Kennedy Executive http://www.kennedyexecutive.com Tue, 17 Apr 2018 15:45:50 +0000 en-US hourly 1 The Future Of Work http://www.kennedyexecutive.com/blog/the-future-of-work-2/ http://www.kennedyexecutive.com/blog/the-future-of-work-2/#respond Sun, 04 Mar 2018 23:01:47 +0000 http://www.kennedyexecutive.com/?p=7499 Yogi Berra said "it is difficult to make predictions, especially about the future". What will the future of work be like? Here at Kennedy Executive Search & Consulting, we are talking to thousands of hiring managers and candidates every year on 4 continents. We hear why talent leaves and why companies have challenges to find [...]

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Yogi Berra said “it is difficult to make predictions, especially about the future”. What will the future of work be like? Here at Kennedy Executive Search & Consulting, we are talking to thousands of hiring managers and candidates every year on 4 continents. We hear why talent leaves and why companies have challenges to find and keep their top performers.

In our job as an executive search consultants, we hear from knowledge-workers what they like and dislike about their jobs and companies and how they would like to work in the future. And in times were talent is rare, employees will determine what the future of work will look like – not the companies anymore.

What will tomorrow’s workplace look like? Here come my top 3 predictions:

  1. “Flex is key”: Work in the 20th century has been mainly “full-time, exclusive employment relationships where people are paid for the amount of time they spend at a common location, organized in stable hierarchies where they are evaluated primarily through the judgment of their superiors” (McKinsey). Tomorrow’s knowledge workers want more flexibility in every term. ‘Flex time’, ‘the possibility to have a home office’ or ‘work life balance’ has become normal. People do not work today the way we used to 10 years ago. There is no longer a clear distinction between work and private life: we are connected 24/7 and for many jobs, it does not make a difference if we respond to a customer from our work station Monday 4PM or from home Saturday 9AM. The term ‘work’ will be defined differently and today’s means to measure it will no longer be valid. John Seely Brown, Independent Co-Chairman of the Deloitte Center for the Edge, takes it to the extreme with a statement I like a lot: “A tremendous amount of my work is done in my sleep.” (Aspen Institute). Future work contracts might no longer state weekly hours as long as the job will be done and salaries could be linked to results only. We will work from anywhere in the world and only drop by for meetings. Office space and rent will be reduced, fix work stations belong to the past, we will work in virtual teams and cross-boarder. Sabbaticals and off-times will be normal, a permanent work contract a relic. We will turn to a true ‘management by objectives’
  2. “Management has ceased to exist”: With higher turnover, less loyalty and 60-80% ‘Just In Time Workers’, the way we manage people and knowledge must fundamentally change. In the future, talent will be fluid and move in and out of companies. If generation Y don’t like what you tell them, they will simply not return from their lunch break (I heard this story from two contacts last week). The protection of intellectual property – a key component of competitiveness in the near past – will have much less importance. ‘The Information Age’ was yesterday as today as information is omnipresent at all times and any place with wifi connection. Not information will secure your competitive edge tomorrow but how you use it. The challenges for tomorrow’s managers will therefore no longer be to define rules and control that procedures are followed but to create an environment for their teams to get the job done, to form context and meaning. Management must turn from top-down to down-top. It has to empower employees and treat them like partners, clients or alliances
  3. “The end of corporate companies”: Every week, I see senior leaders with 14, 16 or 22 years track record in the same company. They have been loyal and accepted every job the group asked them to. Yet at one point of time, the company verticalizes, horizontalizes or restructures in another way and they are made redundant. Alcatel Lucent, IBM, Air France all announced massive layoffs very recently, SMEs create jobs. It is a question mark how companies with 100,000+ employees will adapt to the new world compared to fast moving SMEs or start-ups. An agile speedboat can easily steer around an iceberg – the leviathan Titanic could not. Thomas W. Malone, Director of the MIT Center for Collective Intelligence writes “We should probably expect that the main way that this transition will occur is with new companies—startups—that are different from the beginning, rather than old companies that are transformed.” (The Future of Work, Harvard Business Review Press). Futhermore, big companies often do not offer a work place for 50+: one of my friends, running the country operations of a corporate company with 250 people, told me “average age here is 40”. Big corporate companies might be the big losers of the 21th century labor world and will have to move fast to attract and keep talent (The “Orange World”/ PriceWaterhouseCoopers).


Conclusion:

Peter Drucker wrote “all we know about the future is that it will be different”. The world is changing more rapidly than ever yet the meaning of work has not changed: ‘do something meaningful, get access to social contacts, build status, structure our day, find self fulfilment and pay the rent’ though the individual importance of each might shift. Let’s continue to work hard, give our best and everything will be fine (at least let’s hope so…).

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Kennedy Executive sets foot on its 4th continent with Evolve International, based in South Africa http://www.kennedyexecutive.com/press/kennedy-executive-sets-foot-4th-continent-evolve-international-based-south-africa/ http://www.kennedyexecutive.com/press/kennedy-executive-sets-foot-4th-continent-evolve-international-based-south-africa/#respond Fri, 23 Feb 2018 09:37:51 +0000 http://www.kennedyexecutive.com/?p=7487 Press release: The new year is of to a good start for Kennedy Executive Search & Consulting. Where on the brink of 2017 the fast growing network announced partners joining in Vienna and Sydney, they are now pleased to welcome Evolve Executive Search in Johannesburg as 14th partner. Evolve is the first African partner for the network [...]

