search-consult Issue 28

wydanie 28e.fh9 8/22/06 12:57 PM Page 1

C M Y CM MY CY CMY K

2006

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COMING UP

IN FUTURE

ISSUES:Executive Search

in IndiaEdward W Kelley

Discusses the FutureExecutives OnlineHR Interview

The International Executive Search MagazinePublished by Dillistone Systems

The International Executive Search MagazinePublished by Dillistone Systems

S U B S C R I B E O N - L I N Ewww.search-consult.com

Strategy: Why it Takes a Villageto Recruit a new CEO

Market Review: ExecutiveSearch in France

Coming of Age: Certificationof the Search Profession

The LargestSearch Firmsin the World 2006

The LargestSearch Firmsin the World 2006

Joseph Daniel McCool Speaksat the Executive SearchPractitioner Conference in LondonLimited places still available – more details inside



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

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[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

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

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

3ISSUE 28 2006 search-consult

search-consult

MANAGING DIRECTORJason [email protected]

EDITORIALPilar [email protected]

PRODUCTIONMargaret [email protected]

ADVERTISING/SUBSCRIPTIONS/REPRINTS

UK and EuropeNorth and South AmericaSouth East Asia and Australia

Yann Le [email protected]

or log on towww.search-consult.com

search-consult.comThird Floor, 50-52 Paul Street, London,EC2A 4LB, United KingdomTel: +44 (0)20 7749 6102Fax: +44 (0)20 7729 6108www.search-consult.com

For manuscript/ photographic submissions, pleasee-mail our Editorial department or write to theaddress above to obtain author/ photographicguidelines.

search-consult is published by Dillistone SystemsLtd, Third Floor, 50-52 Paul Street, London, EC2A4LB, United Kingdom and printed by Mr. BloomLtd, Sopot, Poland, www.mrbloom.com.pl.All statements, opinions, and expressions are thesole responsibility of the authors and the Publishersreserve the right to amend/alter articles asnecessary. The Publishers cannot be held responsiblefor any loss or damage, however caused, of anymaterials supplied. Any materials supplied maynot always be returned. No part of this publicationmay be reproduced in any format without priorwritten consent of the Publishers.

© Copyrights 2006 Dillistone Systems Ltd

12 October 2006 London, UKLimited availability - book TODAY!

"The Executive SearchPractitioner" Conference

For details and how to book turn to page 13-16or visit www.search-consult.com/events

Executive Search Events 2006SEPTEMBER:

IRC Recruitment Board Conference 4-5 Düsseldorf, Germany

Boyden 60th Anniversary Celebration 7 London, UK

IESF Global Conference 6-9 Moscow, Russia

ER Expo 12-14 Miami, FL, USA

Boyden EMEA Conference 14-17 St. Petersburg, Russia

World Search Group Annual General Meeting 20-23 Chicago, IL, USA

OCTOBER:IIC Partners' Annual General Meeting 4-6 Rio de Janeiro, Brazil

Executive Search Workshops 10-11 London, UK“The Executive SearchPractitioner” Conference 12 London, UKFor more information visit www.search-consult.com/events

Dillistone Systems FILEFINDERGlobal User Conference 13 London, UKIRC Recruitment Annual Conference 12-13 Shanghai, China

Boyden Asia/Pacific Conference 14-16 Goa, India

IACPR Global Conference 15-17 New York, NY, USA

Hunt Scanlon Leadership Forum 18-19 New York, NY, USA

Alexander Hughes Business Managers Meeting 20 London, UK

Kennedy Information Executive Search Summit 26-27 New York, NY, USA

Boyden Americas Conference 28-30 Miami, FL, USA

NOVEMBER:Stanton Chase International Partners’ Meeting 2-4 Sydney, Australia

Recruiting 2006 Conference & Expo 8-9 New York, NY, USA

Executive Search Workshops 9-10 New York, NY, USAExecutive Search Workshops 13-14 Chicago, IL, USA

FEBRUARY 2007:Executive Search Workshops 8-9 San Francisco, USAExecutive Search Workshops 21-23 Sydney, Australia

MARCH 2007:Executive Search Workshops 27-29 Brussels, Belgium

APRIL 2007:Executive Search Workshops 17-18 London, UK

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

wydanie 28d.fh9 8/18/06 3:23 PM Page 4


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,

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in the

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


earch-consult is proud to present

“The Largest Search Firms in the

World 2006”. Overall, this year the

search industry remains positive and eagerly

optimistic, as revenues have continued to

increase worldwide. According to the AESC’s

most recent report, there has been an overall

global increase of 9% in new searches.

Additionally, a year over year comparison

showed that average net revenues were 13%

higher this year.

As the 'War for Talent' intensifies, the need

for top talent continues to increase as clients

are increasingly looking to search firms to

not only find them talented executives but

also ensure long lasting and perfect matches.

At the same time, they are no longer just

looking for local talent, but as expanding

their operations globally. Therefore, they are

requesting specific skills and expertise be

sourced from various countries, or even

globally.

Clients are requesting for search firms to

be able to provide a profound understanding

of the headquarters’ local business culture

and legal framework as well as in each

country where an office will operate, ensuring

that their search provider fully comprehend

the latest regional and global trends that

affects their businesses. As a result, client

relationships are evolving from a single

transaction into more of a trusted adviser and

strategic partner.

At the same time, a shortage in supply has

widened the scope of choices candidates

can select from as they are becoming more

actively involved in the entire search process.

They are demanding quicker decisions to

be made, they are thoroughly researching

the prospective companies and they are

determining for themselves if the opportunity

presented are compatible with their personal

and professional objectives. These are

exciting times for search consultants as they

must work extremely hard to make

meaningful interactions with both the

candidate and the client, expanding their

scope to be effective on an international

scale.

As globalization deepens, this survey

becomes paramount in identifying which

firms are really going global. The objective

of this annual ranking is to measure and to

compare a firm’s international reach, based

on the number of offices that provide retained

executive search services to clients. This

approach, therefore, excludes lower-level

recruiters that ‘dabble’ in retained search,

looser networks that provide services beyond

human resources and most of the

management consulting firms.

Although our primary aim is to provide a

macro panorama of the number of retained

executive search firms that operate on a

global basis, this survey also allows us to

provide a more detailed regional focus,

identifying specific firms that are stronger in

certain parts of the world.

The survey methodology is to ask firms

to provide a breakdown of offices on this

basis. search-consult then randomly

checks a sample of these responses. For

those firms who do not provide data, we

endeavor to verify the information sourced

elsewhere.

AND THE WINNER IS….Now back to the results. A drum-roll

please as we proceed to announce that the

world’s largest retained executive

organization for 2006 is AIMS International,with a grand total of 88 offices.

Compared with last year’s ranking, AIMS

International has opened up 20 new offices

this year alone, with offices opening in

Latvia, Germany, Brazil, Venezuela, Korea,

Greater China, India and the United Arab

Emirates, to name just a few. These offices

have been strategically opened, depicting

the firm’s strong commitment to be able to

serve their clients on an international scale

more effectively.

Roger M. Cater, President of AIMS

International, said he was delighted that it

had achieved the number one had achieved

the number one position in search-consult’sglobal ranking. He was particularly pleased

that the increase in the number of offices

worldwide had directly resulted in a

significant increase in the amount of cross-

border business between Partners.

He added: “The challenge now is to

ensure that the high level of service

currently provided to clients is

maintained.”

Cater also confirmed that the AIMS

International Board had recently taken a

strategic decision to significantly expand

the organization’s activities in both North

America and Asia Pacific. “This process

has already started with three new Partners

about to be appointed, two in the USA and

one in Australia. Further appointments will

be made in the USA later in 2006."

IESF and InterSearch have particularly

improved their overall ranking. In last year’s

ranking IESF had been 5th, with 62 offices,

and today this leading network has moved

up the ranks to 2nd place, with a total of 86

offices. Meanwhile, InterSearch, which was

SBy Pilar Gumucio

World 2006

TheSearch Firms

Largest




6 search-consult ISSUE 28 2006

ranked 12th last year, today comes in 3rd

place, with 85 offices.

Korn/Ferry and Heidrick & Struggles - in

revenue terms usually found contending for

the top slot - are in 6th and 8th place

respectively. Egon Zehnder has maintained

7th position while Spencer Stuart has dropped

a place to 11th this year. Russell Reynolds

has dropped three places to 19th position.

These results are suggesting that the ‘Big 5

Global Search Firms’ by revenue are not

necessarily those with the largest spread of

offices. The networks are demonstrating

truly global reach on this criteria.

TOP RANKS FOR THE AMERICASIn North America (which entails Canada

and the United States) DHR Internationalremains the largest search firm, with offices

in 33 locations.

