https://www.pageexecutive.com/ en https://www.pageexecutive.com/advice/region/global/earn-your-place-board-table By Caroline Gellrich - van Brakel, Senior Partner, Germany, Austria & Netherlands If you’re aiming for a seat at the board table, you’re not alone. Every year, many talented leaders wonder how to bridge the gap from senior management to board-level roles. It takes a clear strategy, purposeful development and an understanding of what boards truly need in 2026 and beyond. In today’s landscape, boards are no longer just stewards of governance, they are catalysts for transformation. They seek leaders who can navigate complexity, champion innovation and bring diverse perspectives to the table. Whether it's guiding digital reinvention, shaping ESG strategy, or responding to geopolitical shifts, board members must be equipped to lead with agility and foresight. Here are some key steps to help you position yourself effectively. 1. Develop a Strong, Authentic Personal Brand Your personal brand isn’t about self-promotion; it’s about the reputation you build through your expertise, leadership style and values. Boards look for individuals who bring unique insights and align with their culture. A critical tool for shaping and showcasing your brand today is LinkedIn. Make sure your profile is polished, up-to-date and tells your story clearly, not just as a resume, but as a reflection of who you are as a leader and person. Share insights, comment thoughtfully on industry trends and engage with relevant content regularly. Posting articles, updates, or short videos can raise your visibility and demonstrate your expertise in a way that resonates with board members and executive search professionals in and outside your existing network. Authenticity and consistency on LinkedIn can turn a passive profile into a powerful personal branding tool that gets you noticed.  Top Tip: Schedule weekly time to update your LinkedIn profile, share relevant content, or comment on industry discussions. Focus on authenticity and let your unique voice and values shine through! To accelerate your visibility and learning, follow LinkedIn’s Top Voices and other recognised thought leaders in those areas. These individuals often set the tone for industry conversations and offer valuable insights. Don’t just follow, interact! Comment thoughtfully on their posts, share their content with your own perspective and engage in discussions. This not only helps you stay informed but also positions you within the same circles of influence that board members and executive recruiters monitor. 2. Gain Relevant Board Experience Early On If you’re waiting for a major corporate board role as your first, you might be setting yourself up for a long wait. Consider smaller boards: non-profits, advisory boards or startups. These experiences are invaluable for learning governance, strategy and risk oversight. Such roles demonstrate your commitment to leadership beyond your immediate job and help you build a track record that boards respect. Top Tip: Look for opportunities to join non-profits or advisory boards aligned with your interests or industry. Even volunteer roles provide crucial governance experience and allow you to expand your network.Use these roles to actively learn how boards operate: how decisions are made, how risk is assessed and how long-term value is created. Document your contributions and lessons learned; they’ll become part of your narrative when positioning yourself for larger board opportunities.Also, don’t underestimate the visibility these roles can offer. 3. Build Financial Acumen Board members are ultimately responsible for an organisation’s financial health. You don’t need to be a CFO, but you do need to understand financial statements, budgets and key performance indicators. This knowledge enables you to engage in strategic discussions meaningfully and build credibility amongst fellow board members. Pair your financial learning with exposure to investor communications, such as earnings calls, annual reports and shareholder letters. These sources reveal how financials are framed for strategic audiences. Practice analysing how companies explain their results, justify decisions and signal future direction. This builds your ability to contribute meaningfully to board-level conversations about value creation and risk. Top Tip: Take a refresher course or workshop on financial fundamentals for non-financial leaders. You could also practice reviewing financial reports regularly to become comfortable with interpreting key metrics. 4. Adopt a Growth Mindset and Stay Curious The business environment is constantly evolving: technologies shift, regulations change and stakeholder expectations grow. Boards want members who are adaptable, eager to learn and open to new ideas. Seek out learning opportunities, stay informed on industry trends (think ESG, digital transformation, geopolitical shifts, etc.), and don’t be afraid to step outside your comfort zone (a particularly important one in my opinion!). Top Tip: Commit to reading one article or report weekly on emerging trends in your sector. Join webinars or professional groups focused on innovation and change management.Advanced Tip: Once a month, explore a topic outside your core industry, such as behavioral economics, AI ethics or climate innovation. These adjacent fields often spark fresh thinking and help you connect dots in unexpected ways. Follow thought leaders who challenge conventional wisdom and engage with their ideas. Curiosity paired with courage to explore the unfamiliar is what keeps board members ahead of the curve. 5. Network with Purpose Building genuine relationships is crucial. Focus on connecting with current board members, mentors and peers who can offer guidance and possibly open doors. Remember, networking isn’t about quantity, it’s about quality. Engage in professional associations, attend relevant events and be proactive in conversations, but always stay true to yourself and maintain your authenticity. Top Tip: Identify 2-3 people you admire professionally and reach out with a clear, respectful request for a conversation or advice. Keep the focus on building a genuine relationship, not just on asking for opportunities.Micro-Habit Tip: Once a month, host a small, informal roundtable, virtual or in-person, with peers or mentors to discuss a key trend or challenge. These curated conversations build trust, spark insight and often lead to unexpected opportunities. 6. Demonstrate Strategic Thinking Boards look for leaders who think beyond daily operations and focus on long-term value creation. Show that you understand how market dynamics, competition and innovation impact the organisation. Position yourself as someone who can contribute to setting vision and navigating uncertainty. Top Tip: Regularly set aside time (whether weekly or monthly) to review industry reports, competitor moves and emerging trends. Practice framing how these factors might affect your organisation’s strategy. Try discussing these insights with your leadership team or mentors to refine your strategic perspective and demonstrate forward-thinking.Micro-Habit Tip: Once a week, challenge yourself to write a one-paragraph “board memo” on a trend, risk or opportunity, framed as if you were briefing a board. This sharpens your ability to distil complexity into strategic clarity, a skill boards deeply value. 7. Seek Mentors and Sponsors Mentors can provide valuable advice, while sponsors actively advocate for you. Both are vital in your board journey. Don’t hesitate to ask for support; these relationships can help you navigate challenges, expand your network and access opportunities that might not be publicly advertised. Top Tip: Start by identifying leaders you admire (whether inside or outside your organisation) who have the experience and values you respect. Approach them with a clear, concise request: ask if they would be willing to share their insights or offer guidance as you pursue board opportunities. Be specific about what you hope to learn and respect their time. Remember, mentoring is a two-way street, so have a think about how you can add value to the relationship as well.Unexpected Tip: Don’t just seek mentors, build your own advisory board. Curate a small group of trusted thinkers from different industries, backgrounds and generations. Meet quarterly to exchange insights, challenge your assumptions and refine your board-readiness. Treat it like a personal think tank, because the best leaders don’t just get advice, they design environments that generate it. 8. Communicate Your Impact Clearly You might be delivering strong results, but are you making sure key decision-makers know about them? Be prepared to articulate your achievements in terms of business outcomes and organisational impact. This clarity helps boards see you as a candidate who can add tangible value. Top Tip: Keep a “success journal” where you regularly record specific achievements, quantifiable results and the challenges you’ve overcome. When preparing for conversations or interviews, use this to craft concise stories that highlight your impact, ideally linking your actions to measurable business outcomes like revenue growth, cost savings or strategic wins. Practicing this narrative ensures you can confidently share your value when it matters most.Unexpected Tip: Think like a documentary producer to craft a “highlight reel” of your career. Select 3-5 defining moments where your actions led to measurable impact. Use these stories not just in interviews, but in presentations, networking conversations and even on LinkedIn.  9. Understand Evolving Board Priorities Boards in 2026 and beyond are prioritising diversity; not just demographic but also diversity of thought and experience. They are increasingly seeking expertise in areas such as technology, sustainability, cyber risk and global markets. Aligning your skills and experiences with these priorities can set you apart. Top Tip: Regularly review the annual reports, governance statements, or public communications of boards you admire to identify the skills and focus areas they emphasise. Consider undertaking targeted professional development or certifications, such as ESG (Environmental, Social, and Governance) training, cybersecurity courses, or digital transformation workshops to build relevant expertise. Position these new skills clearly in your personal brand and discussions with recruiters. 10. Work with Executive Search Consultants Finally, partnering with executive search professionals can be a game-changer. We have a pulse on what boards need, what they’re looking for in candidates, and the nuances of the recruitment process. Engaging with a consultant early can help you tailor your approach, identify suitable opportunities and position yourself strategically. Top Tip: Reach out to executive search consultants specialising in board roles early in your journey to get tailored feedback on your readiness and guidance on positioning yourself effectively.Unexpected Tip: Think of executive search consultants not just as gatekeepers, but as strategic co-authors of your board narrative. Share your career “thesis” with them: the unique value you bring, the kind of board you aspire to join and the impact you want to make. When they understand your story deeply, they’re far more likely to champion it in the right rooms. TAKEAWAY: Earning your place at the board table is a journey that requires intentional effort, continual growth and strategic relationship-building. It’s not a step you take overnight, but with clarity and perseverance (and I’ve seen it with my own eyes), it’s very achievable. If you’re ready to explore what it takes to move into board roles and want guidance tailored to your unique strengths and goals, feel free to reach out to your Page Executive Principal or Partner. .custom-block { background-color: #F2F2F2; padding: 20px; } .custom-block .content { margin-bottom: 15px; } .custom-block p { margin-bottom: 10px; } Mon, 17 Nov 2025 10:27:13 +0000 1811141 https://www.pageexecutive.com/advice/region/global/maximising-gains-with-page-executive More than a simple headhunting service, Page Executive offers diverse solutions to increase your chances of a successful career move. Mark Lawson-Jones draws upon his personal experience to outline eight ways a strong relationship with our Principals and Partners can significantly bolster your leadership career.  By Mark Lawson-Jones, Partner How working with Page Executive differs from other recruitment avenues At Page Executive, we connect you with a single point of contact who oversees the entire project from start to finish . We know that trust and relationships are at the core of executive search, and build our reputation on quality connections between a candidate and organisation, rather than playing a numbers game.  With a deeper, more personal understanding of your skills, character and aspirations, we can focus on a broader spectrum of opportunities that you may not have considered before. Therefore, whatever the outcome of your current application, a close, productive relationship with your consultant is a solid move for your future career.  Pinpoint what you’re looking for and reap the benefits Understanding what you’re looking for is the first step to finding it, so take time to picture what your next career move will look like.  Start by making notes about what drives you, what your passions are and what you want to achieve. Then, consider what your ideal company looks like. Do you want to join an established team , or are you more interested in taking an exciting startup to the next level? Don’t neglect the company culture either. It’s one thing to embark on a learning curve when you’re switching industries, but if a business doesn’t align with your values, it will be extremely hard to thrive. My advice to candidates is to be as vocal as possible with what you want (and what you don’t want) for the next step in your career. Tell us where you want to be, whether you’re geographically mobile and your ideal role. We can take care of the rest.  The benefits of knowing what you’re looking for include: > Discovering potential roles you may not have considered In addition to the support of a dedicated specialist, your relationship with Page Executive allows you to tap into a wealth of collective experience and the latest insights from our team. We cross-reference your job preferences with our market knowledge to find roles in line with your experience, but also less obvious positions that nevertheless fit your profile and capabilities. In addition, we don’t advertise all of our open roles, so many are unique to the Page Executive network, unlocking new opportunities.  > A successful relocation experience Executives relocate for several reasons, such as professional growth, family commitments or simply to experience a new way of life. At Page Executive, our global teams are in constant communication and happily pass candidates on to local experts who can open up a wide range of new opportunities.  > A smooth transition to a new industry Like our international presence, our Partners and Principals span all practices, sectors and functions, so we may be able to facilitate career crossovers. Drawing on years of experience in executive search, we help to highlight transferable qualities that make you stand out for roles in new sectors even if you don’t have direct experience. To give an example from my own experience, I recently guided a candidate from a B2C role in the tobacco industry to a B2B position in the car and commercial tyre industry. Although these two sectors look worlds apart, we managed to find strong synergies between the roles and turned it into a win-win situation.  You need to be realistic when making significant career changes as you’ll be going head-to-head with other quality candidates. Successful applications take a lot of preparation and a convincing rationale, so be sure to bring personal interests and passions to the surface as early as possible.  Understand your reasons for change — and justify them Before you make any big decisions, it’s crucial to know the “whys” behind it: ●    Why you feel the need for a change●    Why you’re interested in a specific company●    Why now? Companies take great interest in the reasons behind your application as it helps form an idea of whether you’re a good fit. It’s not  enough to have a personal understanding of your motivation — you need to communicate your motivation to future employers.  Each Page Executive consultant has been through this process  with previous candidates, so we are ideally placed to guide you. We draw on executive search best practices, industry trends and our past experience to guide you. However, this is essentially about your personal journey, so the better we get to know you, the more impactful your pitch will be.  We’re well-versed in the employer’s perspective too. Speaking directly to decision-makers on a regular basis gives us a clear picture of their priorities. This isn’t a box-checking exercise of course, but we can guide you on what to prioritise and highlight when answering important questions on your reasons for change. Make your profile stand out As we’ve previously mentioned, you have the best chance of getting the role you want by being crystal clear about what you’re looking for. Naturally, your CV and LinkedIn profile should be your first port of call. We’ve already written an in-depth article on How to Write an Executive CV, so we’ll just cover the basics here.  Your consultant will help you reinforce your expertise by highlighting any examples of thought leadership, speaking opportunities and membership in professional or voluntary associations. Don’t forget to really sell your role in overall organisational success as well as your personal achievements and awards. This puts us in a great position to create an elevator pitch to present to our colleagues further afield.   Grow your network with Page Executive It really goes without saying, but connect with us on LinkedIn and follow the Page Executive LinkedIn account. We share a lot of content related to our specialist fields and of course, we’ll post the latest job opportunities. We also run events for which you can reach out for speaking opportunities or to suggest topics for future conferences.  At the same time, it’s also great to hear your experience. Between everything else on our plates, we’re always looking to sharpen our knowledge of what’s happening on the ground. Therefore, we’ll likely reach out to get a better understanding of your experience and aspirations, as well as your first-hand insights into how your industry is performing. Stay at the cutting edge of your sector Keeping up to date on the latest trends and movements is always time well spent — even if you’re not on the job hunt. Although it’s more of a self-service element, you can access a lot of content and event information on the Page Executive LinkedIn page and our website. Activate job alerts on LinkedIn and through your Page Executive dashboard to get the latest opportunities directly to your inbox. When the technology is in place to keep you on top of your game, you’ve got to take advantage.  Turn missed opportunities into future successes In the first round of evaluation, we look for candidates who best match the very clear brief we have outlined with our clients. We usually receive a high volume of applications, so it’s very difficult to respond to every unsuccessful application individually.  Therefore, if you haven’t heard back, but feel you’ve got the right skill set, trigger a conversation. Reach out to us with an email and we’ll be happy to discuss why it didn’t work out and what you or we can do differently. Whether it means better aligning your CV with the job description, boosting your interview performance or adjusting your expectations, your consultant can increase your chances of securing your next application and success.  So, if you’re coming to the end of a strategy cycle or feel like it’s time for a change, why not reach out to one of our Principals & Partners for expert advice on your next steps?   Get in touch > Connect with us on LinkedIn >  Tue, 28 May 2024 15:51:40 +0000 Page Executive 1069971 https://www.pageexecutive.com/advice/region/global/youve-applied-for-role-what-next If it’s your first time applying for an executive position, you might find it to be a little different to any previous recruitment process. I'm here to explain what to expect once you've submitted your application and hope to give you a better understanding of how we work at Page Executive.  By Maya Nguyen, Partner, South East Asia In-house application review by our team Once you submit your application, our first step if you evaluate whether your skills and experience fit with the role on paper.  While we carefully review every application we receive, and do our best to uncover the unique qualities that may set you apart from the competition, the high volume can often mean we are unable to contact you if we don’t see a clear fit. Saying that, should we recognise any specific potential in your profile, we may wish to reach out to explore other avenues that might be of interest.  Initial contact from a Principal or Partner If we feel that your profile aligns with the position, a partner or researcher will usually schedule an introductory meeting. We use this conversation to delve into the strategic dimensions of your current or past roles and the breadth of teams under your management. We also use it to gain a good understanding of your own expectations while setting the stage for success in the interview and onboarding process as an external hire. You can use this opportunity to ask as much about the role and company as you like. We work very closely with our clients so are well versed in the details.   It’s important to remember that our Partners and Principals have years of industry experience, so don’t be surprised if this preliminary calls takes a more in-depth and specialist turn; it’s always great to hear your take on market insights and industry trends – trust me, we’re always interested.    Key documents related to the role and company If you and your executive search partner feel there is a good match for the role in question, we will go on to provide you with a full candidate briefing pack and potentially (depending on the case), a non-disclosure agreement (NDA). You may also receive other documents specific to your application. Invitation to an interview The next step is an additional interview (this can sometimes depend on which region you are in). We use this session to assess your suitability based on various criteria, encompassing both technical abilities and soft skills. It can last up to an hour, during which you’ll gain a deeper understanding of the role and responsibilities. It’s also a great forum for an open conversation. If you’re successful in the interview, you will most likely be shortlisted within four to six weeks. Attending company interviews If you are shortlisted, you can have anywhere between 3-8 interviews or interactions with the company. These could include anything from psychometric assessments and site visits, to even meeting the board of directors, investors and other key stakeholders. Of course, you will be regularly informed of your progress.  At this stage, we will usually request several references in order to obtain a 360 degree view of your profile. This can vary depending on the region you are in, but you can typically expect to provide references from:•    Someone you’ve worked alongside•    Someone you have reported to•    Someone who has reported to you Receiving the job offer Upon successful completion of these stages, you may receive an offer. At this juncture, our involvement becomes crucial in facilitating as smooth a transition as possible for you.   Our goal is to ensure mutual satisfaction for both you and your new employer. We will help you negotiate your full compensation package, including other variables such as healthcare, relocations, and equity shares. We will also establish your start dates and onboarding and can even support you through your resignation at your current organisation.  Ongoing support after placement If you accept your offer — congratulations on your new role! And rest assured that our support doesn't end here. We’ll stay in contact with you and your new company for the first few months to make sure you're integrating well and the role is living up to your expectations. We’re always just a phone call or an email away to support you with anything at all; we are always interested to learn how you’re getting on.   FAQs for the Page Executive post-application process How is the Page Executive application journey different to other recruitment processes and what frequency of communication can I expect to have?  Some executive search firms may be known to be somewhat aloof. One major difference with Page Executive is our one-point-of-contact approach. Your executive search partner will be with you along every step of this exciting journey and our global candidate Net Promoter Score of 69 is reflective of this! In terms of communication, I always think it’s a good idea to ask your executive search partner what level of communication they would like from you. It’s great for us when you ask as it really helps to outline the boundaries and expectations for the process throughout.  > How long should I expect the process to be?  Every case is different, but executive search assignments usually take at least three months. It also really depends on the candidate. I think that if you’re already in a role, it can often feel very quick, however it could be the opposite if you’re not currently employed and have been actively looking for a new role for some time. I’m proud to say that we are highly regarded for our agility and speed to recruit. > How does Page Executive begin to identify the right candidates? In executive search, foresight often plays a pivotal role. Long before our clients finalise their search criteria, we're already attuned to their needs. Our deep engagement with organisations provides us invaluable insights into their strategic positioning, planning, and evolving requirements. Likewise, our proactive networking efforts keep us very well connected with key individuals across diverse sectors and organisations. We often tell our clients that chances are, we've already met their future hire.  > What is Page Executive’s commitment to DE&I? At Page Executive, we proudly push the boundaries with clients to ensure we can fish from as broad a pool as possible. One way is to source adaptable candidates from other industries, but we also recommend people with different experience levels, backgrounds and locations. Through our first contact and retainer interviews, we consider the unique strategic advantages that each of our candidates can bring to the organisation. We then relay all of this to our clients.  Of course, this often makes our shortlists longer than usual, but the diversity of candidates we put forward to our clients is where we really excel.   > What support can I expect from Page Executive if my application is unsuccessful? Ultimately, the job you've applied for might not be the best fit. But we’ll still be on hand to help.  It’s not in anyone’s interest to provide generic feedback, so we really like to get to the core of why you weren’t successful on this occasion. We may even follow up to discuss an action plan with you and explore other roles and/or new strategies to help you advance in your career. This commitment is more than corporate niceties. We really strive to make sure your next step is the right one.   We’re in executive search because we believe in the power of connections and creating opportunities. It’s important to point out that only around 50% of our roles are not advertised due to confidentiality – so it’s great if you’re already on our radar and we maintain an open dialogue.   