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Press release: The new year is of to a good start for Kennedy Executive Search & Consulting. Where on the brink of 2017 the fast growing network announced partners joining in Vienna and Sydney, they are now pleased to welcome Evolve Executive Search in Johannesburg as 14th partner. Evolve is the first African partner for the network that is now present on 4 continents and in all time zones with offices in Amsterdam, Budapest, Copenhagen, Denver, Frankfurt, London, Milan, Monaco, Oslo, Paris, Prague, Sydney, Vienna and Johannesburg.

Evolve International Pty Ltd. is an established and well acknowledged independent executive search firm in Africa. It was founded in 2011 and headed by British native Adam Ginster. The company is based in Johannesburg and executes high-end search assignments throughout South Africa and 20+ countries in Sub-Saharan Africa. Evolve has a longstanding track record in executive search for very challenging roles and requirements. Their clients range from mining, metals, oil & petroleum, infrastructure, energy, construction and industrial services, as well as financial services and TMT (Technology, Media and Telecoms). This diverse and international focus is reflected in the collective experience of the staff, which makes them the go-to-destination for many loyal clients. The significant contribution of Evolve reaches beyond their, or their clients’, office walls. The team takes great pride in appointing gender diverse candidates and Historically Disadvantaged South Africans (HDSA) and local skills to drive pan-African market penetration and expansion efforts. Furthermore, they have mobilized a program to empower orphaned and vulnerable children in Soweto that includes a feeding scheme that supports 5,000 children per week.

“This is one of the many reasons why we are so proud to welcome Evolve as partner to our network”, says Jorg Stegemann, CEO of Kennedy Executive Search & Consulting. “We were looking for a partner on the African continent. Statistics show that by 2050, the population of the African continent will exceed that of China and India together. As a global network we need presence in a part of the world that is so rapidly growing and evolving into a politically and economically more stable market with a greater sense of governance and competence. Evolve is the perfect partner for this and we are thrilled to be able to set foot on African soil with them. Their mature and genuine approach to Corporate Social Responsibility will help us to ‘evolve’ in that direction too. We are very much looking forward to exploring both with them to add further relevance to our clients and to create a collective legacy that we can take pride in.”

Adam Ginster, founder and owner of Evolve: “Likewise we feel the Kennedy network is a perfect fit for us. With our new government in place, we feel a tailwind of growth is in our sails again. This is not just the case in South Africa but also in other African nations. Business confidence is starting to pick-up, as such we anticipate a strong regional economic performance taking place which will attract more multinationals from Europe, China, India and the US to set-up shop here. In addition, more and more South African and African companies will seek to benefit from this more favorable market position by branching out to other continents. Both of these trends increase demand for global executive search on a high level. Partnering with Kennedy Executive enables us to offer a true global footprint without losing our well-established name and reputation and the level of service our clients are used to. On top of that, we gain international and cultural specific expertise from the talented and professional co-partners that strengthens and matures our business going forward. We are glad to be on board and building the future together.” 

About Kennedy Executive

Kennedy Executive Search & Consulting is a global partner network of retained search boutiques in Europe, Africa, North America and Asia Pacific with offices in Amsterdam, Budapest, Copenhagen, Denver, Frankfurt, Johannesburg, London, Milan, Monaco, Oslo, Paris, Prague, Sydney and Vienna. The network covers 360 degrees of talent management: executive search finds and assesses the right talent in the market, consulting develops people and organizations. With the addition of Evolve International Pty Ltd, Kennedy is now active on 4 continents and in 14 countries and offers a global reach and speaks 30 languages. This year, the network will run 365 strategic recruitments all over the world. Kennedy Executive Search & Consulting helps organizations to achieve their goals and people to enhance their careers every day.

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Kennedy Executive Search One Of “Hunt Scanlon 100 Global Talent Leaders” http://www.kennedyexecutive.com/press/kennedy-executive-search-hunt-scanlon-100-talent-leaders-list/ http://www.kennedyexecutive.com/press/kennedy-executive-search-hunt-scanlon-100-talent-leaders-list/#respond Mon, 05 Feb 2018 14:11:28 +0000 http://www.kennedyexecutive.com/?p=6669 Hunt Scanlon, the "industry bible" in the retained search industry and human capital sector, has selected Kennedy Executive Search & Consulting for the third year to appear in the "Hunt Scanlon Global Talent Leaders", a list of 100 global executive search firms. Congrats and well done, Kennedy team!

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Hunt Scanlon, the “industry bible” in the retained search industry and human capital sector, has selected Kennedy Executive Search & Consulting for the third year to appear in the “Hunt Scanlon Global Talent Leaders”, a list of 100 global executive search firms. Congrats and well done, Kennedy team!

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Wake Up, Hiring Manager! Here Is Why You Are Not Hiring Fast Enough http://www.kennedyexecutive.com/blog/hiring-manager-hiring-fast/ http://www.kennedyexecutive.com/blog/hiring-manager-hiring-fast/#respond Sun, 28 Jan 2018 23:01:12 +0000 http://www.kennedyexecutive.com/?p=7472 The future for the executive search industry looks bright. We know exactly where the global talent market is standing. Client market or candidate market? Easy! But how often are candidates solicited today for a vacancy? What makes them move in the end? What do they really think about your company? We have the answers. An [...]