"After realizing revenue and net income

growth in 2005, we feel that the firm is

positioned for even greater results in 2006,"

stated David Hoffmann, Chairman and CEO

of DHR. "We continue to expand our

presence in the US and internationally with

some of the most talented search consultants

in the world in order to meet the increasing

demands of our clients. By adding consultants

like Gayle Mattson to run our CEO and Board

Services practice group, we have increased

both our visibility in the marketplace and the

number of premier searches with Fortune

500 companies.”

When asked about the firm’s growth

prospects, David Hoffman said: “We strongly

feel that the best growth prospects for DHR

over the next several years will be the

strengthening of our positioning in the US

combined with the continued development

of our international presence in Europe, Asia

and Latin America. "

He added: "We very much hope to change

the US-centric perception of our firm and we

are working diligently to do so. In the past

24 months, we have opened seven wholly-

owned international locations in order to

better serve our clients. Our strategic growth

plans call for the continued expansion of

DHR into new and emerging international

locations over the next 24 to 36 months. We

hope to double our current international

coverage within the aforementioned

timeframe through organic and acquisitive

growth."

Following DHR is Korn/Ferry, with 22

offices. Spencer Stuart has moved up the

survey to tie with Heidrick & Struggles for

3rd place, both having 18 offices. Boyden

has moved up a place to 4th position boasting

16 offices in this region, while Stanton Chase

International is 5th and has 14 offices in North

America.

The top spot in Other America, which

consists of offices based in Central and South

America, goes to IESF (InternationalExecutive Search Federation), with 24

offices.

IESF Joint President, Andrew Walker, who

is based in London, comments: "We are

delighted to see IESF leading the field in

Other America through its wide spread of

partner offices. Our development policy two

years ago was specifically designed to grow

IESF coverage in the BRIC group of countries

with local professionals. Our next step is to

use these as hubs for further growth in

surrounding countries, providing us with

further local knowledge and global reach.

Not only does this enable our clients to extend

their operations, but also gives us access to

the real management talent that exists in the

developing world."

The Amrop Hever Group, who had

previously held this top slot for two

consecutive years, now ties with AIMS

International for 2nd place, both having 11

offices. EMA Partners takes 3rd place, with

10 offices in this region. InterSearch and

Stanton Chase International tie for the 4th

position, both having 9 offices. Korn/Ferry

takes 5th place, with 8 offices in this category.

Networks and global firms continue to

fiercely compete in North and South America,

as the winners have proven that opening

strategic offices here, coupled with hiring

top quality consultants, is providing them an

edge.

EUROPE’S TOP SPOTEESN (European Executive Search

Network) takes the top spot in Europe, with

a total of 70 offices. The name itself hints at

where this organization’s strengths are. This

leading network boasts a first-rate reputation

that is based on local boutiques cooperating

together under a trustworthy brand,

partnering with clients so that they are able

to succeed in their local environment as well

as in every country that they expand their

businesses.

Sebastian Steinbach , Chairman of EESN,

comments: "Size does matter: With every

consultant we increase the market

knowledge within Europe, and can deliver

a better service to our customers. There are

no 'white spots' on our European map, which

enables us to advice very profoundly on each

recruitment challenge. But we are still a

young organization. Transnational projects

still only account for about 10% of the total

volume of EESN. Our growth potential is

1. AIMS 7 11 53 11 6 882. IESF 6 24 28 27 1 863. InterSearch 12 9 45 11 8 854. The Amrop Hever Group 10 11 42 16 3 825. Boyden 16 6 30 19 2 736= Korn/Ferry 22 8 24 15 3 726= EESN 0 0 70 1 1 727. Egon Zehnder International 13 6 28 11 3 618. Heidrick & Struggles 18 7 22 11 1 599. TRANSEARCH International 10 5 32 9 2 5810. IIC Partners 12 6 25 14 0 5711. Stanton Chase International 14 9 20 9 2 5412= The Taplow Group 12 7 27 7 0 5312= Ray & Berndtson 9 4 33 5 2 5313= EMA Partners 7 10 24 6 3 5013= Spencer Stuart 18 4 19 8 1 5014. INAC 0 3 33 6 2 4415. IMD International 2 0 28 12 0 4216= DHR International 33 1 3 3 0 4016= AEA International 0 1 31 7 1 4017. IRC Recruitment 3 0 34 1 0 3818. World Search Group 11 2 15 6 2 3619. Russell Reynolds Associates 12 2 13 8 0 3520. CFR Consulting Group 0 0 31 1 0 32

NO NAME N AMERICA OTHER AMERICA EUROPE SE ASIA OTHER TOTAL

TABLE 1: AIMS leads globally

The Largest Executive Search Firms in the World - 2006.





connected to a rising percentage of these

projects - this leading position in size is only

the precondition to increasingly winning

market shares. If you think about recruiting

somewhere in Europe (or China) - think

EESN."

Following EESN is AIMS, who moves up

a place from last year’s ranking to take 2nd

place with 53 offices. InterSearch, with 45

offices, takes third place. The Amrop Hever

Group drops down a place to 4th, having 42

offices. IRC Recruitment takes 5th place, with

a total of 34 offices in Europe.

In previous years, Europe focused on

Western Europe. As Eastern Europe grows

more competitive, many businesses are

opening offices there as search firms are

mirroring their clients and setting up offices

there as well. This is definitely a trend that

will continue, as we wait to see which search

firms can continue to be strong here.

1ST PLACE IN ASIA PACIFICIESF, once again, takes 1st place in South

East Asia, which entails the countries that

make up Asia Pacific, boasting 27 offices in

this region. This prominent network is

strongly committed to the principle of one

member firm per country, allowing the IESF

to service their international clients with the

utmost professionalism while avoiding

conflicts of interest that may otherwise arise.

IESF Joint President, Mark Geary, who is

based in Hong Kong, comments: "The IESF

is delighted to learn that it is confirmed again

as the No. 1 executive search and selection

partnership in Asia Pacific and No. 2 globally

by search-consult."He added: "What has spurred the growth

in IESF partner firms is our wide geographic

coverage, which has encouraged leading

country-based executive search firms to want

to join IESF as they can see it is sincere about

working with developing countries and these

new partners will not lose their identity in

one of the corporatized groups. We have

also found that our clients are wanting a

single provider of recruitment services in

those regions of the world that are developing

most rapidly - China, India, Russia, Eastern

Europe and South America."

Following IESF is Boyden, who moves up

the ranks three positions from last year, to

take 2nd place with 19 offices. The Amrop

Hever Group and Korn/Ferry remain in 3rd

and 4th place, with 16 and 15 offices

respectively. IIC Partners takes 5th place with

15 offices in South East Asia.

This region continues to attract foreign

investment and businesses, as a few of the

top emerging markets can be found here.

The shortage of top talent in this region has

intensified the ‘War for Talent’, as search firms

must compete fiercely to attract and attain

outstanding executives for their clients,

aggressively sourcing local and international

candidates.

At the same time, these same sets of

challenges can be found on a global scale

as the results of the “Largest Search Firms

in the World” depicts how dynamic and

proliferated executive search really is.

This survey has clearly identified that for

2006, once again, the networks are

demonstrating their global reach, based on

the total amount of offices that provide

retained executive search. The fact that

networks can upscale more quickly, adding

existing reputable and local businesses, is

definitely an important factor that comes into

play.

Another interesting point to highlight is

that no firm this year appeared on all four of

the regional rankings, depicting how

diversified and competitive each region really

is. The Amrop Hever Group and Korn/Ferry

came closest, appearing within the three of

the four regional surveys.

As competition continues to heat up firms

must analyze how to best service their clients,

especially on an international scale. The

options are endless. What is definite is that

- just like this year’s results - many changes

will take place as the search industry

continues to be vibrant.

Can the top firms consolidate their place

for another year? We will have to wait and

see. In the meantime, congratulations to all

the firms that have appeared within this year’s

top rankings, showing their regional and/or

global edge.

www.search-consult.com

For more information visit:

Web: www.search-consult.com

Leading Executive Search Firms in Respective Regions.

1. IESF 6 24 28 27 1 862. Boyden 16 6 30 19 2 733. The Amrop Hever Group 10 11 42 16 3 824. Korn/Ferry 22 8 24 15 3 725. IIC Partners 12 6 25 14 0 57


Table 5: IESF leads in the Asia Pacific region

1. DHR International 33 1 3 3 0 402. Korn/Ferry 22 8 24 15 3 723= Heidrick & Struggles 18 7 22 11 1 593= Spencer Stuart 18 4 19 8 1 504. Boyden 16 6 30 19 2 735. Stanton Chase International 14 9 19 8 1 51


Table 2: DHR International leads in North America

1. IESF 6 24 28 27 1 862= AIMS 7 11 53 11 6 882= The Amrop Hever Group 10 11 42 16 3 823. EMA Partners 7 10 24 6 3 504= InterSearch 12 9 45 11 8 854= Stanton Chase International 14 9 19 8 1 515. Korn/Ferry 22 8 24 15 3 72


Table 3: The IESF leads in Central & South America

1. EESN 0 0 70 1 1 722. AIMS 7 11 53 11 6 883. InterSearch 12 9 45 11 8 854. The Amrop Hever Group 10 11 42 16 3 825. IRC Recruitment 3 0 34 1 0 38


Table 4: EESN leads in Europe



aaby Joseph Daniel McCool

New CEO


S E A R C H - S T R A T E G Y

ar too many mult inational

organizations leave the recruitment

of a new CEO – and, for that matter,

most key executive hires – solely in the

hands of an executive search consultant.

