How To Catch The Eye Of A Headhunter

1. What is the difference between a head hunter and a recruitment agency consultant?

A head hunter would at all times work on exclusive assignments on a retainer basis. This means that we work very closely with our clients against very specific criteria to fill a position. Thorough environmental scanning and third party sourcing would be done before we contact potential candidates. No confidential reports will be submitted to the client without a personal interview with the head hunter and the approval of the candidate to submit his/her confidential details to the client.

Remember ± 85% of head hunted candidates are not active in the job market. Various employment agents can work on the same position for a client. It has happened that candidates are not even aware that their curriculum vitae’s were submitted to a client! If too many agencies contact a potential candidate this can also result in candidates indicating no interest in a position.

2. What are the kinds of personality traits that you would look for when trying to fill an executive position for a firm?

First and most important is displaying that you are able to walk in a fellow executives ‘moccasins’ (empathy not sympathy). Long-winded executives that cannot make a point will never make it to the ‘real’ top. Communication skills, whether verbal or written, are critical.

Integrity and honesty are well received. Even well seasoned executives sometimes cannot answer this question “what is the biggest mistake you have made in your life and how did you rectify it?” Executives must also be aware of their development areas.

3. What sort of qualifications should people have if they want to be headhunted for a top executive spot?

It very much depends on the industry. It is highly unlikely that the group CEO of a mining house would not hold a relevant mining degree from a reputable university coupled with an MBA. On a lighter note I cannot imagine the CEO of a well known wine, beer and spirits company not having a keen interest in wine tasting and not knowing the difference between a good or mediocre wine.

A solid basic university degree or a good B Tech degree from a technikon is only an entry point not a guarantee to success, similarly a prestigious MBA might raise your profile, but at the end of the day if it cannot be applied optimally in the work place then that prestigious qualification is only good on paper.

4. What experience (for example, how many years in an executive post) do people need to be considered for an executive placement?

The first criteria is work history and a proven track record. Good executives are not ‘job hoppers’. Executives that have steadily climbed the ladder with the same employer is a positive. To change jobs just for better remuneration is a no go. Hard core competencies are non-negotiable.

It is not the number of years that is important, but the knowledge you have gained during those years you worked and what change or turnaround record you have to offer to a prospective employer. One can have ten years experience, but in fact only have one year repetitive experience.

5. What kinds of behaviour would turn you off a potential candidate?

Executives with big ego’s and “I did this and I did that” (as if his/her team does not exist) leave a bad taste in the mouth. Mr know-it-all can often shoot himself in the foot when being interviewed by a knowledgeable panel.

Trying to ‘sweet talk’ can be irritating, it always makes me wonder if he/she has a habit of ‘brown nosing’! This is a very negative indicator for future success in the work place.

Bad cell phone habits and being more interested in the emails coming through is not only disrespectful, but this kind of executive will do the same in an executive committee meeting or a board meeting.

This is not a minor detail – dirty shoes, often executives are wearing Armani attire and beautiful ties but forget to clean their shoes! This certainly also applies to female executives.

6. Does age matter – for example, would there be a minimum age you would consider?

Officially age should not matter, but it would very much depend on the retirement age policy of the organisation at the older age spectrum. The pendulum is returning to where companies would consider a 55 year old for executive level employment. The age cut-off depends on the skills set the executive has to offer. At the younger end of the scale it would depend on the position requirements. The determining factors being qualifications, competencies and most importantly emotional intelligence.

It is often said that age is not a criteria. The youngest Group CEO of a well respected listed company that I know of was appointed at the age of 28. Was it a good appointment? Certainly yes, today he is the Chairman of the company and still relatively young.

Auguste (Gusti) Coetzer is a founding director of and shareholder in Talent Africa, a leading provider of integrated talent solutions and leadership development.

The Role of the Go-Between in Executive Remuneration

The worldwide financial crisis opened the floodgates of discussion about executive compensation and the role it played. The debate and discussion continues unabated as media, government and statutory bodies thrash out the what’s and wherefores of remuneration policy while the public grows more incensed at the number of Executives who are being handsomely compensated despite poor company performance.

The As-Is of Executive Remuneration

Large listed organisations are currently operating a number of different long and short-term variable compensation plans, whereas prior to 2004, the two most prominent schemes were almost exclusively a share option plan and a discretionary annual bonus plan.