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The future for the executive search industry looks bright.

We know exactly where the global talent market is standing. Client market or candidate market? Easy! But how often are candidates solicited today for a vacancy? What makes them move in the end? What do they really think about your company?

We have the answers. An overview:

Europe is aging faster than any other region of the world. It badly needs skilled executives and managers. Germany’s 82 million residents will dwindle to 74.7 million by 2050 and their average age will rise to nearly 50, assuming unchanged levels of migration, according to EU statistics agency Eurostat. Some projections are even more dire, putting the German population as low as 65 million by 2060. That will mean “serious labor supply constraints” in some of the strongest EU economies – Austria, the Netherlands and Finland as well as Germany – according to a European Commission study by Joerg Peschner and Constantinos Fotakis that took a baseline economic recovery of just 1 percent.

Before the financial crisis erupted in 2008, economic growth in the euro zone averaged 2 percent a year, roughly made up of a 1 percent gain in employment and 1 percent in productivity.

That growth potential, regarded as necessary to maintain the current level of European welfare provision, collapsed during the crisis and is finally returning to most countries. This means a fast decline of unemployment rates throughout most of the EU.

Beware! We not in a “client driven” market anymore but in a “candidate driven” market. This means that there are more vacant positions than suitable candidates available. Some of our clients are still acting as if nothing has changed, but all the statistics are proving that they are wrong. A shortage of highly skilled executives is becoming a serious problem. Even attempting to boost internal recruitment staffing, increasing employment branding or marketing and promising excellent benefits will not do the trick.

Why is an Executive Search Firm necessary in a “Candidate Driven” market?

  1. Professional Candidates are not always happy to have companies approach them. Through a (good and professional) executive search firm, they can determine their chances, values and reflect their career options.
  2. Dedicate industry specific direct search firms have equal or even better knowledge of the industry than the average candidate or client. They know salary structures, industry trends and what is required when it comes to market competences. Through a firm like ours, candidate can determine their existing market value.
  3. Retained search firms are payed for their search services by their clients. This does not mean that they do all the work for the client. They will assist candidates in getting the best deal. Especially if a candidate is undervalued, negotiating through a search firm could be much better than through an internal recruitment officer.

 

An international executive search firm will be of added value for any employer in a “candidate driven” market:

  1. Kennedy Executive Search & Consulting and its partner offices throughout Europe, Africa, America and APAC sees that various specialist are hunted from around the globe. The world is getting smaller. Example: Regulatory Affairs specialists are being recruited from all over Europe for an Asian multinational company and leading supplier of innovative high-tech and healthcare products; Big Data Specialists are being searched and selected from around Europe for a major Sports Brand. Throughout a global presence we are able to assist specialist searches for any employer both locally and internationally.
  2. Most internal recruiters are generalists. They have not the in-depth understanding of certain industry or job specifics we have. They are required and trained to hire generalists but when it comes to specialists, they more likely fail. As a specialist executive search firm, you know the industry specifics and high potentials required for a designated job.
  3. Internal recruiters, LinkedIn and other job related will only focus on high in demand jobs – the services of executive search firms will more and more be used by employers to search and select specialist for difficult searches.

 

Why not contact us at Kennedy Executive? We have 14 offices all around the world – covering Oceana, Asia, Africa, Europe and North America we can attract talent and service our national and international clients throughout the globe.

We have dedicated offices focusing on specific industries: Consumer, Industrial, Finance & Risk, Life Sciences, Luxury and Technology. Each industry is managed by an “Industry Leader” who is dedicating his or her time focusing on new trends and innovations.

As a group, we fill 365 strategic positions in 50 countries this year. One every day. We talk about trends, candidates and clients. Today alone I talked to my colleagues in Vienna and Paris. This Thursday we will have our monthly conference call and all see each other.

And we will manage the candidate in a way that YOUR dream candidate joins you – and not your competition.

Do you enjoy working with a boutique firm that acts locally yet sees the international, the big picture and understand what drives talent globally? Contact us!

 

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9 Networking Tips From A Networker http://www.kennedyexecutive.com/blog/9-networking-tips-from-a-networker/ http://www.kennedyexecutive.com/blog/9-networking-tips-from-a-networker/#respond Sun, 14 Jan 2018 23:01:25 +0000 http://www.jobthoughts.net/?p=535 Most people who know the topic will tell you that the probability that you will find your next job via your network are 80%. Having a solid network is of course also a powerful means to get do sales (the most powerful one I know; I did not "cold call" in years), share knowledge and [...]

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Most people who know the topic will tell you that the probability that you will find your next job via your network are 80%. Having a solid network is of course also a powerful means to get do sales (the most powerful one I know; I did not “cold call” in years), share knowledge and keep a competitive edge.