That’s a big mistake, for a lot of reasons.

First, consider the investment your

company is making. Executive search

consultants don’t come cheap, nor should

they. While legions of human resource

professionals may protest about how an

executive search may skew the

organization's “cost-per-hire,” remember

that when you’re recruiting for executive

leadership, you’re recruiting for value

creation. The best executive recruiters can

detail the financial performance of client

organizations after they’ve placed a new

executive, and especially in the case of a

new CEO hire, millions or, yes, even billions

worth of increased shareholder value over

that executive’s tenure can make the

executive search fee seem, in retrospect,

rather paltry.

The executive search consultant will

undoubtedly render an informed, market-

oriented opinion on the job specifications

and requirements for your next executive

hire. But the task of benchmarking your

organization’s remuneration policies, and,

at least on a one-off basis for this anticipated

executive hire, an executive compensation

consultant should be engaged to help your

organization create an attractive pay and

benefits package, and calibrate the advice

of the executive recruiter. A well-planned

enticement package will help separate a

talented candidate from the anxiety they –

or their spouse and/or children – may be

feeling about leaving the comfort of their

current high-paying job and current social

environment.

Once you’ve started leaning toward the

selection of an external candidate to fill your

organization's vacant or newly created

executive-level post should come the job of

engaging a handful of external advisors who

can help you judge the candidate’s “fitness”

for the job.

Enter the professional employment

background-screening consultant. However

well qualified to conduct the executive

search assignment, executive search

consultants are generally not paid for, nor

should be relied upon, to produce a detailed

report on an executive-level job candidate’s

background that would pass most “due

diligence” litmus tests, including a detailed

report on a candidate’s credit history,

educational credentials, employment history,

and criminal record, if there is one.

The failure to thoroughly screen and

otherwise substantiate a candidate’s own

claims, or the truthfulness of stories that have

contributed to their 'reputation', has led to

embarrassment and ruin for many

companies and CEOs around the world.

Before you (and more importantly, the media

and financial analysts) find out a key

executive you hired “invented” his or her

advanced degrees from Oxford, Harvard,

or INSEAD or failed to pay child support or

filed for personal bankruptcy on several

occasions or was convicted of a crime,

consult with an expert in employment-

background screening, many of whom

themselves have backgrounds in law

enforcement. Enough said.

Once you’ve established exactly who

your favoured candidate really is, it’s time

to call the employment lawyer. The truth of

the matter is that your organization needs

expert counsel relating to the disengagement

of your favoured candidate from any non-

compete agreement, non-solicitation

agreement or other restrictive covenant they

may have signed with their current employer.

The candidate may also need to be coached

about the best wording of a resignation letter,

the files they can and cannot legally take

with them to your premises, and the legal

obligations of their former employer after

they announce their departure to your

organization.

An often-overlooked perspective that may

be equally critical in the recruitment of an

executive from outside your current

Organization Chart is that of the medical

doctor. The value of a complete medical

F

Village To RecruitWhyItTakes



S E A R C H - S T R A T E G Y


report on an executive job candidate’s

physical fitness, especially given the rigors

of life for a 21st Century CEO or other

strategy-minded leaders, should not be

overlooked. An externally recruited

executive’s health is, in part, an important

factor because of the failure of many

European organizations to develop a

coherent leadership succession plan. In this

regard, European multinationals share a

common problem, and one that could be

remedied if only more boards of directors

and sitting CEOs devote the resources to

put such a plan in place. Will your

organization be prepared if the CEO dies

suddenly of a heart attack?

Last, but certainly not the least of these

valuable outside advisors is the executive

on-boarding consultant. Typically

experienced in the fields of psychological

assessment, market research, executive

coaching, and/or organizational

development, these consultants also bring

a valuable, outside perspective to the

external recruitment of a talented executive.

When I was interviewed recently by The

Times of London, I described the support

and feedback that comes from executive

on-boarding as perhaps the best single

insurance policy on an external search for

world-class executive talent.

A widely circulated report from the

Harvard Business Review found that two in

every five new executive hires fail within 18

months of assuming the job. So who to

blame? The executive search consultant

makes an easy scapegoat, for sure. So too

does the executive who “failed,” and who

most often feels the stabbing though often

uninformed rebuke of the media as well as

disgruntled shareholders. But what of the

organization's failure to help integrate the

externally recruited executive?

I continue to be amazed at the vast

majority of organizations in Europe and

around the world that fail to provide a form

of transition assistance so that the newcomer

executive is smoothly introduced to the

organization's underrated cultural climate

and its undocumented but very real structure

of social diplomacy (internal politics). That

is, stated more succinctly, a process of

introducing the new executive to “the way

we do things around here.”

An executive hired to be an agent of

significant change and perhaps one whose

mandate is to orchestrate a cultural

transformation of the organization must fully

understand its current organizational identity

– from inside and outside points of view in

order to conceptualize, evangelize and

execute the move toward a new strategic

destination.

On-boarding provides the recently hired

executive valuable feedback about their

performance during their first 90 or 100 days

on the job from a variety of constituencies,

perhaps including the board, the CEO, key

shareholders, lateral peers and subordinates.

The intent is to provide the executive with

actionable information to gauge the

organization's early read on his or her

management style, rectify any problems or

misconceptions about their intentions and

priorities, and otherwise accelerate progress

on strategic goals that are aligned to the

interests of the board, the CEO and other

key stakeholders.

The business of hiring at the executive

level is serious business. Getting it right

costs much less than getting it wrong.

Partnering with executive search consultants

is part of the solution, as is developing

executive talent from within, and realizing

that, even under the best of circumstances,

the best strategy for hiring the right executive

at the right time requires a team of specialist

consultants, each adding valuable

perspective to the process. That’s why, when

it comes to making critical leadership

decisions, it really does take a village.

Joseph Daniel McCool


For more information contact:

Email: [email protected]

Joseph Daniel McCool is an internationallyrespected writer, speaker and independentconsultant on executive recruiting andcorporate management succession bestpractices. He is also a senior contributing editorfor ExecuNet, the leading executive networkingcommunity, and its RecruitSmart Insider, andis currently writing a book on the business ofleadership recruiting and succession.

Mr. McCool is the former longtime editorof Kennedy’s Executive Recruiter News andThe International Directory of ExecutiveRecruiters, and remains a much sought-afterevent speaker, having presented to theAmerican and European conferences of theAESC and other search firm meetings aroundthe world. He will be present at Search-Consult’s inaugural Executive SearchPractitioner Conference in London on October12. Mr. McCool can be reached in the UnitedStates at 603-532-4143, and via e-mail [email protected] .

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


lobalization means strong and

fierce competition. This means that

companies, especially small sized

firms, must move forward alongside their

customers and partners to be global players,

attracting and retaining world-class talent.

Cartesis is a perfect example. Founded

in 1990, this company is the largest Business

Performance Management software

specialist in the world, providing trusted

solutions for driving Global 2000 companies’

financial and business performance. It has

more than 1,300 corporate customers and

partners in 44 countries worldwide, growing

25% annually for the past six years.

In fact, one in four Fortune Global 100

companies rely on Cartesis’ deep financial

expertise and standard-based technology

for compliance, financial consolidation,

management reporting, planning,

budgeting, forecasting, and intercompany

reconciliation across multiple geographies

and business segments.

A SMALL FIRM THAT CATERS TOGIANTS

This prominent firm’s offerings are of

tremendous value to a wide range of top

customers and partners. Yet Cartesis is still

considered a small sized company because

it only has 600 employees and operates in

8 countries.

“Cartesis is a small firm that caters to the

needs of giant companies,” says Philippe

Alloing, the firm’s Head of Human Resources

& Internal Communication.

As a result, executive search is

instrumental for the company to attain and

retain top quality talent. Cartesis requires

“A” players that have functional excellence

in Finance. This means that they have to be

able to compete to attract first-rate

executives, searching an extremely

specialized niche talent pool.

“This pitches us against all the key

players in Finance, such as auditors,

specialized consultancies as well as our

own clients to attract and retain top quality

talent,” reports Alloing.

“Therefore, we require people with a

high degree of maturity and experience,

and that is hard to find in companies this

small,” he states.

According to the HR executive of

Cartesis, “Executive search is often the only

way to approach the staff we need, and then

to hook them with our story and strategy.”

TURNING A NEGATIVE INTO APOSITIVE

Alloing admits that the main drawbacks

for some candidates are the limited size of

the company and the fact that Cartesis is

headquartered in Paris.