However, there is increasing pressure from institutional shareholders, media and governance forums for the introduction of corporate performance targets on long-term incentive grants. There is a movement away from discretionary bonus plans to target based plans were specific performance requirements and contingent reward outcomes are set in advance. The targets for this type of remuneration are both quantitative and qualitative and begs the question of’ how did the executive earn it’.

The To-Be of King III

The King III Code on Good Corporate Governance in South Africa contains principles that have significant implications for executive remuneration and disclosure. King III applies to all entities regardless of their incorporation and responsible companies will be embracing it and not merely complying with the stated policies.

The implications of King III will ensure that remuneration committees are progressively more informed and equipped to make strategic decisions on remuneration. Furthermore, remuneration policies will become more aligned with a company’s strategy, reviewed regularly and linked to the executive’s contribution to company performance and shareholders will be invite to participate in discussion of remuneration of executives.

What can Executives expect from a remuneration committee regarding their compensation? Nick Icely of Deloitte Consulting suggests that the following considerations be taken into account by all Remuneration Committees:

  • Executive remuneration should be a fair level of guaranteed pay, defaulting to median market positioning unless very special circumstances exist.
  • Executives should be challenged and rewarded for above median performance.
  • A reasonable level of retention for a constant median performance should be rewarded
  • Executives should be challenged and handsomely rewarded for consistent upper quartile performance

While guaranteed pay will continue as an entitlement – supplementary, variable pay will become a privilege, predominantly afforded to executives but one that will need to be earned.


The role of Executive Search in Executive Remuneration

According to research (Nienaber & Bussin, 2009), while a monthly salary and guaranteed remuneration is an attractor for executives, while performance and career management are both motivators and retention factors for executives, in that order.

Whereas in the past, Executives being ‘head hunted’ could expect a 25% increase in remuneration, in a subdued market, executives can expect between a 12 – 18% increase in remuneration. The draw-card for moving is now firmly placed on the prospect of future growth and enhanced incentives.

The role of the Executive Search consultant is to manage the expectations of both their client and their candidate, ensuring that the executive remuneration package is fair, equitable and transparent for both parties. The remuneration must be fair compensation for qualification, experience and the anticipated complexity of work, whereas the package must be affordable to the company and aligned with the company’s strategic intent and the individual’s personal performance.

Executive reward is earned by individuals for bringing to and applying their skills in the organisation and for focusing on and achieving both operational and long term sustainable performance. Truly skilled executives will outperform their peers over sustained periods of time and should be rewarded for that.

Executive compensation should be attractive to executives, affordable to the company, proportional to the executive’s contribution, fair to shareholders and employees, provide payouts clearly aligned with actual performance and compensated for accomplishments instead of general industry trends.

For additional information please contact Annelize van Rensburg or Auguste (Gusti) Coetzer.

Leaders Wanted… Good Managers Need Not Apply

It may seem unfair, but today’s hard-driving, highly successful managers confront a chilling reality. What got them moving up the corporate ladder is less and less likely to get them to the top. Organisations planning to succeed for the next 30 years are looking for leaders, not managers; not even great ones.

Over the last decade the single biggest trend in the South African private sector is the emphasis on leadership quality. Companies looking to fill the top job regard managerial competence as a given. It’s a start, but it’s not enough.

Managers who sweat assets, cut costs and get results are indispensable. But if that’s all your CV says about you, then you don’t fit the bill for the highest echelons in business. Putting ticks in those boxes means you know your ABCs when the X Factor is the principal requirement.

These conclusions are supported by years of experience at sourcing candidates who meet the job specifications for executive management jobs at some of South Africa’s largest companies. International literature suggests the same applies worldwide.

We see growing awareness of the distinction between leadership and management.

Management is transactional; leadership transformational. Managers do things right; leaders do the right thing. Managers work within the status quo; leaders often don’t. Managers think short term; leaders take a long view. Managers chop down the trees to penetrate the jungle; leaders go round the jungle. Managers know the rules; leaders the exceptions. The list is endless.

Many erudite papers now pontificate about leadership. But getting philosophical and quoting Lao-tsu probably won’t help perspiring managers become inspiring leaders.

What might help is greater awareness of certain characteristics that identify top candidates for the very top jobs. Here are six:

People power: Leaders get the best out of people. They are often charismatic. Don’t confuse this with being flamboyant, though on occasion they might go together.