How can you build and maintain a network that will help you in good and bad times? Here come 9 networking tips from a networker:

  1. You know more people than you think: Reflect upon who you know or should know: what about your university, that nice colleague in the job before last or the sister-in-law of your neighbor? What does your hairdresser or dentist hear today that might help you tomorrow? What are the people in the restaurant next to you talking about (“sorry to interrupt you. I just heard that ABC and wanted to say XYZ”). Be curious, ask questions and develop reflexes to always hunt for new and interesting people you can learn from or you can help you advance.
  2. Quality matters; quantity does too: How to define quality? Is it only people you know personally? Only people you like? Only decision-makers? The more diverse your network is, the richer it can be. And the better it will resist to the next crisis by the way. Do not chase c-level only, don’t try to be friend with everyone on a party or invite/ accept invitations from all LIONs – LinkedIn Open Networkers – members neither. But be open and do not offend people. And don’t be arrogant. There is no one “not important”. Everybody knows somebody.
  3. Let your network live: Keep in touch, call, meet, drop by for a coffee, offer your assistance with a skill you are an expert in. Add value, send regular updates on how you are doing and what you are working on. Ask open questions to encourage responses, give feedback. If you feel like, start a blog or blog in discussion forums. When you google “sales stats”, you will see that “80% of all sales are made between the 5th and 12th contact”. That “sales” is your next job. So you have chase 5-12 times!
  4. Give and take: Most people do not dare to ask for a favor. Yet how do you feel if someone asks you for a favor? I usually feel flattered. Be generous and give when you are asked to help. When I moved back from cross-boarder some years ago, I asked people for favors because I was back in a new/ old market and had to build my business. And guess what: 70% respond “of course I will help you, Jorg, and present you to XYZ”. Give something in return and give feedback on the connection established.
  5. Do what you like: There are clubs or events for everything or everyone. If you take a yoga course, go to a festival of mediaval rites or your national scrabble contest – you can meet interesting people everywhere (maybe people at the mediaval festival have weirder things to say than the ones at the scrabble contest). Choose something that fits you so you are authentic, credible and true.
  6. Meet and talk to people. Do it over and over again: When I ask executive search consultants why they like their job, the answer is always the same: “because I like to deal with people”. This is a good start. Just do it! I met CFOs in a taxi we had to share or a Harvard MBA on the neighbor table in a restaurant who was looking for a job. I even organized a client meeting in a supermarket as the person in front of me talked to the cashier about her challenges in finding adequate staff (no, it was not a C-level job).
  7. Use the social media: LinkedIn but also Facebook and Twitter are tools that will not build a powerful network on their own but which are an efficient means to keep in touch and to reach your network in real time. Online has to become offline at one point of time. You cannot email or tweet a handshake – but a virtual contact can be a very powerful start.
  8. Remember everything you always read and heard about communication: Listen, ask questions, smile, be polite, show empathy, remember what you hear (the names of your contact’s kids, hobbies etc), say the person’s name, do not interrupt. Treat people as you want be treated. Make them feel special if you want special attention.
  9. Be organized: Keep a record and follow-up. Usually, LinkedIn is a good tool to keep in touch (no, they do not pay me though I think they should). Once more do not forget the follow-up because that is where most of us are no good enough at. If you receive a business lead (or a job lead if you are looking for a job), give feedback. If you are asked something, ask one week later how is it going.


Conclusion:

Everybody knows somebody. If you like people, meet as many of them as possible and do it as often as you can. Ask the people in your network when you feel they can help you and most probably, the reaction will be positive. And as a last point: yes, indeed, you should have 1 to 3 headhunters you trust and you like in your network because their network is probably much bigger than yours will ever be!

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Kennedy Executive Expands Its Global Reach To APAC Region With JRS International Search Partners In Sydney http://www.kennedyexecutive.com/press/kennedy-executive-expands-global-reach-apac-region-13th-partner-jrs-international-search-partners-sydney/ http://www.kennedyexecutive.com/press/kennedy-executive-expands-global-reach-apac-region-13th-partner-jrs-international-search-partners-sydney/#respond Wed, 20 Dec 2017 17:02:29 +0000 http://www.kennedyexecutive.com/?p=7450 PRESS RELEASE – It’s been a very good year for Kennedy Executive Search & Consulting. The network of independent, owner managed executive search firms in Europe and North America recently announced partners joining in Oslo and Vienna, and is now happy to add Sydney as partner destination to the list. With JRS International Search partners, [...]

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PRESS RELEASE – It’s been a very good year for Kennedy Executive Search & Consulting. The network of independent, owner managed executive search firms in Europe and North America recently announced partners joining in Oslo and Vienna, and is now happy to add Sydney as partner destination to the list. With JRS International Search partners, the rapidly growing network expands its services to the booming economies in the Asia Pacific and is present in all time zones.

JRS International Search Partners is a Sydney based Executive Search firm that conducts assignments throughout the Asia Pacific region across a broad range of industries. The company is headed by husband and wife team Joe and Paula Screnci. Both Joe and Paula have been involved in Human Resources since 1987 and have successfully developed several high level companies in Human Resources, Coaching, Recruitment and Executive Search. Both have held senior roles in multinational businesses in both the Asia Pacific Region as well as Europe. Because of their extensive experience, they have gained expertise and knowledge in a variety of industries and, moreover, a culturally diverse landscape, making them an ideal partner for the Kennedy Network.

Jorg Stegemann, CEO of Kennedy Executive: “The world’s economic center of gravity is moving East. If the 100 largest metro areas in the Asia Pacific were a single country, it would have the largest economy on Earth and be accountable for 20% of the global GDP. The life sciences and industrial sectors are among some of the largest in the world. But the diversity of cultures making up the APAC region is immense and requires inside knowledge of how business is done and recruitment issues are addressed. We needed a partner that could offer that specific knowledge and are happy to have found JRS International. As a global network with specific expertise in these industries, we clearly need presence there and are very happy to have found the right match with Joe and Paula Screnci from JRS International Search Partners. They have a local presence in Singapore, Hong Kong, Kuala Lumpur and Shanghai and have, together with their international team, executed strategic searches and HR related assignments in pretty much all of the APAC territories.

