As it’s fairly customary, the end of the year calls for a look at trends and expectations for the New Year. So here we go: Over the past 12 months, the Executive Search landscape has undergone a remarkable transformation, and the winds of change are set to continue shaping the industry in 2024. For me, the heartbeat of this evolution resonates with the profound integration of technology — especially the seamless fusion of artificial intelligence (AI) and data analytics. This not only enhances our ability to identify and assess candidates but propels us into a future where client expectations are dynamic and demand a faster, more cost-effective approach. Here’s what I expect to be dominating the next year for our industry:

1. Embracing Technology: Technology, particularly the integration of AI and data analytics, has become the driving force behind the metamorphosis in Executive Search. Beyond the traditional realms of Diversity and Inclusion and Globalization, I’ve witnessed firsthand the shift in client expectations towards quicker and more cost-effective solutions. Adapting to these changing dynamics is a personal challenge, and I believe leveraging technology while maintaining a human touch is the key to success in 2024.

2. In-Demand Industries and Functions: In my specialization in the MedTech, Pharmaceuticals, and Biotech sectors, the demand for executives with expertise in research and development, regulatory affairs, and commercialization has been on a steady rise. Additionally, there’s a palpable need for executives proficient in Energy and Sustainability—an exciting trend that I anticipate will continue shaping our searches in 2024. Personally, navigating these industry nuances adds a layer of excitement to the challenges we face.

3. Compensation Trends: A Human-Centric Approach: Beyond the figures, the compensation landscape for executives is undergoing a shift in 2024. It’s more than just „high“ compensation; there’s a noticeable shift towards a more creative approach. Talented individuals are placing emphasis on factors like transparency, remote work options, and achieving a better work-life balance. It’s not just about the paycheck; it’s about fostering a workplace culture that aligns with personal values.

4. Exploring HR Trends: A Personal Journey: Delving into broader HR trends, there’s no way around Diversity, Equity, and Inclusion. Continuous Learning and Development have become not just professional goals, but personal pursuits. The significance of Data Privacy and Security resonates deeply as we navigate the responsibility of safeguarding sensitive information. An agile approach towards processes and candidates is not just a strategy; it’s a personal commitment to adapting to the ever-changing dynamics of the modern workplace.

5. Human Touch in the Digital Era: In the quest to meet the evolving needs of Executive Search and HR, digital platforms and AI tools are key. While these technologies are invaluable in streamlining processes and gaining insights, I hold steadfast to the belief that human connection remains irreplaceable. Amidst the whirlwind of innovation, meaningful conversations, whether framed as coaching sessions or casual coffee talks, anchor us in our shared humanity.

As we embark on the journey through 2024, the Executive Search terrain presents both challenges and opportunities. For me, it’s a personal exploration of a landscape where technology and human connection intertwine. Adapting to change, understanding industry nuances, and embracing innovative HR trends are not just professional pursuits—they’re personal commitments to navigating the evolving landscape with resilience and authenticity.

Der Beitrag Navigating the Evolution: A Comprehensive Look at Executive Search Trends in 2024 erschien zuerst auf Blog | kanzlei.jobs.

by Stephan B. Breitfeld

In the world of executive recruitment, finding the right talent to lead your organization is crucial. Companies often turn to executive search consultants to identify and attract top-level talent, but there’s a prevalent hesitation to hire new consultants. Instead, many businesses prefer to stick with the consultants they know. This article explores the reasons behind this reluctance and discusses the importance of embracing new ways, innovation, and taking calculated risks in the executive search process.

Familiarity & Comfort vs. The Fear of the Unknown

One primary reason why companies hesitate to hire new executive search consultants is the comfort of familiarity. Established relationships with trusted consultants can provide a sense of security. After all, if a consultant has successfully placed top executives in the past, why rock the boat by engaging someone new? While there’s value in maintaining trusted partnerships, companies risk becoming complacent and missing out on fresh perspectives and innovative approaches that new consultants may bring to the table.

The fear of the unknown is a powerful motivator for sticking with familiar consultants. Companies may be hesitant to bring in new consultants because they are uncertain about how these newcomers will perform. They fear potential misalignment, miscommunication, or different working styles, which could disrupt the executive search process. However, embracing the unknown can lead to growth and innovation. New consultants may bring unique strategies and connections, offering a fresh take on the search for top talent.

Minimizing Risk vs. Innovation and Fresh Perspectives

Sticking with known consultants is often seen as a way to minimize risk. Companies believe that established relationships are less risky than trying out new, unproven consultants. They assume that experienced consultants will provide a safe, predictable, and successful path to executive recruitment. Nonetheless, mitigating risk shouldn’t mean avoiding innovation altogether. Companies can strike a balance by carefully selecting and vetting new consultants and encouraging them to collaborate with existing teams.

