Talent Strategy

Corporate Athletes & Elite Performers: Redefining Talent in High-Stakes Environments

Luciana Casado — Fri, 05 Sep 2025 09:43:43 +0000

Corporate Athletes & Elite Performers: Redefining Talent in High-Stakes Environments Luciana Casado

A dual perspective from boardroom to battlefield on how to find, retain, and elevate the 0.1%

As a Partner at Page Executive specialising in the headhunting of C-suite leaders, I’ve had the privilege of working closely with both clients and candidates as they navigate the evolving demands of executive leadership. One theme consistently rises to the surface: clarity in leadership

From our latest Talent Trends report which captures the perspective of over 4,000 senior leaders we know that in today’s competitive and fast-moving landscape, executives are seeking more than just attractive compensation. They want purpose, transparency, and alignment. They want to understand where they fit in a rapidly changing world, how they’ll be supported, and how their values align with those of the organisation. At the same time, executive leaders want their teams to feel they have a meaningful place within the business—where they can thrive professionally, grow their careers, and maintain personal fulfilment

This shift in expectations is not just influencing individual career decisions—it’s reshaping how organisations must think about leadership, culture, and long-term talent strategy.

This White Paper, Corporate Athletes and Elite Performers: Redefining Talent in High-Stakes Environments, brings together the insights of Jason Cranswick, a board-level operator turned executive coach, and Gareth Timmins, an elite performance strategist with backgrounds in professional sport and Special Forces operations.

Together, they offer a dual perspective—from boardroom to battlefield—on what it takes to find, retain, and elevate the top 0.1% of executive talent. These are the Corporate Athletes: elite performers who operate at the highest level, balancing strategic vision with relentless execution in volatile and complex environments.

In the two sections that follow, Jason and Gareth provide a practical perspective on how organisations can redefine their value propositions, build cultures rooted in clarity and trust, and ultimately compete for—and win—the very best executive talent.
We hope you find these insights both timely and actionable.

Part 1: Jason Cranswick — A Practical Perspective on Finding and Keeping Elite Performers

I’ve often felt like the outlier, and over time, I’ve learned to embrace that. My driving force is helping others grow into their own version of elite performers. My personal journey from Chief Operating Officer to Executive Coach & Mentor and Non-Executive Director wasn’t a linear career move, but a pivot into purpose.

The years I spent as COO, operating at scale in highly competitive sectors, gave me first-hand experience of the strategic, operational and cultural pressures senior leaders face daily. I’ve led through turnaround, transformation, and growth — often simultaneously. That experience now fuels my work in helping others navigate similar challenges with clarity, courage, and intention.

In every high-performing business I’ve led or advised, one truth holds: elite performers make the diﬀerence. But spotting them isn’t always obvious. They aren’t necessarily the loudest voices or the first to seek recognition. What they have is consistency, calmness under pressure, and a deep commitment to outcomes beyond themselves. They bring energy without ego and instinctively make teams better, not just results stronger.

In my own executive journey, I learned to look past the surface: to see the team player who quietly picked up the slack, the thinker who asked a better question, the operator who adapted without fuss. Elite performers reveal themselves through mindset more than metrics. They focus on responsibility over recognition, on collective wins over personal headlines. In coaching sessions today, we often explore how to build the observational lens that sees beyond performance reviews to potential in motion.

But keeping elite performers requires more than incentives. They thrive where the bar is high, feedback is fair, and purpose is clear. They want stretch without burnout, recognition without politics, and autonomy with accountability. As a leader, the question is not just how to motivate them, it’s how to create environments where they choose to stay.

This is where “teamship” becomes a strategic asset — shaping cultures where high standards are held by peers, not just leaders. Teamship isn’t just camaraderie; it’s alignment, challenge, and shared accountability. I’ve helped leadership teams build this muscle through clarity of purpose, visible role modelling, and robust talent conversations.

One tool I use is the “cone theory”, adapted from my own leadership writing and coaching experience in rugby. It’s about freedoms within a framework, the right structure and rhythm influencing team dynamics. Helping leaders set out the cones, whether operationally or psychologically, can unlock elite potential and drive breakthrough performance.

“How do you push to the limits, if you don’t know where the limits are?” My simple training rule: the balls don’t come out of the bag until the cones are laid out. Without structure, chaos prevails.

My focus on elite performance stems from a growing belief that high performance is no longer enough. In a VUCA world (volatile, uncertain, complex, and ambiguous), it’s the baseline. What separates resilient, future-ready organisations is their ability to attract, retain, and elevate elite performers, those who thrive amid complexity and lead others through uncertainty.

Ultimately, elite performers don’t just want to be led, they want to be inspired. They choose leaders who are intentional, values-driven, and capable of elevating those around them. Whether I’m coaching a CEO, mentoring a founder, or advising a board, I bring a single focus:

To help leaders build the kind of organisations where elite performers don’t just survive, they thrive.

How to Spot and Select Elite Performers in Recruitment

Finding elite performers doesn’t start with the CV, it starts with knowing what to look for beneath it. Elite candidates demonstrate a mindset as much as a skillset. They frame challenges as opportunities, speak in terms of team impact, and show a bias for learning over proving.

I advocate using a “three-layer probe” interview technique:

What did they do?
Why did they do it?
What changed as a result?

Elite performers reflect deeply on success and failure. They rarely overclaim, they credit others, they stay curious, they’re often defined by emotional intelligence, not just outcomes.

Look beyond personal achievement. Ask about how they’ve:

Developed others
Adapted to diverse stakeholders
Handled conflict and learned from pressure

And crucially, design your recruitment process to reflect your real culture. Use peer interviews, stretch scenarios, and informal conversations. Let candidates see the business for what it is, and choose to opt in for the right reasons.

Elite recruitment isn’t about perfection. It’s about potential, integrity, and contribution.

Bridging the Perspectives

While our experiences come from very different worlds—Jason from executive leadership in commercial environments, and Gareth from elite sport and military performance—we’ve converged on a shared truth: elite performers are not just defined by talent, but by mindset, rhythm, and discipline.

This white paper brings together those complementary perspectives to offer leaders a deeper understanding of what it takes not only to spot elite performers, but to sustain them. These are the Corporate Athletes—the 0.1% who will shape the future of high-performing, resilient organisations.

Part 2: Gareth Timmins — The 0.1%, or the Corporate Athletes

The Corporate Athlete model is the product of 25 years at the frontier of elite performance—on the rugby pitch with Leeds Rhinos, on operations with the Royal Marines Commandos, and now in boardrooms and business schools.

It fuses elite sport, military conditioning, and neuroscience to redefine how individuals and teams achieve sustainable excellence. This model is now being adopted across elite military units, emergency services, and commercial organisations globally. At its core is a simple but powerful principle:

Manage energy like elite athletes — cycle effort, embed recovery, and align emotional regulation with fast decisions.

This isn’t about one-off brilliance. It’s about building systems that support repeatable, sustainable performance.

From High Performance to Elite Performance

We talk a lot about high performance. But that’s often sporadic—achievable with some investment and alignment. Elite performance, the domain of the 0.1%, demands something more:

Micro-investments in daily habits
Marginal gains
A relentless commitment to recovery and mindset hygiene

Yet in the corporate world, we often starve wellbeing while feeding ambition. We chase targets but neglect human maintenance. Burnout becomes the cost of doing business.

Resilience isn’t a badge, it’s a bandwidth.

Push it too long, and it thins. Like a muscle, it must be trained: load, rest, rebuild. In the military, rest is a strategic asset. In business, it’s often postponed—until it’s too late.

The Resilience Paradox

We adapt under pressure. But without reflection, prolonged stress erodes our emotional defences. It disconnects us from our own humanity.

In elite teams, cycles of performance are protected. In business, pressure is cumulative.

Picture this: You’d never set off on a long journey without fuelling the car, checking tyres, and planning rest stops. But in our careers, we push through the flashing warning lights, believing resilience will carry us.

It might. But what’s left when we get there?

That’s why self-awareness, reflection, and recovery must become part of the rhythm of work—not a reward for surviving it.

What Organisations Can Do

Based on research from Loopin (founded by ex-Royal Marines Ben Williams and Antony Thompson), high-intensity projects without proactive rest cycles lead to chronic exhaustion. Instead, organisations should:

Prioritise recovery: Encourage life outside work—hobbies, family, exercise

Build psychological safety: Kindness reduces stress and supports innovation

Design smarter workloads: Avoid compounding deadlines and unrealistic timelines

Respond to early signals: Fatigue is not failure—it’s feedback

Conclusion: Leading Where It Matters Most

In a world defined by volatility, complexity, and constant change, the ability to attract, retain, and elevate elite performers is no longer a competitive advantage—it’s a leadership imperative.

Through the dual lenses of Jason Cranswick and Gareth Timmins, we’ve explored what it truly takes to build environments where the top 0.1%—the Corporate Athletes—can thrive. From the boardroom to the battlefield, one truth remains consistent: elite performance is not a product of chance, but of clarity, culture, and conscious leadership.

Jason’s perspective reminds us that elite performers are often hidden in plain sight—defined not by noise, but by mindset, consistency, and contribution. Gareth’s model challenges us to rethink resilience, embed recovery, and design systems that support sustainable excellence.

Elite performance isn’t about pushing harder—it’s about pacing smarter.