Joe Screnci, owner and founder of JRS International Search Partners: “More than ever, an international outlook is vital in almost any business, but especially in recruitment. By joining forces with likeminded colleagues from around the globe, we can offer existing and new clients an even higher level of professionalism with country – and culture-specific insight and knowledge. From a business point of view, it allows us to learn about companies with head offices in other countries but with recruitment needs here and vice versa. We looked at a variety of international networks, but stuck with Kennedy. The values, the current partners, their level of professionalism, their client portfolio; we clicked on all levels. We look forward to building the Kennedy brand in the APAC region with them.

Kennedy Executive Search & Consulting

Kennedy Executive Search & Consulting is a partner network of executive search boutique firms and covers 360 degrees of talent management: the executive search partners find and assess the best talent in the market. Consulting develops people and organizations. With the addition of Qualitas Management Consulting, Kennedy is now active on 3 continents and in 13 countries, with over 60 consultants and researchers. Kennedy and its partner firms will have run almost 300 strategic recruitments in Europe and the USA and have consulted thousands of clients and candidates, by the end of 2017.

About JRS International Search Partners

JRS International Search Partners is an Executive Search firm that conducts assignments throughout the Asia Pacific Region across a broad range of industries. We utilize a refined and extensive candidate sourcing methodology which includes industry mapping, competitor analysis, allied industry analysis, talent mapping, multi-database search and targeted approaches to referrals in order to identify high quality executive talent for our clients. Our assessment methodology and validation process includes a proprietary blend of preferential, focused and behavioral techniques as well as a finely tuned intuitive feel gained by our highly experienced Search Consultants from many thousands of interviews and decades of experience. This can be supported by psychometric tests and other assessment tools as well as in depth reference checking. Our Search consultants are mature business executives who have held senior management positions in their career and are also highly skilled in Executive Search. Accordingly, our ability to understand client needs and provide valuable advice comes from our commercial experience as well as highly developed skills in executive advisory services.

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Kennedy Executive Welcomes Qualitas Management Consulting Vienna As 12th Partner In Global Network http://www.kennedyexecutive.com/press/kennedy-executive-welcomes-qualitas-management-consulting-vienna-12th-partner-global-networkvienna-12th-partner-global-network/ http://www.kennedyexecutive.com/press/kennedy-executive-welcomes-qualitas-management-consulting-vienna-12th-partner-global-networkvienna-12th-partner-global-network/#respond Fri, 15 Dec 2017 08:42:32 +0000 http://www.kennedyexecutive.com/?p=7442 Press Release: Kennedy Executive Search & Consulting, a network of independent, owner managed executive search firms in Europe and North America, further strengthens its presence in Central Europe with the addition of a new partner in Vienna: Qualitas Management Consulting. Qualitas is a privately owned and innovative executive search and consulting firm. They become the [...]

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Press Release: Kennedy Executive Search & Consulting, a network of independent, owner managed executive search firms in Europe and North America, further strengthens its presence in Central Europe with the addition of a new partner in Vienna: Qualitas Management Consulting. Qualitas is a privately owned and innovative executive search and consulting firm. They become the 12th partner for the quickly expanding Kennedy network which boasts offices in Amsterdam, Budapest, Copenhagen, Denver, Frankfurt, London, Milan, Monaco, Oslo, Paris, Prague and most recently Vienna.

Founded in 2000, Qualitas works with a broad range of clients to accomplish diverse executive search projects. Working predominantly in Germany, Austria and Switzerland as well as further afield internationally, the focus of business is on private industrial and manufacturing companies as well as organizations in the fields of pharmaceuticals and technology. Qualitas is frequently mandated by organizations located in the DACH regions, to conduct challenging executive searches in Eastern Europe, The Middle East and Asian Markets. Through such diverse activities, Qualitas has gained vital expertise and knowledge in both local and global markets.

The founder of Qualitas Roland Wadl has over 20 years experience in the fields of executive search and human resources. Roland studied psychology at the universities of Graz and Vienna and holds a MSc. in International HR Management as well as a MAS in Organizational Development. Before founding his own company, Roland worked as an executive search professional and ultimately HR Director for different first-tier companies. In 2016 Louise Royer joined Qualitas as Roland Wadl’s partner. She studied Psychology at the University of London in her native England and after graduating, moved to Vienna in 2009. It was there she built an impressive career in advertising and media, working in client service for various local and international agencies. She has collaborated with clients in a wide range of industry sectors including Automotive, FMCG, Tourism and Construction.

On joining Kennedy Roland Wadl says: “We have always worked across borders and by joining Kennedy we aim to further accelerate this international footprint, ultimately benefiting our current and future clients. Looking at the network’s partners, I am truly excited to work together with a group of highly competent colleagues; coming together to share best practice knowledge and develop new ideas. Joining forces is sure to foster new opportunities and ensure continued relevance in an increasingly competitive market. Ultimately our continued goal is to enhance all areas of service for our clients and those of the partners in the network.”