This is the main reason why Cartesis

prefers to commission a search so that the

consultant can present these potential

challenges as advantages, attracting only

Cartesis:

By Pilar Gumucio

G

Philippe Alloing

“Executive Search

Way to AttainWorld-Class Talent”

theOften Only




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

those top-level executives that would

perceive them as such.

He remembers that when the current

management took over Cartesis early in

2004, the company lacked the appropriate

managerial talents and only had a few raw

talents to develop.

“Despite this, we have an unwavering

internal mobility policy which has allowed

us to staff approximately 50% of the key

jobs with internal candidates. This, coupled

with intensive training, remains our primary

development tool,” notes Alloing.

The first task was to build the executive

team with world-class professionals who

were acclaimed in their respective fields.

“We used them as magnets for ambitious

younger people,” he states.

Since then, Cartesis has continued to

attract and retain its most senior positions

by utilizing executive search and its network

of referrals as the primary means of

executive recruitment.

SELECTING THE RIGHT SEARCHPROVIDER

Cartesis has had to be very selective

when choosing an executive search partner.

Alloing reports that the main criteria he

uses to select search firms are their industry

expertise, completion rates and being

“business savvy”.

The off-limits policy is also fundamental.

The Head of Human Resources & Internal

Communication for Cartesis explains that

the executives the company is looking to

attract are already in limited supply. The

off-limits policy of a search firm can further

restrict the search, which ultimately hinders

their ability to obtain the best candidate for

that role.

He recalls: “At some stage I was looking

for an EVP and the entire potential talent

pool, based on the definition we made,

consisted of 20 candidates worldwide. We

didn’t want to sign up a search firm that

would avoid approaching 6 or 7 of these

candidates because they worked with those

executives’ firms in the last few months.”

As a result, Alloing prefers to “work

competitively for the difficult jobs with a

reputable niche boutique.” He clarifies that

the boutiques Cartesis works with are not

local. “They must have research capabilities

covering several countries, often several

continents.”

Alloing explains that another reason he

prefers boutiques is because these firms

provide his company with a real

partnership, tailoring their services to fit his

firm’s needs.

As a client, he wants to deal directly with

the owners of the firm. “It is easier to keep

them directly abreast with what is going on

and where we want the search to go.”

Furthermore, he doesn’t have to wonder

if the consultant he has grown accustomed

to dealing with has decided to move on to

another firm. He doesn’t have to worry

“where the next conversion of the political

game will leave” his company.

In addition, Alloing is confident that the

service he receives is top quality since the

firm’s reputation is based solely on the

quality of its managing consultants,

providing his firm with a trustworthy partner

that will provide Cartesis with real added

value.

He elaborates: “My boss thought we

should really look at people that might be

available from our main competitor in the

US. The search provider told me not to

bother since the company was constantly

changing its people and would be in

disarray for the next few years. As a result,

it would be unlikely that we would find

someone up to our standards and that

would make a good fit with what we were

looking for”.

Instead of just providing Cartesis with a

comprehensive short list, the search

consultant supplied them with invaluable

intelligence that, through their industry

contacts, they were able to later confirm.

This is the type of added value that clients

are increasingly expecting from their search

providers.

WHAT IS EXPECTED?“We are a small firm and the highest cost

of a search is the management time my

colleagues and I have to spend on that job

rather than on something else,” explains

Alloing.

Since the HR executive of Cartesis does

not have the luxury to hold the search

provider's hand throughout the entire

process, it is vital that he have complete

confidence in his search providers, making

sure that they supply him a weekly written

report and talk to him if the need arises.

More importantly, Alloing expects his

search providers to only send him a short-

list of proven candidates to interview and

assess, after having vetted them thoroughly.

He reports how the search providers he

works with will perform “structured

interviews, reference checks and anything

else they think is necessary to assess which

is the right candidate for the post. Then, I

will get as many of my colleagues to

conduct structured interviews to assess

which one has the best fit.”

Partnering with niche boutiques has

been productive for Cartesis, as Alloing

believes that small can often be more

effective. As small companies continue to

compete with larger firms on a global scale,

executive search is becoming an invaluable

tool that can help these companies attain

world-class talent.

According to Alloing, what counts is

being able to deliver a “shortlist of proven

candidates”, without having to worry that

the search firm’s “no-go areas” are

impeding your firm from reaching the best

candidate for the job. The ones that can

continue to do so will succeed, as they

continue to adapt to today’s current

dynamics.



Web: www.cartesis.com

In his position as Head of Human Resources& Internal Communication, Philippe Alloingplays a pivotal role as Cartesis acceleratesits development towards leadership of theglobal Business Performance Managementmarket.

Philippe joined Cartesis after spendingthe last four years as "VP People Organization"for Novell Europe, Africa and the Middle Eastwhere he was responsible for themanagement of the people function,organizational development & governance,knowledge management and training. Inaddition he has also held senior managementroles at BP Nutrition where he led theworldwide HR function, at Carnaud Metal Boxwhere he was in charge of HR and a memberof the Group Executive Committee, and atArthur D Little, where he grew the EuropeanHR function in a fast growing consultancyenvironment.



HMS President, Victoria Embankment,London, 12 October 2006

Conference

Sponsors:

ExecutiveSearch

Practitioner

Bookings already received from North and South America,the Middle East, Australasia, East and West Europe

- Book now while places remain!

S U B S C R I B E O N - L I N Ewww.search-consult.com



The Global Executive Search industry is no longer purely the US, Germany and the UK. Today,retained executive search services are provided in at least 47 countries worldwide – and by anestimated 11,000 firms, small and large.

A global industry needs a global event; an event where practitioners from around the World canmeet, learn about trends and new concepts in Search.

The Executive Search Practitioner is that event. A packed day focussing on three specific themes– Global Trends in the Search Market; Operational Issues in running a successful Search business,and Implementing Global Assignments.

Christopher Beale is Founder of Christopher Beale Associates; a well regarded UK Search

Firm. From 2001-2006 Christopher was also Chairman of the Institute of Directors – the UK’s

Professional Body of Business Leaders.

Nancy Garrison-Jenn, Author of The Economist Intelligence Unit Books on the Search Industry.

In addition to her writing, Nancy consults for groups such as AIG, Chanel, Coca-Cola, Diageo,

Estée Lauder, Goldman Sachs, KAO, KPMG, LVMH, Philips, Viacom on how to use Search firms.

Joseph Daniel McCool is an internationally respected writer, speaker and independent

consultant on executive recruiting and corporate management succession. He is also a senior

contributing editor for ExecuNet and is currently writing a book on the business of leadership

recruiting and succession. Mr. McCool is the former longtime editor of Kennedy’s Executive

Recruiter News and The International Directory of Executive Recruiters, and a much sought-

after speaker, having presented to the American and European conferences of the AESC and

other search firm meetings around the world.

Simon Stephenson is President of Stephenson Research Associates, which specialisys in

senior level executive research, and also Co-Chair of the Executive Research Association – Europe’s

leading professional association for Researchers. He has also developed a training team which

provides research development for a variety of in-house and independent researchers and consultants.

He has written widely about the research process and the future direction of the industry.

Helen Haddon, Director of Quality and Process, Odgers Ray & BerndtsonHelen has worked in the Executive Search industry for 9 years. Since January 2005 she has

been responsible for Quality at Odgers Ray & Berndtson. Prior to this she was Head of Global

Information Management and Support at Egon Zehnder International.

Caroline Mills, European Research Co-ordinator, Edward W Kelley & PartnersCaroline joined Edward W Kelley & Partners at the beginning of 2001 having previously been

with Heidrick & Struggles as Head of Information for the UK and latterly for Europe.

Caroline acts as Data Controller for Edward W Kelley & Partners and represents the firm on the

Association of Executive Search Consultants Data Protection Committee. Caroline is a winner

of the H.W. Wilson prize for services to the Information Industry.

Christopher Mill, Founder, Christopher Mill & Partners / Penrhyn International. A winner

of the Gardner Heidrick Award for outstanding contribution to the profession and former Chair

of the International Committee of the AESC, Christopher is recognized for the International

nature of his work. He has filled positions throughout Europe, in Asia, in North America, Australia

and in Africa and rarely undertakes a single country assignment.



8.30 REGISTRATION

9.00 Welcome

State of the IndustryChristopher Beale, Founder of Christopher Beale AssociatesChristopher will track the industry - on both sides of the Atlantic, from its early beginnings up to the present time. Search firms all

confront the challenges faced by business at the outset of the 21st Century - challenges which develop with increasing rapidity and

which bear little relation to those of a decade past. He will pose some, perhaps uncomfortable questions, as he holds a mirror to

the world of Executive Search and asks the industry to reflect upon the degree to which it is truly proactive; whether its much vaunted

client focus really does stand up against self interest and whether the Search practitioners of today pay any heed to a history,

sometimes less than glorious, that may be irrelevant - or on the other hand, just as likely to repeat itself.