The Corporate Athlete model reframes individuals as high-capacity vehicles, requiring rhythm, recovery, and maintenance.

If your business wants to unlock the elusive 0.1%, you must design systems where people can thrive—physically, cognitively, and emotionally.

That’s the elite edge. And it’s available to any organisation willing to train for it.

As you reflect on your own leadership and organisational culture, ask yourself:

Are we creating the conditions where elite performers choose to stay?
Do our systems support not just performance, but recovery and growth?
Are we leading with the clarity that today’s top talent demands?

The organisations that can answer “yes” to these questions will be the ones that not only survive disruption—but shape the future through the strength of their people.

Talk About Your Corporate Athletes

Whether you’re leading a high-growth scale-up, a complex transformation, or a mission- critical function, identifying and nurturing elite talent could be your unfair advantage.

Book a discovery session with Jason or Gareth today to explore how to embed elite performance in your organisation.

Jason Cranswick – Founder, Cranswick Consulting

www.cranswick-consulting.co.uk | LinkedIn

Gareth Timmins – Author & Elite Performance Specialist

www.gareth-timmins.com | LinkedIn

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Strategies for HR leaders to align and collaborate with the C-suite

Simone Wu — Thu, 07 Dec 2023 01:05:41 +0000

Strategies for HR leaders to align and collaborate with the C-suite Simone Wu

In the dynamic world of talent acquisition, reshaping remote workplaces, and pioneering fresh business roles, the Human Resources (HR) sphere stands out as the most transformative corporate arena.

Navigating today’s human resources terrain

The landscape of HR today is characterised by a transformative shift towards digitalisation, employee well-being, and strategic business alignment. Digital technologies are central in modern HR practices, streamlining processes from recruitment to performance management.

The advent of remote work, especially post-COVID-19, has led to HR focusing on managing distributed workforces, maintaining productivity, and preserving company culture in a virtual setting. Employee well-being and mental health have become paramount, with HR departments actively fostering supportive work environments and emphasising work-life balance.

HR is increasingly seen as a strategic business partner, aligning its strategies with broader business objectives and managing global workforces amid cultural diversity. This evolving role underscores HR’s significance in shaping organisational success and the future of work.

Getting heard in the boardroom

One of the key challenges of HR leadership is achieving synergy with the C-suite, as HR becomes increasingly recognised as a critical partner in executing business strategies and achieving organisational goals.

At a recent executive coaching workshop conducted by the Collective Change Institute and in collaboration with Page Executive, PageGroup CEO Nicolas Kirk kicked off the workshop by sharing his insights on collaborating with HR leaders.

As a CEO, the two most important people you will have on your board are your chief finance officer and chief people officer. Get good ones, keep them close, trust them, but make sure to create an environment where they are willing to step up and tell you things you do not want to hear. [From speaking with other FTSE 100 CEOs and developing my own vision, here is what I want from my chiefs:] I want to be challenged, I want future-gazing, and I also want someone to bring me information that I don’t already know. These are, in summary, what I would be looking for when it comes to excellence in HR business partnerships.

HR professionals must expand their skill set far beyond traditional personnel management; they are now required to understand and contribute to the broader business strategy, analyse data for workforce planning, and drive organisational change.

This evolution also demands a delicate balance between maintaining operational excellence in traditional HR functions and innovating in talent management and corporate culture. Successfully navigating this shift requires adeptness in new competencies and a paradigm shift in how HR’s role is viewed within the organisation, making it a challenging yet vital journey for HR leaders aspiring to build synergy with the C-suite.

7 challenges in steering the executive suite for HR leaders

As a former CFO, Master Certified Coach Lim Pei Ying, who led the workshop, provided valuable perspectives on enhancing HR leaders’ collaboration within organisations. Ahead is a list of common challenges HR leaders would likely encounter when working with the C-suite and strategies to effectively navigate them.

1) Building stronger business acumen

This involves grasping the business’s fundamental aspects and understanding how different departments interconnect and contribute to overall success.

HR leaders must continuously learn about market trends, industry-specific challenges, and how their organisation can maintain a competitive edge. This knowledge is crucial in aligning HR strategies with business objectives and communicating effectively with other C-suite executives.

2) Alignment of HR and business goals

HR leaders must regularly assess and realign HR goals with the evolving needs of the business. This involves understanding the long-term vision of the company and integrating HR practices that support this vision.

HR should be seen as a strategic partner, contributing to the development and execution of business strategies through effective talent management, leadership development, and organisational culture initiatives.

3) Gaining buy-in and support from stakeholders

Establishing credibility and trust with other leaders and stakeholders is critical. HR leaders should proactively engage with different departments to understand their challenges and perspectives.

This helps tailor HR initiatives to meet these needs and present them in a way that resonates with stakeholders, thereby securing their support and commitment.

4) Leveraging data for decision-making

HR leaders need to harness the power of HR analytics to make informed decisions. This includes collecting relevant data on employee performance, engagement, turnover, etc., and analysing this data to uncover insights and trends.

By presenting data-driven arguments, HR can demonstrate the tangible impact of its strategies on the business, making a compelling case for the value of HR initiatives.

5) Enhancing influence and persuasion

Effective communication skills are essential for HR leaders. This includes articulating the benefits of HR initiatives in terms that resonate with the C-suite, such as how they contribute to the bottom line, improve productivity, or enhance the company’s competitive position.

HR leaders should also be adept at storytelling, using real-world examples and success stories to illustrate their points. Additionally, they need to be effective listeners, understanding the concerns and priorities of other executives and addressing these in their proposals.

6) Enhancing communication effectiveness

HR leaders need to master the art of simplifying and demystifying HR jargon for non-HR audiences. This means translating HR strategies and initiatives into clear, concise language highlighting their relevance and benefits to the organisation.

It is crucial to focus on the outcomes and impacts of HR policies rather than the process details. Compelling storytelling can play a significant role here, as can the use of visual aids and real-life examples.

HR leaders should also develop their emotional intelligence to better connect with their audience, actively listen to feedback, and adjust their communication styles to suit different executives. Regular, transparent communication and engaging presentations are key to ensuring that HR’s message is heard, understood, and appreciated.

7) Leading HR teams to drive meaningful impact

Leadership within HR involves inspiring and motivating the HR team to align their efforts with the organisation’s strategic goals. HR leaders should foster a culture of innovation within their teams, encouraging them to think creatively and propose innovative solutions to organisational challenges.

Setting clear, measurable goals for the team and regularly reviewing progress towards these objectives is essential. Developing the skills and competencies of HR team members is also crucial, as it ensures the team can effectively address current and future organisational needs. HR leaders should model the behaviours they wish to see, such as adaptability, resilience, and a commitment to continuous improvement.

Moreover, they should advocate for their team, ensuring they have the resources and support to implement HR initiatives successfully. Recognising and celebrating the achievements of the HR team not only boosts morale but also underscores the value of HR’s contributions to the organisation.

Workshop sharing activities: Key takeaways from participants

Image above from the Steering the Executive Suite workshop in Singapore: (From left, standing) Jon Goldstein, Page Executive Managing Partner for Southeast Asia and Japan, and Franck Johnson, Page Executive Singapore Senior Partner for Asia; (7th from left) Audrey Neo, Page Executive Singapore Senior Partner; (from left, front row) James Chin, PageGroup Head of Marketing for Southeast Asia, with the HR leadership participants and coaches from the Collective Change Institute.

Senior human resources professionals shared perspectives, insights, pain points and success stories during the workshop, creating a peer-learning community. Here are some key takeaways and highlights from the workshop:

“HR leaders are increasingly recognised as strategic business partners, playing a crucial role in aligning people-related strategies with the company’s core objectives and ensuring that personnel matters are a shared agenda across all business units.”

“Our approach involves acting as a mirror to the business, reflecting and reinforcing the organisation’s values and goals. This means HR teams actively facilitate and support senior stakeholders, fostering a culture of nimbleness and responsiveness within the organisation.”

“By focusing on building communities within the workplace, we position HR as a central figure in cultivating an environment where everyone can be a mentor or coach, thus enhancing our collective ability to support and listen to each other.”

“Ensure that HR goals are in lockstep with business objectives, demonstrate the value of talent retention and speak the language of the business. This alignment is key to gaining buy-in and effectively communicating our strategies to senior stakeholders.”

If you are feeling stuck in your career, looking for a way to move to the next level or uncertain about your career journey, reach out to Senior Partners Audrey Neo and Franck Johnson, based in Singapore, for support.

Start a hiring conversation with Page Executive to find out how you, too, can reap the many benefits of a leading global recruitment agency.

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How to stand out as an employer of choice when hiring an executive

kristinacrosshackett — Tue, 11 Oct 2022 08:55:05 +0000

How to stand out as an employer of choice when hiring an executive kristinacrosshackett

Recruiting a top tier executive in the current market is often a case of trying to catch a big fish in a small pond. The most capable and sought-after individuals are presented with more opportunities than they can manage, leaving them with insufficient time to navigate grueling, in-depth interview processes.

At Page Executive, we help a variety of organisations to stand out in a crowded market and make their opportunities more appealing to executives who are in high demand. Here, we’ll be discussing key success factors for appealing to top leadership candidates and how employers can optimise their hiring processes.

Location

Location is not the prohibiting factor it once was. For example, Unilever have announced that their employees can live anywhere they choose, as long as they can visit the office in person given 24 hours' notice. Essentially, this means employees can live almost anywhere in the world with reliable air travel, and the allowance even supports individuals who want to live in semi-remote locations.

