There is nothing we love more at SpenglerFox than the satisfaction of achieving the seemingly impossible, the satisfaction of completely fulfilling a client’s needs by finding the perfect candidate. Whilst we have the agility to move at speed we also have the endurance and determination that ensure constant focus on long term projects. Our in-depth processes allow us to build trust and long lasting relationships with our clients across the world.
Our methodology has seven detailed and comprehensive phases as outlined below. Each phase is carried out with discretion, sensitivity and using the full resources and market insight at our disposal.
Before engagement we anticipate the potential needs of a client and identify a dedicated project team. This ensures that we can commence our search immediately on assignment confirmation.
Following engagement, search methodologies are identified and a project plan and timescales are agreed with our client. All searches are managed by at least one dedicated researcher and specialist consultant. All searches are supervised by the local Country Manager and regional practice group leader.
Our mission is to find talent. Whilst our primary focus is direct search which is carried by our talented team of local and regional researchers we also employ a variety of secondary search methodologies. These include searching our industry leading database, networking in both the physical and virtual environments and news searches to name but a few.
Our philosophy of transparency and sharing information ensures full project visibility across our international practice group network. This gives us access to expatriate, repatriating and international candidates in real time.
Screening and Selection
Following the identification of the SpenglerFox long list we initiate short-listing through a detailed and comprehensive short- listing process. This commences with initial telephone interviews which assess a prospective candidate’s suitability for and interest in the position. Once this has been confirmed, candidates carryout in-depth one to one interviews with the project’s lead consultant.
The interview format is a combination of non-directive discussions to assess the candidate’s personality and communication skills, as well as competency based interviews.
Finally, unless otherwise directed by our clients, our preferred candidate undergoes psychological profiling in the form of the Saville Consulting psychometric testing. Following this rigorous assessment we select those candidates that we deem most suitable for the role and the client organisation based on competencies, experience and motivations and present the shortlist of candidates to our clients.
The SpenglerFox shortlist presentation takes the form of a detailed assessment report, which contains information on the candidates personal, behavioural, academic and professional profiles, including a rationale in which we explain why the candidate should be considered for the role. We then review the shortlist with our clients and action any feedback.
At SpenglerFox we consider it our duty to manage the shortlist of candidates through the client interview process. This ensures complete discretion and the minimum amount of disruption to our client’s organisations in what is often a sensitive process. Following interviews we will then review & discuss the performance of each candidate with our client.
SpenglerFox provide formal offers & rejections to candidates on behalf of our client. We support our client in the preparation and presentation of the offer to the successful candidate. This is then followed by discussions with both the client and the candidate.
Following acceptance of an offer we work in partnership with our client and candidate to identify integration needs and plan the successful integration of the candidate into their new organisation. We also facilitate on-boarding where required.
We are absolutely committed to quality and as such it is imperative that we are able to gauge whether we have successfully met our client’s and candidate’s needs. As such, after every placement we carryout in-depth service reviews with our clients. The feedback is then reviewed by an internal panel of Country Managers and our Managing Director to ensure maximum client satisfaction and promote a culture of continuous improvement.
Key Contact: Jens Friedrich
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
Rex was hired as a Project Director for a multinational factory in China. He held a similar role with another multinational before accepting this new position. The recruitment process was rigorous and exhaustive with many rounds of interviews with various department heads at regional and global levels. Rex was offered the position and accepted, reporting to his new boss (The Global Head of Supply Chain) who was based half way around the world. In his new role, Rex did not directly manage a team, however, he was responsible for managing several department heads that did not report to him. Rex was also responsible for updating all key stakeholders at headquarters on a project’s status. Sadly, Rex only lasted one year in this role, since he was not able to match the performance expectations of multiple stakeholders. This is a situation where Rex would have benefited from executive coaching. Amidst the daily demands of his job and the expectations of his stakeholders, Rex needed to better manage his focus while making strategic decisions at every moment to achieve goals and make progress. Like Rex, every level of management can benefit from coaching. But the individuals who benefit the most from executive coaching are those who are motivated to pursue growth in their personal and professional lives. In most cases, new hires at every level do not receive enough support for grasping an organization’s culture. Michael D. Watkins, Professor of Leadership and Organizational Change at IMD and author of “The First 90 Days: Critical Success Strategies for New Leaders at All Levels,” explains that all new hires at every level must gain insights into the values, norms, and guiding assumptions of an organization. At the same time, they must navigate the very fine line between working within the existing culture framework and seeking to change it. Executive coaching is a natural next step in working with companies transform their businesses and aligns perfectly with my own life purpose and passion. I have been working as a retained executive search consultant for over 10 years, helping companies succeed by finding the right leaders as a search consultant, and then coaching these senior executives to reach their fullest potential. Transitions are always difficult for any organization. Whether through an internal promotion or an external hire, most senior executives receive only a basic orientation and onboarding. In a recent Harvard Business Review article, “Onboarding Isn’t Enough,” co-author Michael D. Watkins finds most companies are doing little to support the onboarding process. “Nearly all large companies are competent at the administrative basics of signing leaders up, but that level of onboarding does little to prevent the problems that can arise when working with new colleagues and grappling with unfamiliar cultural norms and expectations,” Watkins says. In my discussions with HR decision makers and business leaders about their biggest challenges, I have learned that many companies are trying to transform their organizations in a marketplace where disruption is constant. In this VUCA environment, some of their strongest business leaders were not performing as successfully as they once had and were having difficulty adapting to change, new market landscapes and new processes. These are very common themes and challenges that I consistently hear from companies in my travels. I realized that as an executive search consultant, my value in impacting a company positively stopped at the recruitment and hiring process. I knew that I wanted to continue helping clients and executives succeed beyond the appointment of a senior leader, and this is why I began executive coaching. Technology advances in the last several years have created a much faster and more complex world. According to the renowned mindfulness expert Rasmus Hougaard, our attention in the workplace is under siege. We are constantly under pressure, always on, overloaded with information and trying to work in distracting environments. Executives today face many more challenges in adapting to change and successfully keeping pace with these complex work environments, compared to ten years ago. Authors Thomas H. Davenport and John C. Beck in their book, “The Attention Economy: Understanding the New Currency of Business”, advocate that understanding and managing attention is now the single most important determinant of business success. Coaching positively impacts a company’s bottom line by helping executives remain present, be focused and make optimal moment-by-moment decisions that deliver optimal results. As I look back at my work as a search consultant, my most fulfilling moments were helping executives achieve their goals. Many senior executives in Asia, Europe and the US have reached out to me to explore job opportunities, but also seek career guidance. With every inquiry, I always tried to take the time to share my thoughts and advice. In doing so, I felt I was giving back to those who mentored me throughout my own corporate career. Many search firms like SpenglerFox offer executive coaching and HR consultancy services in addition to traditional retained executive search. To receive further information about the executive coaching services, please contact Mary Kramer at firstname.lastname@example.org. About the Author: Victor Filamor Victor Filamor was SpenglerFox’s Country Manager Hong Kong and Asia Consumer Practice Leader in 2007/8. He is currently a Partner and Certified Executive Coach with a retained executive search & leadership advisory firm in Hong Kong and Singapore specializing in the Consumer & Retail and Industrial sectors. Prior to his executive search career of over a decade, he had 25 years of P&L management, as well as marketing, sales and operations management experience with Consumer and Industrial Fortune 500 companies and Asian multinationals. He has lived in four countries across Asia Pacific.