Get in touch > Connect with us on LinkedIn >  Tue, 28 May 2024 14:11:16 +0000 Page Executive 1063351 https://www.pageexecutive.com/advice/region/latin-america/paradigmas-carrera-profesional Existen nuevos y viejos paradigmas en relación con el desarrollo de la carrera profesional. En este artículo he querido transmitir la importancia de dejar atrás los viejos paradigmas y darse cuenta que los cambios que han ocurrido en el mundo, especialmente en los últimos años, han modificado las características, competencias y requisitos para desarrollar una exitosa carrera profesional. Todos los mensajes que recibimos, nos hacen mirar con más cautela que nunca hacia el futuro, encausando nuestra conducta. Se agrega además la sensación de que el cambio es cada vez mayor y extremo. Respecto del momento de nuestra vida, todos sabemos que lo pasado es pasado y ya no podemos hacer nada al respecto, el futuro es incierto y no puede ser más que una guía general de deseos y expectativas, que ciertamente son pronósticos subjetivos o esperanzas y que tenemos poca (o ninguna) influencia en ellos. Por lo que llegamos al único punto temporal del que somos responsables y debemos enfocarnos, preocuparnos o estar conscientes: el ahora. El ahora es el punto principal de este artículo y pienso que es lo único que nos hace discurrir de manera diferente en este momento. También influye nuestra edad (generacional) o experiencia. En concreto, la edad nos sitúa en tener hoy más o menos responsabilidades, por lo que hay diferencias entre un joven recién egresado, un profesional con 10 o 15 años de experiencia (nueva generación) y un profesional con 20 o 35 años de experiencia (generación anterior), que deben enfrentar su presente de diferentes maneras y tomar decisiones profesionales alineadas de diversas formas y en forma coherente. Claves para profesionales y ejecutivos Me encantaría compartir con ustedes mi experiencia y observaciones en este tema después de haber entrevistado a más de 500 profesionales, mayormente gerentes y subgerentes de diferentes edades y nacionalidades. La mayoría son profesionales consolidados que tienen ciertas características en común que los han llevado a tener un buen desarrollo de carrera. Si bien no todas las características son generalizables, ya que elementos como la personalidad, los estudios y la experiencia los han hecho elegir diferentes caminos para llegar a obtener mejores cargos y crecer en su carrera profesional. Sin embargo, creo que existen una serie de comportamientos y actitudes que son comunes: La mantención de una red de contactos amplia y vigente, que nos dice que no debemos ser impersonales o sentirnos imprescindibles. Debemos mantener una lealtad hacia nuestra empresa, hacia nuestras amistades, hacia nuestra familia, con nosotros mismos y la comunidad en general. Elementos que nos exponen en nuestro ambiente, en nuestro negocio, en nuestra industria, dentro de nuestros contactos cercanos y permiten darnos a conocer y generar un grato ambiente a nuestro alrededor. El tener un propósito es otro elemento que influye y ayuda en la obtención de un cargo, no bajar los brazos en su búsqueda y focalizarse incansablemente en él. Ese propósito se expresa en todas las cosas que hacemos, incluso en la misma mantención del cargo actual o intenciones de ascender en la empresa. Algo que está íntimamente relacionado con un profesional exitoso es mantener la aspiración a ser felices y se debe transparentar y contagiar en nuestro medio. Aceptar que no todas las personas piensan igual y que los que divergen dentro de una organización son un gran aporte, debiendo generar las reglas y ambiente necesarios para su incorporación y mantenimiento. Lamentablemente, me he topado con diversas discriminaciones por parte de gerentes, desde diferenciar por universidades, colegios, nivel socioeconómico, género, características físicas, edades, entre otros aspectos. Considerar que el bienestar de los colaboradores dentro de la organización es una característica fundamental y no excepcional. Dejar de considerarlo como un costo necesario, del cual beneficiarse antes de una negociación colectiva o situación similar, y empezar a verlo como una inversión en las personas, necesaria para la supervivencia de la empresa. Un gerente efectivo entiende que los despidos de personas son un evento absolutamente aislado y que debe ser justificado. Una desvinculación es un hecho grave y con varios responsables, por lo que, cuando este indicador es bajo, habla muy bien de un líder. Involucrarse activamente en los procesos de contratación, eliminando todo tipo de burocracias innecesarias y minimizando la duración de este proceso, que debe ser lo más eficiente y efectivo posible, entendiendo que la incorporación de talentos es uno de los procesos más importantes dentro de toda organización Tendencias sobre el desarrollo profesional Haciendo una abstracción y generalizando las formas de analizar el presente y mediano plazo en una compañía, los profesionales definen su presente según las decisiones que hayan venido tomando, sus aspiraciones y la imagen que tienen de ellos mismos y que tienen del futuro, así como las que tienen el resto de las personas de ellos, además del propósito de la empresa en la que quieren trabajar. La tendencia actual es que las nuevas generaciones o los jóvenes profesionales de hoy quieren ser empresarios y, en su mayoría, no se identifican con la idea de ingresar a una gran corporación para desarrollarse en ella, lo que hace que sea difícil encontrar nuevos lideres para las organizaciones. Los jóvenes entrevistados muchas veces se visualizan con su propia empresa. En generaciones anteriores era muy distinto, ya que los profesionales en su mayoría pensaban pertenecer a una gran empresa por siempre y hacer carrera profesional en ella. Los empresarios deben tomar decisiones, ya sea en solitario o acompañados de sus pares. Sin embargo, la actitud de creer que el mando o el liderazgo gerencial implica una cierta soledad o quedarse apartado del resto para ilusoriamente “mantener una objetividad” pasa a ser un obstáculo en el desarrollo empresarial. Las nuevas generaciones prefieren mayor participación en las decisiones, lo que resulta atractivo para los nuevos integrantes de este tipo de empresas o startups. Las generaciones anteriores tendían a verse solitariamente en el mando o liderazgo, lo que los separaba de su equipo. Diversidad, motivación y adaptabilidad: la esencia de los nuevos ejecutivos Es un hecho que los ejecutivos del hoy y del mañana ya no se definen por la edad, el país de origen, el género o la etnia, sino por su capacidad de adaptación, anticipación y transformación. Se les valora por su habilidad de influir simultáneamente en la toma de decisiones claves, además de inspirar y motivar a los colaboradores. Las “recetas del éxito” en las distintas generaciones son diferentes y no podemos quedarnos en paradigmas antiguos respecto del éxito en la gestión empresarial y el desarrollo de las personas. Los que pertenecemos a generaciones anteriores debemos hacer un gran esfuerzo por pensar diferente, en forma amplia, y aprender a ayudar y entender a estos nuevos líderes que vienen con una potencia enorme. No fijarnos tanto en cuestiones como la permanencia en la empresa, ni la cantidad de años y horas de trabajo. Debemos entender la efectividad como un elemento que se asocia a la felicidad del equipo y comprender que los criterios de eficiencia son distintos y más aun las formas de medirlos. Los objetivos y propósitos organizacionales que existían antes han cambiado radicalmente y debemos entenderlo así. Es un tema difícil para algunos, ya que dejar que un buen ejecutivo se tome un año sabático y respetárselo es un desafío, tanto así como la incorporación de charlas respecto de temas de igualdad de género, uso de lenguaje inclusivo, incorporación de gente con capacidades diferentes o de la complementación de trabajar con un amplio abanico de edades. Los cambios son tantos y tan diversos que no podemos permitir que se nos adelanten y la capacitación y coaching son excelentes elementos para enfrentarlos. Finalmente, debemos entender que el desarrollo de nuevas instalaciones para soportar estas nuevas tendencias, oficinas donde se promueva la participación, uso de las nuevas tecnologías, trabajo remoto y flexible, baños especiales, instalaciones para las personas con capacidades diferentes, dejar el uso de uniformes, considerar que los nuevos proyectos consideren aspectos de respeto y conservación por la naturaleza o medio ambiente e incorporar al staff colaboradores profesionales relacionados con estos temas, son importantes para la sustentación de la empresa en los nuevos tiempos. Marisol Sánchez M. Principal - Page Executive Chile Thu, 14 Dec 2023 20:24:05 +0100 Page Executive 634576 https://www.pageexecutive.com/advice/region/north-america/4-reasons-executives-hire-personal-assistant In today’s uncertain commercial environment, hiring a new personal assistant may not be at the top of an executive’s priority list. However, it is precisely in such challenging times as these that the value and utility of the role emerges. A PA, after all, is not just a simple cost or someone to run errands. Rather, they are a savvy investment in a company’s efficiency and operational harmony with potential to drive value and cost-savings. Would an investment in a PA be worth it for you? Here are four major advantages they can bring to a leader or leadership team: 1.    Efficiency and Effectiveness All too often, CEOs and Directors find themselves pulled in multiple directions and attending to a plethora of issues across their companies. With time being such a precious commodity, it is crucial that the administrative work which constitutes the bedrock of an organization finds itself in capable hands, enabling the C-suite to focus on its core functions: leadership, big picture thinking, and expansion.  Here, a skilled and experienced PA will truly make themselves felt by giving management back its all-important time and headspace to focus on taking the company to the next level.  2.    Value in Versatility As we have seen, a PA’s organizational skills are critical in keeping operations running smoothly and effectively from an administrative point of view. However, a PA brings infinitely more than this to the table. Increasingly, a PA acts as a lieutenant in everything from hiring and market research to communications and culture. It is precisely the malleability of the role that makes it a vital addition to any leader’s office. If you find you need someone jump in when unexpected issues arise, an expert PA could be the person to put out the fire before you even know it’s started. 3.    Extra Eyes and Ears To that point, an effective executive cannot be and should not have to be everywhere at once. Good leaders rely upon the competency of those they entrust with the on-the-ground running of the business. But beyond monthly metrics and reports, how does the C-suite stay connected to the day-to-day troubles and triumphs of those they lead? A PA will act as the eyes and ears of the C-suite, providing essential insights into the challenges facing staff, whilst contributing to a culture of accountability and collaboration. Hiring a PA is a wonderful way to stay connected to your wider organization, especially if you’re feeling stretched thin.  4.    An Essential Edge in Turbulent Times During periods of economic turmoil, contraction, or uncertainty, it is natural that hiring strategies will see re-evaluation, with some hires de-prioritized or postponed. But commercial downturns do not change the essential tasks of leadership. In fact, sound strategy and high-level management become more important than ever, and with them, the support of capable staff to keep things running.  Quality becomes the decisive factor here. One good hire can offset major commercial challenges by providing that practical edge which all leaders need to prioritize the essentials. If you want to double down on value-for-money hires, a personal assistant could be the perfect place to start.  If you would like to browse more of our market and leadership insights, please do so in our Advice Section. While Page Executive is optimally positioned to place talent at the executive and management levels, our colleagues at Page Personnel can help you to find support talent, such as personal assistants.  Thu, 14 Dec 2023 11:48:04 +0100 Page Executive 604861 https://www.pageexecutive.com/advice/region/latin-america/diversidade-inclusao-talento-jovem Cada vez mais as pessoas falam da diversidade e inclusão (também conhecida como D&I). A verdade é que D&I é um conceito que abrange uma ampla gama de características, algumas mais visíveis, tais como gênero, situação de deficiência ou raça, e outras menos, como a sexualidade. É claro que a visibilidade, ou falta dela, não deveria ser algo que nos preocupa, mas, infelizmente, há organizações que querem uma solução rápida em termos de recrutamento, e resolvem isso através de cotas de diversidade, concentrando-se apenas no que é "visível" e não no que realmente importa: que todos nós sejamos incluídos. Entretanto, as empresas que optam por ir além disso e contratar de forma verdadeiramente inclusiva tendem a ter melhores resultados em termos de desempenho de talentos e métricas internas, pois a amplitude de perspectivas e habilidades ajuda as equipes a serem mais criativas, adaptativas e tolerantes. Além disso, ter políticas inclusivas em vigor fomenta a lealdade e o compromisso dos colaboradores com a organização. “Ter políticas de D&I claras e transparentes estabelece um compromisso real com os direitos das pessoas, especialmente das minorias, permitindo que os colaboradores conectem seus valores, crenças e expectativas com os da empresa, gerando, assim, um maior comprometimento.” Mauricio Aguinaga – Principal Page Executive México Apoiar a diversidade e inclusão para atrair e reter o talento jovem As novas gerações –millennials e centennials– prestam maior atenção aos valores de paridade e equidade, sejam eles clientes ou candidatos, é aconselhável que as suas prioridades sejam ouvidas, pois eles são os talentos que representam a maior porcentagem da população atual. Consequentemente, os líderes que pensam no futuro devem ser capazes de entender que a diversidade e a inclusão implicam em uma mudança importante na mentalidade e na cultura da empresa, resultando em colaboradores que se sentem ouvidos e valorizados. É claro que essas mudanças não podem ser feitas da noite para o dia, mas as empresas devem investir tempo e atenção na compreensão da base demográfica de seus colaboradores e na educação de todos os níveis da organização sobre o que realmente significa inclusão, desafiando os preconceitos que alguns possam ter. “Converter preconceitos inconscientes em inclusão consciente é um dos deveres mais importantes dos líderes da empresa em suas equipes, pois isso permitirá que cada pessoa de sua equipe tenha um melhor desempenho, integrando, fortalecendo e potencializando as capacidades de suas equipes diversas.” Mauricio Aguinaga – Principal Page Executive México Leia mais sobre o assunto Se você se interessou neste artigo, sugerimos que leia nosso e-book 8 Executive Trends, no qual aprofundamos sobre a importância de reconhecer a diversidade e fomentar comportamentos inclusivos em meios empresariais. Além disso, analisamos outros tópicos, tais como: A relação entre finanças e ESG; CHRO no mundo híbrido; O papel do Diretor Geral de Sustentabilidade; CIO e a estratégia digital; A importância da idade para ser C-level; Pessoas com deficiência no local de trabalho; Planejamento de sucessão. Fri, 15 Jul 2022 15:17:50 +0100 Page Executive 658246 https://www.pageexecutive.com/advice/region/latin-america/diversidad-inclusion-talento-joven Cada vez se habla más de la diversidad y la inclusión (también conocidas como D&I, por sus siglas en inglés) como valores propios de la cultura en la que estamos inmersos. Lo cierto es que D&I es un concepto que abarca una gran cantidad de características, algunas más visibles, como el género, situación de discapacidad o la etnia, y otras menos, como la orientación sexual. Por supuesto, la visibilidad o ausencia de la misma, no debería ser algo que nos preocupe, pero lamentablemente, hay organizaciones que quieren una solución rápida en materia de contratación y lo resuelven a través de las cuotas de diversidad centrándose sólo en lo "visible” y no en lo que realmente importa: que todos seamos incluidos. Sin embargo, las empresas que deciden ir más allá de esto y contratan de manera realmente inclusiva, tienden a tener mejores resultados en cuanto al perfomance del talento y de métricas internas, ya que la amplitud de perspectivas y habilidades ayuda a que los equipos sean más creativos, adaptativos y tolerantes. Además, contar con políticas inclusivas fomenta la lealtad de los empleados y su compromiso con la organización. “Tener políticas de D&I claras y transparentes establece un compromiso real hacia los derechos de las personas, principalmente de las minorías, permitiendo a los colaboradores conectar sus valores, creencias y expectativas con los de la compañía, generando así un mayor compromiso.” Mauricio Aguinaga – Principal Page Executive México Apoyar la diversidad e inclusión para atraer y retener al talento joven Las nuevas generaciones –millennials y centennials- prestan mayor atención a los valores de paridad y equidad, sean clientes o potenciales colaboradores, es aconsejable que sus prioridades sean escuchadas, ya que es el talento que representa el mayor porcentaje del bono demográfico de la población actual. En consecuencia, los líderes con visión de futuro deben ser capaces de entender que la diversidad y la inclusión implican un cambio de mentalidad y de cultura importante, que tiene como consecuencia que los empleados se sientan escuchados y valorados. Por supuesto, estos cambios no pueden hacerse de la noche a la mañana, sino que las empresas deben invertir tiempo y atención en comprender la base demográfica de sus empleados y en educar a todos los niveles de la organización sobre lo que significa realmente la inclusión, cuestionando los prejuicios y preconceptos que puedan tener algunos colaboradores. “Transformar los sesgos inconscientes y prejuicios hacia la inclusión consciente es uno de los deberes más importantes de los líderes de la organización en sus equipos, ya que de esta forma lograrán que cada persona de su equipo tenga un mayor desempeño integrando, fortaleciendo y potenciando las capacidades de sus equipos diversos.” Mauricio Aguinaga – Principal Page Executive México  Lee más sobre el tema Si te interesó este artículo, te proponemos que leas nuestro e-book 8 Executive Trends, en el cual ahondamos más sobre la importancia de reconocer la diversidad y fomentar comportamientos inclusivos en entornos empresariales. Además, repasamos otros temas como: Finanzas y ESG, CHRO en el mundo híbrido, El rol del Director de Sostenibilidad, CIO y estrategia digital, La importancia de la edad para ser C-Level, Discapacidad en entornos laborales y Planes de sucesión Fri, 15 Jul 2022 14:52:51 +0100 Page Executive 658231 https://www.pageexecutive.com/advice/region/north-america/how-women-leadership-can-influence-effectively It’s been proven that greater gender diversity helps deliver significant commercial returns. While this is true of overall gender diversity in teams, studies have also demonstrated the benefits of having more women in leadership positions.  However, women leaders and women aspiring to leadership roles can often experience a range of challenges. So, we asked prominent leaders about the key communication and influencing strategies that can help women own their seat at the table. What Challenges Do Women Leaders Face? Despite all the progress that has been made when it comes to diversity, equity, and inclusion (DEI), women in leadership positions are likely to encounter a range of different roadblocks. For instance, they may be more likely to doubt themselves, something which often results from not receiving equitable treatment in the workplace. Similarly, they may experience lower confidence than leaders who are men, and have a greater propensity of “imposter syndrome,” the internal perception of lower competence than others would attribute to you.  The result is that women in leadership roles, or those working toward them, are often less likely to speak up in group situations and find it harder to assert themselves. They may also be less willing to promote their successes, either internally or externally, making them less visible and hampering their progression in their business and wider career. Some of the women we spoke to mentioned that generally speaking, women typically do not have as much physical presence in a room as men, so they must often think about how this effects the way they are perceived. Ensuring that you are conscientious of the way you enter, and command, a room and how you get your points across is key as a woman leader. Do not be afraid to command attention and take up space.  Why Communication and Influencing Matter Strong communication skills and the capacity to influence others are key attributes of any leader or aspiring leader. They are especially important for women leaders, however, since they often find themselves working closely with male leaders, and men and women can often communicate in different ways.  This is visible even in childhood, as with boys are encouraged to play games revolving around hierarchy and becoming number one, and girls encouraged to play games emphasizing connection, collaboration, and validation. Instilling these social norms in childhood leads to differences in adulthood and the workplace, where they have the potential to cause communication challenges.  Susan Fee, a career counsellor, coach, and public speaker, works with business leaders across a range of sectors to help them adapt their communication style in order to become more effective in the workplace. She commented: “If you notice that you're not getting credit for your ideas or you're getting interrupted, adapt your style to be more directive. Get on the agenda, let the facilitator know in advance you'd like to speak, ask an ally to support your idea and acknowledge you by name.” Communicating and Influencing for Success There are several methods which can help women leaders to ensure that they are heard, and their contributions understood and appreciated. For instance, by reducing the use of disclaimers, tag questions, and uptalk, female leaders may find that their words land with greater force, sounding more decisive and less like questions or suggestions.  Similarly, when aiming to come across with greater authority and directness, it can also be useful to frontload statements, ensuring that important details, actions, and keywords are in the first half of sentences. This both requires and projects confidence, and keeps listeners engaged. Additionally, it is important to own the message with an active voice and a prominent “I” statements to put your stamp on the discussion.   Of course, a critical component of this is confidence and self-esteem. We discussed this topic with Amanda Lennon, an award-winning HR Consultant and employment lawyer. She said:  “You have to believe that you are there for a reason. Believe in yourself and trust that someone has appointed you as a leader for a reason. Remember that you have worked really hard to be where you are.” Considerations for Aspiring Leaders While these strategies will help in most contexts, it is also important to understand the culture of the organization in which you are operating and the types of strategies which seem to work there.  Take the time to observe the communication styles that tend to have the most sway. It is also worth asking: who is progressing fastest in their careers and how do they tend to communicate? Lennon commented: “You need to be very cognizant of who your audience is – what makes them tick, what are you there to discuss, what kind of leadership do they need to see from you? You have to quickly be able to adapt your style. When I first became a leader, I really looked at how other people interacted, how they got their points across. That enabled me to learn to listen, which is a very important leadership skill. You have to be aware of how you come across.” Along with this, it will be important to note the details of the more challenging interactions taking place, such as communications during conflict resolution. This is a good strategy for women leaders to adapt their communication style according to the culture of their organization. How to Avoid Losing Out in a Hybrid World  It has been noted that the shift toward hybrid working, for all its benefits, has the potential to disadvantage certain groups, especially women leaders with children and families. As women tend to take on caring responsibilities, leaders should make efforts to give themselves and their teams appropriate notice of meetings and in-person gatherings so that accommodations can be made. This will help professionals and caregivers of all genders, but it will statistically help women in particular to start on a more level playing field.  Having more women in leadership positions can bring enormous benefits to organizations, but to truly thrive it is critical to be able to communicate in a way that suits the environment. This is more complex in the hybrid world, with so much discussion and planning taking place via non-traditional means. There is a huge opportunity for leaders who have mastered these skills to more effectively influence and at the same time accelerate their career. To speak about your next move in a leadership role, please reach out today. Thu, 24 Mar 2022 14:11:11 +0000 Page Executive 586731 https://www.pageexecutive.com/advice/region/asia-pacific/executive-coaching As we take stock of where we are in our lives, we have been forced to disrupt our own narrative and reshape our dreams. As a result, one question emerges: Are you dreaming big enough? The answer is relatively simple: If your dreams don’t scare you, they aren’t big enough. I have learned two very important lessons in my coaching journey so far: Increasing self-awareness will help you turn your fears into fuel. Partnering with an executive coach will help you set yourself up for success.  The evolution of coaching Going back to the history of coaching, in the mid-1970s, Timothy Gallwey introduced sport coaching in the workplace with the innovative program The Inner Game of Tennis: “There is always an inner game being played in your mind no matter what outer game you are playing. How aware you are of this game can make the difference between success and failure in the outer game.” (W. Timothy Gallwey). His new way of coaching was a revolutionary approach to excellence in sports that tackled the issues of how to overcome the inner obstacles that prevent an individual from reaching full potential. From this point onward, coaching became prominent within the learning ecosystem of the Global 500 - a key ingredient for organisations to make their leaders more agile and future-ready. Having an executive coach to help your professional progress makes perfect sense in today's dynamic business environment. Recent examples also show how companies integrate coaching in their career transition services to support employees to successfully find their next job. One-on-one Executive Coaching Whether you are looking at keeping your job search momentum going or adapting to thrive in a VUCA world, your executive coach will be your best ally to: “Re-energise” - transform your dreams into concrete and measurable stretch goals. “Re-strategise” - develop grit to push through and overcome internal barriers. “Re-celebrate” - build a growth mindset and accomplish small wins en route to success. In other words, an Executive Coach can be a catalyst for change, who will help you navigate through uncertain times. Coaching and Children’s Cancer Foundation (CCF) At Page Executive, giving back to others is an important part of our culture. Starting from this month, I will be offering virtual executive coaching sessions to up to 10 clients over a three-month engagement period. In return, I will encourage you to make a donation to our long-term charity partner Children’s Cancer Foundation (CCF). 100% of the gross donations will go to CCF. CCF is a social service agency with a mission to improve the quality of life of children with cancer and their families and children impacted by cancer through enhancing their emotional, social and medical well-being. I am very passionate about this project and looking forward to sharing my insights and knowledge during our first coaching session. Are your ready for coaching? If the answer is yes, please connect with me directly on LinkedIn.  