By TRANSEARCH International
Sandrine Peraldi recently joined Norman Broadbent, a TRANSEARCH affiliate, as a Consultant. Sandrine is a French national with six years of experience in the Executive Search business in the UK and China. She focuses her attention on the FMCG industry and has served clients all across Europe at middle and top management.
By TRANSEARCH, Germany
The highest German civil court, BGH, recently reaffirmed its 2004 case law that contacting employees (potential candidates) at the workplace is not in breach of competition law regulations as long as the contact does not go beyond a first and brief contact (i.e. to present yourself as a search consultant, and agree on a suitable time to call outside of working hours). In this recent judgment, the BGH added that this is also the case when the search consultant calls an employee (potential candidate) on his or her company mobile phone (i.e. when the employee is not effectively at his workplace).
By John Burdett
No organization can afford to put talent management on the backburner. The loss of experience as the baby-boom generation retires, the overall shortage of talented leaders, the absolute need to engage and retain high-potential employees at every level of the organization, and an environment which demands that organizations continually do more with less, all combine to make talent management a Board-level priority.
How do organizations get it right? What lessons have we learned over the years? In reviewing their own talent management agenda what questions should those at the organization’s helm be asking? What follows are ten talent management imperatives; ten issues that, left unaddressed, put at risk the entire talent management agenda.
By Yelena Andreyeva, The St. Petersburg Times
Despite increased competition from their local counterparts, demand for the foreign specialist in Russia is by no means set to disappear. On the contrary, analysts say that the amount of foreigners is on the rise in almost all fields of business — from retail, banking and IT, to consulting, manufacturing, and real estate. So why are some types of foreigner still more attractive than their native equivalents? Both Russian and foreign companies need workers experienced in the implementation of high-end technologies, with know-how and strong managerial skills, but there is a lack of such qualities locally.
By Ekaterina Dranytsyna, The St. Petersburg Times
In a bid to uncover why well-trained employees suddenly resign from a seemingly solid and attractive firm, we confront the principles of Maslow’s pyramid of needs. According to recruiters, when an employee’s needs, both in terms of money and career, are undervalued, loyalty counts for nothing, and they will quickly seek a new challenge. “If people want to grow professionally but understand that in a particular organization this is impossible, then that becomes the main reason for resigning. For top managers self-fulfillment is very important,” said Olga Chebotkova, partner at Top Hunt International.
Read the full article 'Facing an Employee’s Pyramid of Needs'.
By TRANSEARCH, Germany
Richard "Rick" S. Mack joins TRANSEARCH EFL Associates as Senior Vice President. Mack joins Mary Hobson who serves as the Executive Vice President and Managing Director of the Denver office. Mack brings a wealth of experience to his position with EFL Associates to include more than twenty-five years in the human resources field.
Read the full press release 'New Consultant in the Denver Office'.
By Federico Guillermo Mauro
Besides a good résumé, the modern executive should have the skill to understand how his market behaves and the capacity to adapt speedily to its transformations. Only thus will he have the possibility to survive in a scenario of globalized economy, in which the speed of decisions is directly proportional to the velocity of the information.
If we could write a “Manual of the Modern Executive,” its first chapter would be “How and when to seek a job.” This is where the ability to understand the market begins, to perceive its movements and anticipate them. Years of experience in the selection of executives shows that the simple task of preparing the résumé already gives indications of the professional’s profile. Through it, we know whether the candidate is objective, strategic, bureaucratic, etc.
Read the full article 'How and When the Modern Executive Should Seek a Job'.
By TRANSEARCH International
Wolf-Ulrich Sauermann recently joined the Hamburg office as Consultant.
By TRANSEARCH International
Executive Recruiter News (ERN) recently released their rankings of the largest retained executive search firms in the world. ERN is a globally recognised foremost authority on executive recruiting. For the past 15 years TRANSEARCH International has consistantly been rated as a top 12 global retained search organisation.
Read the full press release 'ERN ranks TRANSEARCH as 10th Largest Global Executive Search Firm'.
By Nahid Chicani
In an increasingly demanding and competitive market, to achieve professional success depends on planning, discipline, strength of will, capacity for adaptation and equilibrium. Successful people achieve success because, in the first place, they know exactly where they intend to go, set goals to be reached and then move in that direction.
The kind of activity or the stage of the career doesn’t matter - whether it is a young talent starting out on the road, or a professional who has already accumulated experience - these five requirements gain the strength of an axiom in the context of striving in the professional market. He who is entering the market must be clear about what will be required of him. Today, one foreign language is no longer sufficient, nor is a university diploma. A second of third language becomes a differential plus, as does an MBA or another specialization course, or even an international experience. The already-established professionals also suffer the same pressure, perhaps even greater, because they must permanently recycle their knowledge, since experience by itself is not a synonym for stability.