New executive search consultants can bring innovative ideas and fresh perspectives to the table. In a rapidly changing business landscape, it’s crucial for companies to adapt and stay ahead of the curve. A consultant with a history of success may stick to conventional methods, while a new consultant may introduce cutting-edge technologies, diversity and inclusion initiatives, or creative sourcing strategies. Hiring a new consultant can lead to disruptive yet beneficial changes, allowing your organization to remain competitive in the evolving marketplace.

Not to forget: Competition among executive search consultants can be advantageous for companies. When multiple consultants, both established and new, are vying for your business, they are motivated to bring their A-game. This competition can lead to more innovative solutions, better terms, and a stronger focus on delivering value to your organization.

more…>

Der Beitrag The dilemma to change for the better: Why companies hesitate to hire new executive search firms erschien zuerst auf Blog | kanzlei.jobs.

28. April 2023

By Stephan Breitfeld 

Let’s talk about something we all face. There is just so much to be done! As the world becomes more complex and competitive, the workload of people in leading positions – and all positions for that matter – continues to increase. Whether you are a CEO, manager, or team leader, etc., the demands on your time and attention can be overwhelming. Let’s explore why workload increases for people in leading positions and what can be done to deal with it.

How did we get here?

There are several reasons. One of the primary reasons is that as organizations grow and become more complex, there are more tasks to be done and more people to manage. This means that leaders have to spend more time and energy on planning, coordinating, and monitoring the activities of their teams. And on careful consideration and analysis, which can be time-consuming and mentally draining.

Leaders are often expected to be role models for their teams, setting an example of hard work and dedication. This can create a culture of long hours and high expectations, which can lead to burnout and stress, followed by reduced productivity, poor job satisfaction, and a range of physical and mental health problems. It’s important for individuals in leading positions to manage their workload effectively to avoid these negative effects and ensure their own well-being, as well as the well-being of their team and the organization. But how?

How can workload be managed?

Of course, we all know the skills to (in theory) manage workload. Prioritize tasks, delegate responsibilities, set boundaries, use technology or even seek support. But the still very much raging epidemic of burnout lets us wonder whether it can actually be managed anymore. Let’s take the example of delegating responsibilities. Yes, it makes absolute sense to decrease workload by putting the work on more shoulders. BUT: there is a talent shortage, so it may be difficult to hire more workers to decrease the workload.

This can create a vicious circle: When there are fewer employees to do the job, the workload may become even more overwhelming, leading to burnout and turnover, and making it even more difficult to find qualified workers.

To break this cycle, organizations need to be proactive in managing their workload and preventing burnout. In addition, organizations may need to explore alternative solutions to manage their workload effectively. These can be strategies like:

1.    Redefining job roles

2.    Upskilling and reskilling employees

3.    Outsourcing non-core tasks

4.    Implementing flexible work arrangements

5.    Improving work processes

It’s important for organizations to be creative and innovative in managing their workload. By adopting a flexible and adaptive approach, organizations can maintain a positive work culture and ensure that their employees are not overwhelmed by their workload. What’s your take on your workload? Get in touch!

Der Beitrag You, I, we all work too much! erschien zuerst auf Blog | kanzlei.jobs.

23. Januar 2023

By Stephan Breitfeld 

I recently read an article written by a young woman, explaining why she didn’t strive for a career. Why indeed she thought we should stop working altogether and enjoy some unemployment. Of course the article was probably meant to ruffle some feathers but it got me thinking: Do we actually still have something of a „generation contract“?

What contract do generations have?

The „generation contract“ is a concept that refers to the social and economic expectations and obligations that exist between different generations. It is a kind of unwritten agreement between different age groups, where each generation has certain responsibilities towards the others. However, in recent years, the generation contract has become less clear, and the expectations and obligations between generations have shifted. There are several reasons for this change, including demographic shifts, economic insecurity, and changes in social values.

Let’s have a closer look at the latter: Changes in social values have led to a shift in expectations between generations. Younger generations may prioritize individualism, personal fulfillment, and social activism over the traditional values of hard work and respect for authority. This can lead to conflicts with older generations who may not understand or appreciate these values. The validity of the generation contract is a matter of debate, and there is no clear consensus on whether it still holds true in today’s society.

Everybody’s signature?

On one hand, some argue that the generation contract is still relevant and necessary. They argue that each generation has a responsibility to support the others, both financially and socially, and that this is essential for the sustainability of society. On the other hand, there are those who argue that the generation contract has become less relevant in today’s society. They argue that economic, demographic, and cultural shifts have made it more difficult for different generations to connect and work together.

Ultimately, whether the generation contract is still valid or not depends on one’s perspective. While there may be some truth to both arguments, it is important to recognize that the relationships and expectations between different generations are complex and multifaceted. It is up to each individual and society as a whole to determine how they want to approach these relationships and obligations, and to work towards building a more inclusive and sustainable future for all generations. Despite these challenges, it is important for different generations to work together and find common ground. The generation contract is not a one-way street, and each generation has a responsibility to support and respect the others.