Franck Johnson Senior Partner, Asia Page Executive Wed, 05 Aug 2020 09:17:30 +0100 Page Executive 5146 https://www.pageexecutive.com/advice/region/asia-pacific/winners-movers-shakers-asia%E2%80%99s-fiercely-competitive-fmcg-sector In the first half of 2020, I had the fortunate pleasure of spending a large proportion of my time speaking with some of Asia’s most influential leaders in the FMCG sectors.  Sometimes I spoke to them as clients, sometimes as candidates and oftentimes both.  Some of the conversations I had were inspiring, many were up-beat, but some were just downright depressing.  Below are some anecdotes: Winners The need for top talent in the Consumer Package Goods (CPG) sector remains strong.  From food and beverage to household cleaning products, players in CPG did a great job to meet unusually high demand through quick adaptations of digitalisation.  Divisions within companies like Unilever, P&G, RB, Kraft Heinz, Henkel, Kimberly Clark and Hershey capitalised on exceptional market conditions and an ideal portfolio of products.  From chocolate bars to laundry detergent, consumers both wanted and needed certain FMCG products in volume.    We continue to see the need for senior FMCG leadership talent in E-commerce, Digital Marketing and Omni-channel Sales roles as well as Logistics, Supply Chain and Procurement.  For many companies, COVID caught them with their pants down as their existing e-commerce, digital, technology and supply chain platforms were not robust enough to deal with such high-level disruption.    Hainan, the smallest and southernmost province of China Mainland was the bright spot for CPG with significant travel retail BU’s, with Beijing having raised the annual tax-free shopping limits for Mainland Tourists and also the lack of travelling options - Sales reportedly reached RMB 200 million on 1 May 2020, L’Oreal, Estee Lauder and a number of luxury brands were the main benefactors on Hainan Island in Q2. Movers & shakers Despite the uncertainties in first half of 2020, major CPG players showed no hesitancy in renewing their leadership teams and executives exuded confidence in stepping out of their comfort zones in these unprecedented times. Yeo’s hired Samuel Koh, a returning Singaporean, as their new Group Chief Executive Officer.  Samuel joined Yeo’s after his international career with The Coca-Cola Company.    CPG giant PepsiCo hired Wern-Yuen Tan from Walmart to be their Asia Pacific Chief Executive Officer.       Heineken made some significant moves in the region including Jacco van der Linden moving from Heineken Vietnam to Heineken Singapore to take over the Asia Pacific Regional President’s role from Dolf van den Brink.    Matteo Fantacchiotti, long time beer and spirits expert, moved to Campari as the Managing Director of Asia Pacific.   Luigi Mirri was promoted to the position of General Manager APAC as Hershey’s continues its growth strategy across Asia Pacific.     Consumer goods veteran Kelly Tung took over the Asia Vice President’s position at The Clorox Company in Hong Kong.    Kimberly Clark reshaped their Asia Pacific leadership team with Aaron Powell returning to the region as the new APAC President.  These leadership appointments reflect company’s continued interest in internal mobility, regional expertise and hiring local / regional talent whenever possible. This doesn’t necessarily bode well for the aspirational expat seeking refuge in Asia Pacific. Geographical moves were also in full swing.  Moet Hennessy announced the relocation of regional staff from Hong Kong to Singapore while Kraft Heinz completed their move to Shanghai after many years in Singapore.  These office relocations have and will create opportunities for local talent as not every executive wants to move countries.    What can we expect in H2? While many companies were busy with crisis management, major players in FMCG showed no signs of slowing on their people strategy. Whatever may happen in the rest of H2, companies have and will continue to hire exceptional talent to help push through chaotic times and prepare for a new normal.   For many FMCG companies Q3 will be the quarter of reckoning as panic buying reduces and consumers like myself realize that the pantry is filled with all the Ketchup, Dettol, Persil and Peroni to last until 2025!  I can confidently say that my 23 years in Asia and 16 years in recruitment have prepared me well for the dynamic and changing nature of the current market and the constant curve balls that seemed to just keep coming.  I have no doubt that H2 will bring about a new set of challenges for clients, candidates and recruiters alike but I’m confident we will find our feet and continue to move forward.      Steve Parkes  Senior Partner  Global Consumer Practice Head  steveparkes@pageexecutive.com Tue, 21 Jul 2020 04:51:50 +0100 Page Executive 5136 https://www.pageexecutive.com/advice/region/asia-pacific/singapore%E2%80%99s-shifting-cb-landscape-post-covid-world The Coronavirus Disease 2019 (COVID-19) pandemic has so far been the ultimate litmus test for businesses. Aside from putting their resilience and agility to the most gruelling test there is, it’s also changed the kind of compensation and benefits (C&B) that employees demand for at the workplace. Aside from standard ones like parental and childcare leave, the global health crisis has highlighted the importance of other benefits, such as medical insurance, remote work and flexible work arrangements.  As a business looking to rebound in the post-COVID world and remain competitive, it now takes more than an attractive salary package to stand out from the crowd and bring in the best talent. How then must companies rethink their C&B strategy? And for those looking to break into Southeast Asia for the first time, what is the C&B landscape like in this region? Has it changed in view of COVID-19? To answer these questions, Page Executive held an exclusive webinar on 23 April to help the business and HR community navigate the changing outlook. Hosted by Tom Ho, Senior Consultant at BIPO, and Jon Goldstein, Regional Director at PageGroup, the webinar focused on Singapore’s highly competitive C&B landscape, giving attendees a taste of what they can expect in the city-state.  The following are some of the fascinating points they touched on.  A shifting landscape In Singapore, it’s not just about the money. Singapore Business Review recently published a survey that compared the benefits Singaporean workers currently enjoyed, versus the benefits that they would most like to have — and there was definitely room for improvement for businesses based here.  For example, only four benefits (insurance, medical benefits, dental benefits and individual performance bonus) out of 10 matched up with employees’ expectations. The rest, like 13th month annual wage supplements (AWS), long service awards, recreational activities and staff discounts, were not reflected in reality. “These are not just ‘nice-to-have’,” Goldstein explained. “Candidates now expect them.” Goldstein added that, Millennial and Generation Z workers will soon become the dominant workers, even senior leaders, in the upcoming decade. The benefits that they expect, too, are dramatically different, even in Singapore.  For example, Goldstein observed that many more male candidates are asking about paternity leave in Singapore, which wasn’t the case in decades past. Also, Millennials desire meaningful work and are devoted less to companies and more to themselves; Generation Z are more about change, stimulation and opportunities to grow. As such, in Singapore, some of the most game-changing benefits include higher-than-average annual leave, flexible work arrangement, company-paid services and activities, even free food, beverage and experiences.  Goldstein added that a lot of tech startups, locally based or otherwise, are already offering many of these benefits in order to attract the very best talent. “We have some clients who pay for the medical bills of [their employees’] pets!” Goldstein shared. “It goes to show that people will do a lot to attract the data science candidates, the niche management candidates, or a developer and engineer that is hard to get.” In short, the value system has changed, and the benefits that appeal in the past carry less weight now than ever before.  Meeting expectations  In view of these changing demands, which areas of C&B are Singapore-based companies looking to review in the near future? BIPO conducted a C&B survey recently, and one of the questions asked companies if they have reviewed specific C&B benefits within the last three years, and if they had the intention to do so within the next 12 months.  The responses were fascinating. For example, Ho shared that more than half of the companies surveyed have plans to review medical claim amounts and/or change vendors (57%). More than 60% of them even have plans to provide employees with online or mobile access to their benefits, thus affording them better control over what and how they want to claim. On the flip side, less than 10% of respondents have plans to review maximum coverage or increase the amount of co-insurance. These numbers reveal the priorities for Singapore-based companies, from a C&B perspective, within the coming year.  With that said, none of the benefits shared during the webinar is mandatory, as Goldstein repeatedly alluded to. “You don’t have to do these things,” he said. “But it is important to know them. You have to understand what your competitors are doing. This will enable you to choose which of them you want to implement based on employee feedback. It also enables you to understand what other companies are doing, so that you can adjust, not only what you take in, but how you talk about the positive points of your business.”  C&B makes a huge difference in today’s climate. In Southeast Asia, where the competition is especially high for talented professionals, companies must work doubly hard to attract the right candidates, as well as retain the ones that are already there. “Nowadays, candidates want to hear about [these benefits] when they are interviewing. It makes a huge difference as to whether they accept or decline offers. It makes a big difference to whether they stay and retain in the business.”   Wed, 27 May 2020 08:15:33 +0100 Page Executive 5081 https://www.pageexecutive.com/advice/region/united-kingdom/how-can-leaders-drive-their-career-during-time-uncertainty At this time of global change, and with many of us working remotely in response to sensible social distancing measures, it is important not to lose sight of your career goals. While it is natural that many will be cautious when it comes to considering a job change, there are ways that you can continue to drive your career forward. There are three core elements of effective career building: networking, a strong LinkedIn profile, and a great CV. While the way you network will have evolved, two fundamentals remain unchanged, so be sure you are taking the time to get them right. What to do differently: Make the most of virtual networking A strong networking strategy should be at the heart of all executives’ career plan. With social distancing measures in place, many live events are not taking place, but should not mean networking stops. There is a plethora of virtual social networking opportunities and they are more accessible than ever. Opportunities for virtual networking include: Webinars – Join to share challenges and ideas with third parties. LinkedIn - Use this time to connect and reconnect with past and present colleagues. Existing contacts - Utilise technology and time to reach out to your network. Online conversations - Get involved with industry articles and relevant press. Career steps to continue: Make your LinkedIn profile and CV work for you Getting the most out of your LinkedIn profile LinkedIn is not just a place to be noticed by recruiters, but a powerful and important channel to help professionals generate deep insights into market conditions and trends as well as share advice and expertise. Developing a professional, well-crafted profile is important. 1. Upload a suitable photograph This may seem like an obvious start, however, it is important to recognise that this will help potential employers recognise you as a friendly and approachable candidate from the outset of their search. The picture does not need to be taken by a photographer, it simply needs to be a good quality, professional image of you. 2. Keep your profile updated Updating your profile regularly is a great habit to get into. It may be just a small change, like adding in a published article or even uploading a new picture. By keeping your profile as up to date as possible, you ensure that it most accurately highlights your organisational skills and demonstrates professional enthusiasm to potential employers.   3. Share your organisation’s content Even if you are considering roles elsewhere, it is a good idea to share your current company’s content to your profile. This shows that you are active on your profile and that you are proud of your current organisation's work. 4. Write and publish your own articles Writing an article each month is a great way to highlight that you are invested in your industry and that you have your own mind when it comes to speaking on matters that are important to you. These articles can also spark up conversations with your following and allow you to begin build relationships through the platform. 5. Do not be too descriptive People want to read a succinct overview of your professional history and personal interests. It makes sense to assume that your resume and LinkedIn profile should contain the same kind of information, and to a certain extent, they should. The way this information is conveyed via these two platforms, however, should be considerably different. 6. Request recommendations from colleagues Endorsements from other professionals are a great tool to utilise on LinkedIn. It is not unusual for people to request recommendations from their colleagues, and it is a good idea to do so. Aim to request endorsements periodically throughout your career. Building a strong executive CV Your CV forms a central part of any job application and it is important that it is an accurate representation of your employment history and achievements, as well as your overall career objective. When you need to update your CV, it is important to dedicate the time to get it right. 1. Keep the length to as close to two pages as possible. 2. Start with a personal statement or executive summary. Use it to highlight your key points, but make sure that it is personal, relevant, and not clichéd. 3. Do not create a CV that simply lists each role. The most important roles are your most recent and most senior positions. Focus on your space and add detail on these as a priority. 4. Avoid superfluous personal details such as age, religion, and sex. 5. Do not write in the first person - start sentences with verbs. 6. List your career history in reverse chronological order, explaining any gaps. 7. Use bullet points to list achievements and responsibilities. 8. Include language skills and any relevant training. 9. Keep your hobbies and interests brief but do include this section to add colour to the person behind the professional. 10.  Focus on your relevant skills and experience to ensure you position yourself as a strong and suitable applicant to give yourself the best of securing the job. Our extensive experience working with people at different stages within their careers gives us a deep understanding of the challenges that professionals face during a job search. Our specialist partners can provide more detailed advice for your career by assessing your unique skills, qualifications, and experiences. If you would like to discuss how we can support you, your team, or your business at this time, please do not hesitate to get in touch for a confidential, non-obligatory discussion. Nicola Wensley Partner, Page Executive Wed, 20 May 2020 13:18:26 +0100 Page Executive 5066 https://www.pageexecutive.com/advice/region/global/leadership-from-distance-8-trends tbody { border: none; } table { margin: 0 auto; border: none; } a.bttn { text-align: center; background-color:#F37A54; transition: background-color 0.5s; color: #FFFFFF; font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; padding: 15px 25px; text-decoration: none; border: 0; appearance: none; -moz-appearance: none; -webkit-appearance: none; border-top-left-radius: 4px; border-top-right-radius: 4px; border-bottom-right-radius: 4px; border-bottom-left-radius: 4px; -webkit-border-top-left-radius: 4px; -webkit-border-top-right-radius: 4px; -webkit-border-bottom-right-radius: 4px; -webkit-border-bottom-left-radius: 4px; -moz-border-radius-topleft: 4px; -moz-border-radius-topright: 4px; -moz-border-radius-bottomright: 4px; -moz-border-radius-bottomleft: 4px; margin-top: 20px; display: inline-block; } a.bttn:hover { background-color: #DC6642; } p,div,td { font-weight: 300; font-size: 14px; color: #3B454C; text-align: left; line-height: 21px; font-family: 'Roboto',"Microsoft YaHei",Arial,sans-serif; font-weight: 400; } td.bttn { width: 100%; text-align: center; padding: 20px 0 40px; } p.quote { font-style: italic; padding:20px; } p.quote::before { content: '“'; display: block; font-style: initial; font-size: 80px; font-weight: bold; font-family: Arial, Helvetica, sans-serif; color: #C1B38A; } td.quote, td.consult1 { width: 33.3%; } td.consult2 { width: 50%; } td.quote:nth-child(2) { border-left:2pt dotted #666666; border-right:2pt dotted #666666; } td.consult1, td.consult2 { text-align: center; } img.consultPhoto { border-radius: 50%; margin: 0; width: 140px; height: auto; } p.consultName { font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; margin: 10px; text-align: center; color: #35444D; border-top: 1px dotted; padding: 10px 0; } p.consultName strong { font-size: 20px; /*display: inline-block;*/ margin-bottom: -10px; padding-bottom: 0; } td.third { width: calc(100%/3); } td.half { width: calc(100%/2); } td.icon { width: calc(100%/6); text-align: center; vertical-align: top; } td.icon img { width: 60%; height: auto; } p.iconName { text-align: center; border-top:1px dotted #F37A54; margin: 10px; padding-top: 10px; font-size: 14px; line-height: 18px; font-weight: bold; } @media all and (min-width: 1180px) { table {width: 635px;} p,div,td {font-size: 16px; line-height: 23px;} } @media all and (min-width: 768px) and (max-width: 1179px) { table {width: 440px;} } @media all and (max-width: 1179px) { td.quote, td.consult1, td.consult2 { display: block; width: 100% !important; padding-bottom:40px; } td.quote:nth-child(2) { border-left:none; border-right:none; border-top:2pt dotted #666666; border-bottom:2pt dotted #666666; } p.quote::before { display: inline; position: relative; top:34px; } } @media all and (max-width: 767px) { table {width: 100%;} img.consultPhoto {width: 50%;} } @media all and (max-width: 400px) { td.icon { display: block; width: 100% !important; padding-bottom:20px; } td.icon img { width: 30%; height: auto; } } Navigating Remote WorkHiring is getting harder. The global talent shortage and access to relevant, up-to-date skill sets are the biggest challenges facing companies and hiring managers alike. That is why offering location-independent options undeniably swells the employee talent pool from which to recruit executives.KEY TAKEAWAYSRemote teams require effort to build and to drive towards productivity, but the rewards for the business – and the team themselves – can be counted in terms of engagement and performance. The digitalised world has provided great opportunities to expand remote work and give senior leaders an exciting challenge: to create a culture and engagement from a distance, attracting and retaining the best talent no matter where they are based.Build milestones and use key performance indicators to clarify expectations and help your team understand their roles and your expectationsHold regular in-person and one-to-one meetings to take your team ‘pulse’, boost engagement and get feedback – more distance means heightened communications to create that ‘team feeling’Communication from a distance is no longer an issue, so use the tools at your disposal to create the feeling of community and an engaged teamFuture leaders: strike a balance – spend time with your team to understand them, and how you will drive engagement from a distanceEmployers offering remote options make it possible for future leaders from around the globe to apply without relocating. This is especially important among workers under 35, 68% of whom say remote options greatly impact their decisions whether to work for a company, or not according to a Fundera report.TransformationalLeadershipDownload the Full ReportZuca Palladino, Partner North America, says, “Hiring remotely definitely widens the talent pool. If you have a top performing executive in the Midwest, why risk disrupting this person’s career and personal life to send them to another location if they can perform the role from where they are? There’s no one rule that fits all, but if that executive is managing a multi-location/global team, it will benefit everyone to invest in a remote work strategy.”Simon Nolan, Partner and Regional Head of the Consumer & Retail Practice UK explains that he has seen a clear trend over the last decade of increased location flexibility for senior leaders, which supports the widening of the talent pool – and improved work-life balance. “Companies and bosses are more flexible than they were 10 years ago when it comes to remote work. They’re thinking: ‘I want to be there for my family, so my workers should be able to be there for theirs too’,” he says.Hiring remotely definitely widens the talent pool. If you have a top performing executive in the Midwest, why risk disrupting this person’s career and personal life to send them to another location if they can perform the role from where they are? There’s no one rule that fits all, but if that executive is managing a multi-location/global team, it will benefit everyone to invest in a remote work strategy.-Zuca PalladinoSo, how can senior executives reap the benefits of remote leadership, while minimising the risks? A strong company culture seems to be the key.NAVIGATING THE PITFALLS OF REMOTE WORKWorking remotely is often a bed of roses: attractive with great potential for growth but filled with thorny issues.Communications can lag. Getting people to meetings when they aren’t located in the same place means constantly navigating different time zones and mindsets. This can create conflict and chaos, and it was one of the main reasons tech giant IBM – a pioneer of remote working – blew the whistle and called employees back to the office in 2017.When in-person meetings aren’t possible or practical, senior leaders can harness tech to make remote work seamless. Videoconferencing can help keep it (virtually) real. Live video feeds help remote workers see each other and interact in real time, wherever they are – the next best thing to a face-to-face meeting.Again, culture is the cornerstone, and senior executives can embed communication as a practice and make regular check-ins part of daily working life so that remote workers don’t feel like they are alone.According to a 2018 Future Workplace study, the more friends an employee feels like they have at work, the longer they will stay with a company. 43% of remote workers said that more face time would foster deeper relationships with their team, while 8 in 10 feel they would have better relationships if their team communicated with them more.That means you, as a leader, can foster a community, albeit online and through technology, which is invaluable in maintaining streamlined communications across distance.NO REMOTE WORKER IS AN ISLANDHowever, although technology may connect a workforce, digital nomads often feel isolated. According to a 2017 Gallup Poll, working remotely is most effective when there’s a home–office balance. Engagement climbs when employees spend a proportion of their time working remotely and also work on location with their colleagues.The optimal engagement boost occurs when employees spend 60% to less than 80% of their workweek – or 3 to 4 days – working off-site.Engagement dips when employees work 40% to 60% of the time remotely, while employees who work remotely 100% of the time are among the least engaged.Nolan advises senior executives to evaluate the benefits of remote work on a case-bycase basis – while reflecting the mirror on themselves, in terms of the engagement and productivity their teams show. “New hires and their leaders really should be in the office. You can’t take somebody who’s worked in the business for two weeks and say, ‘Off you go.’ They need training, they need to feel like they are integrated into the greater community and to learn by experience and from colleagues,” he explains.NO OFFICE: THE NEW OFFICE?There is a clear cost advantage for employers who can reduce overheads by moving their workforce to remote. The average real estate savings for US employers with full-time remote workers is $10,000 per employee per year, according to PGi News. It’s win-win: remote workers also cut costs on expenses like commuting, food, clothing and childcare, saving around $7,000 a year, according to figures from global IT recruiting company TECLA.New hires and their leaders really should be in the office. You can’t take somebody who’s worked in the business for two weeks and say, ‘Off you go.’ They need training, they need to feel like they are integrated into the greater community and to learn by experience and from colleagues.-Simon NolanTransformationalLeadershipDownload the Full ReportThe number of people who work from home has increased by 140% since 2005. To manage the shift, senior executives must implement a strong company culture and clear expectations, to guarantee success.Nolan recommends creating standard key performance indicators (KPIs) for management and employees “so that remote team members are aware of expectations, and their performance can be monitored. The KPIs are just one structured way for senior execs to understand how their teams are performing, alongside regular one-to-one chats and feedback,” he explains.The economic value of remote working, coupled with transparent expectations from leadership, helps companies not only attract but also retain the best talent. Stanford University research has found that remote work can boost employee retention: people who work outside of the office are 50% less likely to leave the company for pastures new.According to a Buffer Study, 90% of remote workers plan on working remotely for the rest of their careers, and 94% actively encourage others to work remotely.THE BENEFITS OF REMOTE LEADERSHIPA successful remote working strategy can be exponentially rewarding for employers, employees and recruiters. The key is to maintain a strong internal company culture where future leaders build bonds with their team and companies maintain a cohesive and engaged workforce. This starts from the moment a candidate steps into the interview room.“At Page Executive we work remotely. We see each other every Monday, but the rest of the week we work in different offices, from home, or we are on the road. It’s all about staying connected. That’s how you keep a team together. It requires effort, but it’s absolutely worth it. Luckily, with today’s productivity tools, it is a lot easier than it was in the past to stay connected,” says Tamara van Engelen, Associate Partner Europe.At Page Executive we work remotely. We see each other every Monday, but the rest of the week we work in different offices, from home, or we are on the road. It’s all about staying connected. That’s how you keep a team together. It requires effort, but it’s absolutely worth it.