4 Tips to Proactively Turn Passive Prospects Into Engaged Candidates
transearchusa.com

Job seekers have more clout today than perhaps at any time in history. Now is the time to engage prospects early, efficiently, and in a very personalised way; to sell people on everything your company has to offer.

John Ryan provides 4 helpful and useful tips on finding, engaging, and converting great talent into top-notch candidates who choose your company over the competition.

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Three Tips to Win the Talent War with Wellness Programs
transearchusa.com

Right now in particular, with the pandemic, labour shortage, and the critical need for enhanced recruitment and retention, the spotlight on employee wellness needs to be shone more brightly than ever before.

Here are three tips on how to leverage health and wellness programs to attract and retain the best of the best.

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Disruption Driven Development
transearchusa.com

The pandemic tested us physically, logistically, and emotionally. The unexpected and immediate shift to a fully remote company left us with a lot to master from our respective pods. There’s a different urgency around skill development when you’re learning in a crisis. After refining our communication and work-product delivery best practices for more than a year, my conclusion is that this experience turbocharged our skills and streamlined our operations.

Powering through the pandemic has permanently changed our operating paradigm.

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Bedford/TRANSEARCH Hybrid Workplace Whitepaper 2021
home.bedfordgroup.com

Remote work is here to stay. Wherever you fall on the Venn diagram of attitudes to the remote office, that much we can agree on.

Whether our instincts are to push back on it, lean into it, or dance around the edges — that cat is out of the bag. Going forward, every organisation will have to contend with at least one singular, intractable market reality — a workforce that knows just how much is achievable and sustainable from one end of a Zoom conference or Slack group.

Executive leaders are going to have to navigate this reality and accept that the right way forward may look like nothing we've ever seen before.

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The "New Normal" Requires A Strong Focus On Corporate Culture And Communication

A recent TRANSEARCH survey among C-Level leaders highlighted that adapting to the "new normal" requires a strong focus on corporate culture and communication.

Results:

  • Onboarding and team building is one of the crucial items.
  • Corporate culture is key to installing an open-minded, motivated, healthy, culture despite restrictions.
  • Corporate culture is the key to differentiation in the market.
  • Benefit by cross-functional communication across hierarchies.

Conclusions:

  • Values of people are changing.
  • Focusing on the corporate culture is essential.
  • Companies need to establish their own corporate culture, communicate it, and get their employees excited about it.
  • Appreciation and open communication are key for establishing a new culture based on trust and responsibility.
  • In a remote structure effectiveness overrules efficiency.

Recommendations for action:

  • Select the best people and empower them.
  • Support the "entrepreneur in the enterprise" mindset.
  • Focus on trust and transparency to keep your staff energised and their team spirit high.
  • Support cross-functional communication across hierarchies.

TRANSEARCH provides a platform to its network of C-Level leaders for discussions on how to come out of the crisis stronger. For further information about the survey or discussion platform please get in touch with Dr. Carlo Mackrodt or Dr. Stefan Schwaenzl.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Key Dimensions To Focus On In Disruptive Times

A recent TRANSEARCH survey among C-Level leaders regarding their experiences and priorities in a shift to the "new normal" identified four key dimensions to focus on in disruptive times:

  1. Culture - The adaptation to the "new normal" is reflected in the importance of corporate culture & the understanding of leadership.
  2. Leadership - Servant leadership will be the "new normal": trust, empathy and resilience and the ability to lead virtual teams will be key. Leading virtual teams needs a different skillset.
  3. Transformation - Successful transformation projects require a holistic roadmap, an agile organizational set-up, the alignment of purpose, tools and clear rules.
  4. Innovation - Innovative strength is generally regarded as an indicator of future competitiveness. Therefore, you should hire the smartest people in system-critical positions and let them tell you what to do. Listen well!

The four key dimensions can be tackled successfully with a strategic HR management positioned at C-Level.