They give direction, but team members are happy to go further than directed. Tomorrow’s leader says ‘they work with me’, not ‘they work for me’.

For a task-driven manager the job is more important than people. The executive with leadership potential believes people are more important than the task (yet still gets the job done). Motivational power comes through. The leader will coach and encourage rather than coerce.

Vision: The would-be leader knows last quarter’s figures, but is more focused on the future. He or she talks about the bigger picture and is not afraid to invest to achieve long-term goals.

These strategists avoid tunnel vision by focusing on broad objectives. They know the numbers, but never get bogged down in detail.

Confidence: One result of future focus and strategic thinking is optimism. This is apparent even in tough times – a quality main board directors appreciate. Tomorrow’s leader has quiet confidence. This never morphs into arrogance. Many strong, powerful leaders are known for their humility.

Inner confidence enables these individuals to look at business risk in a positive way. They see opportunities and if the risk-and-return proposition justifies the step, they are not afraid to make some big calls.

Confidence is also apparent in their approach to technology. Today’s leaders are techno-savvy. They may use a range of handheld devices. They are not PA-dependent when they have to Google or Skype or go on to Facebook and Twitter to check consumer feedback. Technology is an opportunity, not a threat and certainly no mystery.

Diversity leverage: Individuals who identify themselves as good leaders are comfortable working in groups of dissimilar people. This extends beyond race and multi-culturalism. They appreciate the contribution of various personality types. They tolerate (even encourage) some mavericks; perhaps because they have maverick qualities of their own.

Lateral movement: Their CVs reveal some side-steps or time out for reflection. They may take a gap year to study philosophy, travel the world or climb Mount Everest.

Lateral movements like this often confirm the individual is a lateral thinker with inner self-belief. You don’t walk away in mid-career if you are worried about your capacity to get back on top.

The individual gathers wider experience and develops in new ways. The rat that wins the rat race remains a rat. The well-rounded individual who evolves, learns and adapts is trying to be a winner in the human race.

Balance: The new generation of leaders have greater balance in their lives than some of their predecessors. They are not workaholics. Their conversation extends beyond work.

They attend their kids’ school sports day. They walk down to the shop floor or chat to the guys in the warehouse. They attend the little office party for Lebo, the accounts lady who thought no one in management was interested.

Leaders have various styles and strengths, so these six qualities are accompanied by many more. But this ‘six pack’ is common to many of those who have broken through to the very top this last 10 years.

They are six of the best, most important leadership characteristics. Develop them and a good manager just might make a great leader.

Annelize van Rensburg is a co-founder and director of Talent Africa, a leading provider of integrated talent solutions and leadership development.

The Great Eight Ways to Build a Business Leader’s Legacy

Leaving an organisational legacy is the lasting test for those hoping to succeed at senior corporate level. Yet the ‘L’ word is rarely used in South African business circles and is typically omitted from a leader’s job specification, even when fundamental change and moving the organisation in new directions are mission-critical.

What’s more, a new appointee rarely uses the word. At the outset, any reference to a legacy seems premature. Later it seems pompous and may suggest an incumbent leader is coming to the end of his (or her) tenure when this is not the case.

The word may go unspoken, but any leader will have been working on a legacy since entering the corporate world, whether consciously or unconsciously.

A new executive has to establish a reputation for hard work, intelligence, honesty and integrity. This personal foundation is a prerequisite for any leader hoping to leave a corporate or industry-wide legacy.

Thoughts about legacy-building may not surface for decades, yet form the unwritten subtext of an executive CV as career successes pile up. That subtext reads: ‘I always exceeded expectations and never messed up’.

When the life-defining top job comes, it becomes possible to attempt a legacy because no impropriety attaches to the leader. People already respect the person and personal performance. It is not unreasonable therefore to expect respect for the achievements that will crown the executive’s career – achievements that may become a lasting legacy or may not, depending on the legacy-builder’s approach.

What, then, are the key steps that ensure an enduring legacy?

After working with senior figures in government and the private sector and checking international experience, I believe at least eight elements are essential. Here’s the Great Eight …

1. The vision thing: Often this entails futuristic thinking and a dramatic break with past practice. An important example is the adoption of business sustainability strategies that look beyond today’s bottom line. Environmental sensitivity, energy efficiency and concern for the wider community are often the critical strategic drivers.

2. Values and morality: A moral sense is not like fashion sense. It never goes out of style. Embody the values you endorse. Live a good life, not the good life. For you, Scandal has to be something you watch on TV, not something touching you or your business.