Kennedy’s CEO Jorg Stegemann says: “I am thrilled to have Qualitas Management Consulting on board. Last year, we turned down approximately 100 search firms wanting to join our network as their level of experience, positioning, reputation in the market and professionalism did not meet our criteria. Qualitas ticks all those boxes. With Ikelosz/ Kennedy Hungary and Delta Advisory/ Kennedy Czech Republic, Qualitas as Kennedy Austria establishes us as a solid and reliable partner for Central and Eastern Europe. The Qualitas team speaks more than 10 languages, which enables us to manage searches in local languages all over Central and Eastern Europe. According to the Swiss Economic Institute KOF, Austria is the fourth most globalised country in the world. More and more companies have set up shop in the Alpine Republic and as such have boosted Austria as a favorable business location thus bringing investments, innovations and jobs. We were looking for the right partner to complete our presence in this region and have found just that in Roland Wadl and his team.”

On Kennedy Executive Search & Consulting:

Kennedy Executive Search & Consulting is a partner network of executive search boutique firms and covers 360 degrees of talent management: executive search finds and assesses the best talent in the market. Consulting develops people and organizations. With the addition of Qualitas Management Consulting, Kennedy is now active on 2 continents and in 12 countries, with over 60 consultants and researchers. Kennedy and its partner firms will have run approximately 250 strategic recruitments in Europe and the USA and have consulted thousands of clients and candidates, by the end of 2017.

On Qualitas Management Consulting:

Qualitas is a privately owned and innovative executive search and consulting boutique focusing on cross-border search and international projects, headquartered in Vienna. It is the company’s mission to identify and cultivate exceptional leaders and talents who boost their respective organizations. Qualitas’ in-house research department boasts vast executive search experience in many different markets and a wide range of language skills. Qualitas works with a carefully selected number of clients within a few chosen industries. Through its sister company Speedinvest Heroes, Qualitas has its finger on the pulse of digitalization by working closely with over 120 tech start-up companies.

To learn more about Qualitas Management Consulting please visit their homepage.

 

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5 Reasons Santa Claus Is A Better Manager Than You http://www.kennedyexecutive.com/blog/5-reasons-santa-claus-is-a-better-manager-than-you/ http://www.kennedyexecutive.com/blog/5-reasons-santa-claus-is-a-better-manager-than-you/#comments Sun, 03 Dec 2017 23:01:35 +0000 http://www.myjobthoughts.com/?p=3430 Ho, ho, ho – Christmas is near and your year as a manager and leader will end soon. Time to have a critical look at your managerial capacities: what is the one leadership skill you evolved with last year, what was your biggest success this year and what is your greatest deficiency as a leader? [...]

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Ho, ho, ho – Christmas is near and your year as a manager and leader will end soon. Time to have a critical look at your managerial capacities: what is the one leadership skill you evolved with last year, what was your biggest success this year and what is your greatest deficiency as a leader?

Let’s refer to one of the best and most stable benchmarks we can think of: Santa Claus. After all, he does not run out of style, he is a charismatic leader, respected authority, he manages a stable team of top performers (and if one of the elves or reindeers left, he managed well because we did not notice anything), the client experience is excellent and he gets the job done year after year by respecting a strict deadline and remaining calm, reassuring and positive. Everything to thrive for.

How do you compare to Santa and what makes him so successful?

Here come the 5 key success factors that make Ol’ Santa a better manager than you:

  1. He has a clear personal branding: Everybody knows what Santa stands for. There are no surprises with him, people can rely on him and feel reassured. And foremost, he is consistent which is a major characteristic followers look for in a manager (and I look for in my candidates in my job as a headhunter by the way). Consistency will be interpreted as something positive whilst inconsistency will often be seen as a sign of either insincerity or weakness. Like every good manager, Santa is predictable and has a clear communication (“Be good for 12 months and you will get the bonus by the end of the year. Be nasty and you won’t”). People know what Santa expects from them and what they can expect from Santa. Period.
  2. He is an early mover: Don’t draw to fast conclusions: yes, Santa looks pretty much like a 50+ (and just to make sure as this is public: I do not have a problem with this). However, he always comes up with the newest inventions, gifts and gadgets and thus adopts new technologies fast. There is no “it worked fine the old way so why should we change?” Santa has a natural curiosity, tries new things out and embraces change with open arms. Successful people adapt fast, especially in today’s challenging business world. What got you here won’t get you there. Ask yourself regularly if a decision or direction you took 12 months ago is still valid today. Reassess and correct your decisions if appropriate; upgrade yourself (e.g. through executive education) if you risk running out-of-style.
  3. He respects his promises and deadlines: Santa Claus is working quietly for 10 months, the communication flow increases by the end of the project launch and whatever happens, we can be sure that he and his team will deliver on Christmas Eve. Not one day later, not one day earlier. One of the biggest evils of management is to start too many new incentives, projects or action plans and fail on the follow-through and follow-up. Make sure you can deliver and have the energy and resources to go to the end. Followers are very sensitive to this and will see it almost always as a weakness if you stop an initiative half-way through without any explanation. There can be exceptions when a project is abandoned, but if this happens, inform your team of the reasons if you want to remain credible and be respected.
  4. Santa does what needs to be done: Santa Claus and his team have a clear mission to achieve: ‘Get the presents ready on Christmas Eve’. How can this story help you if your job is to run a manufacturing site? Peter Drucker answers: “Successful leaders don’t ask ‘What do I want to do?’ They ask, ‘What needs to be done?’” Follow Peter Drucker’s advice, don’t complain or complicate things. Do not lose energy on things you cannot change or waste time with things that are off your core business. Most jobs consist of a limited set of skills. Focus on these and become better every day. Change things you can change, accept those you cannot and move forward to the goal you have set.
  5. Santa Claus is good: Mr. Christmas does not cheat, bully or lie. We have never heard of any sex or financial scandals or any other snafu that we read about in the corporate world or in politics every single day of the year. Nobody can blame Santa for unfair behavior towards his teams, his customers or – as far as we know – his shareholders. Not only is he 100% ethical, at the same time, he is positive, caring, smiling and protective. He breathes respect and gives people security when he is around. All this gives him natural authority, not one implemented through title or hierarchy. Make this philosophy yours, help the world to become a better place and at the same time, ensure that your teams will work hard for you and make everyone inveolved happy. Got the message?


