Tag: Executive Search

Five key reasons to leverage executive search firms

The choice to partner with an executive search firm is an important decision. In fact, there are many reasons why organizations choose not to use an outside firm. A few examples:

  • Your internal talent acquisition team has a track record of finding top talent in the market
  • Executive search can be expensive and budgetary restraints exist
  • You don’t need A-level talent for a position, you just need a solid “B” candidate in the role
  • Your firm always promotes from within for mid-level leaders and above
  • National unemployment is high and your market offers quick access to strong talent
  • Your firm has used a search partner previously and the results were not acceptable

These are all valid reasons and Charles Aris would be the first to tell potential clients that our services might not be the best option if the above examples are true. The fact is, we’re experiencing historically low unemployment rates and it’s difficult to get top talent. Simply posting an ad and collecting résumés will not yield great results in this economy. Because of that reality, there are several reasons why it makes sense for your organization to consider using an executive search partner:

  1. You have a critical talent need that your internal team has not been able to fill: With unemployment sitting at around 3.5 percent, it’s tough to find the best talent. These individuals are likely not reading job postings, responding to LinkedIn messages or answering emails. They are doing well in their current role, employers recognize their value, and they are treated accordingly. All of this results in longer recruiting cycles and more offer turndowns. If you have a critical talent need, having a conversation with your internal team is imperative. They might be working hard to fill this critical position, but they may also have dozens of searches they are responsible for. They may not have the bandwidth to pick up the phone and call hundreds of A-level candidates and sell them on the opportunity to come work for your company.
  2. Introducing outside talent to the organization: There are many benefits to filling positions internally. It helps keep top talent when they can see a clear career path, but the challenge is that for mid-level managers and above, promotion typically occurs when a senior team member leaves an organization. This causes many of the best employees to leave, so an organization’s talent pool can quickly be eroded. Additionally, weak managers avoid hiring great leaders, but the addition of A-level talent from the outside brings fresh perspectives and new ideas and elevates the entire leadership team.
  3. Confidential senior leader search: There are times when an organization needs to replace a senior leader confidentially. A reason could be to facilitate a seamless transition which limits impact internally or externally with clients. In other cases, the outgoing leader is fully aware and participates in the transition. Many organizations don’t want to let the market know that a change in leadership is underway and they prefer to find talent first and control the message. Conducting a confidential search internally is problematic and is best managed by executive search partners.
  4. Urgency: Many talent needs must be filled quickly. Maybe a client services leader has left unexpectedly and as a result, account relationships are at risk. Perhaps a site director exits and the center needs a turnaround expert immediately. What if the contact center is in a secondary or tertiary market and local talent doesn’t exist for the position? What if you land a large client and need several senior leaders in place quickly to onboard the program? Executive search partners specialize in urgency to deliver talented leaders quickly.
  5. You want the best, passive talent: In this competitive labor market, the battle for A-level talent is real. Why is this important? A-level leaders are not “running for the door”, so they must be sold on your career opportunity and organization. Research shows that the return on investing in A-level talent outweighs the costs associated with it and the world’s best leaders are attracted to organization with other A-players, who often take a considerable amount of time to land. If your talent acquisition team is busy filling other roles or isn’t prepared to be laser focused on identifying and proactively calling top talent, then an outside executive search firm becomes both a cost-effective and efficient solution to your hiring needs.

There are times when executive search partnerships make sense and times when they do not. The best organizations consider their needs on a case-by-case basis, measure their internal team’s current bandwidth and resources, then elect whether to obtain a search partner.

charles aris, Executive Search, USA

Technology, the Bedrock for Innovation and Opportunity

Growing up, one phrase that was often used to motivate kids was the wise words “necessity is the mother of invention”! This has been proven time and again throughout human existence, whatever your faith and beliefs may be. As we face challenges, we find ways to cope, emotionally and physically. We use resources available to us to either change the situation or develop better and easier ways to mitigate challenging circumstances. This has been the truism of human existence. There is an inherent ability for us to adapt and change.

Executive Search, Healthcare, Innovation, InterSearch Ireland, Technology

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Four Corners Group Welcomes Karen Hsiung

Karen Hsiung joins Four Corners Group as the company’s newest Partner, bringing over 25 years of fast-moving consumer goods experience and knowledge to the business.

Karen is uniquely positioned to build competitive advantage for companies in the retail and consumer goods sector through people.   Her first-hand experience of having built brands for some of North America’s most loved consumer packaged goods companies has honed her ability to assess and attract exceptional talent.  Karen’s additional experience in the natural/organic food and beverage space is a further specialty and passion.  Karen’s clients and experiences have spanned both large multi-national brands and small, entrepreneurial start-ups.

“I am dedicated to making a positive difference for others.  By elevating people and their passions, and intersecting them with purpose driven companies, we create a workplace for the future.”

Strategic, creative, and insightful, Karen has a solid reputation as a trusted business partner and results-oriented business leader. With the Four Corners Group Team, Karen will be poised to help organizations find great talent to support their goals.

Karen holds a Bachelor of Commerce degree from McMaster University and the Chartered Marketer (CM) designation from the Canadian Marketing Association.