3. Emotional intelligence is key: Learn to deal with your emotions. Top executives can’t manage a transition unless they can manage their own feelings. You may feel threatened or slighted as you begin to make way. This may cause you to delay or under-estimate the need for robust legacy planning. Work through your emotions. This enables effective legacy formulation.

4. Great leaders should leave great successors: But often don’t. Preparing for the next incumbent goes beyond formal succession processes. Developing potential is an essential attribute of great leaders. Create the space – head room – for subordinates to grow. Develop them as decision-makers, not decision-endorsers.

5. ‘My way’ is rarely the only way: You’re a leader, not a dictator. Canvass an array of opinions – from the board and other executives, from professionals and other stakeholders. Demand action but encourage discussion. This climate enables you, little by little, to fashion your legacy.

6. Continuity culture: Don’t take all the knowledge with you. Share ideas and information. Don’t exclude other executives. But remember, providing information to today’s subordinates is not enough. Engage in plane-crash planning. Make sure all the information needed for effective organisational leadership will be at the fingertips of your successor – even if you die tomorrow in some disaster and an outsider takes over. This approach often characterises strong family businesses in which ‘the life of the business’ has been key for generations. Some listed companies have still to entrench this continuity culture.

7. Personal loyalty, sure, but wider loyalty is crucial: Leaders prize personal loyalty. But executives have to commit to something bigger than the Big Chief in the CE’s chair. Build a sense of wider mission. You can’t create a legacy if key contributors feel rudderless and quit soon after you leave. They have to stay to carry on the work.

8. The mission is never accomplished: Don’t focus solely on the completion of the current mission. It is important to work on new developments, even though you won’t be able to see them through to closure. Successors may reap the benefit five or 10 years later. This does not lessen your obligation to ensure these initiatives get off to a good start.

Above all, legacy-leavers know how to behave. Your conduct, public and private, will be closely scrutinised as you reach new career heights.

You are not only remembered for what you did, but how.

Integrity, hard work and unfailing courtesy leave a lasting impression. Legacy-builders behave accordingly … from the first day in the corporate world until the last day in the CE’s chair.

Mosima Selekisho* is a director of Talent Africa, a leading provider of integrated talent solutions and leadership development.

If You Think Getting a Job is Tough, Try Keeping One!

You’re young, ambitious and have just started your first job. You nailed the interview. Your educational qualifications seemed to help and you were smart enough to make yourself presentable and prepare for obvious questions from your employer. Now what?

This is where the hard work begins. If you thought getting a job was tough, try keeping it and using the position as a springboard to promotion and meaningful career development.

Before going to work on your first day, look in the mirror. Check that your head is on right because your attitude and way of thinking will determine whether you grow your career or blow your career.

Learn one employment statistic off by heart before you even start. This one: by the end of 2010 in the aftermath of the global financial crisis our economy had shed more than ONE MILLION jobs.

There were graduates among those casualties. Many of the newly unemployed had qualifications as good as yours, sometimes better. They all had more on-the-job experience than you do right now.

Market volatility may return. Your challenge, through the ups and downs, is to identify yourself as an asset to be retained and further developed.

There are no guarantees, but some behaviour is helpful while other behaviour is not.

Here are some tips to help you ‘behave yourself’ all the way to the top (based on feedback from successful executives who have shared information on their own development):

You’re there to learn as well as earn … Don’t think that because you’ve finished university or high school you’ve finished learning. To earn big you learn big. Start in learning mode from Day One. Ask questions and indicate to colleagues and your superiors that you are eager to learn. Show you are fascinated by the workings of your company and department (even if you secretly see it merely as a stepping stone to other things).

Train more and you gain more … check on training and development opportunities. Find out the criteria are for programme inclusion. Your immediate superior or HR department may provide information like this in your first few days. But things change. New modules may be introduced. Make sure you stay in the know.

Lifelong learning vital for those yearning for success … in addition to formal training and participation in development courses it is advisable to absorb further knowledge. Read widely. Also read about your industry, new trends and technology.

Mentors are great helpers … many companies have formal mentoring processes to ensure knowledge is passed from experienced personnel to newcomers. Participation can fast-track you to greater responsibility or speed your rotation into other parts of the business. If no formal mentoring programme exists you can sometimes identify your own informal mentor – a knowledgeable individual who gets things done. Try to learn from skilled practitioners like this. Polite questions now and again will encourage this role model to share how-to information.