Global Trends in Executive SearchNancy Garrison-Jenn, Author of The Economist Intelligence Unit Books on the Search IndustryNancy’s wide ranging presentation will cover all aspects of the industry – from the key players and the key markets, through the

importance of branding and marketing, opportunities for diversification and offshoring all the way to consistency of standards and

training within the industry. This presentation will be followed up by a questions and answers session which will provide delegates

with the rare opportunity to discuss the industry with an impartial and unbiased, expert observer.

BREAKNetworking and visit to sponsors

The End of Executive Recruitment As We Know ItJoseph Daniel McCool, Senior Editor, ExecuNetThe business of executive search consulting has changed little since its birth within some of the world’s top management consulting

firms more than 80 years ago. Today, the demands of corporate leadership are at an all-time high, while executive tenure has hit a

record low. Those are just two of the market dynamics that should move retained search firms to adapt to shifting client priorities,

elevate their performance, and convert more senior management candidates into clients. Join the world’s leading analyst of the

global executive search business and its role in leadership succession for a provocative look at what your search firm must do to

remain relevant and reinvent both the client and candidate experience.

The Search Value ChainSimon Stephenson, President of Stephenson Research Associates and Co-Chair of the Executive Research AssociationSimon will talk us through the Search value chain and will discuss how Search firms create value for clients. He will then go on to

discuss how this value chain can be broken up – and the opportunities that this can create for both the Client and the Search Firm.

Sponsor PresentationFILEFINDER from Dillistone Systems

Quality in SearchHelen Haddon, Director of Quality and Process, Odgers Ray & BerndtsonHelen believes that quality in the Search process is achieved by design, not accident. Whether you are a small or large organization,

there is no doubt that having a well managed and maintained database is a key tool. However to achieve a consistently high-level

of quality across your business, quality needs to be built into all your processes and dealings with candidates, sources and clients.

This presentation will explore at the key links in the quality chain with the goal of helping you identify your weakest link.

LUNCHNetworking and visit to sponsors

Legal and Ethical Issues in Global SearchCaroline Mills, European Research Co-ordinator, Edward W Kelley & PartnersCaroline will cover the legal and ethical issues involved in undertaking international assignments. Her session will cover issues

such as candidate rights, confidentiality issues, reference checking and discrimination – this highly interactive presentation will

provide delegates with a practical overview of what you can and can not do and say in different markets.

Global Search - Practicalities of Working InternationallyChristopher Mill, Founder, Christopher Mill & Partners / Penrhyn InternationalHaving completed assignments on every continent, Christopher will use practical case studies to look at the issues involved in doing

a Search in another country, in another country for a client in a third country, or a global Search. He will consider the alternative

approaches and discuss the benefits and pitfalls of each. Even Consultants experienced in international work will find that this case-

based presentation will have a lot to offer.

16.15 Closing Remarks, Drinks Reception on Deck (weather permitting – otherwise in bar area)Networking and visit to sponsors

STA

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Conference Agenda

For up-to-minute information on the Executve Search Practitioner Conference please visitour website www.search-consult.com/events of send an email to [email protected]



"The Executive Search Practitioner" Conference12 October 2006

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search-consult



of theixty years ago, Sid Boyden left his

job as a management consultant

in Chicago to establish the

world’s first international executive search

firm in New York. In 1946, business

leaders rarely moved from one company

to another. If they did, it was often the

result of personal relationships rather

than through a rigorous search process

performed by a company. Sid Boyden

decided to introduce a more systematic

and professional approach. He developed

processes and set standards and

approaches to executive search, many

of which are still used today by all search

firms.

Today, Boyden global executive

search boasts 73 offices in 40 countries.

Sid Boyden’s vision launched an entirely

new industry, growing to more than 5,000

retained search firms around the world

today.

While the size of the search industry

has expanded rapidly, its evolution as a

true profession has been somewhat less

impressive. Despite the techniques,

systems and standards originated by Sid

Boyden and adopted by most large firms,

today virtually anyone with a phone and

a laptop can claim to be a search

consultant. Many do.

In other professions ranging from law

and medicine to accounting and

architecture, members are required to

achieve specific goals, acquire critical

k n o w l e d g e a n d d e m o n s t r a t e

competency before joining the ranks as

an accepted member. In many

professions, without proper credentials,

they cannot legally practice. Training

and certification serve as proof to the

public and regulators that each

professional has the qualifications to

perform specific services.

By contrast, search is at best an

aspiring profession in which the

definition of quality is still debated.

Caveat emptor too often substitutes for

client service, and rank is determined

by revenue instead of any measurable

evidence of excellence. While some

firms have adopted the techniques,

systems and ethics originated by Boyden

60 years ago, search as an industry has

not yet established the universal

standards in training, knowledge,

and qualifications required to become

a cons is ten t ly wel l respected

profession.

If the challenge for early pioneers in

the industry was to create a market for

retained search services, clearly, the

challenge today is to establish search

as a categorically imperative service

and profession that our clients can count

on to find the men and women who will

collectively lead them, driving companies

and economies, forward. To that end, we

all have our work cut out for us.

Client companies are increasingly

value savvy and quality oriented when

evaluating search services and net

results. Thus, they often become

increasingly frustrated by an industry in

which companies with only an 80 percent

placement rate claim that this is good.

After all, how confident would anyone

be hiring a doctor who bragged that only

20 percent of his patients died? Or an

architect who boasted that 80 percent of

her buildings didn’t fall down or fall short

in the design department? Who would

hire a professional in any field who could

not or would not define his or her

performance in any meaningful,

measurable way? Yet that is precisely

what many search firms ask their clients

to do. No wonder some surveys suggest

that over 50 percent of all search clients

are dissatisfied with the experience. As

a profession, even an aspiring one, we

must do better defining quality and

achieving it.

SPresident and CEO, Boyden World Corporation

Coming of Age:

S E A R C H - C E R T I F I C A T I O N


Profession

CertificationSearch

By Christopher Clarke



wydanie 28c.fh9 8/17/06 3:52 PM Page 18


wydanie 28a.fh9 8/11/06 9:06 AM Page 22

C M Y CM MY CY CMY

Recruitment.Get it right first time.



Boyden’s growth over the past several

years has required a great deal of

recruiting for our own business. This

process provides worrying insight into

some major search firms. We have been

both shocked and appalled at the lack

of training and education the vast

majority of firms offer their associates

and consultants. It is not uncommon for

a “search professional” with even three

or four years of “experience” at a major

global search firm to admit he or she has

had no formal training whatsoever in the

profession of executive search. Many

had been hired for industry expertise

and left to figure the rest out, as though

search were an innate talent with no

specific skills required. In fact, several

large firms cut back their training

programs as a cost-saving measure

during the industry downturn earlier in

the decade. Others have them; but

training is offered, not required.

Apparently, like quality and other

things important to clients, training is too

often featured more prominently in

glossy marketing materials than in actual

experience. This is simply unacceptable

to anyone committed to search as a

profession.

The future of the search industry must

be built at the intersection of quality and

service, a landmark established by

skilled search consultants and firms that

are determined to define search as a

noble profession of significant value. At

Boyden we are proud of our legacy of

leadership and innovation in the industry,

and are committed to continuing to lead

the way forward in the evolution of the

search profession, by establishing a

professional certification program for all

Boyden associates around the world.

This new program creates the first

global, uniform standard of training and

skill development, and mandates that

every associate achieve it.

After initial induction training, all of

our new associates must complete an

intensive curriculum within their first

year of employment, including six online

courses as well as in-person training

sessions at regional conferences. The

training delivers in-depth instruction in

search methodology, candidate

development and candidate assessment

techniques as well as due diligence in

background and reference checking.

The certification program guarantees

each associate has the depth of

knowledge and demonstrable skills

requi red to execute a search

successfully and professionally in

keeping with Boyden’s high standards.

The program also assures both clients

and colleagues that every Boyden

associate anywhere in the world will

apply the same proven techniques,

professional approach and standardized

procedures to each search. While we

have multiple offices across the globe,

there is only one standard of excellence,

and the certification is proof that an

associate has achieved it.

Boyden certification is designed to

set the benchmark for professional

search education, which will raise the

bar beyond the currently accepted

standards in the industry. It also is a

guarantee clients will receive the

promised net results and comprehensive

care they deserve for every engagement.

In the search profession, quality

cannot be a promise, it must be a

guarantee. Boyden’s Quality Assurance

Program is a cycle that starts with

recruiting first-rate individuals with the

talent and commitment required for

success. We use a set of standard

metrics to ensure all interviewers

measure candidates against the same

criteria. All associate candidates must

interview with at least two members of

our Board of Directors before an offer is

extended. Once hired, the certification

program ensures associates meet the

challenges of the profession and needs

of the clients. We also pair new

associates with experienced mentors so

they will learn the “real world” of search

from the best of the best.

The quality assurance cycle includes

ongoing feedback from both clients and

candidates via a convenient online

process, as well as regular assessment

of measurable performance metrics.

