER in 25 locations.

The Most Efficient Search Firms …• The Kennedy Information ERN Top 20 US Search Firm3 with

the highest revenue per Partner / Consultant relies on FILEFINDER.

The Highest Regarded Search Firms …• 3 of the Top 5 Search Firms in Japan use FILEFINDER4

• 3 of the Top 4 Search Firms in Asia (excluding Japan) use FILEFINDER5

The Most Search Firms …• 8 out of the Top 10 Small Search Firms in the UK, as defined by

The Grapevine Magazine6, use FILEFINDER• Each of the search-consult Top 5 Search Firms in Europe2

use FILEFINDER in at least one country.• 100s of Search Firms in 47 countries across the world use FILEFINDER

...Use FILEFINDER

search-consult Issue 26

Documents

Transcript of search-consult Issue 26