-Tamara van EngelenKEY TAKEAWAYSRemote teams require effort to build and to drive towards productivity, but the rewards for the business – and the team themselves – can be counted in terms of engagement and performance. The digitalised world has provided great opportunities to expand remote work and give senior leaders an exciting challenge: to create a culture and engagement from a distance, attracting and retaining the best talent no matter where they are based.Build milestones and use key performance indicators to clarify expectations and help your team understand their roles and your expectationsHold regular in-person and one-to-one meetings to take your team ‘pulse’, boost engagement and get feedback – more distance means heightened communications to create that ‘team feeling’Communication from a distance is no longer an issue, so use the tools at your disposal to create the feeling of community and an engaged teamFuture leaders: strike a balance – spend time with your team to understand them, and how you will drive engagement from a distance Mon, 09 Mar 2020 15:42:12 +0000 Page Executive 5011 https://www.pageexecutive.com/advice/region/united-kingdom/boosting-uk-economy-career-ned-education The role of a non-executive director (NED) is fundamental to business success in today’s market. Not only do these professionals bring a wealth of unique insights and experiences to the organisations they work with, but they also build skills and gain broader perspectives for their careers. Looking at the public sector, and focusing on education particularly, there are some key differences in the role, but professionals from a more corporate background should not underestimate the value they can add or the experience they can gain from contributing to this space.  For those choosing to enter the public sector as a NED, it is both a rewarding experience and enriching career opportunity. To further explore the benefits and opportunities that come with taking on the role of a non-executive director in the public sector, we spoke with David Ross, Founder of The David Ross Education Trust. Best known for co-founding The Carphone Warehouse Group plc, David is also chair of New Schools Network and a Trustee of Cathedral Academies Trust. The importance of NEDs in education As we have previously explored in articles focusing on redressing the gender balance of NEDs, non-executive directors should bring creative solutions and fresh perspectives to help organisations navigate the challenges they face. Through constructive feedback and objective insight, NEDs can use their expertise and personal experience to support decision making. Looking at the education sector, David highlighted that it is one of the greatest challenges facing the next generation. He continued: “If you are in the business world, without a well-educated workforce, we faced fundamental challenges. If you believe that - as I do - you can't help but visit schools and become quite passionate about what it takes to create young people who will make a great contribution to their community and to their workplace in five or 10-years’ time. And there's no greater privilege than to facilitate and support children in taking on that opportunity for themselves.” Quite often, those operating in the not-for-profit sector, including teachers, art gallery curators and even those who run charities, don’t understand some of the commercial and financial requirements that are placed on businesses. This is why non-executive directors with knowledge and experience in dealing with and navigating these challenges are so valuable. “There are always challenges in doing these roles and there's always going to be an issue between the ways that the business world thinks about challenges versus the way that the education world thinks about challenges,” David said. He expanded: “But actually, what has been proven over the last 10 years is that successful education is being delivered by a marrying of business practice and best teaching practice in order to create schools that are absolutely driven by a desire to create great opportunities for young people as they move out of school and into the workplace.” Is a NED role in education right for you? Professionals in the business world possess a wealth of knowledge that can be contributed to the sector. Considering this opportunity for professionals to contribute to the sector, David highlighted that those going through the process of becoming a NED are not only making a worthy contribution to that organisation and the people that will benefit from their input, but they also benefit themselves as well.  There are numerous approaches to education, which might fall across multi-academy trusts through free schools. To ensure that the relationship is mutually beneficial for both the professional and organisation, it is important to make sure that the particular school or trust you are considering working with is taking an approach which aligns with your beliefs.  Ask yourself: “Am I really engaged with this company or organisation?” and “do I really believe in the product or the mission?”  To determine this, David suggests familiarising yourself with the numbers and financial stability of the organisation but that it is also important to identify the organisation’s direction of travel. “If during that due diligence process, you work out that the organisation itself is heading in a direction that you are not comfortable with or that is not consistent with your values, then you must really think seriously about whether that's the right opportunity for you.” Getting involved as a NED in the public sector  “If you want to have a successful step into the space, you need to make sure that your interests and the organisation's interests are closely aligned so that everybody is heading in the same direction.” David reiterated.  When assessing NED roles, he also urges professionals to look at two or three different opportunities. Consider which one inspires and engages you, which one has an environment you would like to work in, and look at whether you have a shared understanding with the people in the organisation; do you feel as though you can help deliver value there? In summary, David shared his three top tips for becoming a NED: 1. Be passionate about the organisation 2. Commit time to the role  3. Be engaged with the mission “Support the organisation and the people within the organisation. You must mitigate the challenge and you mustn't take the challenge as a personal issue. Challenge is a professional issue and that is the route to a better understanding by all parties of how the organisation can move forward,” he concluded.  If you would like to learn more about opportunities becoming a non-executive director in the education sector, visit https://www.academyambassadors.org/ or call 0161 638 8604.  Mark Lawson-Jones Associate Partner, Page Executive  Mon, 30 Sep 2019 10:57:53 +0100 Page Executive 4946 https://www.pageexecutive.com/advice/region/united-kingdom/dialling-holiday-how-important-work-life-balance Many senior executives are likely to have made significant sacrifices when managing their work-life balance, particularly when it comes to taking holidays. However, everyone’s priorities are different. It is also worth noting that today, it is much more accepted for professionals to take the time off that they are entitled to. This means not logging in to check work emails or joining calls while on holiday. Of course, this is not always possible and sometimes urgent projects do come up, but how important it is for senior executives to ensure that they are taking work-free breaks? Changing attitudes towards annual leave  As highlighted above, the traditional role of C-Suite execs and the always working mentality is shifting. As a result, most professionals feel comfortable taking their entire holiday allowance. There is now perhaps a more European attitude towards taking holidays, particularly in August. It is now almost expected that companies, clients, and key contacts are going to be less accessible during this period due to time out of the office.  There are more reasons to take a well-deserved holiday each year than simply to go abroad or away with the family. As the focus on mental health has grown significantly in the UK over the last few years, it has become clearer that throughout the working year people need to take a break to recharge and refresh their minds. This ensures professionals are able to maintain positive mental wellbeing and reduce stress through a good work-life balance.  At the executive level, many of the daily tasks and responsibilities can and should be delegated to reports. This can be difficult if a role is very hands-on, and a lot of people seek guidance from those that are taking a break. Be sure to work out where the pain points in your organisation are in terms of resource and responsibility. From here, work on resolving these so that your executive team members can step away from work confident that everything will be managed in their absence.  The benefits of logging off on holiday  There are clear tangible benefits to ensuring that you and your team are taking work-free breaks throughout the year. Wellbeing – For executives, taking time off to recharge batteries is good for wellbeing. Recognising that you and your team have worked hard, and deserve a break is important. Open dialogue – Although it can be difficult when teams are low on resource, encouraging your teams to take time off when they need it creates a culture of open dialogue. This also highlights that it is okay to discuss when they are feeling stressed.  Energising – Having time off undoubtedly allows the body to get back up to full-strength, and helps professionals to feel more energetic when they return to the office. Is technology enabling work responsibilities to intrude on holiday time? The ever-evolving technology that now facilitates dynamic working has created endless possibilities for businesses right across the globe. It also means that professionals are almost constantly contactable. This helps facilitate more flexible working arrangements and supports those who need to better manage their work-life balance. On the other side of this, always being available to discuss work or be asked questions often means that professionals are at an increased risk of work-related stress. Further to increased stress levels, there are other detrimental knock-on effects to employees being interrupted during their time off: They end up logging in in the evening or after their children have gone to sleep. This might mean that they don’t get enough rest and can’t fully embrace their time off of work. Employees may be unable to sleep and are likely to be tired when they return to work from their break, and less productive. Leading by example  Many executive level professionals would expect to be contactable around the clock in case something crucial happens. The key is recognising when something is business-critical or not, and ensuring that people are not contacted on holiday unless it is necessary.  Being contacted while on holiday may make professionals feel as though they need to check-in and keep an eye on mundane things, when it would be best not getting involved. Professionals at every level need to take a break.  For some people, work is life, but not necessarily for all. There have been several very public examples of CEOs suffering from fatigue due to being overworked or work-related stresses. Holidays allow people to relax and recharge, key for longer-term work productivity and performance.   The leaders within every organisation should be setting the standard for other members of the business. Not only in terms of values and workplace culture but also attitudes towards taking time off. Regardless of whether a senior executive or any other professional feel as though they need to take a break, taking holiday time is key to wellbeing and productivity in the workplace. Leading the way and setting the example is equally important. If you would like to have a confidential discussion about how we can find the right role for you or source the right senior executives for your organisation, get in touch with your local Page Executive office.  Simon Nolan Senior Partner, Page Executive  Mon, 12 Aug 2019 17:28:32 +0100 Page Executive 4936 https://www.pageexecutive.com/advice/region/global/transparency-and-culture-candour-8-trends How far is too far with an open company cultureTechnology gives us unprecedented access to information previously beyond our paygrade. Recent political developments worldwide reflect our growing scepticism with the status quo. The more we know, the more we realise what we were not being told before.KEY TAKEAWAYSTransparent cultures allow better informed people to make better decisions, but too much openness can be counterproductive as people perform rather than produce.Demand for greater corporate transparency is growing.More transparency tends to have a positive effect, but is not a quick fix.Transparency must be an underlying but flexible culture and value system.Openness may create conditions where employees feel their autonomy and uniqueness are challenged.Transparent cultures can lead to better decision making.Business as usual is over. Demand for greater corporate transparency is growing and most companies are responding. This is part of a wider, more complex trend for businesses to become more human and authentic: witness similarly the drives for diversity, for empathy with regards to mental health, and the primacy of purpose.For this generation of employees and consumers, it is vital that companies are open about their policies and actions. According to a recent study by Sprout Social, more than 86% of people in the United States believe that transparency of businesses is more important than ever before. Governments are enshrining business transparency in law, with the General Data Protection Regulation (GDPR) in the European Union just the latest example.A culture of candour is good business sense. In a transparent culture, leaders make better informed decisions. A perfect illustration of how this works is a relatively unknown experiment by NASA with cockpit crews. They placed a pilot, co-pilot and navigator in a flight simulator and watched their responses to a potential accident.Typical take-charge pilots made far more mistakes than more open and inclusive pilots who asked their crew for input before making a decision. Crew members who regularly worked with decisive pilots were unwilling to intervene, even if they had information that might save the plane: “Crashes are invariably errors of teamwork and communication,” explains Malcolm Gladwell in his book Outliers: the story of success.A commitment to transparency can be truly beneficial. But are there pitfalls for the well-meaning but unwary? And how far should open company culture go when it comes to recruiting and retaining candidates?TOO MUCH INFORMATIONManagement books sing the praises of corporate cultures where information flows freely among managers and employees, and outward to customers, candidates and other stakeholders. However, studies show a culture of complete openness and inclusion can backfire.“Too much transparency may create conditions in which employees feel their autonomy and uniqueness are being challenged,” explains David De Cremer, professor of management studies at the University of Cambridge. The question is how CEOs can create an open company culture while avoiding the transparency trap.BALANCING ACTFinding the right balance starts with the way candidates are recruited. A transparent recruitment process is extremely important if employers don’t want to lose the best people.“The way you handle potential job candidates has a high impact on your reputation as a company,” says Stephan Surber, Senior Partner and Head of Global Financial Services Practice, Page Executive in Switzerland. “They want to know exactly what to expect. Especially in senior and executive roles, people want immediate feedback. How many other candidates are there? What is the next step? One of the biggest frustrations for candidates at any level is that the process is unclear.”The way you handle potential candidates has a high impact on your reputation as a company. One of the biggest frustrations for candidates at any level is that the process is unclear.CONTROVERSIAL ISSUEAfter rumours last summer that Google was launching a censored search-engine app in China, hundreds of employees called for more transparency about the new product. In an open letter, they demanded that at least one employee supervised the project. The year before, more than a thousand Google employees decided to publish their salaries and bonuses to create more openness around income.The Google employees aiming to create salary transparency touched on one part of the recruitment process that is controversial. There is no doubt that more openness about salaries is good for candidates – for one, it could help close the gender pay gap.But a completely open salary policy can also create tension between employees: “As a hiring manager you would like to have the possibility to offer more if you think someone is the perfect candidate for a position. It can be demotivating for the existing team if they know what you offer a new joiner,” explains Surber.Hiring managers want the possibility to offer more for the perfect candidate, but this can be demotivating for the existing team if they know what you offer a new joiner.There is, in other words, no one-size-fits-all solution. Countries like Sweden, Norway and Finland, where all salaries are public, show that full transparency can work. There are also some companies, like Whole Foods Market, that provide fully transparent salary information, at least to their own employees.THE SENSE OF BEING ON STAGEThe other important topic to consider, at least from an HR perspective, is how a transparent company culture affects retention of the best team members. One challenge is that completely open structures increase the sense of being on stage – on show, on display and under constant scrutiny. A transparent culture usually includes open offce spaces, social media platforms and smart devices, so that information sharing can occur anywhere and at any time.According to a study by the Harvard Business School, this kind of radical transparency can have the opposite effect: “We spend more time acting (...) and avoiding embarrassment,” explains Ethan Bernstein, Associate Professor of Leadership and Organisational Behaviour. “We cater to our audience, doing what´s expected.”Too much transparency can make employees feel uncomfortable and eventually they may leave. Companies that know how to retain employees strike the right balance between transparency and privacy. The most famous is the 20% of time that Google engineers can devote to projects that interest them personally. This untracked ‘playtime’ has been credited with the incubation of many Google products including Gmail, Google News, and last but not least, The Google Transparency Report.BEING HUMANThe lesson is that, although more transparency tends to have a positive effect, it is not a quick or easy fix. Greater openness does not necessarily lead to a healthy company culture, improved trust and better performance.Seeking to be more open, honest and clear are all necessary traits in an era where human values must be protected and cherished. Companies must also rely on that most human of characteristics: common sense.Transparency must be an underlying but flexible culture and value system rather than a rigid, binary process. The top employers on Glassdoor are all transparent companies, to a degree. They are open when they can be and closed when they need to be.In truth, transparency is really about communication: making sure employees, customers and stakeholders know a company’s purpose and strategy, as well as their role in it.KEY TAKEAWAYSTransparent cultures allow better informed people to make better decisions, but too much openness can be counterproductive as people perform rather than produce.Demand for greater corporate transparency is growing.More transparency tends to have a positive effect, but is not a quick fix.Transparency must be an underlying but flexible culture and value system.Openness may create conditions where employees feel their autonomy and uniqueness are challenged.Transparent cultures can lead to better decision making.The Eight Executive Trends are already in its 4th edition. If you enjoyed reading, access all previous articles by clicking here: Executive Trends Tue, 04 Jun 2019 15:47:22 +0100 Page Executive 4831 https://www.pageexecutive.com/advice/region/united-kingdom/what-does-it-take-become-ceo The role of a CEO is highly coveted by motivated and career-driven professionals, right across the world. Considering the ever-evolving global market, the growing CSR responsibilities and expectations placed on organisations of today, what does it take to become a CEO? What are the challenges and the pressures of this role, and what are the essential skills that professionals need in order to excel in these leading positions? Of course, with great responsibility comes great reward, but CEOs today are navigating an increasingly challenging landscape. Ultimately, these professionals are 100% accountable for the effective and profitable running of an organisation that may employ thousands of professionals and service huge economic markets. The network of people that a CEO has to answer to is huge, particularly in a global blue-chip company. However, the role of a CEO is one that can also be quite lonely. The level of dedication, determination, and focus, that these professionals possess is very similar to that of elite athletes. Often quite single-minded in their ambitions to achieve their goals with a fierce drive to excel, this mindset is exactly why they do so well.  The challenges facing CEOs of today Ultimately, within a large organisation, CEOs are faced with a plethora of conflicting priorities and challenges to overcome. The pressures that these professionals face can be quite easily overlooked by those who have not considered the scope of their responsibilities, but it is important to understand the extreme resilience that is required when operating at this level.  Business strategy and success  At the very core of a CEO’s role, their number one objective is to ensure the overall effective running and profitability of an organisation. They are responsible for the direction of the company, strategic decisions, and are accountable for the financial results of the business, making them answerable to shareholders.  Transformation and change People, technology and organisational changes, are inevitable. In today’s rapidly evolving society, the pace of change means that if a business is not going forward it is going backwards. Ultimately it is the role of the CEO to determine the requirements for transformation and to steer the direction of these projects to drive a successful outcome.  Corporate social responsibility  Organisations have long been judged on their environmental impact, commitment to create change, and the way they engage with the communities they operate within. This image and the interaction that an organisation has with external stakeholders is crucial. There is an enormous amount of pressure from everyone who works for an organisation, from shareholders of the business to the consumers of the brand. For example, in an extreme case, following the Gulf of Mexico oil spill whereby an estimated 3.19m barrels of oil leaked into the ocean in 2010, the CEO was accountable to everyone from fishermen to the president of the United States. While this is the most extreme, it highlights the importance of businesses to adhere to high levels of corporate social responsibility. Including supporting local charities through to minimising the environmental impacts of daily operations of the business.  Diversity and inclusion Organisations within every sector face the challenge of building more diverse and inclusive working environments, which not only attract the best talent in the market, but also inspire loyalty and longevity amongst employees. Gender pay gap reporting and the movement to create gender parity in the business world has pushed D&I up on many CEOs’ agendas. Despite this however, PageGroup research has found that just 34% of C-level execs say that their company has a D&I policy and know what it is. Work-life balance and self-care  In addition to the needs of the organisation and the wellbeing of stakeholders that the business interacts with, CEOs also need to ensure that they are taking proper care of themselves – just like everyone else. When competing to get to this level, work-life balance is often pushed to the wayside in order to beat the competition. Ultimately, many sacrifices are made by these individuals, and it is still important to ensure personal health and wellbeing.  What key skills and attributes do CEOs possess?  Despite the core differences in the levels of pressures and responsibilities amongst CEOs today, the individuals in these positions need to possess these core skills. CEOs are able to remain calm under pressure. They have the ability to see the longer-term view. These professionals are very strategic. Individuals in these roles are highly intelligent, ambitious, and focused, with a high drive to succeed. CEOs need to be inspiring to ensure that employees rally behind them and support their vision.  Professionals need to be great at team building and this means bringing in the right expertise at the right times.   CEOs are usually quite competitive and will push to make things happen.  In order to reach the top, it is likely that a professional at this level will have made significant sacrifices. Reaching the CEO role in any industry, for any business, will take hard work, dedication, and sheer determination. CEOs are elite professionals and bring a wealth of knowledge, and experience to the organisations that they lead. This is why it is so crucial to make the right choice when searching for and hiring CEOs. If you would like to discuss your career options as a CEO, or you are searching for the right CEO to drive success in your organisation, get in touch for a confidential discussion.   Simon Nolan Senior Partner, Page Executive T: +44 1932 264056 E: simonnolan@pageexecutive.com  Tue, 14 May 2019 12:35:11 +0100 Page Executive 4886 https://www.pageexecutive.com/advice/region/global/business-meaningful-work-8-trends How finding a company’s purpose can unleash potentialLeaders of the past may have viewed the idea of company culture and purpose as window-dressing when set against the serious architecture of product, margin and supply line. In today’s environment, companies no longer simply offer a product or service. Companies have a voice and communicate clear beliefs as an integral part of brand, taking pride in their heritage. KEY TAKEAWAYSA business with purpose drives growth and employee retention by promoting a culture where all stakeholders feel invested in the company.Purposeful organisations have better employee engagement, leading to improved customer satisfaction levels.Purpose helps to move leadership away from a transactional view of employee engagement.Purpose must be real, credible and believed in on its own merits.The key behind purpose is communicating it to employees and clients.Strong cultures help individuals perform better as they feel encouraged and inspired to achieve more. The key to having an organisational purpose is communicating it to employees, and vitally, to your client base. Customers are a huge key driver of the why behind purpose, and the growth of a purposeful organisation often outstrips a mission-based one.Research shows that this difference in growth can be stark, up to 28 times the level of national economic growth.Becoming more purpose-led means examining commercial mission and thinking deeply about how it meaningfully relates to customers. What does it mean for them to be the drivers of company revenue? How do its products or services fill a gap in their lives? Will they emotionally connect to the corporate mission statement?