A thriving industry is generally good news. Especially if it is as thriving as the Life Sciences are right now. Taking some of the general developments during the pandemic into account, we’re facing a vast number of positions, an exceptional growth that wants to be fulfilled. And the good news (and kind of bad news at the same time): salaries are on the rise as well!
The sky is the limit – isn’t it?
With the ever-growing demand for talent and an overall growing industry, it’s also good times for executive search consultants like myself. The high-level positions that need to be filled seem endless. What also comes with the demand is a rising level of salary expectations and that can be difficult to handle. The payment expectations have skyrocketed since the pandemic and cause a growing dissonance with what the employer is willing to pay for the respective positions.
Just the pure fact that the salary expectations for a position can be six figures apart makes for a sensitive situation. Of course, talent sees themselves confronted with a number of opportunities and an omnipresent tenor of need, but talent still needs to match with an employer in the end.
In comes the glorious phrase “expectations management” and the manager for this, being me. But it’s incredibly important to approach this topic right and with the right sensitivity. Because a candidate who asks for way more money isn’t necessarily the one who is greedy and needs to tone it down – and even if he/she is, can’t be regarded as unreasonable – but needs to be heard and taken seriously. At the same time an employer can simply be completely off with their expected pay and, in case of a rise, wants to hire the jack of all trades. Sometimes they need to meet in the middle, sometimes somewhere else. In all cases it helps to be prepared.
Transparency – talk money and do it right. Don’t shy away from the uncomfortable money talk. The more you are clear and authentic about your values in your compensation, the better you will match with the candidate.
Consistency – keep your word and stay true to what you value about salaries. Make it understandable and fair across your company. Have a budget and keep the individual in mind.
Strategy – make up your mind and have an overall plan for your company. How are salaries developing? What are the factors that contribute to increase and promotion? Benchmark your pay regularly.
Focus – make sure you set the right priorities when it comes to compensation and make clear what it consists of apart from money. Money is not everything and that goes both ways. Focus on respectful and meaningful relationships.
If this is a field you struggle with, there is always the help of a professional – just a phone call away. Get in touch!
Looking back at recent developments in Biotech – through a global pandemic – investments and innovation increased significantly, companies saw continued growth, share prices skyrocketed, and overall business has been great. Some have expressed that these developments even rendered Life Sciences one of the most stable growth areas worldwide. In a recent whitepaper that I contributed to together with colleagues for IIC Partners (read here) we conclude that such an environment of rapid growth has already attracted extremely qualified personnel to the sector and is signaling the need for more. There are several areas marked by experts as especially promising. What are those areas and what kind of workforce can make them bloom?
Open up to international talent
Being relatively new and rapidly growing industries, biotech and medtech are struggling with a very acute problem: skills development can hardly keep up with growth. This, in turn, leads to competition among recruiters for the best and/or qualified talent locally as well as globally – there is only so much suitable workforce in the whole world. In this circumstances, internationalization of the entire industry is imminent, and according to Jörg Trinkwalter (CEO of Medical Valley EMN e.V ) “it actually will not work without international specialists.”
Luckily, COVID-19 not only opened a new dimension of working ‘virtually’, but it also proved that this is very much possible and even desirable in some instances to look for more international talent. That means there is no need to shy away from hiring the internationals, even if they can only work remotely: every expert is way too valuable in the current battle for international talent. Diverse international teams and leaders who can nurture and maintain diversity have become the backbone of a successful company.
Open up for your tech skills
Technological development thrives right on the border of disciplines (well, it’s even in the word ‘biotech’ itself) and there’s a requirement for specialists right where the disciplines meet. Unfortunately, there’s a considerable deficit of specialists such as data scientists or medical IT specialists. With that in mind, it’s advisable to look for candidates who are fit for the job and can work in your team (personality matters the most!), instead of becoming obsessed with the track records and decades of experience. Talent has a remarkable ability to grow, and, therefore, lowering the bar of requirements to qualify for a job can be useful in a long-term perspective (Big Data, for example, is also a relatively new phenomenon). Furthermore, there is a large chunk of experienced workforce over 55 who lack digital skills, so upgrading them by launching a digital Re-training program can open new interdisciplinary opportunities within a company.