Additionally, our Board members visit at

least one third of the offices each year

to ensure quality standards are achieved.

Today, clients put a premium on

integrity, not just in the candidates they

hire, but also in the search firms that

represent them. Executives and board

members in client companies are held

accountable for performance. In turn,

clients expect the same accountability

and partnership from the search firms

helping bui ld their company ’s

management team. Boyden has

answered th is demand wi th a

commitment to quality and professional

standards that are visible, measurable,

non-negotiable and backed by the

proper education and training.

We are proud to take the lead on

issues that must be addressed to

encourage the evolution of executive

search from a loosely defined industry

to a uniformly elevated profession whose

members adhere to self-imposed

standards and whose clients unfailingly

value and trust our services. In years to

come the whole industry must follow

other professions with appropriate

training and cert i f icat ion of al l

professionals to ensure the quality and

integrity of this industry.

S E A R C H - C E R T I F I C A T I O N




Web: www.boyden.com

Chris Clarke



of


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

o understand the current face of the

executive search market in France,

we must consider what was on offer

in the past and how it has steadily evolved

in very recent times. We must also consider

how the client and his requirements have

changed in recent years, and how this affects

the executive search firm and what they now

face. In turn, we also look at how the executive

search consultant has evolved. Finally, we

have to look at the changing attitudes towards

the executive search consultant.

The current momentum facing the French

market include a number of key issues such

as:

• The baby boom generation will begin to

retire from this year onwards, which will

have a large impact on business. There

will, therefore, be a gap in company needs

and a potential gap in the ability of the

market to fill these needs.

• The Recruitment process itself has

changed. We now have different tools,

such as the Internet and networking that

were not previously part of the process.

In addition, the implication of the HR role

has changed considerably. HR managers

are younger, have a different outlook to

their predecessors and even have a more,

shall we say, Anglo-Saxon outlook and

methodology than the pure francophone

approach. They focus more on HR

development, the structure of an

organization, and the needs of the overall

company so as to meet outlined strategic

plans. As a result, they are not focusing as

much on the actual recruitment itself,

preferring to outsource this function. Ten

years from now in France all recruitment

will be external. Previously we can say

that 30-40% of this recruitment was through

search or headhunting, this figure is now

changing to a higher and higher

percentage each year.

This all implies that there will be more

business for headhunters in the coming

years, providing they can offer the approach

and service our clients now demand.

HOW IS THE MARKET CHANGING?Previously our business sold the ability

to reach people. Nowadays, it is so much

easier to reach and find people through the

various tools such as Internet, journals,

networking etc; the search consultant is now

selling the ability to a) interest, b) seduce,

c) recruit and d) retain senior professionals

on behalf of our clients. In addition, we are

selling more and more an actual consultancy

service, whereas we find up to 80% of other

recruitment firms are selling staffing

solutions. There is an enormous difference

between these two options and our clients

are becoming more aware of the distinction.

One of the key changes recently

implemented in the French market is that

the client was previously only offered a no-

result obligation, which meant that the search

firm had only to present a shortlist of

candidates to the client and did not

necessarily follow through until the end.

Nowadays, search firms are offering a

complete service, from sourcing the best

on the market to seeing the candidate settled

in. Both the candidate and client are followed

up 6 months and 12 months later to see how

the match is progressing.

Our clients are also more aware of what

it takes to get the right people and are more

conscious of what they need from us. French

companies now deem it essential to get:

• Proper advice on drawing up the right

profile to fit into their organization

• A full understanding of their company

culture and organization

• Accurate and regular reports during the

entire search, interviews and retention

• Demand more involvement in the process

While this is obvious on other markets,

we must remember the French market has

been driven by tradition and a very definite

culture.

The French search consultant must now

sell exhaustively; that is, we must search the

entire market or markets for all feasible

candidates, whether they are sitting in France

or internationally. Ultimately we have to find

the best we think will fit into the French

By Eric Verney & Yvan Coquentin

T

in France

TheChanging FaceExecutive Search



The Trainer:Jill Dillistone – arguably the Retained Searchindustry’s leading trainer with over 20 yearsexperience of conducting research for a numberof premier search firms in the UK and Europeas well as delivering training coursesinternationally for major search firms such asRussell Reynolds, Heidrick & Struggles andWhitehead Mann.

BOOK NOW FOR:

Research and Candidate Development Workshop:2006: London 10 & 16 October, New York 9 November, Chicago 13 November2007: San Francisco 8 February, Sydney 21 February, Brussels 27 March, London 17 AprilThis 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:2006: London 10 & 16 October, New York 9 November, Chicago 13 November2007: San Francisco 9 February, Sydney 22 February, Brussels 28 March, London 18 AprilThis 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

Interview Skills Workshop:2007: Sydney 23 February, Brussels 29 MarchThis 1-day workshop covers an introduction to compentency-based interviewing and an exercise in critical-incidentbased interviewing. The benefits of the day include the opportunity to improve your skills in candidate evaluation;practice different questioning techniques in role plays and learn about different approaches to interviewing.You will learn:How to match candidates to clients' requirements • Five techniques to improve your interview skills • How better to getthe detail behind the CV • The secrets of presenting the right candidates

a series of 1-day training seminarsfor Retained Search Professionals

EXECUTIVESEARCH

TRAININGWORKSHOPS

THE WORKSHOPS:

"Excellent day, putting some theory behind our practice!"Kirsty Weston, Korn/Ferry, UK"Very clear and articulate presentation, easy to follow and understand"Angela Biss, BOS Executive Search, Australia"It was a very good workshop. I can't say that there are any points of improvement."Christian Mikkelsen, Wingmanager, Denmark"It was excellent: well planned & organised with solid tips"Candy Wong, Eastwood Consultants, Hong Kong

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]

London New York Sydney BrusselsSan Francisco

London New York Sydney BrusselsSan Francisco

Chicago



DUBAISenior Consultants/ConsultantsResearch ManagerResearch Associates

nterSearch in the Gulf is a partner firm inInterSearch, which is among the top dozen

largest global retained search firms. We are basedin Dubai and cover the whole of the Middle Eastregion, as well as North Africa, from here.

The high oil price, as well as the increasingacceptance of retained search in Dubai, hasresulted in a rapid and continuing expansion ofour business here. We have doubled our businessevery year for the last three years and we intendto continue that rate of growth for the next threeor four years and beyond.

We are looking for additional professionals at alllevels of our business.

ou will already be successful in a retainedexecutive search firm and will be looking for

further career opportunities in a market-leadingfirm in Dubai.

Consultants/Senior Consultants will be graduatesand will have extensive experience as a retainedsearch Consultant in at least one of the followingsectors: Banking & Financial Services, Oil &Gas, Private Equity, Aluminium, Manufacturing,Real Estate Development, Engineering, Autoor Hospitality.

Research Associates will be graduates inPsychology, Business, Commerce, or HR with atleast two years experience as a Researcher in a

leading generalist retained search firm. You mustalso have prior experience in Filefinder 6 orhigher versions.

e offer an excellent working environmentthat is professional, challenging,

demanding, lively and friendly. Many of ourResearchers have gone on to be Consultants withus, and many of our Consultants have gone on tobe Partners. Our business plan calls for openingadditional offices in Qatar, Kuwait, Bahrain andOman over the next eighteen months and Partnerswill be appointed from Dubai for all of these newbusinesses.

Dubai is a fantastic place to live and our peopleare among the highest earners in this region.

If you are interested then email a resume incomplete confidence to:John RobinsonManaging Director Middle EastInterSearch in the GulfEmail: [email protected]

In the GulfA worldwide organisation of executive searchand human resource consulting firms.

I

Y

W



organizational structure, based on our time

with the HR teams. As the French firm evolves

and becomes more international, it now

becomes vital that the best fit be both a

French national who understands this

complex culture but also someone who has

had international experience that he/she can

bring into the company culture (including,

of course, English). Adapting to these

dynamics, a search firm that operates as a

global network will obviously have a much

wider scope to offer their client than a French-

based or franchised operation.

A TRADITIONAL CULTURE: CAN ITADAPT?

The French market was always

renowned, and to a certain extent still is, for

its French only culture. Nevertheless, most

positions now demand international

experience as well as English. Gone are the

days of surviving on French alone. This in

itself will mean the search consultant must

be able to look outside of France, as they

may not find the best fit that has all the skills

the client requires – again remembering that

the French culture has focused on tradition.

Dilemmas the search firm must face

include: Is the client working with local or

international headhunters? Clients’ budgets

are tighter so they prefer to go to a local firm

that they assume will be cheaper than an

international firm. As search consultants, it

is our role to educate the client and explain

that pricing structures are not based on local

versus international but on quality of service

and the ability to obtain the best fit.

According to the Guide des conseils enrecrutement (a Cercomm publication), there

are approximately 1,250 recruitment firms

in France and 25% of recruitment is done by

specialist firms. How does your firm fit into

this number – what can you offer that

differentiates you from the thousands of

others ?