“If you have a strong company culture, in turn you’ll have a team of better engaged individuals,” explains Gary James, Chief Operating Officer of PageGroup. “They will feel encouraged and inspired to want to work and achieve more in that environment.”Purpose, then, is crucial for winning and retaining both customers and talent today. How can business get to that strong culture, where employees, leaders and customers understand the purpose behind the company?If you have a strong company culture, in turn you’ll have a team of better engaged individuals. They will feel encouraged and inspired to want to work and achieve more in that environment.The Purpose Behind Growth and RetentionThere is a growing expectation for companies to measure success beyond financial results. Some 87% of consumers believe companies perform best over time when their purpose goes beyond profit. As EY’s study Winning with Purpose explains, the benefits of a purpose-driven culture are very visible, and tangible, for leaders and the bottom line:“Organisations that embody purpose see significant, measurable results. They get and keep the best employees (1.4 x more engaged, 1.7 x more satisfied, 3 x more likely to stay). They attract, retain and engage customers (72% of global consumers would recommend a company with a purpose, a 39% increase from 2008). And they increase returns for shareholders (purpose-led companies outperformed the S&P 500 by 10 x between 1996 and 2011).”The value of purpose to the bottom line is even more apparent when we look at revenue growth over the past three years. As EY highlights, 64% of the top performing organisations grew by 10-30%, compared with the lower performing ones, where 24% experienced revenue decline in the same period.Further evidence comes from the EY survey: 81% of top performers have seen improvements, with 67% receiving a boost to employee engagement, compared with 41% of lower performers, who improved customer satisfaction (and just 37% increased employee engagement).More Than Just a BuzzwordTo work together well, teams need to buy into the same principles: “Just like any pursuit, you can’t succeed in business without clear direction and a plan. The same applies to managing your people,” notes Greg Tadman, PageGroup’s Regional Human Resources Director, Asia Pacific.You can’t succeed in business without clear direction and a plan. The same applies to managing your people. Get it right and your talent will understand that your company supports their ambitions.He notes that while purpose could sound like a buzzword, it is fundamentally important to building successful teams.“Get it right and your talent will understand that your company supports their ambitions, they’ll go into battle for you,” he says.And if they get it wrong?“Put it this way,” Tadman says. “When groups turn toxic, they can lose their employee branding and buy-in frighteningly fast.”Patagonia, an American outdoor clothing company, is a global leader in terms of purposeful business culture. Its product lines, supply chain, even the pricing of its products are aligned with its sense of purpose, driven by CEO Yvon Chouinard to: “cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.”One example of this purpose in action, of changing to organic cotton in their clothing lines, raised the prices of products as well as requiring new sourcing and supply-chain solutions. However, the reasons behind the move were clear to the firm’s employees and customers, and Patagonia is thriving because of this focus on their overall business and not simply the bottom line.The most important lesson for executives here is twofold: authenticity and communication. Purpose cannot be confected. It must be real, credible and sincerely believed on its own merits: not merely a cynical ploy to convince customers and employees that the company is worth investing their money and energy in.As long as it is authentic, purpose must be communicated passionately to all audiences, internal and external, consistently, clearly and continually. It should be the starting point for every decision, investment, marketing campaign and corporate action.Leadership is ListeningThe purpose of leadership goes beyond setting your teams up for battle. Companies are judged on what they’re actually fighting for.Gina Hayden, a leadership trainer and author of Becoming a Conscious Leader: How to Lead Successfully in a World That’s Woken Up, explains that today’s successful leaders mine inputs very differently than in the past: “I think it’s important not just to look at customers, but at the information or data points of all parts of the system, including internally.”Moving the focus away from the bottom line and towards the purpose of a business can seem like a leap of faith for leaders, who understandably have an economic view of their company and strategy. In Creating a Purpose-Driven Organization, Robert E. Quinn and Anjan V. Thakor use the example of American energy company DTE Energy President Gerry Anderson. DTE had a mission – to create long-term gains for shareholders – but no purpose for its workers or customers.Then the financial crisis of 2008 hit. Anderson knew he needed to get more from employees and customer base. The crisis highlighted a painful point about the business – employees were not engaged, were stuck in behaviours, lacked creativity and were not reaching their potential. A DTE board member, Joe Robles (also CEO of USAA), explained that Anderson’s most important job was “to connect people to their purpose.”The company leadership supported the new culture through improved onboarding and training programmes that talked about the purpose behind their work (keeping the world moving, keeping the lights on). They held town-hall meetings, and created culture-building activities, such as sing-alongs, and it worked. Employee engagement scores rose. DTE won a Gallup Great Workplace Award five years in a row. And financial performance skyrocketed, with the company’s stock price tripling from year-end 2008 to year-end 2017. What did DTE and Anderson do so well? They overcame the biggest barrier to welcoming purpose into a business: they forgot the transactional view of employee engagement (money as the driver).Talent Follows PurposeThe immediacy of peer reviews available online means that talent today gets more of a say than ever in where they go next and the kind of company to which they’d like to belong (rather than merely be employed by). Thanks to Glassdoor, we can see inside companies, get a sense of their purpose and values, and assess what our own leaders might be doing right or wrong.Jon Goldstein, Regional Director of Southeast Asia and India, Page Executive, follows the competition for C-level talent every day. He says a purpose-led culture is ignored today at a company’s peril: “It might not sound like a major factor to many leaders, but you do see the difference for top candidates. In sectors where certain talent profiles are in red-hot demand, having a demonstrable purpose-driven culture can be the difference between success or failure. Where brand used to be king, today culture rules.”In sectors where certain profiles are in demand, having a demonstrable purpose-driven culture can be the difference between success and failure. Where brand used to be king, today culture rules.  KEY TAKEAWAYSA business with purpose drives growth and employee retention by promoting a culture where all stakeholders feel invested in the company.Purposeful organisations have better employee engagement, leading to improved customer satisfaction levels.Purpose helps to move leadership away from a transactional view of employee engagement.Purpose must be real, credible and believed in on its own merits.The key behind purpose is communicating it to employees and clients.Strong cultures help individuals perform better as they feel encouraged and inspired to achieve more.  Tue, 23 Apr 2019 15:37:52 +0100 Page Executive 4821 https://www.pageexecutive.com/advice/region/united-kingdom/women-on-boards-neds-give-advice Effective non-executive directors (NEDs) are able to constructively challenge the status quo of an organisation – they bring the outside in and offer fresh perspectives on business challenges. For this reason, NEDs are a vital component of any board of directors – and talented operators are always in demand. Of course, it’s important to remember that diversity of thinking can only come from a diverse group of people – and the spotlight has recently been turned on this from a gender perspective. As the drive for gender parity at senior levels continues, it is positive to see that despite the slight fall in women in executive roles, the number of women in non-executive roles within FTSE 100 companies has risen, from 27.7% in October 2017 to 29% in June 2018. To gain further insight into how the role works and how to attain this sort of position, we spoke to a number of senior female business leaders and non-executive directors at our fourth Page Executive Women in Business event in Birmingham recently. Angela Seymour-Jackson, a highly experienced portfolio NED, mentioned that taking on the role helped her to take a different approach in her work. She stated: “You don’t know the assumptions you work with until they’re challenged.” However, once a NED is aware of those constraints, they can begin to move away from them and bring new practices to their business. A NED should provide creative input, challenge decisions and offer objective insight, and critique. However, it is not the role of the NED to make the decisions. It’s better for them to focus their efforts on the topics most relevant to their expertise. Typically, executive directors know the ins and outs of a business. It’s the NED’s job to maintain a level of distance and be able to offer impartial advice. Jane Whitlock, Midlands Practice Senior Partner in Assurance and Advisory at Deloitte, explained: “We’re operating in an ever-changing world. New risks seem to emerge on a very regular basis and being able to interpret those in the context of the business that you’re working with is really important.”  Why you should consider becoming a NED As part of a board of directors, a NED will have the opportunity to immerse themselves in different working practices. Fundamentally, all businesses face similar challenges, but the response to these can often be dictated by the industry that the business operates in, or the experience of its leadership team. For example, a NED who works in the telecoms industry may sit on the board of an aviation company alongside a fellow NED from a finance sector background. In this hypothetical example alone, the opportunity for new approaches to emerge is clearly vast – and there is no reason that the NED cannot invoke these in their day-to-day work, benefitting their employer.  Lesley Jackson, current Interim CFO at Water Plus and Non-Executive Director at Trackwise Designs PLC, had this to say about why women might consider a NED position: “What is really attractive about a NED role is your ability to bring the full force of your experience to the benefit of the organisation. It affords you the luxury of spending some time reflecting on the business, on the strategy, on the direction they are going in. And you’re there to provide support to the executive management team.”  As a benefit of the role, NEDs create a broad network of esteemed colleagues from a range of industries and backgrounds. These connections are invaluable, not only for identifying further NED roles, but also for career progression.  NED status also creates the potential to explore new career paths, guided by practical experience, rather than skill sets or ‘on paper’ potential. When this is combined with an ever-growing network of business connections, the long-term career benefits of becoming a NED significantly add to the appeal of the role. Have you got what it takes to become a NED?  When it comes to the core skills needed to become a NED, Angela believes stakeholder management is absolutely crucial. “An effective board needs everyone to be able to work together. So, the ability to work closely with other non-executive directors but really critically the CEO and CFO,” she explained.  Lesley concurred, adding: “I think you have to be open-minded, I think you have to be a good listener, but you also have to be there to challenge and ask the right questions.” When an executive board is looking to appoint a non-executive director, there are a number of factors that organisations search for:   A point of difference such as an emerging skill set or knowledge of a particular topic that would be of benefit to the business. Genuine interest in the company or industry in which the business operates. A complementary style and attitude to how the board operates. Personality fit, considering how an individual positions themselves in the boardroom, how they ask questions, and how well they gel with different people. Chair of St Modwen Properties PLC and seasoned Non-Executive Director, Danuta Gray, believes that the core of a NED’s role is getting the execs to sit back and think about the longer-term perspective. “What could take this plan off track? What’s happening in terms of the political environment, what’s happening with technology and who could come along, and disrupt our business model? Good non-executives will help position these questions in a way that makes the execs stop and think,” she concluded. If you would like to discuss how we can help source the right talent to your non-executive board of directors, or for more information about our events, please get in touch for a confidential discussion.  Helen Schwarz Partner, Page Executive T: +44 121 634 6927 E: helenschwarz@pageexecutive.com Wed, 17 Apr 2019 11:36:42 +0100 Page Executive 4856 https://www.pageexecutive.com/advice/region/global/longevity-and-post-career-challenges The increase in average life expectancy around the world, together with the decline in birth rates, are the main reasons for the unleashing of what Americans have dubbed “agequake.” Longevity is one of the greatest achievements of mankind, but it puts us face to face with major challenges. Page Executive has partnered with Angatu IDH, which has been engaged in preparing executives for retirement since the 1990s. Together, they developed a survey of 400 Brazilian professionals in high-ranking positions, aged from 40 to 60, in order to understand how they see their life in the post-career phase. Take a glimpse into post-career opportunities available to you and what you should take into consideration through our latest research. Wed, 03 Apr 2019 15:33:35 +0100 Page Executive 4841 https://www.pageexecutive.com/advice/region/asia-pacific/activate-future-readiness-today Date and time: Tuesday 19th March 2019, 8.00 am to 10.00 am Location: Page Executive Boardroom, One Raffles Place Tower 2, #09-61 Key Speaker: Nicole Scoble-Williams, Programme Director, Deloitte Global Centre of Excellence for the Future of Work Event details Page Executive, in collaboration with Deloitte would like to invite you to a discussion session that will focus on introducing the disrupters and trends that are the driving forces behind the new realities of work. The disruptions of accelerating connectivity, new talent models, and cognitive tools are forming a collective set of opportunities and challenges. This session will focus on introducing the disrupters and trends that are the driving forces behind the new realities of work, and the shifts that individuals, business and government need to focus on in order to activate the journey to future readiness. Agenda 8:00 – 8:30        Registration and breakfast 8:30 – 9:15           Introduction and keynote 9:15 – 9:30           Q&A and close  9:30 onwards    Coffee and networking About Nicole Scoble-Williams Nicole is currently leading Deloitte's Future of Work Centre of Excellence (CoE), assisting individuals, business and government to navigate the unprecedented opportunities and challenges of the Future of Work. An established leader in driving Operational Excellence through digital transformation, with extensive experience in Organisational Transformation and Change Management across Mergers & Acquisitions, Digital HR, HR Technology and Talent Analytics, Talent Development and Total Workforce Management, in addition to more than 20 years of experience in Information Technology Services, specialising in end-to-end system implementations and business integration across a number of industries and organisations. A passionate 'pioneer' who applies strong commercial acumen to disrupt and challenge the status quo and drive transformational change across all levels of the organisation through pragmatic customer-centric solutions that deliver sustainable business outcomes. Please be informed that seats are limited. If you would like to attend kindly contact Jon Goldstein at jongoldstein@michaelpage.com.sg Wed, 20 Feb 2019 09:21:54 +0000 Page Executive 4781 https://www.pageexecutive.com/advice/region/united-kingdom/outlook-retail-q4-and-beyond In the wake of a series of high-street store closures, the ongoing Brexit negotiations and a highly saturated market, how can retailers attract and retain, top industry talent to stay ahead of the curve during a period of uncertainty? What is working and what do retailers need to be doing to evolve with the retail sector? These are some of the key challenges that were discussed during our Page Executive Retail Leaders Breakfast event on 25th September 2018. We highlighted key hiring trends and were joined by Maureen Hinton, Retail Research Director for GlobalData plc for interesting insight on the current issues in the market and her forecast for 2019 trading based on GlobalData’s unique market research on the UK retail market. Growth in the UK retail sector Insight from GlobalData has revealed that although many believe that the biggest hindrance of growth in the UK retail sector is the shift online, this is actually not the case. While online channels give consumers more choice, the main thing is that there is overcapacity in the market. There is much more competition than there is demand, which is restricting growth. When combined with the ever-changing marketplace there are a number of challenges at play. Global competition – Not only is the UK market highly competitive but consumers now have unlimited access to products from around the globe.  Demographics - Consumers are changing. Millennials are more considered about the products that they are buying, opting for entertainment and travel experiences over objects. Baby boomers have also shifted their spending to such activities. Geopolitics – Uncertainty surrounding Brexit, trade wars and the introduction of tariffs are all potential changes that will impact supply chains. Consumer attitudes – The way consumers buy is very different. Mobile devices now allow consumers to buy anywhere, at any time, and their expectations of services are growing.  Technology – New technology has had a huge impact on retail as this has shaped the way consumers spend today.  Challenges and opportunities in the UK market  Redistribution of spend The highly competitive retail market has seen a number of casualties in the home, electrical, toy, and discount sectors. However, as Maureen highlighted during her presentation, the combined consumer spend of just a few of these retailers, equates to approximately £1.37bn. This is spend that will now be redistributed back to competitors and is driving the market. Consumer confidence  Looking forward over the next six months, it has been predicted that the UK economy is likely to worsen. Personal finances will worsen and retail spending will be strongly negative. Personal savings are expected to increase during this time. This means that there will be an increased need for retailers to manage costs if the top line is not expanding. The personalisation of product and delivery will also be key.  Growth sectors  Growth in the food and grocery, health and beauty, and electricals sectors is expected to slow down in 2019 while the clothing and footwear, DIY and gardening, and homewares sectors are forecast to produce a slight increase. Following a decrease in expenditure this year, the books, news and stationery sector, furniture and floor coverings, and entertainment sectors are expected to return to growth – albeit for the majority it will only be around 1.5%.  Looking forward: the UK retail sector If we consider the future of retail in the UK, Maureen highlighted that the retail sector is experiencing continuous evolution and retailers need to have a unique selling point to survive. Physical retail must be relevant and it might also serve businesses to seek new markets outside the UK, in order to grow.   Following our Retail Leaders Breakfast event, we spoke to Maureen for further insight into the future of retail. On the topic of the high streets’ evolution, Maureen had this to say:  “I think the high street is going to be different in that it’s going to be focused much more on being a social space. I’m talking more about local high streets. You’ll have coffee shops but you’ll also have libraries that are community centres, there will be meeting places for people, there will be entertainment and leisure. It is going to be much more about communities and social rather than selling products. Selling products will be something that is peripheral.” The retail customer experience and personalisation are two other key considerations for retailers looking forward. As the focus on social aspects of high streets grows, the overall experience of retail will become increasingly important. “It can be as simple as what it has always been - investing in your store staff to deliver the service.” Maureen highlighted. “There is a lot of evidence that if you train your store staff and get them really engaged, they can really help sales. However, the customer experience is about the whole piece - at every touch point. There is a lot of talk about personalisation. Can you personalise your offer to what a specific person wants?” Understanding your customer and delivering relevant products, at the right time, at the right price, and via the right channels is essential. “It is a case of having an appropriate or relevant experience that will drive customer loyalty,” Maureen explained.  Talented retail executives drive success during times of change and in the face of challenging market conditions. It is their influence, from the top down that pushes a strong and motivated team forward.  If you are looking to hire at the executive level, get in touch with your local Page Executive office for a confidential discussion. Nicola Wensley Partner, Page Executive  T: +44 193 226 4059 E: nicolawensley@pageexecutive.com Mon, 08 Oct 2018 16:02:22 +0100 Page Executive 4741 https://www.pageexecutive.com/advice/region/united-kingdom/how-effectively-manage-large-team As an Irish business leader, you more than likely have experience managing a variety of teams. But how do you manage a larger managerial workforce with a variety of issues and a number of staff beneath them? The step to senior manager and above can bring you face-to-face with challenges when managing a large team of high level professionals. A director of department or above, may find themselves managing a number of professionals and the managerial decisions made, will ultimately have a knock-on effect to the rest of the business. Managers will look to you when having problems with their wider team and you will need to react accordingly to problem-solve. Ultimately, they will be reporting into you with team updates, reports and statistics, which you will need to analyse to implement positive change across the business.  Use your networking skills There is no doubt that by now you will have a wide array of solid personal and professional connections that feed into your organisation. Continue to utilise your advanced networking skills to build relationships with as many people as you can. The team heads that you are managing will benefit from having you on-hand to talk through business related issues, successes and more. If you take the time to develop relationships with the professionals you are managing, they will respect you and your demonstration of investment in them and the wider team. Making an effort to build some report and show you understand their role in the team will go a long way in ensuring that everyone is invested in your wider business goals and begin to pull their teams in the same direction. Empower your management team The management team that you are responsible for, will in turn be responsible for enacting your overall business strategy and are your voice when projects are underway. Over the next 3 years, it has been reported that up to 79 per cent of investors intend to increase their foreign direct investment into Ireland, so the platform for project growth will be there. It is crucial to build strong relationships, as well as empower your employees to excel and have confidence in their own ability whilst at work. As they are closer to the day-to-day operations of the business they will be overseeing the tasks that you can’t, therefore encouraging them to be decision-makers and to take ownership of these tasks is important, as you are allowing them the space to be able to do their job. A motivated and respected management team are a great asset to any company and to you as their group head. Communicate effectively Although we understand that you may not have the opportunity to attend every team meeting and every impromptu catch-up, it is important that you communicate effectively with people within the business. Having an open-door policy may make staff feel more able to approach you, as well as scheduling 1-2-1’s with the managers working beneath you. Both of these small things can open up conversations that staff may feel unable to approach you with when you’re busy throughout the day. Businesses also need to communicate with the clients effectively too as technology changes.  