Ensuring diversity in corporate executive management structures is an issue that has increased backing from EU legislative and regulatory bodies. In fact, installation and promotion of diverse management teams is something that European Commission bodies promote through top-down methods. However, I feel it’s important that companies not look at diversity as a pseudo-issue forced on businesses by EU leaders. Rather, varied management teams with diverse gender, ethnic and cultural perspectives should be seen as tools for enhancing strategy development and problem-solving for companies working on increasingly globalized markets.
I first would like to point out where we’re at now from a regulatory perspective. In EU member-states, we see more frequent use of quotas and pushes for multicultural work environments. For example, by 2020, females should make up 30% of all candidates shortlisted for appointments to corporate or organizational management boards. The issue, however, for many companies is how to match regulatory idealism with reality. Currently, this is being done in a tactical way. Companies use natural attrition to fill in diversity gaps and increase diversity ratios.
The critical issue for businesses and organizations hoping to live up to EU ideals concerning diversity is how to manage executive searches on markets where the talent just isn’t readily available. When a sufficient number of candidates cannot be found, businesses face multiple obstacles: longer search periods, loss of quality candidates that don’t fit diversity objectives, etc. Bearing this is mind, the best strategy for businesses is to be pro-active. This includes developing and maintaining a database, for example, of the best female talent in a specific geographic area. Businesses need to screen in advance if such executive talent is mobile, i.e. are they willing to relocated. They should also pre-screen for competency matches, invite candidates in for pre-interviews and look for opportunities for onboarding.
At SpenglerFox, our experience is that roles that might support diversity strategies aren’t always available when a search is being done. So, we have helped many clients find ways to identify and nurture talent for future roles. In such cases, this can involve bringing in less-skilled talent for more junior roles and teaching them various managerial functions and rotating them through different positions. This usually involves taking half-a-year to explore internal options and bringing a new managerial recruit up-to-speed for handling an anticipated upper management or executive role. Such systems help promote business diversity and gender equality, while avoiding last-minute stress related to job searches that don’t bring immediate results. In some cases, where your business has the resources to do so, you can also bring in talent for roles that might not yet exist. After the skills-matching + onboarding period, you may find that these managers grow into a leadership role that you didn’t know your business needed.
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Global Practice Group Leader – Consumer & Retail
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We are delighted to announce the promotion of Ilinca Pacuraru to Regional Practice Group Leader – Consumer. We are very proud to see ilinca joining the Consultants' team. Her never-give-up attitude and enthusiasm during the most challenging searches are key to success in the Middle East and Africa region. Our customers need that, and we want to support our customers! Says Cedric d'Halluin Emerging Markets Director - Middle East Africa, Russia/CIS, Turkey I am proud to be part of SpenglerFox family, and to work with a team of achievers who continue to deliver excellent results. Thank you very much for your trust, unflinching support and encouragement." Says Ilinca Pacuraru – Regional Practice Group Leader - Consumer
We are delighted to announce the promotion of Federica Pisano to Regional Practice Group Leader – Life Sciences Federica Pisano joined SpenglerFox in September 2014, and since has contributed greatly to the success of the Life Sciences practice in the Middle East Africa region. That success is due to Federica’s responsiveness, efficient service to our customers and a unique care of candidates. Federica lives perfectly our “Care” ethics, a value that SpenglerFox made central to differentiate in the Executive Search industry. Federica is now in charge of the Practice in the region, based out of Dubai. Says Cedric d'Halluin Emerging Markets Director - Middle East Africa, Russia/CIS, Turkey I would like to thank our SpenglerFox family for their support in my recent promotion. During my short time as a consultant I have already learned so much from them. I highly value their trust and continued support, which will be a of great service not only to my success but that of SpenglerFox. Says Federica Pisano – Regional Practice Group Leader, Life Sciences
Why this market is worth a second look. Recently, SpenglerFox’s team managing its services in the Russian Federation held a briefing to talk about market opportunities for companies wanting to invest or do business in the Russian Federation. To this end, we put together a short White Paper in order to provide our Clients and prospective Business Partners guidance on how they can explore new opportunities in Russia. We’ve tried to make the document as succinct as possible in order to provide a clear outline of what the current business environment looks like and what issues you should consider prior to taking a decision to launch a venture in Russia or to expand existing operations in the country. Get arguments to convince your CEO or board members why Russia deserves a second look. Broaden your knowledge of what the Russian market has to offer. Use as guidance for planning a CEO or board visit to the Russian Federation to explore business opportunities (travel to both Moscow and regional capitals). Gather insight on the value provided by top Russian talent and how talent sourcing and search should be done. RussianFed_SF_WhitePaper_InvestNow.pdf Size: 523 KB RussianFed_SF_Highlights_InvestNow.pdf Size: 830 KB