Dedication for talent and the right partner
Another aspect of recruiting the best talent is planning ahead. Look at the bigger picture: recruiting is an integral part of your company’s development and thus it needs to be regarded as such. Michele Porreca (Chief People Officer, Prelude Therapeutics) suggests moving the recruitment agenda from a discussion primarily about budget to discussion about organizational development instead, also pointing out that “talent acquisition is top of mind with the need to balance speed with getting the right people in the door.”
With all its positive effects, growth in biotech and medtech industries need more qualified talent to sustain it. Yes, it’s challenging, but manageable. When looking for suitable candidates, it’s wiser to prioritize not (only) the complexity of their CVs with all the revolutionary publications and decades of experience in a particular field, but whether they can fit in the team, no matter where they are located. Work with a trusted partner who knows their way around Biotech. The industry is new, talent will grow with it. As long as there is balance between experience, diversity and flexibility – those teams will excel!
No kidding, the last two years were surely the ultimate test of the Life Science industry’s resilience. And everybody in it. And that doesn’t only refer to the challenges that a global pandemic poses with lockdowns and economic decline (not to forget: looming inflation) resulting in a fundamental shift to remote operations but also to the almost uninterrupted growth in the industry and the employment base needed to manage the growth. While most other industries faced massive losses and uncertain times, Life Science companies have continued to thrive and hire people, a significant percentage even hiring A LOT of people.
Going forward this means that even through the pandemic Life Science companies had to grow their teams and subsequently grow their talent pools, drawing from an increasing number of candidates from pandemic-driven disruption in businesses. This meant a phase where companies could fill positions needed due to the growth that already started in 2019. And get a competitive advantage in attracting those candidates while other industries couldn’t.
Demand for highly skilled talent
This advantage, of course, only applies, if your company has been busy attracting talent during these difficult times. Because once the market picks up the competition the one/two steps ahead will be needed. After all: the Life Science industry employs a more highly skilled, STEM-intensive workforce compared to almost all other industries. This is a far more demanding task for recruiters and HR in a highly knowledge-based, science-driven industry working toward innovative solutions to global challenges in health, energy, sustainable industrial products, and feeding the world. No pressure…
And even the jobs that don’t require a highly skilled profile still have a large percentage of middle skill requirements which still is well above the share for all industries. As a leading advanced manufacturing industry, Life Science companies rely heavily on the skilled technician workforce (engineering as well as scientific), production workers, transportation staff, installation, maintenance, repair and so on. And what doesn’t make things easier: these workers are operating in increasingly digital and automated manufacturing environments that require skills and education of an entirely different nature than, let’s say, a couple of years ago.
Demand for the right mindset
As a result of the more diverse and disruptive industry the competition for STEM talent and their technical skills gets tougher, especially competing with other sectors that are essentially out to attract the “same” talent. This is particularly true for “secondary” industry talent, where the field of expertise is not necessarily the Life Sciences but more focused on engineering, IT, or data science disciplines.
Then in recruiting the biggest challenge becomes finding agile learners who possess a depth of expertise in the respective “secondary” field while also having experience in the clinical, scientific, and healthcare industries. Sounds like the rainbow unicorn, right? Yeah well, it is until you get a place, where you breed your own rainbow unicorns – in a way. The key is to consider a broader range of candidates with a certain intersection of expertise that have the potential for the right learning curve. I also like to refer to this with the “right mindset”.