SpenglerFox, when it launched in the

French market in 2003, designed its pricing

policy very carefully. It is based on full

research of the market, its current status, its

past and, most importantly, its future

evolvement. As with many other locations,

we must respect the cultures of our market,

but we must also work with, advise and

almost coach our client partners into the

new 21st century for them to be competitive,

both locally and internationally.

Within the French market, it has

traditionally been frowned upon to headhunt

because it was perceived as inappropriate

to make money from ‘selling people’. Search

consultants are trying to change this image

and help clients understand that search is

not about selling people, but selling a

consultancy service.

The criteria in France were also

considerably snobbish than in the

surrounding countries. For example, having

you attend the right school is vital, along with

your background, family and friendship.

These factors are often regarded as more

important than perhaps your ability or

potential to actually fit into the company

culture and be an invaluable asset.

Nevertheless, these ideas are beginning to

change, but we still have a long way to go.

SpenglerFox promotes this change in

attitudes and encourages different

perceptions, showing the client that someone

different can make all the difference to their

company culture, the role, the success, etc.

This also means that the typical French CV

will begin to change, which is important for

French professionals to consider when

looking to making a change in their careers.

In the UK, the role of advertising for top

positions in the key ‘prestigious’ newspapers

on behalf of your client and as part of the

search process is perceived as acceptable.

This has never been a part of French culture,

but, again, we see a very small change with

search firms looking at the likes of Les Echos,

Le Monde, L’Equipe, Le Figaro as potential

journals for attracting a wider audience.

THE EVOLUTION OF THE SEARCHCONSULTANT

Previously, the typical executive search

consultant in France was always someone

coming towards the end of his career; older,

established, an expert in one particular sector

or company, and very Franco-French.

Now the market is becoming more

dominated by equally excellent consultants

who are born and bred into this business.

It’s all they know. They have studied the

business or have a business qualification.

Our profiles, for example, did not exist in

this business 15-20 years ago. We are a new

species who are more broad-minded,

creative and bring an international focus to

our clients and their changing markets. We

can bring something new to the French

company and culture.

A key issue for the market is that the more

traditional, older, top search consultants are

now about to retire, leaving a wider market

for the new, younger and more dynamic

search consultant. How this will evolve is

yet to be seen?

In perhaps typical French fashion, the

search consultant is seen as having a very

sexy role and, at the same time, people are

slightly nervous when dealing with us. Many

are not fully aware of what we do exactly.

Others tend to forget that we evaluate the

best fit for our clients. As part of our

consultancy practice, we aim to help people

understand our role and the benefit we bring

to our client’s organization. We are working

together with the new breed of HR managers

in France to update French companies with

global modern structures.



Web: www.spenglerfox.com



Eric Verney has joined the SpenglerFoxnetwork from Mercier & Partners where he wasPrincipal, Senior Consultant. In this role heparticipated in shaping the company into anesteemed international boutique dedicated todelivering leadership capital and businessconsulting services to the technology andprofessional services industries.

He began his career in the recruitmentbusiness in 1997 and has led numerous highprofile regional assignments all over Europefor an international Recruitment Agency. He hasheld positions such as Manager of the Tax &Legal Department, Manager of InternationalFinance Service in addition to being in chargeof business development for Poland.

Eric Verney holds a Master Degree in Law(LL.M.) in McGill U. (Canada) and a D.E.A. inParis Pantheon-Sorbonne. In addition to his nativeFrench, Eric speaks fluent English, German andbasic Polish. He can be contacted [email protected]

Yvan Coquetin joined the SpenglerFoxnetwork in 2005. Yvan specializes in therecruitment of corporate officers and hasextensive experience in corporate finance andthe LBO fund sector. Prior to joining SpenglerFox,he worked in Paris for KornFerry Internationaland Michael Page.

Yvan set up his own company, an e-commerce financial platform on the web in 1997before beginning his career in executive search.

Yvan graduated from Sc Po Paris and holdsa Masters in Finance. He speaks French, English,and Spanish. He can be contacted [email protected]





rance is the 3rd largest economy in

Europe, and has a fairly central position

in Europe. Therefore, this country is

attractive for multinationals and locals alike

as business is a vital component. Despite

France’s unfavourable social and tax laws,

companies are setting up offices, expanding

and looking to hire the best-suited candidates

to help their respective companies remain

competitive.

The market is solid and expanding

reasonably. There are some signs of growth,

but the market is still not buoyant. It does seem

to picking up as French companies seem to

having a more positive attitude.

Executive search is still not as generally

accepted as it is in other countries, such as

the UK. In fact, many of the top executive

positions are still made without using search.

Between 30-40% of the top managers are

recruited through search while in the UK this

figure would be closer to 70%. But it is a practice

that is gradually gaining more momentum.

The most dynamic search areas in France

are FMCG, Industry, Financial Services and

Life Sciences. IM and Board Services are also

developing quite a lot recently.

THE CHALLENGES THAT LAY AHEADOur greatest challenge in France is to

demonstrate our added value, especially when

you compare us to selection businesses that

say they sell the same service at a fraction of

the cost. Our value proposition is in assessing

a handful of top-quality candidates that will fit

in with our client’s company and culture.

We tend to find ourselves first entering into

a supply and demand relationship as clients

approach us after first trying other means of

obtaining the right candidate because they

are trying to save the fees that we charge. For

these clients, search is often used as a last

resort. As a result, they place a great deal of

pressure on us because they have already

wasted valuable time, usually 6 months,

beforehand. This, in turn, does affect the way

we present search because we are simply

producing candidates instead of entering into

a real partnership with our clients. Therefore,

we spend a great deal of time explaining to

these clients how our process affects their

specific needs. We also have to provide them

with more identifying reports to show that we

have looked at the entire spectrum of

candidates.

French executives are more interested in

the challenges of the new role and the

experience it will provide them versus just the

salary increase. As a result, search consultants

have to be extremely persuasive when

presenting job opportunities to these

candidates.

In France, the consultant and the business

are still very much intertwined. Obviously

companies will look at firm’s global brand and

credibility, but the main factors that underlie

why a company selects your firm over another

is based on the consultant’s success rate, the

quality of delivery and the trust that forms

between that search consultant and the client.

In building client relationships, we have to

be able to demonstrate that our added value

is based on our team effort and not just based

on one person’s selling ability. To be able to

consistently and effectively perform, we must

invest in the proper tools and resources to

fulfill our clients’ requests.

Clients are increasingly demanding more

assurance that search consultants are

conducting a thorough and high quality job.

They want to be more involved and they want

to be regularly updated on how the process

is unravelling. Clients are also asking us to be

more creative and find candidates that they

would not normally have approached. Diversity

is becoming an important issue as clients are

asking us to include more women candidates

on the shortlist. Clients are also asking for

candidates that have international exposure,

which means broadening our scope to include

more cross-border candidates.

Once we have demonstrated our

exceptional quality, we can then deliver more

value than just being a ‘body broker’. On one

hand, we are advising clients and entering

into a real partnership, while on the other hand,

we are providing candidates with enormous

opportunities. This is what a real partnership

entails as more and more companies in France

are beginning to see the added value we can

offer.



Web: www.boyden.com

By Marc Lamy

F

Marc Lamy joined Boyden, who iscelebrating 60 years in business, in June 1993as Managing Director of Boyden France andHead of Boyden’s Finance global practice group.In 1994 he was elected member of the Board ofBoyden World Corp. and has been re-electedby all the shareholders every two years since.Marc Lamy is a founding member and BoardMember of the French Institute of Directors(IFA) and Vice-Chairman of the French FinanceAssociation (AFFI). Earlier this year Marc wasalso elected as a Board member of the AESC.

Marc Lamy

ASnapshot ofExecutive Search

in France



of itsAS E A R C H - M A R K E T R E V I E W F R A N C E


he French constitute the most

brilliant and the most dangerous

nation in Europe and the best

qualified, in turn, to become an object of

admiration, hatred, pity or terror but never

indifference.” A young Alexis de Tocqueville

describes his motherland in the early 19th

century. His words still carry a haunting truth…

In every economy, it is crucial for

companies, domestic or international, to

manage operations, resources, and personnel

effectively in order to grow in revenue and

profits—and ideally both. In today’s uncertain

economy, especially in light of increasing

competition across industries, it is becoming

more challenging to do so, especially when

social and cultural issues influence the

economic growth of the country. One of the

challenges facing companies, and in turn

executives search professionals, in France is

when it comes to employee rights and

protection.

During the past decade, French economic

growth has been insufficient to bring down

high and persistent unemployment (currently

around 9%). The origins of poor labour market

performance, a central challenge for French

policymakers, can be found in a combination

of measures themselves designed to protect

workers.

One of most liberal and bureaucratic labour

laws in the world has created a high minimum

cost of labour and strict employment protection

legislation, as well high tax wedges on labour.