The adoption of hybrid and remote working has had transformative repercussions for hiring. Organisations that expect senior leaders to work in person from the office for more than fifty percent of the working week are now losing some of their executives to other, more flexible employers - and are often also struggling to replace those people.

Interviews

The hiring process itself can influence candidates' willingness to engage with an opportunity. Long, intensive interviews are problematic in a tight hiring market. That’s why at Page Executive we are advising clients to condense their interview stages by having candidates meet multiple decision makers at once, and to remove demands like labour-intensive presentations if they are not essential.

Video interviews are a flexible option, but some candidates still want to meet face-to-face and see the office environment before they decide whether they are interested in a role. Working with your executive search partner, you can check if this is a priority and schedule it early in the recruitment process if necessary.

It’s also important to have a well-thought-out interviewing timeline, with possible dates already scheduled in the diary for first, second, and final interviews. This will reduce the likelihood of delays and enable candidates to plan and schedule around their work and personal commitments.

Key steps for hiring success

In this fast-moving executive recruitment market, there are several things you should focus on to optimise your hiring process. Here are some highly effective ways to attract top talent quickly:

1. Work with an exclusive search partner

Choose one trusted executive search partner and work with them exclusively. This approach will ensure that your partner is clear on your company culture, the role, and the ideal candidate you are searching for. It will also reduce search times and enable your partner to present each opportunity in the best possible light.

2. Be transparent about your company

Expecting candidates to research your company is reasonable, but it’s also important to be honest and open when providing information that will attract them to the role. Provide financial details, corporate strategy, challenges, and opportunities up front so the candidate is able to make a fully informed choice.

3. Make decisions quickly

Talented candidates are seeing interest from all sides. So, if you meet a candidate you like, provide quick and clear feedback at every stage. This is not a time to be coy about whether they meet the requirements for a role. In the worst cases, a delayed decision can be a red flag to the candidate, who may perceive it as a lack of leadership and could turn down the opportunity as a result.

4. Sell the role first

The dynamic of the executive recruitment market has shifted from "why should we hire you?" to "here’s why you should choose us". First and foremost, sell the opportunity using compelling candidate information packs, multimedia, and digital technologies. Also, sell the story of the company and the opportunity. Persuading candidates that they want the opportunity is a crucial step toward hiring the right person. After this is done, work with your search partner to assess their experience and capability for the role.

5. Offer compelling opportunities

Recruit in good faith. We would strongly discourage companies from using tactics like offering a competitive salary upfront and then attempting to renegotiate rates in the final contract. If basic salary is restricted by budget concerns, try to improve the overall offer with a ‘golden hello’, increased holiday allowances, long-term incentives, pension benefits, and even with your policies on flexible working, wellbeing offerings, and on-site facilities.
Don't make the mistake of assuming talented candidates are motivated primarily by financial remuneration, however. In many cases, the non-financial elements of a contract prove most influential in leading the candidate to sign.

6. Keep your options open

Finally, remember that no matter what you do, you will not always land the candidate you want most. To prepare for this, try and find two suitable candidates at offer stage so that you can hedge your bets. Equally, if you meet an ideal candidate but don't currently have a vacancy to fill, try to keep in contact with them. Ongoing open communication will help if you later find you have the perfect opportunity to offer them.

Looking for executive talent?

For expert assistance in standing out as an employer of choice to top leadership candidates, get in touch with Page Executive today. We work closely with each of our clients to truly understand their needs and challenges, forming a long-term partnership that delivers real value.

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Remote Work: The Challenge of Finding a Middle Ground

Anonymous — Mon, 26 Oct 2020 12:33:20 +0000

Remote Work: The Challenge of Finding a Middle Ground Anonymous (not verified)

Up until now, there was a clear trend over the last decade of increased location flexibility for senior leaders and employees alike, which is said to widen the talent pool – and improve work/life balance for many. But in 2020, the “trend” quickly turned into an unavoidable necessity as countries closed their streets and borders mobilizing employees to repurpose their children’s desks and living room coffee tables as new “office spaces.”

Companies that were able to quickly adapt, continued with business – those that were not able to digitally transform their teams weren’t so lucky. What is clear is that employees and leaders alike have had a taste of remote work. As we move forward into 2021, with time for reflection on what happened this year, people and companies must look closer at how their employees engage with the office.

Although a very large percentage have adapted to home working extremely effectively and there have been those who absolutely sing its praises (including my own colleagues) and those who struggle with it (me) I think that it’s important to find a happy middle ground when we look toward the blended possibilities of the future of work.

A DIVIDED WORKFORCE, A DIVIDED PEOPLE

It was quite clear to me at the start of the pandemic that the only people still working at a workplace were those who had no option. Supermarket staff, builders, gardeners - all of whom, by the nature of their work, had no flexibility and no option. At the height of the pandemic lock down, on the few trips out, it was clear that the main vehicles on the roads were vans and trucks. In a moment of uncertainty, these brave workers had no other choice but to continue their livelihoods in the face of danger.

It has created a strange spectrum of scenarios where on one side the white-collar population have been able to install themselves at home, and while the engine room of the economy cracked on. Unfortunately, in many sectors such as hospitality and retail, many lost their jobs by the thousands, turning lives, dreams and plans upside down from one day to another.

Senior and middle managers have been in the studies of their houses, with flexible working hours and zero commute cost. Junior staff, however, living in flats or house shares, had a far harder proposition, barely being able to move out of one room where they now need to spend 17 hrs out of 24.

I think it is easy to look through rose coloured glasses when you have no choice on the matter – we needed to just get through Spring 2020 as best as we could. Now, however, as we manoeuvre and plan for a future where we can choose how to organize our teams, it is important to have a wider and more realistic perspective when talking about remote work.

WHERE HAS THE MAGIC GONE?

I hear so many people singing the praises of remote work, but they are significantly underestimating the opportunities that are removed, especially for more junior staff. In the workplace people learn from shared experiences. We are missing those magic spontaneous moments where you grab a coffee with a colleague and inadvertently do a problem-solving session or air out frustrations. We miss out on those fortuitous questions in a meeting that leads you to a great new idea on how to tackle a current issue.

When we take out the social factor in work, we also take out the shared experience and wisdom that naturally flows in human connection.

Another question that arises regards career progression. How does a worker progress their careers when their actions and work suddenly aren’t so obviously visible? I’m talking about that worker that spends extra time and goes beyond expectations to get the job done. In a catch-up weekly video call, we can talk about the deliverables, we can talk through some of the challenges, but the end goals are what are seen.

As a line manager or leader, you don’t get to live and share the work process with that employee or watch them as they overcome obstacles. It’s harder to measure grit and determination. When everyone in your team is getting the job done, how do you gauge who on your team are really knocking it out of the park and who among them are just going through the motions?

Are we really making the right choice when talking about promotions and career progression, or are we unconsciously biased against people who might just be struggling with dealing, communicating and showing their work in the virtual environment?

NO LOCATION, THEN ANY LOCATION

The other overwhelming concern and question that I see starting to be raised with companies and employees alike, is that if you can effectively do a role that isn’t in a place of work, do you then take the risk of more roles being outsourced to countries with far cheaper labour costs? For some roles that require very specific skill sets, such as in tech and data focused jobs, companies have already started to outsource their talent.

Lastly, consider the effects on a loss on the social side of the business. Many employees consider their colleagues as friends, some people meet their future partners at work. In an isolated work environment and a more digital world in general, it is already harder to make strong and lasting human connections with people. Do we risk adding on another element to isolate people further resulting in a significant increase in stress and anxiety?

SO WHAT NOW?

A blended approach is key. A company is made up of different cultures and different personalities, you will have introverts and extroverts, and it takes all sorts of personalities to make a company work. What you need to do is understand the needs of each person and try to understand what situation helps them be the most efficient and happy employee that they can be.

As leaders, we need to listen to our employees, look at the job types, personality types and take this forced remote work experience to make our decision on how to move forward. Let’s look toward making work spaces that fulfill the needs of everyone – those that like to be in the office all the time, those that don’t want to be in the office at all and the majority who will want a bit of both to varying degrees.

By nature, humans are social creatures and need long term and meaningful interactions. We need teams to get together, maybe not as often as before, but we should set the scene and even force the agenda to make in person moments to exchange ideas, get to know each other better and ultimately work better together.

Talent will naturally be more biased toward companies that offers them options, so the work begins for leadership to figure out what is necessary to make work, work for all.

Executive Trends
in Consumer & Retail

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If you would like to discuss more about remote work or executive recruitment, feel free to get in touch with me.

Simon Nolan
Senior Partner, UK
SimonNolan@pageexecutive.com

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The Future of Executive Talent

Anonymous — Tue, 26 May 2020 07:49:30 +0000

The Future of Executive Talent Anonymous (not verified)

Even before the phrase ‘the war for talent’ came into being in 1997, having the right talent in the right roles was a prime concern facing all executives and HR professionals. And now, identifying and supporting talented individuals is so important (and at the centre of successful enterprise management) it could be a practice area of its own.

EXECUTIVE ROLES HAVE EVOLVED

Executive skillsets are changing and changing rapidly. Why? Thanks to the onset of digitalization which brought about huge changes in the way business is conducted, and the rise of new generations in the workplace who are searching for meaning and purpose in their work, executive roles have evolved from what they once were.

