Management Audit with Stanton Chase's Executive Assess ...

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STANTON CHASE INTERNATIONAL HEIMO HECHT Managing Partner h.hecht@stantonchase.com GERT HEROLD Managing Partner g.herold@stantonchase.com Survey: Sustainability Leadership in Global Corporations Stanton Chase International invites you to share your expertise and insight by participating in a short sustainability survey. The goal of our research is to determine the preferred skill sets and core competencies of today’s Chief Sustainability Officers “CSOs” and compare these findings to the skill sets that CEOs anticipate these positions will require five years from now. We will combine the results of this survey and follow-up interviews of CEOs and Chief Sustainability Officers into a White Paper for global distribution. Please take a moment to complete this brief survey: TAKE THE SURVEY NOW www.surveygizmo.com/s/139813/stantonchase www.stantonchase.com Who to contact: Partnership The Vienna team of five partners has over 50 collective years of experience in executive search collected in leading search firms and has managed over 700 top and middle management level appointments since 2000. Client and service dedication and our commitment to personal execution of our mandates on partner level have generated a solid and sound reputation of quality results and speedy delivery. Our research consultants and associates are well trained and supported by state of the art technology. All partners have a clear practice group focus and industry specialisation and understand their client's needs: Our motivation for this research flows from the core of Stanton Chase’s approach to retained executive search. The foundation of our continued success is our commitment to listening to our clients, and nowhere has that commitment been more visible than in the sustainability sphere. Whether hosting experts at our recent global sustainability conference or finding a company’s visionary leader, we understand that our success is always rooted in a deep knowledge of our clients’ needs. In addition to completing the survey, we ask for your active support and participation in this research project through the distribution of the survey to your sustainability network. Thank you for your feedback, and we look forward to sharing these valuable results with you. ALEXANDER KAIL Managing Partner a.kail@stantonchase.com FRANZ ROIS Partner f.rois@stantonchase.com Partner in the Spotlight Stanton Chase Vienna is pleased to present Franz Rois, partner and Head of Technology Practice MICHAEL SCHAUMANN Managing Partner m.schaumann@stantonchase.com Franz has 12 years experience in management consulting and executive-level management in leading international companies. He is a Partner with Stanton Chase Vienna and Head of the fast growing technology practice, serving leading technology companies in Austria and in the whole EMEA region. In his consulting work, Franz concentrates on top-level assignments in the telecommunications and advanced technology industries in Europe and the Middle East. He also provides executive assessment, leadership consulting and board services. Prior to joining Stanton Chase, Franz was a Partner and Director of a leading international management consulting company. His consulting experience spans more than 20 countries in Europe, America and the Middle East. Before that, Franz was Chief Marketing and Sales Officer and a member of the Executive Board of Tele2 Austria. Previously, Franz held the position of Vice President for Strategy at T- Mobile International in London. Franz holds a Masters Degree in Business Administration from Vienna University of Economics and Business Administration and a Masters Degree in International Management (MIM) from CEMS. He is fluent in German, English and Spanish. 3
STANTON CHASE INTERNATIONAL By Emerson Hughes Managing Director Stanton Chase Montreal ...we researched the reasons why employees leave. We learned that there are 10 primary resignation motivators... 3 are recruiting and selection related, and 4 are essentially disconnects or failures in communication. www.stantonchase.com Get It Right And Keep It Right: Retention Starts With Recruiting Hiring the right employees and retaining key employees are fundamental HR practices. Search firms that truly partner with their clients participate fully in both practices. We have partnered with clients on both fronts for years, long before retention became a hot topic. Now retention is a preoccupation as the war for talent heats up. We have always believed that providing a service that supports and enhances retention delivers additional value to our clients, rendering our core service-recruitment-more cost-effective, and strengthening our relationship with our client at the same time. Many years ago we researched the reasons why employees leave. We learned that there are 10 primary resignation motivators, and recent research indicates that those motivators are still at play. We analyzed the motivators and determined that we could directly influence 7 of them; 3 are recruiting and selection related, and 4 are essentially disconnects or failures in communication. So, we developed recruiting and communications protocols to address the motivators in an attempt to obviate resignations. These protocols are embedded in everything we do, starting with the first meeting with a client to get job specs. We have found them to be effective, as, sadly, many companies are resistant to change. They are not doing everything that could be done to retain their employees and, as a result, they are watching their talent walk out the door. Let's look at the most common reasons employees leave and what external recruiters can do to improve the retention of the employees they recruit for their clients. 1. The job or workplace was not as expected. This can be addressed during the recruiting and selection process. Recruiters need to present a clear and accurate description of the job, the performance expectations, the supervisor's management style, weaknesses and strengths, the corporate culture and values. The corporate company and the candidate going into a new job should be fully informed. 2. Poor fit. There is a mismatch between the job and the hire, or the hire and the supervisor. This, too, can be addressed during the recruiting and selection process. The assessment process should be rigorous. Drill down; then, drill down again. 3. There are too few growth and advancement opportunities. Again, this is an issue that can be addressed during the recruiting and selection process. Recruiters should ensure that there will be enough of a career runway for the candidate's ambitions. The recruiter should understand the candidate's career objectives and carefully assess motivations. 4. Once on the job, there is too little coaching and feedback, or all too frequently, none at all. This is a communication and management problem. External recruiters can facilitate, and sometimes orchestrate, communications between a manager and employee. We communicate regularly with our hires, and when appropriate, we convene meetings and include the human resources department. The key is that we are proactive. 5. The employee feels devalued and unrecognized. This, too, is a communications and management problem. Again, we are proactive and facilitate communication between the manager and employee. Recognition is one of the most effective ways to retain and motivate your employees. A well-designed recognition program can have a significant impact on employee loyalty and also influence behaviours, attitudes, values, customer satisfaction, process improvements, time to market; quality-the list is potentially endless, and unique to every company. The point is, people respond to recognition and appreciation. 6. The employee is stressed from overwork and a work-life imbalance. This is frequently a communication problem, and it is usually solvable. The key is to acknowledge the conditions and not permit them to persist without attempting to relieve the pressure, even temporarily. Without relief, the pressure will build and lead to a resignation. 7. There is a loss of trust and confidence in senior leaders. This is frequently a communication problem. Leaders who don't communicate or communicate ineffectively are often unaware of the problem. We encourage our hires to precipitate communication with their manager, to ask questions, to get informed, to network in the company and to reach out to the human resources department. 4
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