The most recent “2021 Life Sciences Workforce Trends Report” by the Coalition of State Bioscience Institutes (CSBI) shows some interesting data, for example the „Share of Life Sciences Companies Rating “Very Difficult” to Hire in Selected Occupations“, which is led by “Regulatory Affairs/Compliance”, followed by “Research Scientists (Non-clinical) or R&D positions more broadly” and “Computational Biology/Statistics” (page 18). This shows the difficulty that lies in finding these candidates with the “right mindset”. This is also underlined by the fact that the biggest Share of Companies Surveyed Ranking Various Credentials as “Very Important” said: Demonstrated Competencies/Skills – before any degrees, academic certificated or badges (page 21).
Fill the gap of missing talent
The fact that millions of skilled technical jobs are expected to go unfilled by 2022 is nothing new really. We all heard (too many times) about the “war for talent”, recently the “great resignation” and what not. I like to look at the advantages Life Sciences already has and can continue to nurture and explore. That is its emphasis on internal (!) and external talent, the viable career opportunities, compelling visions and innovation levels, the message around the careers that, after all, play a critical role in the fate of the economy and, well, the world. The broadening of the search – as mentioned above – can only work when these types of candidates find what they are looking for. Talent from new locations may have new expectations as well!
More exploration is surely needed in the area of developing high-quality data and information about the skilled technical workforce – a field with still some unleveraged potential. Proactive contingency plans need to be in place. And not to forget: continue to build partnerships to develop this critical talent, shorten recruitment processes and act more agile. If you want to discuss how to do that, get in touch anytime!
There is only one way a successful company can function: a boss at the top, employees at the bottom – hierarchy defines success! Is that so? Well, think again.
Have you heard of “holacracy”? A model of self-management that defies hierarchy! Instead, there are teams of individuals, who collectively define and assign roles to accomplish work. There is no boss, there are only circles of individuals with roles. Leadership is therefore distributed among the roles, rather than individuals, and as the goals and the environment change, responsibilities and roles change too. Shatter the hierarchy, your employees are now in charge! Sounds like the communist revolution back in the days. Is that something that can revolutionize the workplace though? Let’s see.
Getting rid of hierarchies
Holacracy implies flat hierarchy, where employees are divided in circles working on a certain task or subject. As new tasks and goals emerge, the structure adapts, since the circles are expected to rearrange themselves accordingly, be it new developments in the market or new visions of clients. It’s like constantly being in a fluid project team or a task force specializing on a specific issue in a traditional organization. It could definitely be very efficient and flexible when it comes to solving problems within a limited timeframe as well as maintaining high levels of agility and adaptability to new challenges. Employees make decisions by themselves, they make suggestions – pure freedom, as long as everyone within a circle agrees. Employees diversify their expertise; they feel themselves empowered. Win-win for everyone!
It’s in the constitution!
But wait a minute, how do those circles organize themselves?! There is a constitution, ratified by all members of the team. It doesn’t say how employees should perform their tasks though. Instead, it explains how circles should form and operate, how roles and tasks are assigned and identified, where the boundaries of every circle are and how they interact.
Can it work?
On the other hand, it becomes difficult to coordinate efforts at scale, says Andy Doyle, head of operations at a social media company called Medium, which recently dropped holacracy. It’s hard enough to manage an enterprise in a traditional way, but when it comes to implementing self-management on the biggest scale to determine what should be done, how it should be done and how employees should be rewarded for it – chaos is imminent in some environments. The concept can work really well for certain parts of a company but maybe not for all of them.
In any case, one is quite certain: there is no such thing as “one size fits all”. The wisest way is always to act in accordance with the climate within a company, its business model and its goals. Some prefer more the autonomy of a “bossless” (like Harvard Business Review elegantly put it) work environment, while others thrive under clear and strict supervision. Finding a compromise somewhere in-between is another option: a traditional model with elements of self-organization. Who knows, maybe this is where the future lies. And the key aspect for me obviously is: What kind of employees fit in these business models, and what kind of leadership does it need to make this structure work? Get in touch and let’s discuss!
