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.
For more information please contact:
Global Practice Group Leader – Consumer & Retail
Size: 56.3 KB
We are delighted to announce the appointment of Marta Skalska, Head of Research. It is with great pleasure that I announce our latest addition to the SpengerFox Group, Marta Skalska, who will assume the role of Head of Research. Marta will be based in Warsaw, one of our firms strategic hub locations and will be responsible for developing cutting edge and best practice research capabilities within the SpenglerFox Group. She will lead the initiative to ensure consistency in approach and systems usage across the group as we invest in best practice and research trainings, assuring delivery of best in class services. She will work closely with our Senior Management team to advise on recruitment strategy, sourcing tools and continuous improvement initiatives. Marta has over 14 years of experience in recruitment, specialized in automotive, industrial manufacturing, aerospace and defence, oil&gas and temporary assignments, gained from recruitmentcompanies in Poland and the UnitedKingdom. Started her career in temporary recruitment, then moved to sales and business development functions, working as 360 consultant, selling and working as an Account Manager on own projects, large accounts, also leading a team of recruiters. After returning from the UK to Poland she has worked for management consulting company within HR sector, supporting big outplacement project for steelwork factory and state-owned coal minery in Poland. Worked on HR strategy, trainings and workshops, organisational transformation, talent management, market mappings, job evaluation, assessment and development centres, audits, HR functions effectiveness, labour issues, took part in negotiations with trade unions. Last, almost 4,5 years she has spent working at Korn Ferry, where she was supporting executive searches across EMEA (mainly in Scandinavia, Benelux, Switzerland and Balkans) withinindustrialmanufacturing,aerospace, defence and automotivesectors. She has studied Law at Warsaw University. Marta speaks native Polish and fluent English. She livesby the motto ‚Do not overanalyze, lifeis simple.’
The Governance Revolution: What Every Board Member Needs to Know, Now! SpenglerFox CEO, Jens Friedrich, invites Deborah Hicks Midanek to discuss her recently published book 'The Governance Revolution: What Every Board Member Needs to Know, Now!' Deborah is a veteran independent director, a pioneer in the corporate restructuring industry, and a serial entrepreneur. Widely respected for her turnaround skills, she has diagnosed and remedied problems for over 60 corporations and facilitated the growth of nearly 30 other ventures, including her own. Described by the late Fletcher Byrom, CEO of a Fortune 25 company, as a “pure thinker” – quickly gaining a deep understanding of complex problems and demonstrating an extraordinary ability to assimilate information and craft resilient solutions. More_on_Deborah_Hcks_Midnek.pdf Size: 161 KB Deborah_Hicks_Midanek_Slide Deck.pdf Size: 920 KB
A White Paper/Conversation with Industry Leaders What GlobalBusiness Leaders Have to Say about Successful Product Roll-outs and Meeting KPIs. The following paper includes insights from executives representing a handful of global companies. These individuals serve in roles such as general manager, business unit head, regional marketing leader and supply chain manager. They have experience working all over the world and represent markets such as Asia, the Middle East and Africa, North America and Western Europe. When speaking with them, the team at SpenglerFox sought to map the current environment for acquiring new leadership and managerial talent. Our discussions also focused on how this talent helps their organizations ensure the success of launching new products on the markets where these businesses operate and how these manager-leaders set KPIs to evaluate and measure the success of said launches. WhitePaper_TheEssentialsOfTalent.pdf Size: 1.07 MB