Over the past 15 years, I have had the privilege of assisting in the selection and placement of a good number of Chief Financial Officers for a diverse set of clients.
Let’s face it. The active candidate has become a second-class citizen.
In the years leading up to the recession, the talent market was hot.
“We need to win the war for talent!”; “People are our most important assets!”; “The only capital we have is human capital!” blah blah blah …
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
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