Conclusion:

Season’s greetings to all of you, may you believe in Santa Claus or not. There is some lesson to be learned for all of us. May 2018 be an even better year for your teams but most of all your families and yourself. And if you are a decision maker and your wish is a new CXO or Division director by any of your businesses, call the Kennedy office next to you!

 

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Should You Hire Someone Without A Degree? http://www.kennedyexecutive.com/blog/hire-someone-without-degree/ http://www.kennedyexecutive.com/blog/hire-someone-without-degree/#respond Sun, 19 Nov 2017 23:01:44 +0000 http://www.kennedyexecutive.com/?p=7416 Do degrees determine success? Success in careers or business is determined by various factors. One common factor in question is how important a university degree is for success. It’s no secret that degree holders bring home a higher pay than those without one, but does the degree define their ability? Should CEOs, Directors and [...]

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Do degrees determine success?

Success in careers or business is determined by various factors. One common factor in question is how important a university degree is for success. It’s no secret that degree holders bring home a higher pay than those without one, but does the degree define their ability? Should CEOs, Directors and other decision makers completely disregard hiring those without a degree?

The pay gap between graduates and non-graduates

A recent report by the State Higher Education Officers Association in the US indicated that those with a Master’s degree earn about $70,000 a year, bachelor’s graduates earn about $50,000 a year, and high school graduates earn an average of $30,000 per year. According to ABC News, a recent study found that degree holders here in Australia are likely to make roughly $1M more than non-graduates over their lifetime. With such statistics, one cannot help to but ask, how much does a degree contribute to success and ability in an individual’s career?

Degree vs No Degree

In my 30+ years working in the Executive Search space helping large organisations find exceptional talent to hire, I have been asked numerous times by clients and as well as candidates how much having a university degree contributes to an individual’s ability to perform in their role. There’s no doubt that the benefits of completing a degree are unparalleled with not obtaining a degree, but we also know success stories from people without a degree who have prospered in their careers and ventures. Sir Richard Branson, Steve Jobs, Bill Gates, Michael Dell (founder of Dell Computers), Rachel Ray (Cooking TV show host) are all examples of successful professionals who don’t hold University degrees. In fact some of them were even associated with poor performance in their formative years. Sir Richard Branson, for example, was dyslexic and performed poorly academically although he encourages education as a crucial aspect of personal development. Look, there is data supporting both sides of the coin, but I would like to share my opinion on whether degrees actually do determine success.

Why a degree IS an important factor when hiring someone

Let’s be clear. Academic degrees do not necessarily guarantee success, but improve the chances of achievement. The degree is not only about the certificate attained, but knowledge and experiences learned at university improve one’s reasoning capacities. In my opinion, degrees contribute to success if you are looking for a career being employed by others and can be a determining factor when an executive wants to decide whether to hire someone with or without a degree. A lot of careers and employers require degrees, ie. It’s a no-brainer that doctors need to have achieved a certain level of higher education and you cannot be hired as a financial controller of a company if you do not have the qualifications and financial knowledge and skills required.

Skills that degree-holders bring to the table

Besides the attained certificate, attending a university equips potential new hires in your business with essential attributes. At University, one learns to think critically and with an open mind. You learn about working with others and hone your interpersonal skills in a fast-paced environment; all skills that become applicable later in one’s professional life. Degree holders generally have a higher reasoning ability as well which can be critical in a management environment in high-stress, fast-paced environments such as hospitals. University degree holders can also exhibit more confidence to voice opinions especially in an area that they have studied. Amongst other benefits, knowing that someone you have hired has a degree under their belt is like a vetting process and a safety cushion whereby as a CEO or an executive looking to build a team, you know you are selecting talent above a certain expected standard.

Is a degree important when you are running your own business?

There are successful businessmen who have prospered in the business world with no degree. At the same time, there are those who accredit their success in business to their formal education. One may ask, is a degree relevant when you are a businessperson? On a personal note, I wasn’t in a position to continue high school past year 10, and certainly did not have the financial support in those days to even consider going to University. Regardless, I was raised with a very strong work ethic and I’ve always maintained a ‘glass half full’ attitude to life. I progressed my career from secretarial skills to sales and marketing skills, which lead me to the recruitment industry where I’m still enjoying what I do 30 years on. A strong focus on customer service, whether it be my client or candidates combined with a positive attitude are what I attribute my success to. I’ve given myself QBE qualifications, i.e. Qualified By Experience. I am honoured to have placed many people like myself, i.e. without Degrees, in roles where they have achieved extraordinary success. It’s about having the will to succeed and staying positive and focused.

Degree vs no degree. Who’s the winner?