To form a leadership team from the evolved C-suite in any organisation, propelling the organisation – and themselves – towards greater productivity and better results becomes more complex. There are complicating factors here, such as the fact that executives come from varying backgrounds and therefore have differing modus operandi, agendas, and vision for the future.

As senior leaders, they have functional and management responsibilities that reinforce their individuality – and sometimes this competes with organisational requirements. Add performance and talent into the mix, and understanding of the complexity of building your top team to lead you forward becomes apparent.

THE DISTINCTION BETWEEN PERFORMANCE AND POTENTIAL

While many organisations look at past performance records as a qualifier for high potential status, there is widespread agreement that past and current performance does not signify effective performance in broader future roles. There is a real distinction between performance and potential.

The starting point for differentiation is that potential is a dynamic state, not a static end state. People who are high potential have the capability to learn, grow, adapt, and develop – so the assumption is that high potential people are dynamic and will continue developing beyond their current state. A question arises on whether the factors contained within potential (learning ability, adaptability) are learnable – because the key factors in potential are essentially personality traits.

PREDICTING SUCCESS

It is inherently complicated to make predictions about how successful someone may be in the future. There is the need to define what you are trying to predict, then assessing the person against the criteria – made complicated by issues such as personal capabilities and motivation, alongside the challenges and opportunities linked to the organisation. This is a vastly different process to a selection decision, where there is a clear understanding the specific job requirements.

Hiring managers, senior leaders, and executives need three key skills to make successful predictions on someone’s potential. Read what they are in the full report.

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Questions?

Stephan Surber

Senior Partner
T: T +41 44 224 2235
E: Stephansurber@pageexecutive.com

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Diversity as a Strategy of Evolution

Anonymous — Fri, 10 May 2019 08:43:52 +0000

Diversity as a Strategy of Evolution Anonymous (not verified)

As discussed in Page Executive’s article Fast-Tracking Diversity in the Boardroom, taking steps to promote diversity is not only the right thing to do in regard to morality – it’s also beneficial for any company. In the following article, I share some of my own reflections on the topic of diversity within companies, and on France’s good practices to promote it.

Diversity as a strategy of evolution

In France and throughout Europe, we have seen that large-cap companies are paving the way for diversity. This is due mainly to practicalities. Large companies can hire many young people – thousands every year, from all over the world – which means diversity happens naturally.

For a smaller company, diversity takes much more effort. Imagine a company of 200 people, in a small town in France or Italy. This company will not attract the same kind of people as the large multinational one, so diversity can be a challenge. And many small- and mid-cap companies are stepping up to this challenge.

This is because the small company must align itself with the policies and philosophies of the large one. If it doesn’t, it will risk not being chosen as a supplier. In this sense, diversity becomes a strategy of evolution, in which companies are changing with society and with the global corporate philosophy.

Companies as a reflection of society

A global organisation must be a mirror of society. That’s to say, as society becomes more open and diverse, so must our companies. As recruiters, we try to integrate inclusion and diversity into every step of our work. When we prepare a job description, we mention it. We also try to educate our clients from the beginning on the importance of inclusion. Education is a part of our job, because this education helps our clients to make the right decisions.

Some smaller companies take more convincing, but it is increasingly clear that diversity is essential. This is especially true today, with social media: a company that is not aligned with this philosophy of diversity can be excluded from the market very quickly – and no company wants to take that risk.

France: A growing mentality of diversity

A philosophy of diversity must come from within the company, but having laws and policies to promote diversity are helpful in normalising it. France in this regard is quite good. For example, the government passed a law about 10 years ago requiring government organisations to hire 25% women.

When it first passed, it was very controversial – it was seen as positive discrimination. Now it’s accepted without thinking of it, it’s become our mentality. All big French companies, like L’Oreal for example, have also launched programmes internally to educate on diversity. Even in small and medium sized companies, you’ll have a manager in charge of environmental and social responsibilities. What is your country or company doing to promote diversity and inclusion and do you feel that this is an important topic for you? If you would like to speak more about this topic or how diversity can make your company more attractive to candidates, feel free to contact me.

---

Matteo Guerra
Page Executive Senior Partner
T: + +33 1 41 927116
E: Matteoguerra@pageexecutive.com

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How to attract top marketing candidates as an SME

Anonymous — Wed, 07 Nov 2018 12:13:37 +0000

How to attract top marketing candidates as an SME Anonymous (not verified)

All business leaders in the marketing industry recognise the competitive nature of the sector. Businesses are always looking to innovate, and out-perform their competitors. This can happen in a number of ways. In the form of new business pitches, formulating campaigns across channels, and when hiring new staff to join the organisation. It can be harder for smaller business to outshine their large corporation counter-parts in these areas.

Building a team of talented professionals can help and in order to do this, you’ll need to set yourself apart as the employer of choice. We can help you attract the best talent in the sector and become the SME to work for in marketing.

Utilise stand-out company branding

As a business leader, you will already live and breathe your organisation’s brand. The most talented professionals in marketing are picky about where they choose to work, so you’ll need to make sure you’re appealing to the top talent in your sector.

As a CEO, CMO or CIO, you will be aware of how your position forms a part of the overall brand. Your reputation and conduct help to define the company image. Making sure that your branding is done well, and consistently across your organisation can help you to stand out. This will give a clear picture of what you and your business stand for. Marketing professionals will be looking out for clear branding and will probably hold businesses in higher regard if they have gotten this right. A prime place to promote company branding is on social media. Post on Facebook, Twitter, and LinkedIn. Share your senior employee’s posts, to promote your business to your wider network.

Streamline your processes

Looking at your organisation’s processes, no matter the level, can help to improve your wider business functions. Consider different areas of your SME business and how they can be improved. The simplest improvements will add up and potentially improve attrition rates, and attract the best talent to your organisation.

A strong recruitment process

A clean recruitment process will go a long way with any candidate. Ensure your candidate feels valued and wanted throughout the entire process, as this can amount to the difference between the acceptance or rejection of a job offer. This is particularly valuable to SME organisations, where you have the opportunity to create a very personal experience for your potential new hire. This is an aspect that a larger corporation with multiple departments might struggle with. Here are some more top tips on improving your recruitment process.

Well-written job descriptions

Job descriptions are undoubtedly a crucial part of the recruitment process. They are the first glimpse that a candidate will have into a potential role, so it is important to get this right. Outline the key requirements of the role to your recruiter. That way they are sure to find the best candidates to shortlist, that are the best fit for the role and the culture of your organisation.

Provide a detailed company overview

When you are inviting shortlisted candidates to an interview, it is important to provide them with a comprehensive overview of the organisation and the job role. Consider the company culture, the future of the business, and how their role will contribute to the success of the organisation in the future. Providing this before the interview stages will ensure that you are outlining the type of business that you are before meeting them. This should streamline your recruitment process in that if the company isn’t the right fit for the professional, you can reach out to alternative candidates.

Conduct an honest interview

Making sure you conduct an honest interview is crucial to ensuring the candidate gets a full sense of your business. The minute a candidate enters your doors they will be envisaging themselves working there. Make it clear why they should want to work for you, as it is increasingly important to candidates that they feel comfortable and happy within an organisation which mirrors their cultural values. An interview is a two-way street, so be sure to impress the candidates you meet with, or you might lose out on top talent.

If you are interested in looking at advice on how to improve your business, why not look at our insightful advice articles. Alternatively, get in touch with one of our specialist recruitment consultants today and we can help you with all of your hiring needs.

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Setting yourself apart as an SME: Winning top talent

Anonymous — Wed, 03 Oct 2018 09:10:11 +0000

Setting yourself apart as an SME: Winning top talent Anonymous (not verified)

Ensuring that your SME is the employer of choice can be done in a number of ways. However, top talent in the marketing sector is in high demand and professionals know it. Attracting the best available talent not only sets you apart professionally, but will attract more top talent from your competitors.

Stand out with employer branding

Building a high-skilled team can be challenging for any team-head in marketing. The top talent out there can be hard to attract as they have the pick of the bunch in terms of job offers. So, you need to appeal to the top talent that is available to your organisation. Effective employer branding is one way to do this.

The company brand is crucial when giving-off first impressions, it can help to present a clear image of who you are and what you stand for as a business. If you present your organisation clearly enough, you can expect to attract talent that matches your core values, and are able to grow and develop under your employ. As a senior manager, director or group head, you now form a part of the organisations brand; your reputation and conduct will shape your company image and you give the first impression of the company on a whole from your first meeting with the candidate.

Make sure you are aware of the activities happening on the website, as this is the first place a candidate will go to look at a potential employer and if they have any questions about your website in the interview, then you want to be able to answer them fully. Consider your presence on LinkedIn, encourage managers to share company updates to their personal connections to spread the word and increase the organisations reach online.

Marketing professionals know all too well the value of good branding. They will respond positively to companies with strong values that come through well in their branding. So, watching out to make sure all teams are aligned in your messaging will give your brand a solid tone that will be recognised and related to by people in and outside of the business.

Better your recruitment process

When you are overseeing the recruitment process ensure the candidate is made to feel wanted and valued throughout, this can make a huge difference when a candidate is considering multiple job offers, as they may be persuaded to go for the business that made them feel most inspired. This is becoming increasingly more important for SME businesses, as the smaller things will distinguish you from your competition. Considering this, here are some tips on bettering your recruitment process.