The use of social media, Facebook, Twitter and YouTube, by Irish businesses has grown from 64% in 2015 to 69% in 2017 and was the second highest in Europe, so good management of the right staff in this area is becoming increasingly important. Give constructive feedback All staff deserve and should expect feedback, from managers to executives you should be able to provide constructive feedback to your team or colleagues. As a business leader, you should expect to provide feedback in this way. When giving feedback to your team, allow and encourage them to be honest with their opinions, giving them the chance to respond to your comments with their thoughts. Offering feedback to your team is a great way to ensure they are always developing and improving within their role, as well as giving them a chance to tell you of any ways they desire to progress such as training programmes or different areas of the business that they are interested in learning about. This will only grow your organisation as people know they can progress with their personal development plans under your management. If you are looking to grow your team by hiring new talent, get in touch with your local Page Executive office today. Tue, 02 Oct 2018 16:01:21 +0100 Page Executive 4731 https://www.pageexecutive.com/advice/region/united-kingdom/can-dublin-maintain-its-competitive-edge-attracting-overseas-talent Dublin is emerging as the go-to place for large businesses intent on keeping ahead of the challenges that Brexit may bring. More and more workers are being relocated, and two of the largest established tech companies, Facebook and Google, are keen to expand their Irish base. Google presently employs 7000 workers in Dublin and is currently in talks to purchase the Bolands Quay scheme – comprised of three landmark buildings and an apartment block – that will accommodate 2,500 workers. Meanwhile, Facebook appears to be advancing its plans to build a campus in Ballsbridge that can house 5000 staff. An investment such as this from large multi-national companies makes Ireland a lot more competitive, increasing the potential for full employment. However, there are challenges that Ireland and in particular Dublin face, if they are to maintain a competitive edge. Challenge 1: Tax At the Irish Government’s Third European Financial Forum, at Dublin Castle, 31st January 2018, the government admitted that the high marginal income tax rate was out of sync with that of other countries and that workers in Ireland are hitting that high tax rate too soon. There’s a determination to change it so that fewer people will pay a lesser amount of their income at the high tax rate. There is also a plan to reduce the cost to people accessing services and for parents who have children between the ages of six months and three years, there’ll be childcare subsidies without a means test. It was confirmed that Minister D’Arcy was working on reducing the cost of insurance; health and motor insurance premiums are already falling, and there is a desire to replicate the insurance reduction in others sectors too. The Taoiseach, Leo Varadkar said: “The third pillar is raising living standards in a sustainable way for all our citizens. That means real pay rises, but pay rises that are sustainable; an average pay growth in our economy at the moment is in the region of 2-3%.” Marc Morrow, Business Manager at Page Executive, part of PageGroup, attended the Dublin Chamber of Commerce AGM, 15th February, where he met the Taoiseach. Ireland’s high level of personal taxation and exactly how it could impact the country’s ability to attract talent was discussed and it was acknowledged that it was a problem with no overnight fix. Although it was agreed that reducing the higher level of taxation or raising the top tax banding’s entry point may be one solution in the future, it wasn’t a viable option for Ireland at present. The more obvious and immediate fix may be regarding equity and share-options, where people pay both capital gains tax and income tax. Mandatory tax contributions include the Pay Related Social Insurance (PRSI) which is made up of social insurance and 0.7% of the National Training Fund Levy, comprised of “weeks of insurable employment”. This is payable by most people over 16 years of age. The Universal Social Change payments (USC) are payable on income over €13,000 and one of the impacts of this is that lower paid workers will see large increases in net income, as well as low income families with dependents. PAYE workers on incomes between €20,000 and €35,000 will benefit the least. Olivia Buckley, Communications Director, Irish Tax Institute, says: “We have one of the highest personal tax bills globally and we need to get them down, this will impact our ability to keep attracting talent.” Irish workers can earn €34,550 before a higher tax band is implemented. For married couples the threshold rises from €42,800 to €43,550 where there is a single earner. Yet the constant 52% tax rate for anyone earning over €70,044 does provide a threat to Ireland in attracting global talent. Positive changes to Ireland’s income tax system could perhaps go some way in maintaining the city’s attraction for new talent.  It would seem that a welcomed solution would be to increase the personal income tax breaks for Irish workers. However, in the event that this doesn’t occur, businesses will need to set in place contingency plans. This might mean relocating their HQs to lower tax locations in a bid to attract top talent should Ireland reach full employment to combat the numerous challenges they will face.  Challenge 2: Housing, education, healthcare Ireland’s demand for residential property outstrips its supply and if more multi-nationals try, as expected, to bring over employees, then they will need somewhere to live. As already mentioned, Google has invested in the Bolands Quay scheme which proves just how important the big multinationals view Ireland in the next stage of their economic growth. Google’s Director of People Operations EMEA, Brian Kennan says: “Google presently employs 7000 in Dublin, 3500 permanent, 3500 agency and contractors. There are 76 different languages spoken in Dublin compared to 82 in London and 86 in Zurich, and offices in 57 countries. Google loves Ireland due to the culture and talent availability, and we have no interest in looking outside of Dublin.” However, homelessness has increased significantly and not enough new homes are being built to meet the demand. This has driven up the cost of residential property and the cost of renting property in Dublin is now higher than it was during the pre-recession economic peak. It’s widely believed that that Irish banks are being cautious and construction costs remain high. Kennan adds: “Google employees are viewed as preferred tenants due to being well paid and having steady employment.” He acknowledged that this is not an easy thing for the government to resolve but added: “…the government needs to move quicker. Employees relocating to Ireland will, in many cases, be bringing their families along. Having the right environment for their children will help employees integrate into their new surroundings a lot more quickly. Therefore, there is an argument for more international schools to be built to meet demand. This would also potentially lead to more jobs with an increased need for teachers with the right skill sets. At the moment there are just a handful of international schools such as the International School of Dublin and St. Kilian’s Deutsche Schule Dublin. Nord Anglia Dublin is slated to open in September 2018, but more will be needed to meet the demand.  On this subject Kennan says: “There is a lack of international schools in Dublin, people moving to Dublin from Europe etc. are surprised by this and view it as a negative when compared to other cities. This reduces the chances of foreign nationals making Dublin their permanent home.” The healthcare system is at breaking point, with people spending an extortionate amount of time waiting to be admitted to hospitals and currently, those with private healthcare tend to be seen quicker than those without, contributing to an unattractive imbalance. Kennan says: “Foreign nationals are shocked by the state of Ireland’s healthcare, this makes Dublin/Ireland a less attractive location for permanent settlement.” There is however, light at the end of the tunnel. For the first time, Irish investment and planning initiatives have been linked together to help create the Project Ireland 2040 programme. It will address the development issues of Ireland’s rural areas, cities and towns, with a major focus on Ireland’s transport infrastructure and North West regions. The €116bn 2040 programme project is expected a be a major boost in winning the war for executive talent. Summary If tax breaks, solutions to accommodation problems, and the opening of more international schools fail to occur, does it mean that businesses will have to offer higher wages? Perhaps it might, but there is also a risk of that strategy impacting their ability to manage sustained growth.  With Ireland being ranked the eighth highest city out of 29 for its inclusive development as an advanced economy, according to the World Economic Forum’s Inclusive Development Index 2018 report, they’ll need to find sustainable ways to continue attracting the right talent without going into the red. Marc Morrow Business Manager, Page Executive T:  +353 1 961 9265 M: +353 87 211 4746 Wed, 11 Apr 2018 17:34:20 +0100 Page Executive 4641 https://www.pageexecutive.com/advice/region/united-kingdom/ethical-leadership-managing-framework-success A controversial topic that often makes headlines in the news, ethical leadership has been the cause of much discussion. In a world where organisations are under constant scrutiny for the high-level decisions they make and the impact they are having on the wider community, it is important to ensure that the teams and leaders within your business are acting ethically. In our society, by and large, we have a shared set of values, beliefs and ethics which guide our everyday life choices. A business that is run ethically by its leaders, will be in a positive position to develop an overall culture that encompasses these shared values and beliefs. This in turn, will help create positive perceptions among clients, customers and potential employees. Ethical leadership ensures good decisions are being made across a business, which improves customer relations, reduces errors and business liability, and ultimately increases profitability. Ethical leadership in business An ethical leader is someone who is able to think beyond their own personal interests in order to make decisions that are of most benefit to the organisation as a whole which not only meet the needs of external shareholders but also the needs of the people working within the business. These leaders inspire trust through consistently striving for fairness in all situations.  Strong ethical leadership is important not only for leaders themselves and the people working within a business but also for the growth of the organisation. Ethical companies are much more appealing places to work for and as such, those businesses practising ethical leadership and ethical decision making will attract the best talent and are more likely to retain the talent in their team for longer. With strong ethical leadership, leaders can motivate, inspire and build trust with those who work for them. However, while there are many benefits of ethical leadership, Baylor University researchers have found that in some cases poorly communicated ethical practices can actually be detrimental. This is particularly true where overly optimistic targets and standards are set that add unnecessary stress to an employee’s workday. Leaders that introduce processes and procedures that are designed to ensure excessively careful practices often create roadblocks for their staff to complete their jobs.  In this same research, it was also highlighted that where ethical practices and standards set by leaders are seen to be too much of a hindrance to an employee’s everyday role, and therefore stressful, there is a significant increase in the likelihood of inefficiencies and ineffectiveness. So, how can you ensure you are acting ethically as a business leader and ensure that the morale and productivity of your teams remain high? How to manage an ethical framework The core framework for ethical leadership in any business relies fundamentally on internal uniformity through consistent messaging, proactive leadership and accountability across the organisation. While senior leaders set the standard for ethical practices, it is key that these standards are filtered right throughout the business and all employees are enabled to perform their roles effectively and ethically.  It is important that the message your business broadcasts about ethics is clear and well-known throughout the business. A robust set of values that employees can relate to is essential, as is the confidence in its leaders to be ethical with intent in every business-related exchange. Ambiguity surrounding the expectations of employees can cause unnecessary stress and hinder business output. In order to sustain ethical leadership within an organisation, the leadership team must be empowered to live by the core values and lead by example.  Robust appraisals and one-to-one meeting systems should be put in place in order to ensure that its leaders behave ethically, and within a clearly defined framework. There should also be systems in place that ensure other members of the business can report any observed unethical behaviour efficiently and confidentially to ensure internal uniformity.  In addition to this, employees need to have confidence that their complaints and comments will be dealt with in a professional manner, and that they will receive updates from the person dealing with their issue.   In order to safeguard the future of ethical leadership in their senior management teams, it is pertinent for an organisation to work closely with their HR department to manage the guidelines for ethical business operations, appraisal systems and reporting processes, or to seek outside HR support where needed. If you would like to discuss how we can help with the recruitment of senior leaders into your business, please get in touch for a confidential discussion. Beth Horsley Business Manager Page Executive  T: +44 113 243 7721 E: bethhorsley@pageexecutive.com Tue, 06 Mar 2018 13:50:53 +0000 Page Executive 4626 https://www.pageexecutive.com/advice/topics/executive-talent/banking-and-finance-jobs-london-%E2%80%93-our-salary-survey-2017 Page Executive recently conducted a salary survey on a number of banking and asset management roles at European banks based in London – you can download the full report at the end of this article. Against the backdrop of market uncertainty around Brexit, the report makes for particularly pertinent reading for those across the sector.   In the months following the referendum a number of large banks reassessed their strategies and cut teams, particularly those related to the emerging markets and those on their trading floors. However, other banks seized the opportunity of having less competition and are growing the same teams. Furthermore, banks are hinting that they are moving teams to Europe, with quite a few starting the transition well before the June vote. It does seem that for many of these banks, the cost and disruption of moving their operations will be too great, and instead they will ride the Brexit wave and will devise new strategies to work with the new market conditions. However, there are other European banks who are moving their trading desks to London. There are also a number of international financial services firms who only have representation on the European continent, so plan to open a London office as a result of Brexit to do business in the UK. Some European banks are focused on growing their London teams as their home markets are very competitive and feel that London is the best platform to have a globally focused origination team. To summarise, we’re expecting 2017 to be a year of change and a time for banks and funds to strengthen themselves in this new environment, with headcount growth expected in direct lending, corporate and financial institutions coverage, credit analysis, trade finance, asset finance, Fintech, SME banking, M&A, private equity (including renewables and infrastructure). Key highlights from the survey Leveraged Finance and High Yield In 2016 there was limited hiring at Director and MD level in banking origination teams, with the bulk of recruitment at Analyst and Associate levels. As a result, compensation for ‘juniors’ was disproportionally high compared to experienced members of the team. There were also a number of redundancies at MD level in corporate and investment banks last year, as banks focus on cost-cutting. Base salaries have remained relatively stable and bonuses were largely flat in 2016 compared to 2015. The expectation is there will be little change in 2017, if anything a downward pressure on bonuses. M&A Corporate Finance 2016 was a tough year for hiring in the large IBs as most had hiring freezes before and after the Brexit vote. Many of the bulge bracket names trimmed headcount by 20% across the board as pipelines were expected to reduce significantly. Towards the back-end of last year, the market remained resilient and Brexit concerns were more muted when compared to the month after the vote. Some banks started to selectively search for candidates where there was an urgent gap in the team but generally remained cautious to add too many more fixed costs. MDs were confident hiring would return to normal by Q2 2017. Several MDs left the large investment banks in 2016 and either started their own boutiques or joined an established boutique, taking long standing client relationships with them. As a result junior recruitment in boutiques was buoyant in the latter half of 2016.   Infrastructure The infrastructure sector continued to be strong in 2016, particularly in equity investment. There were a number of senior hires at small and large equity funds, however the bulk of the recruitment was at junior levels. There were some senior key hires in infrastructure debt, however most new roles were at junior and mid-levels. There were also a few infrastructure debt funds close down in 2016, largely due to capital raising issues and strategy changes by the parent. A number of the more mature infrastructure equity funds have started to implement an origination/asset management model and have hired senior people from industry to manage assets. This trend is expected to continue this year. Methodology The Page Executive and Michael Page front office team of eight consultants interviewed over 4000 candidates and met over 500 clients from banks, funds and advisory firms in 2016. In each of these meetings compensation information for 2016 was discussed and for 2017 was debated based upon individual, team and organisation performance, in addition to present and projected market conditions. The Page Executive and Michael Page front office teams have published salary surveys for the city of London for over 10 years and we have been financial service recruitment experts in the city of London for over 30 years. The Full Survey In addition to the above, the survey includes data in the following areas: Direct Lending and Leveraged Finance Buyside Restructuring & Debt Advisory Corporate Coverage Financial Institutions Coverage/Solutions Project Finance Syndications Debt Capital Markets and Fixed Income Credit/Credit Research Leasing Finance & Asset Finance Trade Finance Real Estate Securitisation/Structured Finance Private Equity M&A – Corporate Finance Asset Management/Public Equity Salary Data Bespoke reports can be commissioned and tailored to meet the exact requirements of your bank, or on a case-by-case basis. If you would like to explore any of these options or have any further questions please contact Tara Bagley, Director at Page Executive, for a confidential discussion. Tara Bagley T: 0207 645 1434 E: tarabagley@michaelpage.com Mon, 27 Feb 2017 10:47:38 +0000 Page Executive 3881 https://www.pageexecutive.com/advice/practice/cfofinance/%E2%80%9C-cfo-now-frontline%E2%80%9D Mikkel Jensen, Associate Director at Page Executive Sweden, is reflecting on how the role of Chief Financial Officer has changed over the years. Where the CFO used to be merely the guardian of the corporate strategy, she or he is now becoming a powerful force in defining that strategy. This also has  a huge impact on  candidate profiles of financial executives according to Mikkel Jensen. “The role of CFOs is rapidly changing. Their focus is no longer solely on implementing the corporate strategy; they are defining it. This has had a huge impact on what clients expect of financial executives and how they should present themselves”, explains Mikkel Jensen. In your opinion, what is the reason for this change? “An ever changing marketplace I would say. Organizations are forced to adapt and try to stay ahead. If you then add long periods of macro – economic turbulence to the mix such as Brexit, Greece, China etc. Then you have yourself a cocktail that demands CEOs and board members to be more engaging and acquire a strategical future-focused CFO. What about the changes within companies, how do they play a part? “Technology, data management, forecasting analysis and risk are now much higher priorities on the agendas in order to cope with the rapid changes. Harmonizing diverse business strategies, alongside traditional business models is critical. The CFO is now at the frontline, when it comes to balancing the risks and rewards in many areas. Therefore, the CFO role is becoming more and more forward and outward-facing, ensuring that value is maximized from new and existing activities.”   Wed, 14 Dec 2016 09:53:22 +0000 Page Executive 3986 https://www.pageexecutive.com/advice/region/global/work-better-together What sort of colleague are you? Being a team player is a sought-after attribute by employers and recruiters but do you really understand what makes you, and those you work with, tick?   Our Work Better Together quiz will help you find out your work personality type* – or working style – and how you can work with your team most effectively.   *Dr. Ichak Adizes, founder of the PAEI management model, believes the best management teams feature a combination of four roles, each of which can be represented by a personality type. Visit here for more information. Tue, 06 Dec 2016 15:47:59 +0000 Page Executive 3936 https://www.pageexecutive.com/advice/region/global/what-recruitment-lesson-can-you-learn-apple When Apple put their hand up and admitted they’d made a recruitment mistake, companies stopped to take note. Tim Cook confessed “I hired the wrong person for retail initially. That was clearly a screw-up. He [Browett] didn’t fit here culturally is a good way to describe it. We all talked to him, and I made the final decision, and it was wrong.”   In recruitment, we follow businesses hiring decisions over many years and unfortunately we see this all too frequently. Poor decisions are often made around cultural fit which can be extremely costly from a productivity, team morale and ultimately a business performance perspective. It has been said that the cost to a business of a bad executive hire can be up to 15 times their annual salary.   As an executive search firm, our reputation is built on long-term relationships and repeat business. It is our job to find the perfect technical and cultural match between candidate and company. A bad hiring decision affects our reputation.   Sadly we often see unconscious bias in the first interview stage(s) and it’s our job to ensure that there is a much more robust recruitment process in place to avoid this. Affinity (like-me) bias occurs when we are drawn to people that appear to be similar to us. These assumptions are formed through many factors throughout a person’s life and can strongly influence who they believe to be the perfect fit. However, once the interview stages are over, the most similar person might not actually be the right fit for the business.   Likewise, we often see candidates are drawn to attractive companies and are not entirely honest (even with themselves) about their fit within that company as they are unable to see beyond the prestige of the brand.   A good executive search firm that specialises in their field will work with a client to look for other businesses that are a good cultural fit in order to approach only the most relevant candidates.   Such candidates will then go through a thorough interview process including psychometric testing to ensure they are on the same page as the company. 360-degree references and endorsements will be obtained. Finally, but crucially, a search firm can get honest feedback from both the candidate and the company, the responses that you don’t hear during the interview, to ensure a mutual match.   The ability to culture match is one of the crucial skills that an executive search specialist must have in order to be successful. If you would like explore recruitment options or have any further questions please contact Nicola Wensley, Director at Page Executive, for a confidential discussion.   Nicola Wensley T: 01932 264 059 E: nicolawensley@pageexecutive.com Mon, 12 Sep 2016 16:50:11 +0100 Page Executive 3941 https://www.pageexecutive.com/advice/region/global/corporate-social-responsibility-commercial-advantages-being-ethical Being socially responsible is not only the right thing to do but helps the company to stand out in a globalised talent market. Corporate social responsibility (CSR) concerns the thought process that a company’s leadership engages in when they think about their responsibility to the people they employ, the markets in which they operate and the communities with which they engage. It includes creating a congenial workplace and having a diverse and inclusive approach to fostering innovation, while being a great employer and business partner. What is the key objective of CSR? The aim of CSR is to provide the business with a global management perspective, based on the triple bottom line of social, environmental and financial. This framework is also known as the three Ps: people, planet and profit. Managing this mix requires professionals with multidisciplinary skills. Responsible management helps in preventing issues affecting corporate reputation, in anticipating regulatory risks and in meeting the demands of specialist interest groups. This, in turn, ultimately reduces costs. Responsible, transparent leaders inspire confidence in employees, customers, investors and partners alike. Within the workforce, employee loyalty improves, productivity increases and it becomes easier to attract top talent. How has CSR evolved and at what point do companies recognise it as important? CSR has advanced over the past ten years. Companies are already sensitised to the issue and have taken steps to comply with their responsibilities. CSR mainly originated in the US as an important item on the corporate agenda for companies wanting to demonstrate their social and societal responsibilities. While fundraising for societal issues is a fundamental pillar in Anglo-Saxon cultures, this is less so in other areas of the world. However, the CSR landscape is changing. Globally, organisations are gradually demonstrating their commitment to social initiatives through their CSR programmes, working more and more actively on areas such as diversity and inclusion, and sponsoring directly rather than funding indirectly. CSR has not only ceased to be questioned: it is well understood by senior management today as an integral part of the corporate culture and contributes to the company strategy. Furthermore, CSR is an opportunity for value creation. CSR policies generate new opportunities and business lines. In short, they allow companies to differentiate themselves and become more competitive. Key takeaways Simply put, CSR means focusing on the ‘3 Ps’ of people, planet and profit A commitment to CSR can help companies to differentiate themselves on the world stage Responsible, transparent leaders inspire confidence in external and internal stakeholders CSR is now widely accepted as an integral element in corporate culture and strategy Wed, 10 Aug 2016 13:19:02 +0100 Page Executive 4046 https://www.pageexecutive.com/advice/region/global/3-crucial-trends-smart-hr-leaders-know-about What is the most viewed document of the TV-streaming service Netflix? An interview about a new season coming out? No. Surprisingly, it was their human resource strategy. Over 13 million people made the effort to read it. Sheryl Sandberg, the Chief Operation Officer of Facebook, even called it ´one of the most important documents ever to come out of Silicon Valley.´ It shows how crucial HR is becoming. The time that HR departments were mainly involved in bureaucratic tasks like payroll and staff administration is long gone. According to Page Executive´s HR Barometer, modern HR leaders are key figures in the organisation. The future of the company depends on their strategy to recruit and retain the biggest talents out there. In a competitive job market high potential candidates are scarce. That´s why HR leaders need to look for new ways to attract and to keep talent. These are the 3 most important trends that help them to reach their goals. Trend 1. Build a strong employer brand to attract the best candidates The best HR leaders team up with their marketing departments to successfully build a strong employer brand. Because with the growing global economy, the traditional recruitment of new employees is not enough anymore. As the HR Barometer suggests, there is a real need for a people-strategy that helps the company in the long term. Successful HR departments know therefore how to position their company as an attractive place to work, to facilitate the recruitment of the most talented candidates and to ensure their retention afterwards. Trend 2.  Tailor your HR strategy to the specific needs of employees Good HR leaders know what the individual needs of their employees are. They segment the workforce into different groups with specific requirements and tailor their HR policies to their wishes. That way the employees feel more engaged and are more likely to stay longer with the organisation. One example of these kind of measures is the creation of a workplace that is female friendly, diverse and inclusive. In practice this results in policies such as flexible working times, a horizontal career path and the possibility to receive coaching & mentoring. The HR Barometer shows that this is an area that still needs to be developed by many companies. But those who already did, have an enormous advantage: employees more engaged, creating more value for the organisation and a better working environment.  