In the end, the generation contract is being renegotiated constantly. While older people might want to cash in on their contribution during their work lives and discover a younger generation that seems unwilling to do their part, there is a huge demographic problem, that no generation can ignore. What does it take to reinstall the balance? Is the contract even still there? What do you think?

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by Stephan Breitfeld

As an executive search consultant, I look at salaries in from many different angles. Especially lately with the ever-tightening candidate market and increasing difficulties filling positions, it seems to be fair game in the salary expectations. But there’s more to it – and there’s economic realities – something that concerns us all! Such as these:

Salaries are on the rise – and drop

A recent economic outlook by OECD showed how much real wages are declining in relation to inflation in the different OECD countries. Between the beginning of July and the end of September, the increase in nominal wages in Germany was far from sufficient to compensate for inflation, partly due to drastically increased energy and consumer prices. Real wages in the third quarter of 2022 were around 4.3 percent below the level of the same period last year. The Federal Statistical Office even assumes a price-adjusted drop in real wages of 5.7 percent with consumer price inflation of 8.4 percent. According to estimates by the OECD, the need for wage increases to compensate for inflation and maintain purchasing power is unlikely to decrease significantly in the coming years either. According to data from the Federal Statistical Office, the current drop in real wages in Germany is the longest-lasting and strongest since 2008. And that is although employers feel high pressure to pay much higher wages as it is.

That’s the interesting part about perspective here. There’s a lot of discussion around that employees` need to be paid more (which they absolutely do!) and their perspective in their unlimited choices on the job market but I also hear a lot of voices from the employers saying, yes but we need to be able to pay that. Money needs to come in accordingly and that also is tightly linked to production and energy prices as well as incidental wage costs.

Pay is a societal question

I think the question of salary is a societal issue. It has a big context, and a lot of discussions are falling short of the big picture. It’s not just the candidate who should earn this and that, there’s also the reality of budgets within companies (that may also be “just” salaries that need to rise accordingly) and there is a chain of realities in production that result in higher prices, higher productivity, higher pay, etc. That’s not to argument against better pay and appropriate wages but more to argument for seeing what all goes into this discussion. There not only the candidate`s perspective, there`s not only the employer`s perspective, there`s also budget structures, there`s wage cost regulations, there`s even hinders to employ foreigners, we so desperately need. The reason for the situation the OECD put into numbers (above), and we all deal with every day is complex.

Let’s take an example: You want to pay candidates what they want – good for you.

But what about the employees you already have? Do they all get a raise?

What about the budget structures on your client`s side that haven`t increased in 10 years? Where are you cutting that off for rising wages?

What`s at the end of the rising wages, more need for income/productivity/growth, burnt-out people, rising wages, more need… circle?

Is it fair to pay someone so much when the nurse / kindergarten teacher / caregiver earns so much less? What is the work worth really?

It feels like there`s a lot of questions to ask. Feel free to add in the comments!

more: https://bit.ly/3Y2Lo4H

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In diesem Jahr feiert ingeniam sein 20. Firmenjubiläum. Darauf sind wir sehr stolz. Wir möchten uns bei allen Geschäftspartnern, aktuellen sowie ehemaligen Mitarbeitern und Partnerkollegen, die uns auf diesem spannenden Weg begleitet haben, ganz herzlich bedanken

EIN EINGESPIELTES TEAM – WIR WACHSEN WEITER

Neben den fünf Gesellschaftern und drei Partnern freuen wir uns sehr, dass wir dieses und letztes Jahr sechs weitere Partner hinzugewinnen konnten. Mit aktuell ca. 25 Mitarbeitern decken wir für unsere Kunden ein noch breiteres Branchen- und Dienstleistungsspektrum ab und sind für die kommenden Herausforderungen sehr gut aufgestellt. Auch im nächsten Jahr möchten wir unser Wachstum fortsetzen und planen, unsere Teams zu verstärken.

INTERNATIONALE BUSINESS TEAMS – ARBEIT NACH HÖCHSTEN STANDARDS

Mit der Zugehörigkeit zur AESC stehen wir weiterhin für höchste Qualitätsstandards in der Branche. Durch die langjährige Mitgliedschaft zur weltweit operierenden IIC Partners Organisation können wir unsere Kunden jederzeit international begleiten und dabei gleichzeitig unsere nationale Flexibilität beibehalten.