Clear job descriptions

Job descriptions are a crucial part of the recruitment process. Ensuring they have both the content and tone to attract the best fit for your business, will highlight to the potential employees what type of organisation you are and alludes to what the culture is like at your business. Make the key skills and attributes clear to the recruiter that you are working with – this will arm them with the best tools to find the most suitable candidates to put forward for interview.

Provide a company overview

When interviewing any candidate, an overview of the role and organisation should be provided. Explore with the candidate how the business is looking to grow and how they would implement change and progression in this area. Candidates will want to know what strategy you are attempting to implement, as well as talk of budget and approach in the latter interview stages.

The interview stage

All interview stages are a two-way process, make sure you are aiming to impress the candidates you are meeting with, as if they are the best candidate there is no doubt they will have had other offers. The moment the candidate meets with you and gets a feel for the initial office environment they will be assessing whether or not your company is one they would enjoy working for.

Aim to show them the best parts of your organisation and why they should want to work with you. Don’t assume that if you hold a prominent position in the market or work with high-profile clients, that a top candidate will choose your company over a lesser known brand.

If you would like any more information or to discuss how we can help with your recruitment processes, please do get in touch.

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Where is the next generation of CEOs coming from?

Anonymous — Mon, 25 Jun 2018 07:36:31 +0000

Where is the next generation of CEOs coming from? Anonymous (not verified)

A rapidly changing operating environment demands a CEO with a different kind of CV

The speed at which technological innovation is transforming our daily lives is exceeded only by the impact it is having on businesses. The responsibility for overseeing this change falls on the world’s CEOs and it will be their response and decisions that ultimately decide the fate of the businesses they lead. What skills and values are the Board of Directors looking out for in 2018?

This change is not confined to any single sector; the commercial landscape continues to evolve and the role of a CEO is as much to be the custodian of change as anything else. A Forbes CEO outlook report notes that globally 71% of CEOs consider the next three years to be more critical for their industry than the whole of the previous fifty.

CEOs are under unprecedented scrutiny. As they steer their organisation through often stormy waters, they must be customer facing, politically minded, social influencers and brand ambassadors. Rapid change and widespread uncertainty bring huge challenges and those willing and able to adapt are the ones best placed to succeed.

Rapid change and widespread uncertainty bring huge challenges and those willing and able to adapt are the ones best placed to succeed.

In this new world of economic and political uncertainty, social media exposure, corporate responsibility and rapid transformation, how is the role of the CEO changing, and from which business functions are we likely to see future CEOs emerge?

The digital revolution creates opportunities for the CIO

A new skill set is required of the CEO when business is increasingly driven by technology, which brings both opportunity and threat. CEOs currently in post are unlikely to be digital natives. In contrast, those CIOs and CMOs who have spent their careers witnessing and driving drastic change in their field are perhaps best placed to take the helm of organisations that are most impacted by the digital revolution and undergoing fundamental change.

“The focus within many businesses is moving away from traditional areas and is engaging more and more in the realm of technology and digital,” explains Joss Godbold, Page Executive Regional Director for Asia Pacific. “This is heavily influenced by UX/CX, that is, the user experience and the customer experience, with increased customer focus, mainly driven by a desegregation of where customers are coming from and how consumers engage with businesses nowadays. As a result, CEOs from technology and digital backgrounds will become more common.”

Marketing has not typically been a route to the top. However, in the modern world of metrics, measurement and technology, marketers are now able to show tangible evidence of their contribution to profitability and growth. What is more, they are likely to be tech savvy and have a solid understanding of the customer base. That’s a powerful combination in the modern business environment. Currently, 21% of European chief executives have a marketing background, second only to those with a finance background.

In the modern world of metrics, measurement and technology, marketers are now able to show tangible evidence of their contribution to profitability and growth.

Commercial experience favoured

In the APAC region, companies tend to be more comfortable with a commercially-minded CEO. When a business leader is appointed, those from a marketing, procurement or operations background are often pipped to the post by someone with commercial expertise.

This is likely due to the rapid growth in the region’s many emerging markets. Businesses seeking to push growth are more confident that a leader with a strong commercial background will be able to achieve their ambitious targets.

Again in APAC, consumer-driven organisations are likely to favour the appointment of chief executives who exhibit sales acumen. However, they are now becoming more open to considering heads of digital or marketing.

In the APAC region, those from a marketing, procurement or operations background are often pipped to the post by someone with commercial expertise.

The type of company, how it interfaces with its customer base and where the interaction takes place can be a factor here. An enterprise that conducts a large part of its business digitally is far more likely to appoint a CIO as chief executive than a company reliant on a ‘boots on the ground’ salesforce, where someone commercially minded usually heads the list.

This is not so much the case in established Western markets, where growth is slower and more established companies show more confidence in promoting leaders with an operations or finance background. In the UK, 50% of FTSE 100 leaders have a finance, accounting or financial services background.

Selecting a safe pair of hands

A potential barrier to the promotion of a wave of CEOs from new business areas is that company boards tend to be highly risk averse. If the ultimate test of a CEO is the bottom line, then it stands to reason that the individual or business function that has the most impact on profitability represents the safest pair of hands.

One of the world’s largest companies certainly thought so when Apple appointed Tim Cook to the position in 2011. Bringing his procurement background to the fore, he implemented wholesale changes at the ground level that have helped the company habitually post record profits during his tenure.

“There is a very significant focus on adaptability and change management,” notes Simon Nolan, Head of Practice Consumer at Page Executive UK. “The capacity to manage rapid change, combined with appropriate interpersonal and leadership skills, is a powerful combination in a modern CEO.”

The capacity to manage rapid change, combined with appropriate interpersonal and leadership skills, is a powerful combination in a modern CEO.

Simon Nolan, Head of Practice Consumer, Page Executive UK

Appointing in their own image

Culture fit remains a huge factor and even though business need is often now moving away from traditional areas and toward the realm of technology and digitisation, there can be a tendency for decision-makers to take the perceived safe option and appoint from within their own industry. Unfortunately, this approach leaves scant room for innovation and fresh thinking, which are more likely to be injected if the new CEO brings experience of a different business area or sector.

Most modern CEOs and other senior leaders would insist that their skills are highly transferable and that the role of a leader is to get the best from all business functions. Looking outside the traditional areas for new leadership, therefore, becomes fundamental to business evolution, innovation and, ultimately, survival.

Key takeaways

The selection of a CEO is subject to a wide array of considerations, including the company’s growth ambitions
A successful CEO must foster and embrace change and innovation
Today’s senior leaders need to grasp the opportunities that technology affords
Being too risk adverse in selecting a CEO can lead to the organisation becoming stagnant
Despite some industries remaining conservative in their choice of CEO, many are widening their search for candidates for the top post

We hope you enjoyed reading this article, which is part of our Executive Trends’series where we explore the biggest challenges facing senior business leaders and executives today. The series is already in its 3rd edition, and you can access all previous articles by clicking here.

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How to meet younger employees’ flexible working expectations

Anonymous — Thu, 02 Nov 2017 16:01:52 +0000

How to meet younger employees’ flexible working expectations Anonymous (not verified)

Our recent research has revealed that much of the UK is falling behind employee expectations when it comes to providing flexible options. This could present itself as a challenge in a time where it is crucial for employers to understand how to attract and retain a younger pool of talent that represents the future of the workforce, as this generation of 18-27 year-old professionals are bringing very different expectations to the workplace.

The fact is that millennials will make up 50% of the workforce by 2020, and we know that the majority of millennials expect flexible working to be offered as a standard. It is therefore of paramount importance that businesses identify and address any tensions around flexible working soon, in order to meet these expectations. This will ensure that they are well positioned to attract and retain the right talent for the long-term future of their business.

One of the main causes of tension around flexible working are trusting that employees who are off-site are managing their own time and being productive. There is also the misconception that older, more senior employees and those with young children should be offered more flexible working options than their junior and/or single colleagues.

Millennials can often be wrongly perceived as a social-media-obsessed generation that prefers to work remotely from coffee shops, whilst on Instagram or Facebook, rather than working in a typical 9-5 job. The truth is that this generation of the workforce is simply bringing new life experiences and expectations into the workplace, just as the generations before them. Organisations would be wrong to dismiss these expectations and those that do risk being left behind in the battle for the best and brightest young professionals.

Approaches to flexible working

To ensure you are perceived as an appealing employer of choice to the future workforce, here is some advice on how to best meet these expectations:

1. Implement new talent strategies

Organisations need talent strategies that account for a shifting employee demographic with differing expectations. From a professional development perspective, succession planning will help ensure millennial talent is retained and nurtured so future leadership positions are filled internally.

2. Get to grips with the ‘new-normal’

As flexibility continues to become a standard part of working life and the average day, we need to accept that flexible working is no longer a separate initiative or exclusive perk but instead, part of the ‘new-normal’ in which we live, work and operate. Indeed, certain industries and roles may not be able to change the time or location from which they operate, but if it is possible, let employees work earlier or later. The important point to remember is that this new-normal needs to work side by side with context: within both organisational and employee parameters.

3. Make easy-win operational changes

To attract the right talent, your business environment and company culture need to be new-normal friendly. Here’s how:

Tools

Consider an open-plan office space or creating a hot-desking environment to encourage collaboration and creativity. Crucially, as a business, you could also reduce overhead costs. As the number of employees working from home or remotely increases, the amount of office space or number of desks you need typically decreases.