It’s easy to get absorbed into a universe of worry and sorrow still/again/at last. But under the surface of a whole bunch of troubles and challenges that the COVID-19 pandemic has brought us, lie some positive and promising developments, that – in a way – came with. Developments that can be indicators for a better world or at least a positive outlook on Recruiting in 2022.
We’re looking at new approaches and technologies that boost cooperation in increasingly diverse areas, at innovation that reshapes work all across the fields and at decentralized work and remote access to broader and wider ranges of resources and talent – to only name a few. Let’s take a closer look at 4 key factors, that will change the game in 2022 executive recruiting:
The place where a job actually “is” has changed tremendously during the pandemic, opening up a lot of exciting new opportunities. Location has lost a lot of its limiting nature and thus opened a much wider circle of both candidates for a job and jobs for a candidate. It even creates more opportunities for your valuable employees who can sense a wider range of freedom in choosing where they are working from and integrating their job better into their natural environment. The location factor has even developed some exciting implications for office spaces and on-site management that are very much worth exploring. But not only that it offers opportunities for you to explore for your company; it will also make others, who don’t adopt a flexible view on this, lose valuable high-level talent in the long run – making them available for you.
The dialogue- and user-centered communication technology of the last two decades created very informed individuals with a need to engage and be engaged. Not only will candidates research your company (as they should and have always done) but they will want to find transparent and authentic information they can connect with. They will not only read your job ad but look for voices from within your company, conversations and reviews to match against that. It’s in your own interest to be active in these conversations and through transparency attract better candidates than you can wish for.
The talent game is picking up speed like never before. The lengthy processes that recruiting can entail, need to be looked at very thoroughly. It doesn’t necessarily mean that you need to (or can) accelerate the process by rushing to the ending but more that you need to optimize the process as much as possible. Eliminating the setbacks and obstacles that cost time and keep the promising candidates waiting. The best candidates likely have other options and need to be kept informed about the process.
And it doesn’t stop there. The aspect of speed transfers on multiple levels in your business. Take a look at more collaborative agreements. Due to the pandemic, those mutually beneficial agreements have been concluded in just a few weeks as opposed to regular few years! That’s a pace that will keep on and create exciting opportunities which we’ll dive into next.
You have a lot of opportunities, stay open-minded for them. And it works vice versa. Create opportunities for candidates as well as your current staff. This doesn’t just mean “work” for you, it means opportunities. Don’t forget that. Opportunities also mean options and you should definitely learn to keep your options in place, moving into the new year. It can mean looking at candidates even if you don’t have a vacancy, looking at different kinds of candidates in different places, making leadership a priority, etc.
All in all, the underlying consequences of the last years have a potential for exciting new developments in 2022. The pandemic has sped up processes that would normally take years to really settle in. This should be seen and treated as nothing but an advantage. It’s all a matter of perspective and how willing you are to get a proper grip on what’s coming. Are you ready?
“I hate my job!” – a phrase that makes every HR manager shiver. And with the “great resignation” seeding the fear these days, it’s a phrase to surely pay attention to. Though competition urges businesses to push their extremely valuable employees to their limits, it may eventually lead to burnout in the long run. It’s fairly arguable that a burnout can be cured by a paycheck. Attention needs to be paid to what’s really wrong in the big picture. Well, let’s see what can be done.
What is resilience?
Resilience stands for the capacity to emotionally and mentally cope with challenges, stressful circumstances and (in the worst case) crises. It is a crucial quality of a team to propel a business all the way to the top. In other words, greater resilience in the workplace increases employee performance and engagement, reduces stress and prevents burnouts. Sounds like something to look for, right?
What creates resilience?
A responsible leader. Interestingly enough, a survey from the US identified that 35% of American workers say their boss is the main source of stress at work. To prevent that, leaders have to commit to creating a culture of trust in the workplace, where employees feel safe to take risks and make mistakes. Leaders with no tolerance for mistakes ultimately bring about a feeling of hostility, fear of failure, and (the worst of all) shame to the team – morale drops, productivity decreases, innovation declines.