Trend 3. Tracking HR performance through KPIs Smart HR leaders use sophisticated KPIs to provide insights such as management performance, employee mobility and employee engagement. Because solid numbers are the best way to prove the added value of your department. This data-driven approach is necessary, because there is a constant competition for resources between the different departments in the company. If budgets are allocated to highly data-driven departments like sales or finance, HR misses the opportunity for further professionalisation. And as the role of HR broadens, the need - and internal competition - for more resources becomes bigger. It is therefore no surprise that, according to the HR Barometer, the larger HR departments are more likely to use more advanced KPI systems. Tue, 12 Jul 2016 09:47:06 +0100 Page Executive 3981 https://www.pageexecutive.com/advice/region/global/unconscious-bias-unintentional-people-preferences Amanda Salaam, Director, Page Executive and Michael Page Human Resources, interviewed Dan Robertson, an expert on workplace diversity and inclusion management, unconscious bias and inclusive leadership. Dan is also the Diversity & Inclusion Director at the Employers Network for Equality & Inclusion, and this interview focuses on the fascinating subject of unconscious bias.   There’s a lot of talk about unconscious bias in business today. In a nutshell, can you sum up what unconscious bias is? These assumptions or biases are formed in one of three ways: the first is, the attitudes you developed through your social and family environments as you grew up, (conversations you had at home, the kind of school you went to etc.). The second is, through personal experiences with people who are similar to you and people who are different from you. And the third way in which biases develop is, simply through exposure to difference communities via the media.   So we are not born with a bias? Whilst biases are universal in the sense that they exist in all cultures and societies, our biases may depend on where you live. So as opposed to being born with a bias, we know that biases are essentially developed over time through social learning. How do our unconscious biases impact our decision, specifically in relation to recruitment? There are many different types of biases, but affinity (like me) bias has a significant impact on recruitment decisions. For instance, a 2012 study by the Policy Exchange  found ingrained levels of age based bias in the UK labour market, whilst a 2009 Department for Work and Pensions study found significant levels of ethnic bias amongst UK employers.  In this study the researchers sent out 2,961 applications to 987 advertised job vacancies. For each job vacancy they sent three CVs, with essentially identical information. All showed the candidates had been born and educated in the UK. The only significant difference was the candidate’s name. A positive result was a call for an interview. The survey showed that people with a white, western sounding name, had to send out an average of nine CVs before getting an interview. However, people with traditional African or Asian sounding names had to send out an average of 16 CVs. That’s a significant difference simply on a person’s name. Other research from a range of global institutions supports the conclusion that businesses are essentially hiring or rejecting talented candidates partly based on name. Thus affinity or ‘like me’ bias is a big factor in hiring decisions, resulting in the ‘mini-me’ effect. Beyond core connect points such as age or ethnicity; we do know that affinity bias covers a wide range of factors such as the university you attended, your social accent, your work style or simple hobbies and interests.   And how does unconscious bias play out beyond the recruitment process? Once individuals enter the workplace, affinity bias impacts positively for those who fit with the existing business culture, and negative for those who do not. I would suggest there are three key areas of where leaders need to pay particular attention. Work allocation: Managers are more likely to assign key projects to individuals within their teams who they have an unconscious affinity with.   Informal sponsorship and feedback: Managers are more likely spend time informally discussing contributions to the team and will focus on development and future work plans. For those where there is little affinity managers are more likely to question past performance. The conversation will be less friendly and even hostile at times. Micro-behaviours: Examples of positive micro-behaviours include positive eye contact and supporting the ideas of a colleague at a team meeting. Examples of negative micro-behaviours include interruption colleagues whilst they share ideas or checking emails whilst they talk. The collective consequence of these behaviours exaggerates the dynamics of organisational insiders and outsiders. For insiders, the effects on motivation, performance and career progression is positive. For outsider groups the opposite is the case. Are all groups affected in the same way? No. Just as there are different levels of conscious bias affecting a range of social groups, some data points to higher of levels of unconscious bias, specifically covering race and disability. We at enei commissioned a piece of research to examine the ‘Paralympic effect’ on our unconscious associations of disabled people. Interesting, whilst social attitudes have changed at the conscious level, we have actually seen an uplift in relation to unconscious disability bias. What can business do to eliminate unconscious bias within their recruitment processes? Generally, it’s easy for people to recognise that there could be unconscious biases at play in their decision. The tricky bit is getting them to recognise they actually have them. From a practical perspective the three things that individuals can do to begin to mitigate their own unconscious biases include the following. Own up to the fact that we all have unconscious biases: This is a key step towards bias control. Test yourself: Professors at Harvard University have developed The Implicit Association Test (IAT). This is designed to measure attitudes and beliefs that people may be unwilling or unable to report. There are a range of free tests that can be accessed via the Project Implicit website. Expand your work network: Have coffee or lunch with someone difference from you. This helps to build affinity whilst also breaking down stereotypes. At the organisational level I would recommend the following: Review existing person specifications and job descriptions: inherent biases are often built into these and they can act as a barrier to inclusive recruitment. Advertising: is the advertisement being placed through media where the widest or most relevant groups are likely to see it? Talk to key stakeholders: challenge your recruitment agencies and head-hunters when they say, “the (diverse) talent is just not out there”.   Introducing “blind” decision-making: it’s becoming more common for companies to remove information such as names and universities from application processes. This helps at the initial sifting stage. Using a rigorous scoring system at interview: this helps to mitigate unconscious biases by measuring the candidate against the criteria and experience you are looking for. Support this by aggregating candidate scores, as this mutes the effect of an assessor with biases. Organisational fit: recognise the “organisational fit” and the fact that you are more likely to favour people like you. Diverse range: have a diverse range of competent people at assessment stage and on interview panels. We at enei have developed a simple set of checklists designed to help organisations to mitigate the effects of unconscious biases and to promote inclusive recruitment. Using checklists within decision making has been shown to have a positive impact on business outcomes. To find out more about enei’s bias control checklists, connect Dan Robertson email: dan.robertson@enei.org.uk or connect on LinkedIn: Dan Robertson, or Twitter: @dan_robertson1. Alternatively, if you would like to know how Michael Page can help your business navigate the complexities of unconscious bias within the recruitment process, contact Amanda Salaam.   Amanda Salaam T: +44 1932 264 049 M: +447584386166 Sun, 10 Jul 2016 12:43:05 +0100 Page Executive 4016 https://www.pageexecutive.com/advice/region/global/rise-global-talent-search What are the main advantages and disadvantages of making the search for talent a worldwide one? Logically, performing a global search multiplies the available talent and candidates who meet the job requirements. But the main advantage of undertaking a global selection process is having access to a more diverse pool of professionals, not only in terms of experience and qualifications, but also from a cultural point of view. What are the key considerations in casting your recruitment net  more widely? Searching globally opens the door to new, non-local leadership styles, perspectives and ways to meet business challenges, which enriches the organisation in today’s global markets. Conversely, there are also challenges as the process introduces the logistical issues of time differences and videoconferencing, and additional costs and procedures, such as visa, travel and transportation costs. Another factor is the need to have a good understanding of the cultural differences of the candidates set against the backgrounds of the actual interviewers, and then the hiring manager, which can be difficult. Finally, because relocation can be a huge life change, there is also greater risk that candidates will change their minds at the last minute because of the challenge, personally and for their families, of adapting to the new location or because the non-salary elements of the contract do not meet their expectations. This, of course, can have a direct impact on company productivity. What are the most effective tools for attracting talent internationally? While online tools, such as professional networks and refer-a-friend schemes for existing employees can play a role, global executive search firms are truly equipped to provide multichannel combining sourcing solutions with the individual assessment of performance and potential. Whatever channels are used, attracting talent internationally will rely on a strong and relevant employer brand. This in turn relies on being known as a truly ‘great place to work’ for international talent, providing attractive policies such as on compensation, flexibility, diversity and inclusion, and demonstrating other key characteristics that global talent will expect to find in global brands. How has the importance of incorporating ‘non-local’ talent evolved? The so-called war for talent is a global war, though it is of course more aggressive in certain regions and cities, and some sectors, including IT, digital and regulatory control and compliance. A company wanting to engage in this battle has to do so globally. Many companies are evolving their concept of ‘diversity’. The definition of diversity now includes aspects such as international experience, having a multicultural outlook or experience in different sectors. These changes in perspective are making companies more inclined to incorporate non-local talent. How is digitalisation changing recruitment? In-house human resources departments become more sophisticated. Similarly to recruiters, they experience the impact that technology has on their internal processes. With more HR processes being automated, the HR department is freed from administrative procedures, allowing them to focus on more effective talent management and retention programmes. While talent management has always been part of HR’s responsibilities, a combination of demographics and market forces has moved the topic higher up the agenda. The HR function is becoming increasingly responsible for social media communication, reinforcing the employer brand, diversifying and publishing the different employee value propositions, and reaching out to new talent sources to recruit more diversely in the war for talent. This is being achieved by incorporating social media as an integral part of recruitment strategies, creating digital profiles based on online behaviour to help target talent and generally building a stronger online presence. How do demographics affect recruitment? Where employees in the past switched infrequently between jobs, turnover has increased significantly as a younger generation of employees has entered the labour market. HR departments are now challenged to find ways to retain talent within the business. However, given today’s higher turnover rates, demand for talent has increased, with a corresponding shortage of talent in specific areas. As a result, there has been a rise in demand for outsourcing of recruitment to agencies, especially in executive recruitment. Key takeaways Recruiting globally is an opportunity to enrich the organisation with different leadership styles and experience Having a strong, internationally recognised brand gives the edge in attracting global talent The war for talent is now a global war, with companies embracing the concept of ‘diversity’ Employee retention has become more challenging as a younger, more mobile generation enters the job market Mon, 06 Jun 2016 17:03:01 +0100 Page Executive 3951 https://www.pageexecutive.com/advice/region/global/going-global-rising-internationalisation-smes Internationalisation gives rise to multiple challenges, of which attracting and retaining talent are among the toughest. For small- and mid-size organisations, deciding to go international is a big step. Helped by the digital transformation, which dramatically lowers the barriers to entry into new markets, more and more SMEs are dipping their toes in international waters. One of the most overlooked pitfalls when expanding overseas is the need to adapt your company’s culture and behaviour, and to be truly open to new ideas and approaches. It’s all about people. Why should executives consider taking their business abroad? Internationalisation has quickly become reality in many sectors and companies of all sizes are affected, regardless of their ownership structure. It is fair to say that even local, family-led companies are heavily affected by the internationalisation of today’s economy, as they grow to become true SMEs. Being in those international markets logically generates additional revenue, strengthens brands that achieve greater visibility and diversifies risk. The internationalisation process is essential for company survival and growth, but is not a process to generate quick returns. These projects often require long periods of maturation: patience is key. Aside from attracting new customers, what are the challenges when attracting and retaining international or foreign talent? When considering entry into any new target market, whether it’s a new national market or a move abroad, it’s essential to know the target market inside out. Business leaders who successfully transform their organisation from a national into an international player are generally characterised by their in-depth understanding of local customers, tastes and customs. They know how to tailor their products and services without losing the company’s identity and its overall brand positioning. Only seasoned executives are able to find that balance between ensuring that local operations continue to perform well without being alienated by the company’s new direction and the excitement of global opportunities. Having that in-depth understanding and finding that balance not only require adapting the product or service to the new target market; it’s also about ensuring that a company attracts the right local talent from the new market to further support its growth. For SMEs that started life as family businesses, this is a challenge for which they are often ill prepared. They may find themselves in a situation where they lose momentum as they are unable to crack the code to adapt their employment offering to local needs and tastes. Cracking this code often involves a better understanding of the culture and habits of the customer in the new market. It requires the company’s leadership to develop and fine-tune their personal skills in order to be a successful employer in this new (employment) market. Which soft skills are required by an executive involved in internationalisation? Above all, the company-wide adoption of a culture of internationalisation is essential. Ensuring that a company’s leaders have a high level of cultural intelligence is crucial. It should be clear that the leadership team sees the strategy of internationalisation as a key priority. Actions speak louder than words. Therefore, a company’s actions should reflect the desire of the leadership team to move into this foreign market. Additionally, the profile of those executives who have successfully led and implemented an internationalisation process is always characterised by a high degree of flexibility and willingness to adapt to the needs of each market. They understand that potential customers in the new target market may be unaware of their reputation back home and that they can establish a similar reputation only by building the business from the ground up, creating trust by showing that they are in it for the long haul, by investing in the future and by being willing to build long- term relationships. Any action that could be regarded as quick wins could painfully hurt their reputation, slow down the company’s international growth or even result in a withdrawal from the new market. How important is it to have a local presence? Companies can overcome this by working with local partners and by quickly appointing a seasoned executive who knows the local market inside out, someone who believes in the company’s strategy and can identify with its values and vision. Attracting such a local executive should not be delayed. As soon as the viability of the internationalisation is established, an executive with an international, multicultural and multilingual profile should be sought. However, experience of the corporate culture within the company’s homeland remains an absolute must. Inviting newcomers from other countries for a longer time period in order to immerse themselves in the organisation’s home market gives new managers the opportunity to integrate and understand core values, company culture, processes and has proven to be very effective for both parties. Applying the best practice of hiring an executive leader early on in the internationalisation process will allow the company to smoothly transition from a national to an international organisation, while avoiding cross-cultural misunderstandings. Key takeaways Transforming a national business into an international business requires a comprehensive knowledge of target local markets There is a critical balance to be struck between seizing new opportunities and satisfying the needs of existing markets Cultural intelligence is a crucial leadership quality Creating trust in new target markets is not a ‘quick win’ exercise Tue, 29 Mar 2016 15:16:39 +0100 Page Executive 4086 https://www.pageexecutive.com/advice/region/global/how-create-exceptional-leadership-through-behaviours Great HR people can differentiate themselves by recognising and driving effective leadership behaviour within their organisations.Businesses rely on technological innovation to drive increased business success – but to really stand apart from the competition, careful development and evolution of leadership behaviours requires a similar focus.GE is a company recognised worldwide for their standard of leadership. Founded in 1878 by Thomas Edison, GE now employs more than 300,000 people across 100 countries. The value placed on developing peoples’ capabilities is high on the agenda, with CEO Jeff Immelt positioning leadership and behaviour as his top strategic imperative. Leadership behaviours aren't static...The systems that GE has in place to drive leadership behaviours can be applied to most businesses, provided there is genuine management buy-in. Sameena Bashey, HR director of GE Healthcare, hosted a breakfast session with Page Executive’s HR practice in which she discussed GE’s track record. She shared insights into the organisation’s value and leadership framework and practical implementation of the strategy from a human resources perspective.Driving effective leadership behaviour: the GE perspectiveLeadership behaviours aren’t static; they evolve over time and according to business demand. But there are consistent traits that great leaders exhibit; at GE they’re termed ‘Growth Values’. They are:Having an external focusClear thinkingImagination and courageInclusiveness: listen and be humbleExpertiseExploring in more detail, Sameena described what the Growth Values mean on a practical level:Great leaders in GE ‘walk the talk’. They live and breathe the Growth Values and those individuals who are unable to adapt to them do not last as GE people, not matter how successful they are from a financial delivery point of view. This links into being courageous. In many businesses leadership behaviours look good on paper but when push comes to shove, successful individuals who are counter-cultural are still allowed to flourish. The whole HR lifecycle is delivered with the Growth Values in mind. From recruitment through reward, performance management and succession planning, the Growth Values play a vital part in ensuring that GE as a global organisation has an integrated common framework through which anyone can be measured. The 9-box grid is used as a tool across the business and there is as much emphasis put on performing against the correct behaviours as there is performing against commercial targets. The Growth Values are simple, easy to understand and the detail that lies behind them is different depending on your level within the organisation. That said, wherever you are in the GE world, everyone will know the five Growth Values and how they are being assessed against them. Everyone will have an appraisal and the outcomes of these will be lived/reviewed on an almost daily basis.Feeding back on behavioursHaving a behaviour framework in place for leaders means little unless it’s constantly refined and developed, both on an individual and group level. Feedback plays a crucial part; both gaining feedback from the individuals involved and, as an HR leader, asking for feedback on your own behaviour.Sameena’s approach involves getting to know her leaders in great detail, to understand what motivates them, what frustrates them and what drives them and explaining to them that one of her roles as an HR leader is to give and receive feedback. Then it’s critical to give ‘in the moment’ feedback. Too often, businesses hide behind 360 degree feedback or refuse/won’t give the feedback that can help individuals change. Sameena sees it as a key role for her and her HR teams to be brave and challenging. What differentiates great HR people are those who not only spot leaders who don’t demonstrate the right leadership behaviours but will challenge them against it – in the right way.Career adviceFor professionals on the upward curve of their HR careers, Sameena shares this advice:Be courageous; you and the function can gain an incredible amount of respect by challenging poor leadership behavioursBe the advocate for the behaviours – you can’t expect people to demonstrate the right behaviours if you don’t exhibit them yourselfTry to never compromise your own value-setFor more information on developing your HR leadership career or for executive HR recruitment services please connect with our HR specialists from around the world. Wed, 11 Nov 2015 15:26:31 +0000 Page Executive 4351 https://www.pageexecutive.com/advice/region/global/gender-pay-gap-top According to the official government estimates the gender pay gap in the UK stood at 19.4% in 2014. Albeit indicative of the situation in the labour market in general, the average figure isn’t particularly revealing of how the gender pay gap persists in different professions and in different salary tiers.   We analysed data on median and 80th percentile salaries for men and women published in the ONS 2014 Annual Survey of Hours and Earnings. Our analysis revealed that the gender pay gap for the top 20% of earners is the widest for occupations in Finance and Healthcare, with men earning up to twice as much as women in the same occupation. Top 20% of earners Looking at the gender pay gap in absolute terms, financial managers and directors top the table with a salary difference of nearly £45,000 between highest-earning men and women. Men make up to £112,657 a year in this profession, while women make up to £67,685. Looking at the gender pay gap in relative terms, it is the widest for health professionals. Women in the top 20% of earners in this occupation make upwards of £37,265 per annum, which is 51% less than men who earn at least £75,841 a year. Top 20% of earners - Female-dominated occupations Despite accounting for 79% of health professionals, top-earning women in this profession make £38,756 (51%) less than men. The highest-earning female welfare and housing professionals, on the other hand, make £2,644 (9%) less than their male counterparts. Keen to explore the data yourself? Click through to https://www.pageexecutive.com/content/gender-pay-gap/ to see the insights and compare the pay gaps for different sectors and occupations. More about the data and our calculations Salary and employment data was taken from the 2014 Annual Survey of Hours and Earnings that provides salary estimates for men and women across different salary tiers. Median annual salary and 80th percentile salary were used in the analysis. The gender pay gap was determined as the difference between men’s and women’s annual salary, expressed both in pounds sterling (£) and as a percentage (%).   Occupations were classified as female-dominated and male-dominated on the basis of women and men respectively accounting for 70% or more jobs in the occupation. Wed, 08 Jul 2015 17:16:36 +0100 Page Executive 4136 https://www.pageexecutive.com/advice/region/global/white-lies-can-ruin-your-integrity-%E2%80%93-and-worse Higher Education Degree Datacheck says a third of people embellish or exaggerate their academic qualifications when applying for jobs. Nicola Wensley, director of fashion appointment in our consumer practice recently wrote an article for Drapers about falsifications on CVs and possible repercussions of bending the truth to get a job.   In the article called White lies can ruin your integrity – and worse, Nicola talks about her recent experience with this issue. A senior candidate ‘embellished’ his CV a long time ago and this embellishment finally caught up with him 20 years later. Nicola discusses the line between a white lie and actual fraud, and how even what you might perceive as a harmless exaggeration, could have a disastrous effect on your career.   For more executive recruitment insight, visit our news and insights section. Mon, 30 Mar 2015 17:42:28 +0100 Page Executive 4151 https://www.pageexecutive.com/advice/region/global/page-executive-signs-women-boards-voluntary-code-conduct In 2012 PageGroup launched Women @ Page to help us achieve better gender diversity across all levels of our global business. The aim was, and continues to be to create an inclusive working environment by developing the pipeline and retaining female talent in our business. Since we launched Women @ Page, we have made great progress and seen many successes that we are extremely proud of.  