Digital tools like shared calendars, instant messaging or online project management tools also contribute to a collaborative environment – and appeal to digital-native generations who want to see employers embracing new technology.

Technology

Your organisation’s IT offering has to be up to scratch if employees are going to be able to cash in on flexible working options. Are laptops and work phones available and are they able to be taken off-site? Can IT management ensure secure private networks access works remotely? You may even want or need to subsidise/cover the cost of work phones or Wi-Fi utility bills for those working from home.

Skills

Employees need serious time management skills if they are to work from home successfully. Determining priorities, juggling workload and collaborating with people in different locations encourages employees to sharpen their organisational and interpersonal skills. Investing time and effort into improving soft skills such as time management and effective communication can prove a valuable boost to productivity and make the transition to a flexible working model much easier.

Integrating flexible working initiatives

The integration of any flexible working initiative needs to be well thought out, well communicated and upheld beyond the initial launch period. Here are some tips to ensure flexible working sticks:

1. Focus on productivity

The principle of dynamic working is to focus on the output and key deliverables of an individual rather than the number of hours they spend at work. In theory, if output levels are high and all responsibilities are taken care of, it shouldn’t matter where and when results are achieved.

2. Consistent communication

The more a management or leadership team communicates any new or changing policies, the less staff will feel excluded or discriminated against. Look at your current system and see if an early finish once a month or the chance to work from home one day a week (for example) could empower staff – even if they don’t take it, availability is king.

3. Company-wide policies

If you introduce a flexible working policy, introduce it to employees at all levels (excluding those who are on probation, for example). Create a sense of community and an environment that promotes equality, and help your staff feel supported, accepted and acknowledged – regardless of their familial situation.

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Effective Shared Services: Why Cost Cannot Be the Only Driver

Anonymous — Sun, 10 Jul 2016 12:36:12 +0000

Effective Shared Services: Why Cost Cannot Be the Only Driver Anonymous (not verified)

In making the transition towards a business model that includes a shared services center, executives focused on quality have a better track record than those focused primarily on costs.

Shared services centers (SSCs) have undergone considerable evolution over the past years and have become a source of added value for the companies that have implemented them.

Clearly, cost reduction is the key driver for companies that are currently analysing opportunities for setting up shared services centers. However, as Dieter Van Mulders, Head of the European Shared Services Center at PageGroup, discusses here, target location, performance management, talent management, smart taxation and a good audit strategy all have an important part to play in the success of such an endeavour.

What is the most important prerequisite for a successful transition?

Location is of critical importance for the long-term success of any sourcing project. Unquestionably, investors primarily look where the work force is cheaper.

But cost is not the only driver in considering the optimum location for the SSC. The perfect match should be a combination of four key elements:

Cost
Service
Standardisation
Availability of a highly qualified, multilingual workforce

This strategic decision requires an in-depth understanding of the target location, its talent potential and the country’s social, political and economic environment.

The danger of not considering each and every one of these elements can lead to unwise decisions or ill-judged moves, especially when cost is the only driver.

Some companies consider their first move as an intermediate step towards a second relocation. You can to some extent be the victim of your own success: there is always room for more cost savings. SSCs moving from Brussels or Barcelona to Kuala Lumpur or India are not isolated cases.

In Europe, Budapest and Poland are very much in vogue and there is fierce competition for the pool of talent in these countries.

Brussels ranks well due to its central location and access to international and multilingual talent, while Barcelona is attracting a lot of investors, due to an active regional government-led investment incentive policy.

When PageGroup expressed an interest in setting up its shared services center in Barcelona, our delegation received 11 lunch invitations on day one!

What are the key metrics in measuring SSC success?

Measuring performance using the right set of key performance indicators (KPIs) is a major challenge for the SSC head.

But before trend analysis, one needs to think of the processes and create KPIs that are actually comparable. This means implementing one accounts payable tool, one credit and collection process and harmonising marketing practices, to name a few examples.

There also needs to be a clear distinction between the pre- and the post-SSC eras, which are incomparable. The choice of indicators is dictated according to group strategy. This will determine the very nature of the points of improvement.

Typically, the danger here is having KPIs for everything. Such requirements have an impact on cost and make the company more complex, inflexible and ineffective. The enormous challenge is not to lose sight of your company’s overarching objective: delivering quality service.

How does the SSC framework impact recruitment?

Managing teams of sometimes hundreds of employees is a key issue. The stakes are high and multidimensional: you need to find the right people, train them, retain them and offer them attractive career paths.

You need to fully understand the complexity and pace of project activities while taking into account cost constraints. You must keep asking yourself: Can we recruit the right workforce locally? Does it already exist within the organisation? Is there potential for career development for high-performing employees? What expected turnover rate is adequate to meet future demand pressures?

In any case, career development can’t continue endlessly in the long-term but SSC size can complement limited vertical career paths with lateral moves.

Typically, this ‘state of grace’ lasts for three years, until employees run out of road in building their careers. The danger here is to measure ROI (return on investment) on a time horizon of three to five years. One must go far beyond and work hand in hand with talent & development teams.

Planning for a realistic yearly staff turnover of 10% to 20% will reduce resources management risk.

Why are CFOs and financial leaders often the ones to drive this transformation?

Tax savings can compensate for certain costs linked to the SSC implementation. Globally, several countries – especially in Europe and Asia – encourage foreign investment by offering tax breaks. Some companies find it worth considering the charge-back mechanism leading to the transfer of profits from a high tax rate country to a country with a lower tax rate.

The main pitfall here is the dispute over the transfer pricing: rules differ from one country to another. The challenge is to determine accurate, fairly priced and transparent billing. From an audit perspective, a closer coordination between the SSC auditors and those from the different local entities is an absolute must.

It’s also worth noting that such practices are increasingly controversial and generate many column inches of negative publicity, with the potential to impact share value.

The regional finance director must establish a team of auditors dedicated to the SSC. Their work must serve as a basis for the auditors of each single local entity, and thus avoid potential confusion.

The challenge here is to fulfil the obligations shared with auditors operating in a variety of regulatory environments. This is why integrating from a talent perspective should be kept firmly in focus when exploring possible SSC locations. Clearly, potential cost savings and tax-related benefits are not the only criteria that should be factored into the decision.

Key takeaways

Cost is not the only driver in considering the optimum location for the SSC
While there may be a limit to promotion opportunities in the SSC, the potential for lateral moves increases significantly
Availability of a highly-qualified, multilingual workforce is a decisive criterion in choosing the SSC location
Whatever other goals are set, delivering quality service remains paramount

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Challenges in Hiring Ecommerce Executives

Anonymous — Wed, 20 Jan 2016 13:59:05 +0000

Challenges in Hiring Ecommerce Executives Anonymous (not verified)

It is well documented that online retail has seen a meteoric rise over the last 10 years as consumers shopping habits have changed. As a result, ecommerce directorships have become an integral part of most organisations, with an ever-changing expectation and view of what a good hire looks like.

Whilst the online channel is still growing, increasingly the market is moving to a more oligopolistic position. A small number of extremely large companies are winning at the expense of all else. In 2008-2011 every digital director we spoke to was gaining double digit growth with a rising tide of web traffic that was lifting all ships. Some careers and reputations soared over that period of stratospheric growth.

Now that most of the innovative services that made ecommerce so ground-breaking are the norm, the focus is on creating a seamless customer journey across all channels, marrying both on- and offline, the responsibility of which generally sits with the ecommerce director.

Consequently, the ecommerce director arguably has one of the most difficult roles in retail. Not only must they be an expert in all things ecommerce and digital, they are the core representatives of digital and multi-channel, tasked with acting in the interest of all stakeholders within the business and more importantly – the customer, whilst being pulled in polar directions by marketing and trading.

With a more mature market and changing priorities, the behaviour and ability to identify the right game-changing individuals to take on such a responsibility are becoming increasingly difficult. The ability to drive traffic, grab (profitable) sales and win in the market is tough. It is no longer the done thing to “increase turnover by 900%” or “double the business within 12 months” (both commonly detailed on resumes) by relying on advancements in technology that allow increased access to online shopping.

The role of the head-hunter has become more important. Rather than the title assessment, there is a need for the specialist to understand in depth what can be a complex and technical area. After a time of trajectory growth in the careers of Ecommerce Directors, it is crucial to now realise those who genuinely made an impact and drove the growth of the brand without relying on the natural market evolution. The winners of tomorrow are those who can see and act with a holistic brand strategy rather than purely focussing on the online aspect. Difficult for those who have grown up focussing on online alone.

It is the responsibility of the head-hunter to accurately assess market vs. individual capability and the overall impact on the organisation. Hiring game-changing ecommerce executives is tough and will only get tougher. Challenges with supply vs. demand mean that salaries have shot up in the last couple of years in comparison to other functional heads so an expensive mistake to make by getting the hire wrong.

In order for you to maximise your return in your human capital you need to work with a partner who has an in-depth understanding in this area and can offer you consultative advice, get in touch for a confidential discussion.

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Interim Management for Transformation Programmes

Anonymous — Thu, 07 May 2015 14:42:29 +0000

Interim Management for Transformation Programmes Anonymous (not verified)

Could an interim manager be exactly what your transformation programme needs?