Flexibility. The global pandemic has demonstrated that working from home can be as productive, as working from the office. It might be a good idea to allow (and maybe even encourage) your employees to work remotely. Change in the environment helps to look at things from a different angle
Employee support. Your employees are your most valuable asset, and thus they also require care and support. A mindfulness training, for example, to decrease stress and enhance overall employee well-being could be just the way to go. There are different techniques of dealing with stress and coping with challenges, so having your team to learn them will increase their stress-proof capabilities.
But most of all: what about the work quality?
All obvious factors aside, there is one outstanding common denominator when it comes to people who are happy at work. It’s the quality they feel in what they do. People who like (or even love) their job get the most gratification from their work and what they do – intrinsically. That makes them much more immune to stress, gives them more energy and usually lifts up a team as well.
That work quality, however, covers all aspects of the job. Not only what you do, but how you do it, how much you do it and what you get out of it. It needs to be a good balance for the individual. Look out for that in your employees. After all: a resilient team of employees will withstand any challenges.
5 universelle Tipps zur Weichenstellung für das Personalmanagement von morgen.
Ganz gleich ob Sie im öffentlichen Dienst oder in der Privatwirtschaft als Personaler:in tätig sind, Sie können jetzt schon viel tun, damit Sie in den nächsten Monaten und Jahren in der Personalarbeit und im Recruiting voll durchstarten können.
Unter uns: Wann haben wir als Personaler:innen jemals eine Zeit mit so vielen neuen Herausforderungen in so kurzer Zeit erlebt? Und wie viele Lernkurven sind Sie und ihr Team geflogen? Wohin geht die Reise in der Post-Covid-Zeit und was werden die Handlungsfelder und Herausforderungen?
Ein Blick über den Tellerand der eigenen Organisation und über Landesgrenzen hinweg lohnt sich und überrascht zugleich in der globalen Übereinstimmung der Handlungsfelder.
Daraus leitet sich ein Problem ab, den auch die Unternehmensberatung Deloitte in einer deutschen Umfrage unlängst bestätigt hat:
Die Suche nach qualifiziertem Personal
„Der Fachkräftemangel ist inzwischen wieder das wichtigste Risiko für die Unternehmen, gefolgt von steigenden Rohstoffkosten, zunehmender Regulierung sowie Energiekosten“, schrieb Deloitte-Chefökonom Alexander Börsch in der am letzten Donnerstag in München veröffentlichten Untersuchung.
Prioritäten für das Personalmanagement von morgen
Jetzt widmen wir uns den Handlungsfeldern im Personalmanagement, die so überraschend gleich sind. Wir beziehen uns auf die große Studie „Creating People Advantage 2021“ der Boston Consulting Group (BCG), die zusammen mit der World Federation of People Management Associations (WFPMA) kürzlich durchgeführt wurde.
Die Befragten bewerteten 32 Themen des Personalmanagements nach dem aktuellen Leistungsniveau ihrer Organisation und der zukünftigen Bedeutung jedes Themas. Durch die Kombination dieser beiden Dimensionen ergeben sich die 12 Themen mit dem dringendsten Handlungsbedarf. Sie fallen in drei große Kategorien:
Digitalisierung. Die meisten Organisationen tun sich schwer damit, ihre Personalabteilungen zu digitalisieren. Erschwerend kommt hinzu, dass Mitarbeiter:innen in ihrer privaten Nutzung digitaler Technologien an schlanke und intuitive Schnittstellen gewöhnt sind und sich daher auch bei der Arbeit moderne Lösungen wünschen.