In mid-2014, PageGroup received 'Highly Commended' for the 'Working Families Award' and won the 'Global Diversity Award' category at the 2014 Enei Awards. At the Top Employers for Working Families Awards, PageGroup won the ‘commended’ award in the ‘Best for all stages of motherhood’ category and received a special mention for doing groundbreaking work in the sector. Ruby McGregor-Smith, senior independent director at PageGroup says “Women @ Page is already helping mothers balance work and family life by offering flexible working and new opportunities. I am proud of my involvement in Women @ Page...” The 30% Club Voluntary Code of Conduct As part of our commitment to gender equality in the workforce and the Women @ Page initiative, PageGroup signed up to the 30% Club Voluntary Code of Conduct for Executive Search Firms in October 2013.This is a voluntary, currently self-regulated code which is relevant to all recruitment firms active in senior level recruitment. The 30% Club was created in 2010 by Helena Morrissey, CEO of Newton Investment Management, to address the lack of momentum around improving the gender balance at senior levels in business. Executive search firms commit to supporting FTSE 350 companies to create more diverse boards and it continues to have a positive impact on the appointment of women into board positions. The aim of the 30% Club and the Voluntary Code is to raise the percentage of women on corporate boards to at least 30% by 2015. Research shows that when a group of people reaches 30% of the whole, that group has the critical mass necessary to exert real influence. We are one of 72 recruitment firms who have stepped up and become signatories and our chairman, Robin Buchanan, has himself become one of the 30% Club Chairs who are working to fulfil the goals of the 30% Club.  To become a signatory to the Code, Page Executive has committed to: Review provisions of the Code and assess its scope and relevance Enlist support of the Board and senior partners within the firm to adopt the Code Evaluate PageGroup’s current practices and determining action plans to enhance processes and practice where they fall short of Code provisions Communicate support for the Code widely within PageGroup as well as externally Set targets for progress, monitoring and reporting on progress internally Lucia Knight, business director, CFO practice at Page Executive says, “It’s great to see board enhancements around gender balance so high on the commercial agenda at PageGroup.  For our CFO practice, uncovering female CFOs has been a key focus for some time.”   Mon, 07 Jul 2014 10:57:21 +0100 Page Executive 4196 https://www.pageexecutive.com/advice/region/global/talent-attraction-through-branding Attracting the right people to your business relies on being perceived as an employer of choice – especially at the executive level. The top talent is always in high demand, irrespective of economic conditions. But when the outlook is perceived as uncertain, it takes a more sustained commitment from organisations to convey their employer proposition to prospective new business leaders and functional specialists. Professionals with experience in a specialised industry sector or a proven track record of transformation and change, for example, are well aware of their market value and used to proactive approaches from search specialists and potential new employers. In a tricky climate or difficult operating conditions, the requirement for new hires is to make an immediate difference – whether that be to the bottom line, transformation agenda or business strategy. Those top-notch candidates with the requisite experience know that they’re sought after to add value, and quickly, so will always ask, “what’s in it for me?” Remuneration, rewards and the ability to influence all play a big part in the answer to that question – but so does the perception of the organisation, how it stacks up against the competition, potential for growth and organisational culture. The opportunities for earning and career development, in tandem with the perception of the business in a professional context all merge to form the employer brand, and it’s something that requires attention when attracting key leaders. Top talent is always in high demand ... Employer branding – who plays a part? Unless a business is a brand new start-up, they’re likely to have an existing reputation as an employer – whether this is intentional or not. Given that potential new employees make decisions about joining based on this impression, it pays to define a strategy to make sure the right (and real) messages are being heard. Defining and implementing employer branding strategies is usually the remit of the human resources department, in conjunction with marketing and communications and increasingly senior business leadership. A full employer branding strategy is complex, with the need for stakeholder agreement, set deliverables and success measurement but here are some of the basics to bear in mind, as there’s no doubt that a good perception of employer brand is essential in the process of attracting (and retaining) top executive talent. Employer branding to appeal to the execs – six top tips Find out who you are. Before embarking on any active branding strategy, it’s essential to determine if you’re considered an employer of choice by your existing leadership team. Current and previous employees are your greatest brand ambassadors, and if they’re not conveying a positive message, it’s important to find out why not. Employee satisfaction surveys and monitoring reviews of your organisation online are useful ways to get a feel for the perception of the company amongst your staff. Providing an open forum for comment amongst senior management could also help to gauge sentiment.   Define culture and aims. What is it that keeps your employees engaged and differentiates you from your competitors? The answers should provide the reasons why people would want to work for you. It may be your environment of continual improvement with enviable training opportunities, or simply a friendly, collaborative atmosphere. Only when you’ve got a grip on who you are and what makes you different will you be able to communicate this to a wider audience.   Consistent messaging to different audiences. The experience of your brand you impart to graduates will obviously differ to that at director-level, so segment your audience and speak to them as groups. Make sure the tone and message that you’re conveying to the leadership/specialist end of the market is at the appropriate level and sufficiently detailed, while adhering to the over-arching aims and purpose of the organisation. Most importantly, make sure that everyone involved in conveying your employer brand is informed of the right information to do so.   Leaders buy leaders. People want to work with others who’re considered leaders – not just as ‘heads of’ departments or functions, but true leaders who define new parameters and encourage change. Promote the capability of your existing leadership team with examples of their innovation and how your culture and environment fosters this sort of talent. If you’re looking to up-skill or improve an area of the business, the focus should be on opportunities to affect chance and shift culture.   Pay attention to your online presence. “59% of companies leverage their career website for communicating their employer brand” and “44% of companies use social media to enhance their employer brand” according to research released by Employer Brand International in October 2011. While the online/social medium may differ according to the level of employee being targeted, it’s likely that online interaction will influence brand perception – whether that’s the relevancy of information included on the corporate website, the research and insight that an organisation releases, or simply the LinkedIn profiles of the leadership team.   Back to basics. Brand perception is an on-going process that can shift according to circumstance or situation. While there may be a positive impression during the initial awareness phase of research online or through networks, a poor interview experience (lack of feedback, delays) could negatively influence initial good perceptions. Make sure that all interactions with your brand are consistent and accurate – whether it’s your online presence, leadership team, HR etc. “Although crucial for candidate attraction, ensuring positive employer branding also plays a big part in the engagement and ongoing retention of your top talent. Candidates who turn into employees have done so, in part, because of their positive experience of your brand,” said Simon Bell, MD of Page Executive in the UK. For a more detailed conversation about the role your employer brand has in executive-level talent attraction, please get in touch with your local Page Executive team. Tue, 25 Feb 2014 15:50:43 +0000 Page Executive 4371 https://www.pageexecutive.com/advice/topics/leadership/seven-secrets-leadership-secret-7 Secret #7 - Influence through interaction What makes a great global leader? Page Executive interviewed over forty business leaders across Asia Pacific and Australia, Europe and the Americas for their views on leadership. The result of this work is a series of short articles on the topic of leadership that we are pleased to share with you. These articles encapsulate the opinions of the global leaders we interviewed, who generously shared their views on what constitutes success in a global leader, as well as offering advice to the next generation of leaders. Leaders seek to influence others. To achieve this, they must serve as a reference point and guide within specific teams, the wider organisation and the world at large. The primary followers should be the leader’s team. Leaders can encourage good ‘followership’ by empowering their people and collaborating with them on new ideas in what might be termed a co-leadership process. Leadership through collaboration For this process to be successful, leaders need to demonstrate their emotional intelligence. They must show their understanding of multicultural environments and interact effectively with people of different cultural backgrounds. A participative style will enable leaders to harness brainpower internally and externally to devise the best solutions and gain buy-in to them. Leaders need to gain and maintain influence in a world which is at the same time more complex, transparent and interconnected. The incremental power of networks Leaders must now co-create and grow their networks in order to build a strong group of followers, who may well include other leaders. To maintain this network, they should engage in it, share ideas, and always look to identify new opportunities. An effective network will always be greater than the sum of its parts. Social media platforms offer great potential for forming these leadership groups. Leaders should also seek face-to-face contacts to build stronger networks outside their immediate circle. Our clients say… A global leader should be able to demonstrate the attributes of an explorer, with a gift for empowering their followers wherever they are based in the global economy.   - Human resource director, device company, Asia Tue, 17 Dec 2013 12:24:33 +0000 Page Executive 4256 https://www.pageexecutive.com/advice/region/global/how-increase-your-chances-being-headhunted Are you thinking about your next career move but unsure about how to start the process? As a successful IT leader or CIO, it’s likely that your future career opportunities will be in the hands of executive search specialists or ‘headhunters’. The days of ‘registering’ with a contingent recruiter and waiting for the calls are behind you. So what happens now? Here is my insider’s guide to helping you increase your chances of being ‘headhunted’:  Be successful  Always strive to get noticed because of personal contributions to your team’s successes. If the people in your industry are recognising you for your achievements then you’ll stand out more and be easier to find. You’re also more likely to get recommendations if you’re someone who stands out in your market; referrals are a headhunter’s lifeblood and a key way of building networks. Make sure you have a positive reputation in the market.    Be an expert and have a USP  Value alignment between an individual and a prospective employer is a crucial part of the recruitment decision, but most headhunters will also be seeking individuals with specific skills and experience. Whether it be systems integration, major ERP implementation or innovation in an area such as omni-channel retailing, make sure you have a USP that identifies you as a genuine leader in your field.    Make yourself visible  One of the most effective ways of being recognised and identified as top talent is to participate actively in dialogue within your field. Speaking at industry events or conferences and getting articles you’ve written highlighted in relevant publications, will boost your visibility and give an employer something to reference alongside your CV.    U se LinkedIn and other social networking  While headhunters will still use traditional search methods, it’s becoming increasingly common for researchers to also utilise online tools as part of their ‘long-list’ building process. As a result, it is advisable to build yourself a compelling LinkedIn profile. This should clearly outline your achievements and give details of the deliverables and accountabilities of your current and recent roles. Make sure you have some relevant recommendations, ideally from people at senior levels within your current organisation or a stakeholder for whom you have delivered something. Ideally they will set the context of the recommendation rather than a general ‘nice person’ type recommendation.   Network Networking effectively amongst your peer group and across your industry is a powerful way to increase your chances of being headhunted. Remember, networking is a two-way process so make every effort to stay in touch and maintain a relationship with well-connected colleagues, whilst also reaching out to other people who you know are figureheads within your industry.   Invest in professional relationships for the long-term The most successful networkers invest in their professional relationships consistently and over the long-term. Approaching networking in this way is far more genuine and more likely to reward you than the ‘suddenly enthusiastic’ networking that people often end up trying when they need a job.   Use a headhunter when you’re recruiting One of the easiest ways of developing a relationship with an executive search firm is by using them in your own recruitment process. The strongest professional relationships are often those that are beneficial to both parties. So, if you’ve discovered a search firm relevant for your own career development, contact them when you are hiring. If you’re already known to that firm they are far more likely to approach you during another search. Key points to remember Take a long-term approach to building strong, mutually-beneficial relationships both internally and externally. Recruitment is very relationship driven at executive levels. Stay visible and ensure that your key skills and achievements are in the public domain. Pick the key recruiters in your market and engage with them. An upfront investment with a small group of well chosen recruiters will pay big dividends. Do not leave this activity until you are actively looking – these approaches all take time. Fri, 12 Apr 2013 15:35:50 +0100 Page Executive 4316 https://www.pageexecutive.com/advice/practice/human-resources/hr-leaders-can-you-convey-your-commerciality Commercially-skilled HR professionals are in demand, but few are able to successfully demonstrate their commercial nous. Page Executive’s HR practice explains how to highlight your track record and achievements. If we had a pound for every time an HR professional tells me “I’m not a typical HR person, I’m really commercial” we would be rich, or at least have enough cash to buy an iPad. We could, however, name only a relatively small number, despite having met hundreds, who can clearly articulate their commercial legacy. These gems don’t waste time labelling themselves as commercial in an interview because they are too busy talking about the business. This raises a couple of fundamental questions; firstly, how do HR professionals view their function, and secondly what do they actually mean by being ‘commercial’? As long as HR professionals define themselves as ‘not typical’ they run the risk of creating a negative image of the wider profession, which isn’t helpful for anyone. It implies the ‘typical’ or ‘average’ person in HR is sub-standard. It is reinforcing an outdated perception of ‘personnel’ as a welfare or tea and tissues service. I don’t know any reputable commercial business where this still applies. Naturally the capability of individuals in HR varies in all companies, but so does the capability in any function. Have you ever heard anyone say “I’m not a typical sales person”? Commerciality defined So what makes a commercial HR professional? If you want to succeed in one of the leading commercial organisations it’s no longer good enough to be a knowledgeable HR practitioner. HR shouldn’t be about the ‘P’s – policies, procedures, processes, policing and best practice. Of course, the hygiene factors such as pay and rations are important and must be in place, but what sets the commercial HR leaders apart in these organisations is their track record of adding tangible value to the bottom line with their contributions. The specific contributions differ from business to business. If you aren’t able to identify or measure the output of your activity, ask yourself whether you are focusing on the right activities. What value are you adding to the business? So what makes a commercial HR professional?  In the management of your career search, your CV should reflect the value you are adding. It should not define you as a ‘commercial HR professional’ who is ‘business first and HR second’ in your personal statement, then list a range of activities lacking outputs supported by metrics. It should explain the business rationale for your activity, and the benefit in commercial terms of its completion. For example, a commercial achievement on your CV isn’t: “Successfully designed and launched new company performance management process”. It is: “Contributed to an increase in sales of 17% by the design and launch of a new company performance management process, ensuring individual goals were linked to business targets”. Metrics are key Some of my leading blue chip clients will reject an individual at application stage if their CV lacks metrics. They look at the process focused statements and say “so what?”. In many cases, I truly believe that these HR professionals are adding value, they just aren’t taking time to review or measure their contribution in terms of its output. But if they are unable to articulate their contribution how will they perform in a challenging interview? The job market has changed massively in the last three years. People on the market in 2007/8 will have experienced a large volume of job opportunities and a short fall of candidates. Now there are a large volume of candidates competing for a vastly reduced number of roles. The top businesses want the same individuals - the truly commercial HR people. Don’t be one of the masses. Set yourself apart. Tips for writing your CV List roles chronologically with the most recent role at the top. Skills-based CVs aren’t relevant when applying for permanent roles. Employers want to see your specific legacy in each role, and your progression. Give a brief synopsis of the scope of each role including reporting line, client group, team size, budget, employee numbers, locations etc. The majority of space should be given to bullet pointed achievements, not responsibilities, in the past tense. Achievements should be output focused and clearly highlight the business benefit, supported by metrics. Include your qualifications including institution and grade, but leave out training courses, particularly internal ones, where no qualification was gained. Sat, 20 Oct 2012 17:11:59 +0100 Page Executive 4386 https://www.pageexecutive.com/advice/topics/interim-management/benefits-using-interim-manager For companies requiring a heavyweight employee who can make a real difference, but are reluctant in this climate to take someone on full time, bringing in an interim manager could be the answer. There are advantages to seeking a stop-gap solution for a lack of management resource and to address a skills gap during a period of transition or crisis. During any period of change, a company will require skills, knowledge and expertise that may not exist within the business. Without these skills, the organisation’s sustainability, growth and sometimes survival could be at risk. Perceived disadvantages of using an interim manager There can be some reluctance to utilise interim managers. Factors can include: Cost Political implications of engaging external individuals Level of commitment from an interim manager to the business With rates ranging from £500 to £2,000 per day, at first glance these figures can seem high and dissuade companies from utilising an interim manager. Cost, speed and a fresh perspective However, when taking into account the hidden and total cost of a permanent employee to a business, the equivalent day rates can seem reasonable. The interim manager charges only for the days worked with no additional NI payments, employee tax, holidays or pension payments applicable. An interim manager can be recruited to work part-time or on a project basis, usually for three, six or nine months, which can be vital in helping manage costs. The speed in hiring an interim manager is days as opposed to weeks or months, which is essential when time constraints are paramount in an organisation that requires change. As a highly experienced management resource, interim managers can grasp business challenges quickly and can add value immediately.  ... bring in an interim manager could be the answer. As an independent external resource, interim managers bring a fresh perspective to an organisation. They give an objective view on what is best for a business and are able to contribute honestly without being seen as a threat to incumbent management teams. Experience shows staff that welcome interim managers into the business, especially when it is understood that that they are not a threat, but are there to assist in achieving specific goals. Professional interim managers are talented, results-driven individuals dedicated to driving change and making a difference. Generally employed at board level or to work closely with board, they have the credibility to affect change and transition rapidly. As independent operators, interim managers are completely committed to their clients. Their future work relies heavily on referrals and successful track record of delivery. They have a huge influence in the success of the assignments they undertake and will go all out to deliver. Substantial ROI The return on investment when hiring the right interim manager for your business can be substantial. When a company is in crisis, often the cost of failure to deliver change far outweighs the cost of hiring an interim manager. Their skills and experience can be applied to many different scenarios. The use of interim managers is increasingly being considered as an effective and positive way for companies to achieve their business objectives and obtain highly specialised leadership skills at crucial times. For more information about how Page Executive Interim can help you secure the right interim manager to lead a turn-around situation or fill the skills gap, please get in touch with one of the team. Sat, 20 Oct 2012 17:00:14 +0100 Page Executive 4376 https://www.pageexecutive.com/advice/topics/interim-management/portfolio-working-interim-managers Portfolio working, whereby interim managers provide services for more than one client simultaneously, is a much talked about approach amongst career interims. The opportunity to ‘mix-and-match’ assignments is appealing for those aiming to optimise earnings and broaden their scope by gaining exposure to different working practices and industries. This mode of working is particularly appealing to female interim managers, with research commissioned by Interimwomen in August 2010 indicating that more than half (57%) of the 1,400 survey respondents indicated that they’d be happy to work for more than one client. Just over a third (34%) stated a preference to actively develop portfolio working. While this approach has its benefits, including the chance to create a better work/life balance or earn more money, there are still several factors inhibiting the wider uptake of a portfolio career. It can be a challenge to manage several clients’ expectations, and securing the optimum number and type of assignments to make portfolio working financially viable is not always a straightforward process. Update from the IIM  The opportunity to 'mix-and-match' assignments is appealing ... Research by the Institute of Interim Management (IIM) confirms the relatively low adoption of this interim management working pattern. Their 2011 Interim Management Survey, which includes 1,105 interim manager respondents, stated that “only 15% of interim managers actively service more than one concurrent client.” Of this percentage, the majority (two-thirds) have two clients within their portfolio, with the remaining third stating they work with three to four clients, or more. At Page Executive Interim, our experience of portfolio working mirrors that of the recent IIM findings. Although it’s a concept often mentioned by interim managers and those looking to hire, it isn’t as straightforward to follow in practice. Sector-specific challenges Different sectors and functional areas have unique factors which may prevent the adoption of portfolio working. Paul Fleming, associate director at Page Executive Interim believes that the particular challenge for the engineering and manufacturing sectors is that the interim skills required are often for operational or financial distress situations. There are several challenges to manage, so organisations in this space require the focus of someone full-time to deliver results and affect change. Thus, an interim manager looking to build up a portfolio of clients may struggle in the engineering and manufacturing sectors due to the role requirements being full-time. “There are certain sectors of the market where it should make sense for interim managers to be able to develop a portfolio career,” according to Paul. For example, in Cambridge there are hundreds of early stage businesses and business incubators. In theory, they would benefit from the input of a finance director for a couple of days a month to offer advice and input, yet it’s rare that anyone manages a portfolio of clients doing this successfully. Many of these businesses haven’t had financial input previously and don’t realise the value it could bring. They see it as increased cost and, “you don’t miss what you’ve never had,” said Paul. Aspiring portfolio workers The consensus from the team at Page Executive Interim is that portfolio working is spoken about far more than it actually occurs as a successful career. There isn’t a big demand for part-time interim managers amongst our clients. But for those looking to investigate this route, Paul stresses the importance of developing a strong network. “To get into this type of work, your own network is critical,” according to Paul, “use it to open doors and as hard as it is, network even when you’re in your current assignment.” Paul agrees that “self-promotion, relationship development and networking are key to pursuing this route.” He also believes that the main challenge is to develop a portfolio of clients. After the first assignment, it becomes progressively harder to fill your book up due to time and location constraints. “You also can’t run at 100% capacity, as then you can’t market yourself out,” he said. Paul also cautions prospective portfolio workers not to “look at it through rose-tinted spectacles.” Successful interim managers may have developed strong CVs with proven strategic thinking and change management experience. In comparison, many portfolio assignments, due to the organisations that they’re supporting, are quite straight-forward and mundane and could be quite a way below their professional capabilities. Need further advice on developing your interim management career? Get in touch with Page Executive Interim for more advice. 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