Importance of the four dimensions plus enablers:

  • Dimensions
    1. Adapt the culture to the new necessities.
    2. Improve leadership competencies.
    3. Transform processes to enable remote efficiency.
    4. Innovate with a focus on customer success.
  • Enablers
    1. Install strategic HR management.
    2. Recruit and retain the smartest people for key positions.

TRANSEARCH provides a platform to its network of C-Level leaders for discussions on how to come out of the crisis stronger. For further information about the survey or discussion platform please get in touch with Dr. Carlo Mackrodt or Dr. Stefan Schwaenzl.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

When Business Goals And Company Culture Clash

Business growth and profitability is the stuff of legends. Companies that astound investors, employees and the business media with sustained or unprecedented expansion become the darlings of the global financial markets and the spotlight grows on the careers of the executive officers, non-executive directors and innovators who made it all happen.

It is not surprising, then, that we are all chasing the same dreams. Growth leads to new opportunities. New opportunities present the potential to change the things around us. And recognition enables influence on a scale sometimes unimagined.

Yet there comes a time in the development of any company - large or small, public or private - when the risk of significant imbalance between corporate objectives and company culture escalates and begins to threaten continued business growth.

It is time like those that define companies. It is in such instances when the owners of a company reveal their true intentions, inhibitions and fears. And this is precisely when high performing executives begin to ask themselves whether it makes sense to work "all out" for the growth of their business when the reality is that corporate culture or fears about how growth may change it is holding them - and their organisations - back like an anchor.

Particularly for companies with long legacies or foreign owners, the stakes are very high when it comes to aligning business growth objectives with the corporate culture insiders see as the key, unifying force that has positioned the organisation for success in the first place.

The simple truth when it comes right down to it, is that even the most ambitious corporate plans for growth may collapse under the weight of questions about retaining company culture. That is why it is essential for executives already in a key leadership role, or contemplating a move to a new company and management opportunity, to probe considerably on the state of balance between business goals and company culture.

Questions one might ask could include:

  • "What elements of the culture are the owners willing to sacrifice in order to achieve business growth?"
  • "How much growth would the owners need to realise to be convinced that the culture needs to change?" and,
  • "Am I being compensated to preserve company culture, achieve business growth, or both?" And in the very likely case the response from company owners is "both", how are the financial incentives and rewards balanced to recognise both sides of the coin?

The pursuit of big dreams forces these tough questions and requires thoughtful answers. There is a natural conflict between ambition and identity. On a human scale, it is a question of knowing one's self. In corporate terms, it is a matter of sacrifice versus comfort and the willingness to confront one's fears.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

What Is Stakeholder Value?

"Stakeholder Value" is an idea being given a good deal of positive support by the who's who of business. Following their meeting in August 2019, the Business Roundtable released a new statement on "the purpose of a corporation". Signed by 181 top CEOs, they committed to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders. That society is demanding a voice in the way businesses are run and is further endorsed by a change in corporate law in the UK in 2019. Companies on the London Stock Exchange must now report on both the "Employee's Voice" and "Corporate Culture."

Expect Boards to be far more involved in organisation culture in the future. Having run sessions on culture for Board members it's interesting to note that they quickly move from interest to enthusiasm once they realise that culture can and should be measured. Meanwhile, businesses that are truly stakeholder-driven have no problem attracting and retaining top talent. Patagonia, for example, receives 9,000 applicants for every internship.

Stakeholder value is also changing how intelligent organisations think about branding. Brand is more than a symbolic representation of the product or service being offered – it's the organisation's story simply told through compelling imagery and rich language. If, in the future, that story doesn't endorse the organisation's social and environmental contribution know that consumers will look to a brand that does.

George Wallace, Chief Executive, MHE Retail, put it this way:

"Brands that can show they are putting people or the environment ahead of sheer profit will be rewarded by consumers and employees and enhance the way they consider the brand."

Expect COVID-19 to transform a soft want into a hard need.

Insights from "Leadership: Moving Beyond The Crisis".


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.