Talent. Der Wettbewerb um Talente – insbesondere digitale Talente – erfordert einen hochmodernen Ansatz bei der Suche, Führung und Förderung von Mitarbeiter:innen mit hohem Potenzial. Das Aufkommen der vielen kurzfristig und schnell eingesetzten Freiberufler (Gig Economy) erfordert, dass Organisationen eine hybride Belegschaft aus Auftragnehmern, Freiberuflern, Zeitarbeitern und traditionellen Mitarbeitern verwalten müssen. Gleichzeitig muss die Personalabteilung strategisch die Fähigkeiten identifizieren, die die Organisation in Zukunft benötigt, sowie die Personalentwicklung vorbereiten, um etwaige Lücken zu schließen.
Zukunft der Arbeit
Die Zukunft der Arbeit. Ausgehend von COVID-19 drängen Organisationen darauf, dass die Personalabteilung eine aktivere Rolle übernimmt bei der Neudefinition von: „Wie und Wo‘ wird die Arbeit vollbracht?“. Initiativen zur Neugestaltung der physischen Arbeitsumgebung, die Implementierung einer neuen Organisationsstruktur und die Ermöglichung von kontinuierlichen Veränderungen werden Prioritäten haben.
5 Tipps für die Praxis
Die Ergebnisse der Studie weisen auf fünf wichtige Maßnahmen hin, die Führungskräfte im Personalmanagement ergreifen sollten, um der Entwicklung des Personalwesens im Jahr 2021 und darüber hinaus einen Schritt voraus zu sein.
#1 Stellen Sie die Mitarbeiter in den Mittelpunkt.
Auf Makroebene müssen Organisationen individuelleren Karrierewege und Lernmöglichkeiten für Mitarbeiter:innen schaffen. Auf der Mikroebene müssen sie über starre, einheitliche Prozesse und Interaktionen hinausgehen, um tagtäglich individuelle Lösungen zu ermöglichen. In der Studie gaben 85 % der Befragten an, dass die Konzentration auf die Bedürfnisse und Erwartungen der Mitarbeiter:innen der wichtigste Erfolgsfaktor im Wettbewerb um Talente ist – der höchste Konsens in der gesamten Studie.
#2 Beschleunigen Sie digital.
Die Personalabteilung muss ihre Fähigkeiten in den Bereichen Digitalisierung, IT und Analytik ausbauen, um die Arbeitsplätze der Organisation zukunftssicher zu machen, die IT-Nutzung für die Mitarbeiter:innen zu verbessern und eine strategischere Rolle zu spielen. Nur etwa ein Drittel der Befragten gab an, dass HR über digitale Tools verfügt, die eine nahtlose, individuelle Nutzung bieten; etwas weniger gaben an, dass ihr Unternehmen über ein starkes HR-IT-System verfügt, um Mitarbeiterdaten zu bündeln und zu analysieren. Um sich zu verbessern, müssen Unternehmen die IT-Grundlagen richtig setzen, sich auf digitale Prioritäten konzentrieren, die für die Mitarbeiter:innen einen Unterschied machen, und den Reifegrad der Personalanalyse erhöhen. Gehen Sie in einen intensiven Dialog mit der IT-Abteilung.
#3 Gestalten Sie die Zukunft der Arbeit.
Im Zuge von COVID-19 wurden Telearbeit und flexible Arbeitszeiten zur Norm. Organisationen müssen eine Smart-Work-Strategie definieren, Beschäftigungsoptionen und Belegschaftsstruktur überdenken und die Zugehörigkeit fördern, indem sie den Zweck und die Kultur der Organisation schärfen, um die Mitarbeiter:innen zu inspirieren.
#4 Setzen Sie neue Paradigmen für Fähigkeiten und Mitarbeiter.
Da die Evolution der Anforderungen an das Personal im Gange ist, benötigen Organisationen die richtigen Mitarbeiter:innen und Führungskräfte mit den richtigen Fähigkeiten – sowohl innerhalb als auch außerhalb der Personalabteilung – damit sie sich an die neue Realität anpassen und in den 2020er Jahren erfolgreich sein können. Dazu gehören eine adäquate Personalplanung, ausgeklügelte Weiterbildungs- und Umschulungsmöglichkeiten sowie ein ganzheitlicher Talentmanagement-Ansatz.