About Four Corners Group

Four Corners group is Canada’s leading independent retained executive search firm with global coverage through our InterSearch partnership. Our firm offers a comprehensive range of talent solutions enabling your organization to recruit, attract and retain the best talent. To learn more about Four Corners Group, please visit https://fourcornersgroup.com/.

Canada, Executive Search, Four Corners Group, New partner

Adapting to a New Normal

Boards and senior management must be open to radical ideas while ensuring business sustainability as well as the health of their employees.

We at InterSearch always feel a sort of obligation to work together with our partners worldwide and find solutions, best practices for such difficult situations. Below we collected some advice from our members on how to overcome the obstacles COVID-19 might have built.

Executive Search, Leadership Strategy

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Guide to Virtual Onboarding A New Executive

Hiring a new executive leader during a global pandemic crisis, where many organizations are mandating employees to work from home, has some challenges in welcoming the new hire remotely. Organizations will have to adopt new processes in creating, planning, and coordinating a virtual onboarding plan for a seamless transition and to ensure the new executive hire will have a positive experience with the company.

What follows is a checklist and list of tools that, when integrated into your onboarding plan, can help everyone reach success. It is important to make some realistic considerations on mapping out activities to ensure a smooth onboarding process which puts the new executive on a path to long-term satisfaction and engagement with the organization.

Welcoming the New Hire:

It is important to consider who in the organization will be responsible for communicating (i.e. the HR department) the onboarding process to the new executive hire. The initial set up, transition and introduction of the new executive hire is important in creating a positive impression and strengthening the relationship from the onset.

As you onboard the new executive, important forms (policies, benefits, and payroll etc.) and sign up must now be accessed digitally. Thankfully, there exist many powerful digital tools, which are readily available and can help bring remote employees together.

In this virtual welcome package, it may be important to contain the following:

  • A welcome letter (or even a short welcome video) from the organization or hiring manager
  • Basic information on accessing work emails
  • Online access to sign up and set up benefits package, payroll etc.
  • Links to join video or telephone conferences
  • Links to training videos – for specialized software that is primarily used by your organization (for example, Adobe Pro, B2B database software, Email software etc.)
  • Contains first-week agenda (which should include meetings with their team, virtual coffee/lunch chats etc.), training documents, policies, manuals, benefits, protocols, contact lists

Key Technological Tools Set Up for the New Hire:

As part of the preparation in setting up the new hire with technological tools, it is important for them to integrate with ease. Here are some points to consider during the process:

  • Consider the required hardware to conduct business (i.e. Laptops, Monitors, keyboards, head sets etc.) and have them shipped to the new hire working remotely
  • Arrange time for video/teleconference with tech support team to help guide them with the set up
  • Help set up communication tools used within the organization i.e. Instant Messaging (Google Hangouts or Slack) and virtual conferencing tools (Zoom or Skype)

Planning Out the Initial Week for the New Hire:

To ensure the new hire is set up for success, here are some essential preparations for their first week with the organization while they are working remotely:

  • Schedule daily training and meetings for their first week. This is a great way for the new executive to learn about the organization while keeping them informed on:
    • Work culture and environment (Including: Who to reach out to for questions? How do teams typically communicate and how often? What are the typical working hours of the team? Etc.)
    • Overall business goals, mission, and vision
    • Being up to speed on current and on-going projects
    • Organizational policies, benefits, and expectations
  • Introduce the new hire through virtual ‘meet and greets’:
    • Can be done 1 on 1 and/or in groups
    • Individual introductions to their direct reports
    • Team virtual lunch
    • Introduction to other leaders of cross-functional teams
    • Introductions to support teams (for example IT, HR etc.)
    • Introductions to external key stakeholders (i.e. Agencies, board members etc.)
  • Guidelines on where to find online learning resources and shared documents (including file naming conventions and organizing structures)
  • Work with the new hire to set some clear and specific goals for the first week(s)

How to Stay Connected and Engaged While Working Remotely with the New Hire:

Here are some remote tools that your organization can use to engage, maintain communication, and share information about the business onboarding the new hire:

  • Schedule daily or frequent virtual calls with the team and determine what the expectations are for these calls.
  • Include some social interaction – setting some time aside to engage with the team, without a pure focus on discussing work topics
  • Create onboarding presentations with visual aids such as virtual tours of the workspace, warehouses, plants, retail outlets, supply chain, etc. to learn, connect and educate the new hire with a better understanding of the organization’s processes
  • Provide electronic instructional videos (i.e. step by step guide on using software used by the organization.)

Any organization that creates a clear and concise plan to deliver virtual tools for a smooth onboarding transition demonstrates their ability to adapt and evolve. Setting time to check in with the new executive leader both formally and informally and organizing virtual social sessions (virtual 1 on 1 coffee chats or team lunch) is beneficial for bridging connections, maintaining relationships and adding a sensory (visual) element to the interactions. Lastly, a successful virtual onboarding process reflects well on the organization and sets the stage early on for the new hire to make as valuable a contribution as possible.

Canada, Executive Search, onboarding

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