In the current market the management of people and the reduction of back office costs have never been in sharper focus. We are seeing HR transformation on more agendas, focusing on changing the way in which HR functions operate, by increasing its capability and delivering tangible cost reduction.

Specialist interim managers have the capability and track record to kick-start and deliver this change. The term ‘interim management’ is still widely misunderstood – it doesn’t refer to temporary solutions or fixed-term absence cover. Interim managers are highly experienced professionals able to lead start-up and turnaround situations, ensure programme delivery and affect change.

What is the future for the HR landscape?

In the past, HR transformation mostly focused on making existing HR services more efficient, effective, and compliant. Looking ahead, organisations should consider their place along the HR transformation journey to focus on developing and honing HR capabilities that reach beyond simply supporting the business strategy – and rather enable it. Executing the right strategies, HR can enable organisations to address key business imperatives of today and the future, including:

Growth
Globalisation and emerging markets
Cost pressure
Talent attraction, development and retention
Innovation and emerging technologies
Mergers and acquisitions
Risk and compliance

In a world in which businesses must compete in an ever-wider arena while doing more with less, human capital is emerging as the most challenging to secure, and the most critical in order to ensure success. People and performance issues are common concerns to organisations in every industry, particularly in our current economic climate. It is now more important than ever that you have the capability to improve your business operations through your people.

How Page Executive Interim can help

Page Executive Interim knows this market well. We can source the interim executives who will make an immediate impact on your business across all industries and functional areas.

We have a proven track record of providing interim executives to build HR capabilities, organisations, processes and systems. Specialist areas of expertise include:

Alignment of corporate and HR strategy
Insourcing, outsourcing and offshoring
HR talent management and capability development
Management of people-related risks and regulations
Creation of shared service centres
Development of HR organisational design
Selection and development of HR technology solutions

Get in touch with Jessica Whitehead, director of Page Executive Interim’s HR practice.

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Search vs. Selection - Which One Is Right for You?

Anonymous — Tue, 20 Nov 2012 15:44:50 +0000

Search vs. Selection - Which One Is Right for You? Anonymous (not verified)

When a client approaches an executive search firm, it is often with the idea to ‘cherry pick’ the best executive talent. Less clear is what that talent looks like or where it will come from. There are two distinct routes to market that can be adopted on a client's behalf: Firstly, executive search or ‘headhunting’ is the process of proactively approaching individuals, not otherwise in the market for a new role. Secondly, selection is the process whereby candidates are generated primarily through a managed advertising campaign and qualified according to a specific set of criteria. A pure search approach may be seen by clients as the superior solution, as better value for money and have the status of a more exclusive, bespoke service. However, this is not the case where one solution fits all.

The closer the relationship, the better

To ensure ultimate success of the recruitment campaign, it is important to work closely and openly with the consultant to determine the most important factors in a new hire. Is this proximity to the office? Specific industry knowledge? Exposure to competitors’ working practices? Or is it a type of personality? A cross-functional skill set?

Do you have a clear idea of the type of company you would consider executive candidates from? Or are you looking to cast a wider net across a broad industry sector to consider a bigger range of potential candidates? One set of criteria lends itself well to searching the market; the other to a selection approach.

There are two distinct routes to market that can be adopted...

A targeted approach

Search entails looking at a group of organisations, chosen by a pre-determined set of criteria and identifying the most appropriate individuals to actively approach. Executive search, by its very nature, is a fairly narrow look at a very specific piece of the market. The industry standard is a target list of 25-35 organisations, chosen because they are a direct competitor, or are headquartered in a specific geography. This creates a definable market for potential executive level candidates, small enough to identify and approach them. The basis of a selection approach is a managed advertising campaign, backed up by networking to ensure the right type of person is attracted to the opportunity. Advertising is worded and placed to consider the widest possible pool of people who fit the profile criteria. Advertising can be branded to increase awareness of the organisation or non-branded when a role is commercially sensitive.

A hybrid solution can be the answer

Occasionally, a hybrid approach to the market may be the best solution. This is a combination of search and selection, but it is imperative to first determine which will be the primary methodology. For example, if a finance director with generalist experience of the FMCG industry is sought, an advertising solution should attract a sufficiently wide range of candidates to consider. In conjunction with an advertising campaign, a search could be undertaken within a small range of direct competitors, should it be required. However, implementing a secondary approach after the primary route to market has failed, inevitably means less chance of success. In order for a search firm to act effectively on your behalf, it is important to be open from the outset about the most important criteria for the role you are looking to fill. The search firm will advise on the approach to the market most likely to attract the candidate with the type of background and relevant skillset for your organisation. Search or selection, for any good executive search firm, the goal remains the same: to consistently find those elite individuals that fit a client’s strict criteria.

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Succession Planning for Effective Executive Talent Management

Anonymous — Sat, 20 Oct 2012 16:37:00 +0000

Succession Planning for Effective Executive Talent Management Anonymous (not verified)

What would you do if your c-level executive resigned today?

The sudden departure of a key business leader or a skilled specialist in a niche area can leave your organisation exposed, both operationally and commercially, as internal morale and external perception are influenced by the perceived skills or leadership gap.

Ideally, a successor would be ready to step in, With as little disruption as possible. The reality is more of a challenge however, as potential internal replacements may lack key competencies required to perform the role or an external hire could be on a notice period of several months.

Internal vs. external

Traditionally, succession planning has involved identifying and developing internal talent for future leadership and specialist roles. High potential individuals are grouped by specific competencies and earmarked as potential medium and long-term successors to these key roles. While maintaining an awareness of internal talent, many organisations seeing the benefit of succession planning are also following potential new business leaders externally.

Both approaches have their merits; it may be trickier to assess the leadership capabilities of an external hire but he/she will bring a new outlook and skills to the organisation. If the potential internal promotion is unexpected, there may be a skills gap which could be addressed by an external hire.

Look both internally and externally when devising succession plans

To ensure full market coverage, it’s advisable to look both internally and externally when devising succession plans. But these plans can only be successful if they’re updated regularly and executed properly. Given the challenging economic times, HR and line management functions may deem resources and budget better spent elsewhere than the ‘what if’ scenario that is succession planning. But to avoid being left vulnerable with the sudden departure of a key executive, it’s important to adopt a proactive approach to talent management by developing internal successors and to regularly track the external market for up-to-date insight on potential external options.

As part of a retained process, an executive search firm with strong networks in your required area or sector is able to benchmark internal talent, in conjunction with comprehensive market mapping and confidential approaches to selected individuals.

Step-by-step

Succession planning may be implemented at a regional, business unit or organisational level and a similar approach may be undertaken regardless of size and complexity. But even the most well-devised succession plan for your c-level executive’s departure will be ineffective if it’s five years old – potential successors change career direction or leave organisations, while individuals who are relevant now, may not be in near future. The most critical factor in effective succession planning is to define a strategy, and continually adjust it according to market events and internal talent development plans.

A succession planning approach may include:

Conducting a full audit of key leadership and niche, skilled roles.
Defining future strategy and growth plans.
Examining the competencies required in the key leadership roles to achieve organisational goals in the short, medium and long term.
Identifying potential future leaders internally, using a range of methodologies from appraisal feedback and consultation with HR, to psychometric testing and assessment centres.
Developing and mentoring high potential internal employees with new roles, challenging assignments, coaching and formal programmes.
Maintaining up-to-date knowledge of potential external hires through regular talent mapping.
Regularly clarifying key competency criteria according to business strategy and skills gaps, consequently readjusting potential pools of relevant internal and external candidates.
Tracking and measuring the results of succession planning outcomes are also key, for both internal promotions and external hires.

Replacing a key figure in your organisation will never be completely seamless – but with an effective succession plan in place you have a higher chance of getting it right.

For advice on developing effective succession plans, get in touch with the team at Page Executive.

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What Is the Value of Psychometric Testing at Executive Job Level?

Anonymous — Sat, 20 Oct 2012 16:06:54 +0000

What Is the Value of Psychometric Testing at Executive Job Level? Anonymous (not verified)

Psychometric testing delves deeper than a simple aptitude test to provide insight into an individual’s ability and personality – increasingly useful in the hiring or assessment of executive professionals.

What are psychometric tests?

Tools designed to measure an individual’s knowledge, abilities, aptitudes, personality, intelligence and motivations. The tests can be conducted during an interview or assessment centre, in a controlled professional environment but most are now completed online by participants in their own time.

In which situations are psychometric tests at executive job level used?

“Psychometric testing is very useful at the latter interview stages for the selection of senior executives. It is also used for a senior management team as part of their development, to investigate the dynamics of the board, for example” according to Phil Spencer, Page Executive director based in London.

“Companies also want to make sure that they’re holding real talent as they offer more personal development and coaching – and psychometrics are the base from which to address areas for development.”

Is psychometric testing at executive job level on the rise?

“Psychometric testing at this level has always been present, both at interview stage and for internal benchmarking and development,” said David Angel, Page Executive director based in London.

...tests should be used as a support tool rather than a decision making tool.

Psychometric testing has increased recently due to the recent economic crisis, “organisations have been reassessing their talent pool and some have needed to change their senior management to reflect a different dynamic.”

“As the market picks up, there will be a greater increase in of psychometric testing. Currently there are still cost and time factors, but we will see a big growth in HR using these tools for profile management and sophisticated selection and development of senior executives,” said Phil Spencer.