Humility highlights your suitability … arrogance is career-limiting. You may be a graduate. You may have won prizes at school. Your family and friends may look up to you. But don’t make the mistake of thinking this qualifies you for advancement. Practising humility is a better way of demonstrating your suitability for greater responsibility. Listen to peers and superiors. Don’t be in a hurry to give your opinion. Express an opinion when it is requested or necessary, but don’t speak at length. You then deny others a chance to contribute. Conduct yourself in a respectful manner at all times.

Do more to stand out more … going the extra mile is essential if you wish to quietly impress those in a position to help you. Volunteer for some assignments, and not just the ones that bestow prestige. Try to widen your experience by working in other areas of the business when you can. Volunteering for a task outside your immediate area of responsibility is a good way of doing this.

Qualifications hardly qualify you … lifelong learning, development programmes, further degrees and post-graduate diplomas are wonderful, but experience is still king. Build a track record little by little and year after year. You can’t buy experience. You live it. Don’t imagine you will reach a senior position in a few months. It takes years. Commit to the long haul.

You’re only best by test … you may think your experience and qualifications are good. You may even be earmarked for promotion, but you don’t have a divine right to advancement. Many companies measure an insider’s suitability for promotion by pitting him or her against an external candidate. The insider has to be at least as good as the outsider.

So remember, there are lots of good people out there. Make sure you are best by test against the rest. One way of doing this is by applying all of the above.

Mosima Selekisho is a director of Talent Africa, a leading provider of integrated talent solutions and leadership development.

Waarom Mense Soms Nee Sê

In ‘n ideale wereld slaag jou aansoek om die werk van jou drome, kry jy ‘n salarisaanbod wat jou wildste drome oortref, sien jy dat jou nuwe kollegas sommer gou ook jou nuwe beste vriende gaan word en ontdek jy dat ‘n baie vrygewige onthaaltoelae aan jou pakket gekoppel is. In die regte lewe werk dinge ongelukkig ‘n bietjie anders.

Veral in ‘n werkomgewing wat ná die resessie steeds sukkel om op dreef te kom, is selfs die beste aanbiedinge deesdae nie so goed dat mense outomaties ‘n loopbaanskuif maak nie. “Tot so twee jaar gelede was dit die uitsondering eerder as die reel as ‘n talentsoeker ‘n goeie kandidaat deur die keuring tot by aanvaarding kry – en hy of sy wys die aanbod van die hand. “Vandag is dit nie meer ‘n verrassing nie,” se me. Gusti Coetzer, direkteur van Talent Africa, ‘n maatskappy wat uitvoerende talent vir sommige van Suid-Afrika se grootste maatskappye soek. Sy se ongelukkig is daar baie kandidate wat nie in goeie trou aansoek doen om werk nie en die aanbod bloot gebruik om hul bestaande werkgewer te druk om beter vergoeding. “Daar is egter ook meer komplekse faktore waarvan maatskappy bewus moet wees sodat hulle beter aanbiedinge kan doen.” WERKAAN WERKAANBOD III.. ii Aansoekers is nie die enigstes wat goed deurgekyk word nie. Voornemende kandidate vir topposte hou ook werkgewers fyn dop. – ME. LINDSAY OLSON, ‘N AFRIGTER EN TALENTBESTUURDER

Hoe weier jy ?1 skappy ‘n pos herhaaldelik adverteer en niemand langer as 18 maande hou the, is dit ‘n waarskuwingsteken. “Daar kan baie kwessies wees, van ‘n swak bestuurder tot ‘n negatiewe werksituasie.” Coetzer sé jong talent is veral sensitief oor ‘n maatskappy se prestasie op die gebied van omgewingskwessies en goeie bestuur. PricewaterhouseCoopers se onlangse navorsing oor bestuurders se voorkeure het bevind dat 86% van die millennium-geslag dit sal oorweeg om ‘n werkgewer te verlaat as sy gedrag nie meer strook met die bestuurder se verwag-ting oor korporatiewe verantwoordelikheid nie. aanbod wat nie goed genoeg is nie. Coetzer sê marktoestande bly uitdagend en die druk op sonunige maatskappye is so groot dat hulle mededingendheid inboet en omdraaistrategiee moet instel. ”