Although it’s certainly not a ‘knockout’ scenario, the way I see it is it takes ambition, focus and strength of character perhaps an extraordinary upbringing and set of circumstances to be successful without a degree. As mentioned earlier, a degree is important in a lot of ways, but there are ambitious people who succeed without a degree. However, using examples such as Bill Gates and Sir Richard Branson as a basis of how valid or not a degree is can be misleading. These people are outliers and possess various talents, opportunities and experiences that led to their success. For example, in his book Outliers, Malcolm Gladwell discusses how opportunity contributed to Bill Gates’ success. He had unlimited access to computers and learned to code while he was a teenager way before other people had seen computers. This unique opportunity gave him a head start in software development before others started to catch on. Bill Gates acknowledges that he was lucky and encourages that a degree gives a surer path to success, rewarding jobs, higher incomes and healthier lives, and we can almost be certain that this affects his hiring decisions as well.

Conclusion

The ratio between “being good in school/ university and being good on the job” is 0,0%. Does it make a difference to have studied or not? Yes. Should candidates without a degree be eliminated? No. I therefore encourage clients looking to fill executive positions to consider a degree as an important factor in their decision-making, however it is also wise not to purely base their decision on this. Culture fit and the right attitude are paramount.

 

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(Executive) Searching For Excellence http://www.kennedyexecutive.com/blog/executive-searching-excellence/ http://www.kennedyexecutive.com/blog/executive-searching-excellence/#respond Sun, 05 Nov 2017 23:01:27 +0000 http://www.kennedyexecutive.com/?p=7391 I’m old enough to know the impact of the book of Peters and Waterman: ‘In Search of Excellence’.  In 1982, when a lot of yoghurt hit the ‘economy-fan’ – inflation was 10%, interest rates were 14%, unemployment rates were written in double digits as well – the ideas on how to be an excellent company, [...]

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I’m old enough to know the impact of the book of Peters and Waterman: ‘In Search of Excellence’.  In 1982, when a lot of yoghurt hit the ‘economy-fan’ – inflation was 10%, interest rates were 14%, unemployment rates were written in double digits as well – the ideas on how to be an excellent company, were pretty radical.  They came up with eight characteristics that mark great companies. To name a few: ‘Customers are Cool’, ‘People (employees) are Cool’, ‘Action is Cool’, ‘Entrepreneurship is Cool’ and ‘Cool companies are Value Driven’. They basically said that any idiot can come up with a strategy but that real success is a matter of Execution, with a capital E.

The secret of success is Executional Excellence. A pretty radical message in those days when faith in ‘Big is beautiful’, Strategy and planning & management, were the pillars our economy was built on. The idea of ‘People’ being the crucial factor for success was too far fetched for most of the big corporates and major business schools did not teach ‘humanistics’.

A lot has changed since those days. The message of Peters and Waterman is now part of our daily routine, or at least, we know it should be. Love your customer, love your co-worker, make room for action, try new ideas, create a culture based on values: If we want to excel in organizational effectiveness and thus Execution, we, above all, have to focus on People. This is something we all know now and if you want more proof, read Laszlo Bock’s ‘Work Rules’. What this VP for ‘People Operations’ explains is that ‘People’ is the secret of Google’s success. And with ‘People’ comes ‘Culture, Values, Ownership, Politics, Freedom’. Please notice that all of these factors are ‘soft, invisible, intangible’ and thus hard to put in management models. We believe however, that this ‘human factor’ is the key to organizational success.

10 years ago, Dave Heilbron (co-founder of Lens,) and myself have founded Lens, Executive Search, our executive search boutique firm. Since, we are trying to live our faith in People. We believe that what we do for organizations is the most important thing we can do. Our work matters. Creating talent pools ‘to die for’ is what we aim for. In those ten years however we have had to find out for ourselves what all of the above means for us as Lens, Executive Search. Have we made ‘People’ our top priority? Are we successful in creating a culture in which the people we work with can thrive, take responsibility and, as a consequence, ‘fly to the moon’?

To answer this question, we can say that ‘It’s complicated’. This title of a slightly boring movie in which Meryl Streep finds love, in a complicated way of course, describes our quest towards a thriving culture.  Starting ten years ago we had two offices, one in The Netherlands and one in Switzerland: Time was on our hand and we grew quickly. In 2010 the global economic crisis hit us hard and we had to let go of the office in Switzerland and the majority of our people in The Netherlands. In further response, we totally ‘flexed’ our business: Flexible office space (in Spaces, very hip and happening), flexible car arrangements and also flexible people arrangements. No more fixed costs for us! It took us another four years to find out that ‘flexible people arrangements’ sounds like a good idea but it just does not work in a setting where you want to be of added value to your customer through your people. We have found out the hard way that it’s the quality of the relationship with your customer that differentiates you from the rest.

And in order to acquire a meaningful connection with the outside world you need to have your internal drivers in place: Are your values centred around ‘being of use’, focusing on ‘how to be your best’, applying rules of integrity and respecting principles of balance and ecology. Living your values is key in our approach to business and, although ‘It’s complicated’, we are making progress by facing the issues that come with it and are dealing with ‘the complications’.

The above attitude makes us ready for the next ten years and I’m convinced that we will have changed again by that time and probably sooner. Curious to know what I’ll be writing then!

The original post has appeared on the homepage of Lens, Executive Search/ Kennedy The Netherlands.

 

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