What do psychometric tests add to the selection or development process?

The consensus at Page Executive is the tests should be used as a support tool rather than a decision making tool. “Psychometrics are an additional assessment tool – they must be used in context as part of a wider assessment programme including interviews,” said Phil Spencer.

The benefit of psychometric testing is the insight provided into an individual’s motivation, leadership style and other criteria key to an executive leader of an organisation. “It’s good to have a scientific way to measure the probability of future performance rather than relying on a gut feeling – not to catch people out but to identify areas for development,” according to David Angel.

When do clients use psychometrics as an additional assessment tool?

Global conglomerate recruiting an MD for a local subsidiary – used testing in the final interviews of their three preferred candidates. It emerged that one of the candidates had challenges with decision making and confrontation – this was something that was brought into the open and allowed to be probed further.

Information solutions provider considering an internal promotion – wanted to conduct a third-party an assessment of two candidates in the running for a sales and marketing director role. The assessment included in-depth interviewing and psychometric testing. Our client was able to make an internal promotion, informed by the test findings and full independent assessment.

IT solutions provider to the financial services industry – regularly use online psychometric assessments early on in the interview process for a range of senior leadership appointments. They are able to uncover any potential challenges in advance of the offer stage.

How can Page Executive help?

To understand more about psychometrics as part of a selection, benchmarking, development or coaching solution please get in touch with your Page Executive contact. We can provide advice about how psychometrics, the different types of tests and how they could add value to your hiring or retention strategy.

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Putting HR at the Centre of Turnaround Strategy

Anonymous — Sat, 20 Oct 2012 15:41:20 +0000

Putting HR at the Centre of Turnaround Strategy Anonymous (not verified)

Undertaking swift HR due diligence during a turnaround results in investment benefits rather than cost implication.

Financially-focused turnaround investors often underestimate the importance of stabilising key employees during turbulent times.

In an economic climate set to remain challenging, the number of business turnarounds is likely to continue to be high. In such situations, every element of the organisation must be examined to determine which areas can quickly be improved and made more efficient, to save it from failure. In the majority of these cases HR is not given the same priority as finance or operations, which can result in potential disadvantage to the organisation. We look at the implications for businesses of not involving strategic HR in turnaround situations, in conjunction with Helene Francis. Helene is a senior HR professional with extensive experience of UK and international HR consultancy, who specialises in turnarounds and M&A. Her assignments include HR management and organisational development for blue-chip companies in the UK, US and Far East.

When a business is preparing for acquisition, restructuring or is moving into administration, financials are often understandably top of the agenda. How to reduce costs, preparation of full financial reviews, and negotiations with equity partners are the focus of the transition by finance and business turnaround experts. Many of these specialists leading the organisational reviews are also expected to handle the implications to human capital as a result of a business turnaround – often because the scale and nature of the HR challenges are underestimated.

The question is ... the cost to your business of not considering HR at this critical stage.

Given that turnarounds by their very nature involve organisational change on an extensive scale, it makes financial and strategic sense to involve someone whose main priority is managing these complex people and change issues. When a business is being acquired, especially one in administration or other formal insolvency process, potential new purchasers need to understand exactly what they’re taking on – from more than just a numbers point-of-view.

Some of the potential pitfalls if an objective HR professional isn’t involved at the outset of a turnaround:

Redundancy processes not handled legally or fairly
Poor management of the costs and risks of litigation as a result of the above
Complex employee issues genuinely overlooked – resulting in costly implications
Potential fraud regarding modification of contracts
Potential cost saving initiatives (benefits, compensation
etc) not recognised
Failure to identify key employees and key ‘problem’ employees early enough
Ineffective people management resulting in disengagement of employees that should be retained
Lack of legal compliance regarding employment contracts and other T&Cs

To mitigate this risk, Helene believes that the following aspects of HR should be reviewed as a minimum in a turnaround situation:

Checking individual contracts of employment for any ‘golden parachutes’ such as enhanced pay in lieu of notice or other severance arrangements (which in some cases may have been inserted into the contract in the weeks leading up to the sale).
Checking the payroll for any anomalous employees such as paying retainers for senior ‘advisory roles’ which do not require the individual to attend the workplace or carry out any specific activities.
Ensuring that all N.I and PAYE payments, as well as pension contributions, life assurance and other employee benefits have been paid up to date.
Termination of any senior executives whose services are not required by the new ownership. This is best carried out by an HR consultant, not least to ensure that the process is legally compliant, in order to avoid costly employment tribunal claims. Furthermore, an existing HR manager may find it difficult to negotiate a termination agreement with his/her former bosses, and asking for the return of company property, cars, and even keys to the premises are tasks best undertaken by someone from outside the business.

Additionally, once these initial checks have been undertaken, further HR due diligence should include:

Systematic review of terms and conditions for all grades of staff, together with costings for integration into the parent business.
Review of employee relations issues – the business may have fulfilled its obligation to declare any ongoing or pending litigation, but not notified the new owners of impending employee relations issues which could have the potential to hinder a business turnaround.
Review of HR policies and processes, then steps taken as promptly as possible to cover any gaps; performance management and staff development are likely to have been severely impacted in a failing company.
Analysis of organisation culture and degree of ‘fit’ with parent company; there is often a high degree of insecurity and lack of trust towards the new ownership if a business has been in administration. This can hamper the integration process and lead to a ‘brain-drain’ of the more able and more mobile staff.
Review of reward structure – this is unlikely to have been closely managed if the business has been in administration or prior financial difficulty for any length of time: there may not have been a salary review for many years; paid overtime may not have been well-managed; it is not unusual for ‘ad hoc’ pay elements to have been introduced in an organisation that has been in financial difficulties.

Operating conditions remain tough for many organisations and the numbers of businesses going into formal insolvency is on the rise. As a result, Helene has witnessed evidence of increasingly desperate measures, resulting in higher costs to new owners. Carrying out HR due diligence as quickly as possible identifies these potential dangers to reduce risk and cost.

Helene has become something of an expert in the complex and delicate HR issues around company turnaround – understanding what turnaround investors need to see from restructuring processes, understanding how to identify and retain key individual drivers of the business’s future success, and very experienced in providing senior management with the tools to manage employees’ fears, anxieties and expectations through all the turmoil inevitable in corporate turnaround.
- Neill Cotton, former MD, Silver Spring Soft Drinks.

Moreover, the issues of retention, motivation and integration of the key staff within the acquired business are often glanced over by fi nancially-driven purchasers. Whatever the nature of the business being acquired, it is essential to reach a rapid understanding of which senior staff or uniquely skilled staff will be critical to the turnaround.

Managing the emotions, expectations and retention plans for these staff is often as crucial – or more crucial – than any of the cost savings or financial engineering involved in true, lasting turnaround.

The question is not what it costs to engage an HR turnaround specialist, but rather the cost to your business of not considering HR at this critical stage.

To find out how Helene and executive level interim managers like her could add value to your turnaround situation, please get in touch with Jessica Whitehead, HR practice principal at Page Executive Interim.

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Talent Strategy

Corporate Athletes & Elite Performers: Redefining Talent in High-Stakes Environments

A dual perspective from boardroom to battlefield on how to find, retain, and elevate the 0.1%

Part 1: Jason Cranswick — A Practical Perspective on Finding and Keeping Elite Performers

How to Spot and Select Elite Performers in Recruitment

Bridging the Perspectives

Part 2: Gareth Timmins — The 0.1%, or the Corporate Athletes

From High Performance to Elite Performance

The Resilience Paradox

What Organisations Can Do

Conclusion: Leading Where It Matters Most

Elite performance isn’t about pushing harder—it’s about pacing smarter.

That’s the elite edge. And it’s available to any organisation willing to train for it.

Talk About Your Corporate Athletes

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Strategies for HR leaders to align and collaborate with the C-suite

Navigating today’s human resources terrain

Getting heard in the boardroom

7 challenges in steering the executive suite for HR leaders

1) Building stronger business acumen

2) Alignment of HR and business goals

3) Gaining buy-in and support from stakeholders

4) Leveraging data for decision-making

5) Enhancing influence and persuasion

6) Enhancing communication effectiveness

7) Leading HR teams to drive meaningful impact

Workshop sharing activities: Key takeaways from participants

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How to stand out as an employer of choice when hiring an executive

Location

Interviews

Key steps for hiring success

1. Work with an exclusive search partner

2. Be transparent about your company

3. Make decisions quickly

4. Sell the role first

5. Offer compelling opportunities

6. Keep your options open

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Remote Work: The Challenge of Finding a Middle Ground

A DIVIDED WORKFORCE, A DIVIDED PEOPLE

WHERE HAS THE MAGIC GONE?

NO LOCATION, THEN ANY LOCATION

SO WHAT NOW?

Executive Trends in Consumer & Retail

If you would like to discuss more about remote work or executive recruitment, feel free to get in touch with me.

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The Future of Executive Talent

EXECUTIVE ROLES HAVE EVOLVED

THE DISTINCTION BETWEEN PERFORMANCE AND POTENTIAL

PREDICTING SUCCESS

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Diversity as a Strategy of Evolution

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How to attract top marketing candidates as an SME

Utilise stand-out company branding

Streamline your processes

A strong recruitment process

Well-written job descriptions

Provide a detailed company overview

Conduct an honest interview

Executive Trends
in Consumer & Retail