Das ganze ingeniam-Team freut sich auf viele erfolgreiche Projekte mit unseren Kandidaten und Kunden. Für weitere Informationen besuchen Sie uns gerne unter www.ingeniam.de.

ingeniam Executive Search & Human Capital Consulting GmbH & Co. KG
Grüneburgweg 12
60322 Frankfurt am Main
Telefon: +49 / 69 / 9 59 09 19 0
E-Mail: info@ingeniam.de

Der Beitrag INGENIAM – 20. Firmenjubiläum erschien zuerst auf Blog | kanzlei.jobs.

Let’s dial back the sarcasm and get to the point: you shouldn’t forget that social media have become one of the most powerful brand-building tools in the current day and age. Why? Because social media essentially offer dialogue directly with your audience. But not only that. Thanks to the LinkedIn (also a social media platform btw) research, we know that stunning 66% of professionals would be more likely to recommend a company or brand if they followed a company’s executive on social media.

Exactly! It’s time to set up an account… But first, let’s take a deep breath and look at what we need to consider to bring your social media game to the next level.

Ready? Engage! 

Social media offer a great opportunity to interact directly with your audience, position yourself as an expert and, as a result, drive business value. This is one of the best ways to gain industry exposure, build engagement and establish trust with your target audience. According to the LinkedIn study I referenced before, 56% of professionals say a business executive’s presence on social media positively influences their purchase decision. In other words, the more recognizable you are on social media, the more likely you are to get new clients.

Strategic thinking 

A company without a strategy is like a ship without a map – no one knows where you’re steering. Same goes for social media. It requires a strategy to make it clear what your priorities and goals are, and how you are going to get there. Some of the key questions you should ask yourself are:

“Who do I want/need to talk to?”

“What do I want to say?”

“Where do I need to be in order to talk to these people about these things?”

“What do I want people to do?”

“How much recourses am I ready to invest in it?”

Now, incorporate the topics you want to address in your profile bio to let your existing and potential followers know what to expect; follow relevant accounts and hashtags; get involved in trending conversations and leave comments based on your expertise and experience. That’s a good start and you can see what works for you.

Finally, and perhaps most importantly, you MUST take your social media presence seriously. Since it has a direct impact on your company’s recognizability and, eventually, performance (more reach = more potential clients, remember?), avoid falling into a trap of “I’ve posted like 5 pictures, but no one is following me! Social media don’t work!”. For social media to work in your favor you must stay consistent and plan your campaign a few months in advance. Moreover, you must prioritize authenticity to build trust with your audiences.

If you’re not confident in your social media skills or your ability to devote the time required to do it right, consider enlisting some help. Assigning an executive social media strategy to a trusted expert, like a social media marketing or a PR team, can help you with that in a much better way, than a freshly recruited intern.

by Stephan Breitfeld

Der Beitrag You’re an executive? It’s likely you need to up your Social Media Game erschien zuerst auf Blog | kanzlei.jobs.

By Stephan Breitfeld 

Is digital leadership a skillset or a mindset?

The digital transformation is a topic that’s been with us for a long time and it’s quite clear by now that there is no way around it. But companies keep on struggling with it especially when it comes to the fact that it’s a constant transformation that never stops. A transformation that effects all aspects of a company and makes for a whole new working environment and relationships between colleagues and to customers. The constant and ongoing transformation calls for leadership that is agile and able to adapt and keep up with all the changes. Sounds nerve-wrecking, doesn’t it? 

No digital transformation without a digital leader

A quite decisive element for conquest or failure of digital transformation processes is the digital leader who steers the change in the company. And not surprisingly: real digital leaders are in high demand. Because – as said above – every company basically needs them. Digital transformation requires a comprehensive and holistic look at the company. It’s not about changing processes here and there, introducing cloud solutions, etc. It’s about changing culture, it’s about introducing concepts that drive innovation and change, networking against traditional hierarchies, allowing personal growth and making mistakes. It’s about a real transformation.

What’s a good digital leader?

Real good digital leaders have a variety of qualities and the fact that they need to be agile leaders in transformation processes calls into question whether there even is a definition for it, but there are certain traits that can help identify digital leadership qualities:

• Flexibility
• Agility
• Active and open leadership
• Curiosity
• Digital mindset
• People Skills
• Data knowledge
• Vision

Of course, any combination of the above traits can work really well. It’s about incorporating the skills more into a mindset. It’s not as important to have the technical skills than to understand the technology as a process. The skill is not to know how the software works, the skill is what the software can and will do for the company, what role it will play and who needs to be a part of it.

Where to find them 

Yes, and then comes the big question: where to find people with this mindset? Of course, there is no one answer to this and they for sure aren’t easily found. In a way the traits of a digital leader also apply to the searching process: it needs to be flexible, agile, open, knowledgeable and willing to look beyond the traditional concepts. Know what you’re looking for and be open to find candidates in an entirely different place than expected. And get someone good to help you with this!

https://bit.ly/3PqwKjZ

Der Beitrag Is digital leadership a skillset or a mindset? erschien zuerst auf Blog | kanzlei.jobs.