For example: the average French employee

is capped at a 35 hour week with full benefits

(health, unemployment, pension, etc...)

averaging 50% of one’s salary. All French full-

time employees have a contract and after an

initial 6-month probationary period, it is an

extremely difficult and lengthy process for

him/her to be dismissed. Many companies

are limiting their full-time permanent hiring

and turning to interim, project, or temporary

independent contractors. These individuals

are not subject to the stringent regulations of

regular employees - no contract, no 50% benefit

cost, no severance/layoff cost, no legal or

administrative hassle.

A further challenge facing not only executive

search professionals in France but also globally

is a trend that they have to illustrate real value

to clients as opposed to just providing a search.

It is clear that a value-added service offering

is the way forward. Success needs to be

measured on the impact executive placements

have had on organization's bottom line.

Executive search consultancy, by its nature, is

a high-end professional service. The real

challenge is demonstrating how the fees pale

in comparison to the financial impact their

executive hires deliver for their shareholders.

Is there a future for executive search in

France in the light of restrictions in the labour

market and competition? The answer is simple:

Of course! Doing business in France makes

money. France is a large market—in fact it is

the seventh greatest industrial power in the

world. It has a pro-business environment, an

attractive financial market, and its net spending

on R&D is the fifth in the world.

“A global organization not doing business

in France is similar to a rainbow not having

one of its core colours”, noted one U.S.

executive. According to the latest AESC ‘State

of the Industry Report’: “the number of searches

in France increased from Q4 2005 to Q1 2006

by 7 percent, following a previous quarterly

drop of 4 percent. France accounted for a 10

percent share of total European market in Q1

2006.” Having said the above – it remains a

challenge to do business in France, but search

professionals will be able to run a successful

business if they are able to navigate the

regulatory hurdles.

Change, nevertheless, is still needed. In

recent years France has undergone cosmetic

reforms that have yielded few real changes.

It has also experienced internal turmoil that

has implications beyond its own borders. Even

though the French still seek to project influence

through Europe, they will have difficulty doing

this with all-consuming strife at home and

while they still struggle to come to terms with

Europe's internal market. There is a concern

that the longer France struggles to reform and

define a role for itself in the world, the more it

might be tempted to retain its social model as

its raison d'etre, and so hold on to a

questionable set of guiding principles.

France has the choice. On the one hand, a

bold effort at renewal that could set free the

best in the French? Or, on the other hand, an

obstinate defence of the existing order that

will keep France an average world power in

economic decline? The latter would inspire

neither admiration, nor terror, nor hatred, nor

indifference - just pity.



Web: www.transearch.com

By Alain Tanugi

“T

Alain Tanugi has over 30 years experience inExecutive Search. Prior to co-foundingTRANSEARCH, he was the Managing Director ofa well-known French recruiting firm that hefounded in 1975. Previously, he was ManagingDirector of a Paris-based firm dealing with careercounseling, outplacement & training. Alain isChairman of the Board of TRANSEARCHInternational Partners Plc and heads its globalBoard Practice. He is based in Paris.

Alain Tanugi

France: GlimpseKey Challenges




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

Website

Location

A brief description ofyour company and typesof services offered

A brief summary of theexecutive search marketin your country

Founded in 1980 by Joseph McElmeel, Brooke Chase Associates, Inc. is an international retained executive search firm specializing inthe identification, recruitment, evaluation and placement of qualified industry professionals. Besides sourcing and recruiting candidates,Brooke Chase Associates, Inc. also provides psychological testing, corporate culture analysis, relocation studies, employee backgroundchecks, and wage & salary surveys.

Brooke Chase Associates, Inc.

www.brookechase.com

Sarasota, FL; Chicago, IL; New York City, NY; San Rafael, CA; Charlotte, NC; Los Angeles, CA

Tell us how technologyhas helped yourbusiness

The team at Brooke Chase Associates, Inc. takes great pride in the technology that is used to communicate with our clients and candidates.We utilize broadcast emails to industry professionals on a bimonthly basis to apprise them of our active retained searches. This is a greatcommunication tool that allows us to contact thousands of people instantly.The use of Video Conferencing at Brooke Chase Associates, Inc. has greatly improved over the last couple of years providing us withthe ability to quickly and professionally meet a person “face to face” without the additional expense of a recruiter flying across the countryto meet with a candidate.Remote access for our recruiters on the road provides them with the ability to stay in touch with the office while traveling. This technologycontinues to improve offering more options and easier access to information. In addition, we have five remote offices that need instantaccess to our database and corporate email. The technology we have developed for our remote users no longer limits what can and cannot be done on the road or in the satellite offices.The Dillistone FILEFINDER database system enables us to manage a number of search assignments at once. With this system, we areable to quickly access a client or candidate’s information and log every interaction. This allows our recruiters and researchers to instantlyknow the status of each search. One of the main features we continue to use is the reporting function which provides us with reports thathelp keep our clients informed about the progress of their search.Technology is used in every facet of the search process for Brooke Chase Associates, Inc. so we continue to look for better ways to usetechnology to improve the search process and become even more effective in the competitive marketplace.

Brooke Chase Associates, Inc. is an International Search Firm recruiting in the Building Materials and Kitchen & Bath Industries. CurrentlyBrooke Chase Associates, Inc. has six office locations in the United States to serve clients in North America and Internationally. Ourrecruiting techniques are precise and direct. We utilize two guiding concepts; industry specialization and computerization. We have builtone of the strongest databases in our industry. In addition, our strength in research permits us to go beyond our past contacts and targetcompanies to identify potential candidates in any functional discipline. We make it a point to know the industries we serve and their mosttalented professionals.

Company Name

Website

Location



Middle to Senior level Executive search, focused on Technology, FMCG, Financial Services and Industry. As the Greek partner of INAC,we provide local, cross-border and global recruitment solutions.

The Greek recruitment market is worth around 40M, of which Executive Search and Selection represents 27%. The private sector stillaccounts for the majority of work, but ICAP – INAC Greece sees a continuous growth of Public sector assignments, as Energy, Transportand Banking becomes more and more privatised attracting a wealth of foreign investment.Greek firms are expanding to the Balkans and beyond, utilising our knowledge and proximity to these markets as well as the relativelycheap capital provided by a banking sector, which is thriving. This results into more cross-border assignments, and it allows for a freerflow of human and intellectual capital between Greece and its regional business partners.

ICAP – INAC Greece

www.icapcareer.gr, www.inac-global.com

Greece and the world


ICAP – INAC Greece faced an enormous challenge two years ago, when newer entrants to the market were threatening our position.Our firm established an Executive Search practice in 1974; a pioneer in Greece, but our processes, our candidate management systemsand our technology was obsolete at best. We decided to work with Dillistone UK, with a very simple brief in mind: ‘Become more efficientand gain competitive advantage via technology’.For us it was a transformational piece of work. It enabled us to track better our Key Performance Indicators, and link them to rewards. Itallowed us to manage our bottom line and delight our shareholders. It assisted us in reducing peaks and troughs in our consultants work,improving their work-life balance. It made our continuous ISO certification (something many clients demand), a doodle.Our revenues grew by 100% last year and we expect a further 30% this year, with reduced headcount and improved margins, thankfullysomeone else has invented the wheel…

Company Name

Website

Location



Executive search in financial services based in London and New York. Work on retained mandates for top tier investment banks, assetmanagers, hedge funds and commodity houses.

A mix of providers offering a range of services from contingent recruiters to pure research-led search firms working on retained mandatesonly. A reasonably sophisticated market with a diverse and unregulated supplier base. Clients becoming increasingly demanding onfees and Terms and Conditions as the market becomes increasingly competitive.

Principal Search

www.principalsearch.com

London and New York


The whole process of search – in the way in which we operate - could not function without a sophisticated database. The FILEFINDERsystem ensures that assignments are run and monitored in an orderly and efficient manner, and anyone in the organization can track theprogress of a search at any time. It is the researcher’s key tool in being able to carry out their job properly.

inTechnology Executive Search



GLOBAL REACH ... ... LOCAL KNOWLEDGE

• Recruits superior executive talent• Understands local markets• Partnering for start up projects• Responsive and timely delivery

INTERNATIONAL EXECUTIVE SEARCH FEDERATION

EUROPEAustriaBelgiumCzech RepublicDenmarkFranceGermanyHungaryItalyNetherlandsNorwayPolandRomaniaRussiaSlovakiaSpainSwedenSwitzerlandUAEUK

AMERICASArgentina

BrazilCanada

CaribbeanChile

ColombiaMexico

USAASIA PACIFIC

AustraliaChina

Hong KongIndia

JapanMalaysia

SingaporeSouth Korea

Sri LankaTaiwan

ThailandVietnam

London Office:

Andrew WalkerJoint PresidentTel: + 44 (0)20 7520 9047Email: [email protected]

Hong Kong Office:

Mark GearyJoint PresidentTel: + 852 2530 0130Email: [email protected]

www.iesf.com



Documents

search-consult Issue 28