#5 Transformieren Sie die Personalverwaltung.
Mit den Mitarbeiter:innen im Mittelpunkt und einer soliden Unterstützung durch Digitalisierung muss HR zum Motor einer sich ständig verändernden Organisation im Dienste der Mitarbeiter:innen werden. Insbesondere müssen Personalleiter:innen eine klare HR- und Personalmanagement-Strategie mit definierten Prinzipien und Prioritäten entwickeln und befolgen, die HR-Zielorganisation überdenken und vor allem muss jede Führungskraft zum echten Personalmanager verwandelt werden. Erst wenn jede Führungskraft seine Mitarbeiter:innen noch weiter in den Fokus rücken, können die Herausforderungen an das Personalmanagement gemeistert werden.
Gelangen sie hier zur BCG Seite dort können sie sich auch den vollständigen Bericht herunterladen.
Ingeniam Public findet oder fördert die Führungskräfte mit innovativen Ideen und progressiver Herangehensweise, um dem breiten Spektrum der Herausforderungen im öffentlichen Dienst und der Dynamik, die Covid-19 verursacht hat, gerecht zu werden.
Wir sind überzeugt, dass Ingeniam Public mit seinem Ohr am Puls der Zeit und seiner professionellen und wissenschaftlich basierten Herangehensweise beim gezielten Personalmarketing erstklassige und entscheidende Unterstützung bieten kann. Damit hilft Ingeniam Public, den Mangel an Fach- und Führungskräften zu begegnen und in der digitalen, agilen, sich verändernden, komplexen und hoch vernetzten Arbeitswelt zu bewältigen.
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Talent is spread all over the world and talented executives are like goldfish in the ocean: one needs a huge net, a reliable boat, and an accurate map, to catch it. But what if you end up in unknown waters and neither a boat, nor a map, seem to provide you their adequate services… Ask locals! International collaboration is often an approach that may bring about more talent to your company. In other words, it is a great way for you to borrow a local map (and maybe even a boat with a brave crew) to catch the coveted executive goldfish in the endless ocean of global economy. Why not collaborate with others, if everyone wins in the end?
Local, national, global – one labor market
An internal HR department may be aware of the labor market situation within the country, but if a position requires talent which is scarce locally, but in abundance across the border, this is where the international collaboration plays a decisive role in executive search. The modern-day reality shows that companies have moved beyond the confinements of national borders, especially in Europe. And networks like IIC Partners fill the gap between different labor markets, cultures and so on.
Here’s an example. Let’s say a company in Finland (why not?) is searching for a new executive for its freshly developed product, which is new for this country, while much of the role- and product-relevant businesses are located, for instance, in Germany. A solution seems fairly obvious: why not look for a candidate in DACH, who may be the perfect match for this position and who already has an entire suitcase of relevant insights? So, the Finnish company would probably be in good hands with an executive search company that either has a German office or a good network over there. The international collaboration ensues, synergies are shared, and benefits from each other’s specialist knowledge of the industry and insights into the client’s requirements and culture can be possible.
Executives are a currency that you can pay with anywhere
Finland and Germany are fairly close though – collaboration can easily spans countries, cultures and continents. But the principles are similar. Collaboration implies benefits for both parties. The globalization of the economy made it as simple as that: executives are an international currency. And, everyone is in the same boat.
Experience shows that the assignments conducted on, so to say, “foreign soil” (be it geographical location or field of business) result in significantly better quality, if a “local” executive search consultant is involved. Thus, it is much easier to identify and communicate your goals, while keeping in mind local specificities. At the same time, collaboration provides you and your company with valuable insights about the business environment. As a result, interviews go smoother and more efficient, you are aware of expectations, and prepared for potential challenges. Win, win and win.