When swapping stories with fellow talent acquisition professionals on assignments that yielded less-than-satisfactory outcomes, the question usually comes up as to when the search went awry.
The use of some type of assessment methodology has been on the increase in the executive selection process over the past several years.
Relocation is becoming more challenging as the market heats up. In virtually every national search I’ve conducted in the past year, we’ve had to overcome some obstacle around relocation.
In the countless interviews I’ve conducted for senior management roles during my time in retained search, the one subject that consistently comes up as the greatest career challenge for candidates centers on their initial transition from doer to leader.
While conducting the search for a Vice President of Human Resources for an international consumer goods company last year, I had the hardest time convincing the hiring manager to interview one of the candidates we surfaced for the position.
“The New Talent Management: Strategies for the Future,” this year’s theme for the annual Global Conference hosted by the International Association of Corporate and Professional Recruiters
While we are finishing up a very strong third quarter, our industry is a lagging indicator and it’s completely plausible to think that hiring among the senior management ranks might fall off a cliff à la Q4 2008.
When we are asked to conduct a search, more often than not, it is the result of a gap in a succession plan.
As you might imagine, I get many calls and emails from people looking for jobs. I do my best to keep up with them and help where I can.
I just finished Bill Taylor’s blog on HBR, entitled “Great People Are Overrated”. It’s quite an interesting read.
Just write down some details and our customer success heroes will get back to you in a jiffy!