‘n Kandidaat sal onder sodanige omstandighede soms ‘nee’ se bloot omdat die situasie by sy huidige maatskappy meer stabiel is en omdat hy nie kans sien vir ‘n mislukking op sy CV nie.” Die lengte van die kontrak wat aangebied word, is ook deurslaggewend. ‘n Toppresteerder op ‘n hernieubare vyfjaarkontrak het min rede om te skuif na ‘n nuwe organisasie wat net ‘n driejaarkontrak aanbied. Die salaris wat aangebied word, kan egter ook die waarskuwingsligte laat flikker. “Selfs in ‘n ekonomiese afswaai waar iemand nie kieskeurig kan wees nie, moet ‘n mens steeds ‘n billi – ke safaris ontvang en moet jy darem in jou basiese behoeftes kan voorI As jy besluit om ‘n werkaanbod van the hand te wys, is dit beter om die nuus persoonlik oor te dra as om bloat ‘n e-pos te stuur. Moenie te lank wag voordat jy die maatskappy laat weet nie, anders berokken jy jou goeie naam groat skade. Wees uit die staanspoor eerlik met jouself en met die onderhoudvoerders, dan sal jy minder twyfel of die werk jou pas. Bron: mnr. Steven Rothberg, president: sien,” se me. Lindsay Olson, ‘n afrigter en talentbestuurder op haar blog op Sy wys daarop dat ‘n mens ook moet besin oor die voordele op lang termyn en soms vir ‘n laer salaris werk omdat jy glo dit is tot jou voordeel om die spesifieke ondervinding op te doen. “Maar as ‘n maatskappy ‘n salaris aanbied wat werklik nie markverwant is nie, is dit ook n aanduiding van hoe min waarde hy aan sy werkmag heg, en dit ontmoedig prestasie.” Deo rnsatskappy so bsvealcl

WERKAANBOD Persoonll ke kwassies Soms wys ‘n kandidaat ‘n pos van die hand omdat die keuringsproses sy oe oopgemaak het vir sy eie tekortkoge. Aanvanklik het hy geglo dat hy die regte eienskappe vir die werk het, maar as by agterkom wat die werk behels, besef hy dat hy dalk nie die ondervinding of leierseienskappe het wat die werk vereis me. “Kandidate soos die begin gewoonlik ‘n persoonlike ontwikkelingsplan om die tekortkoming reg te stel en sal heel dikwels in ‘n volgende keuringsproses beland en dan die toppos losslaan,” se Coetzer. Vir kandidate wat in slegte trou aansoek doen net om hul huidige werkgewer met ‘n beter aanbod af te pers, het sy egter ‘n waarskuwing. ly sal dalk op kort termyn voordeel trek, maar talentsoekers en organisasies wat die slagoffers was, het ‘n lang geheue. Die meeste werkgewers word ook al hoe meer weerstan – dig teen die taktiek.”

Auguste (Gusti) Coetzer is a founding member, shareholder and director of Talent Africa, a leading provider of integrated talent solutions and leadership development.

Inspiration from the Kitchen Boardroom

Sometimes It’s Not The Job A Candidate Is After

Sunday Times

Are well-qualified people turning down jobs after going through the gruelling recruitment process? Until about two years ago, this was the exception, but today executive head-hunters are finding that they identify, short-list and take a candidate through the process until they are offered the job – only to have the candidate decline the offer.

Read More – Sunday Times – 13 Nov 2011

Business Live

Sometimes it’s not the job a candidate is after. Auguste Coetzer, the founder of Talent Africa, tells Margaret Harris why many applicants don’t take the job.

Read more – Business Live – 12 Nov 2011

Why More People Are Turning Down Top Jobs

Weekend Argus

Intuitively, you expect offers of senior positions in major organisations to be snapped up in a tough economy. Yet an increasing number of well qualified candidates for highly paid posts are saying “Thanks, but no thanks” after scoring well in all assessments and sailing through interviews.

Read more – Weekend Argus 13 Nov

The Star Workplace

It’s not a foregone conclusion that offers will be accepted. Intuitively, you expect offers of senior positions in major organisations to be snapped up in a tough economy.

Read more – STAR Workplace – 2 Nov 2011

Thinking Out Of The Box When Hiring Staff

Many companies claim to want to hire more strategic thinkers but these people are often overlooked in favour of “clones” of the people already in the company; why is this?

Read more – Sunday Times – 30 Oct 2011