# Horton International > We can help you achieve your goals, get in touch today > Admin Email: info@hortoninternational.com ## Posts ### The 2026 Labour Market: Familiar Patterns, Unexpected Shifts 408 million people worldwide want work but cannot access it. Global unemployment sits at 4.9%. Both facts are true. This tension is what makes the 2026 talent market so difficult to read from the outside. For senior leaders planning critical hires in 2026, the calm headline data is misleading. Global unemployment is projected to hold at 4.9 per cent - a figure that superficially suggests resilience.[1] Yet the 2026 labour market trends tell a more complicated story, one of divergence, disruption, and a growing mismatch between the leadership talent organisations need and what the market can realistically deliver. Those who mistake surface stability for a healthy hiring environment will find themselves outmanoeuvred by those who look deeper. A Fragile Equilibrium Beneath the headline unemployment rate lies what the ILO describes as a “jobs gap” of 408 million people; those who want paid work but cannot access it. Real wages have not fully recovered from recent inflation shocks. Nearly 2.1 billion workers remain in informal employment, without meaningful rights or income security. [2]The executive hiring outlook for 2026 is shaped by this fragility even when it does not show up in the numbers boards typically review. In North America, the data is particularly sobering. The Federal Reserve Bank of Philadelphia projects monthly US job gains of just 55,000 in 2026 - less than half the 2025 pace. Two-thirds of CEOs surveyed at a Yale School of Management summit planned to maintain headcount or reduce it; only one-third intended to hire. [3]This is not a talent market in motion. It is a talent market holding its breath. Regional Variation: Where You Look Determines What You See One of the most important, and most frequently underestimated, dynamics in the global talent market in 2026 is regional divergence. National data consistently flatters the real picture. In Canada, for example, Ontario’s unemployment rate averaged 7.6% in late 2025, among the highest in the country, while Quebec sat at 5.4%, with job seekers markedly more confident. Same country, radically different hiring environments.[4] In emerging economies, the dynamic is inverted. Employment in low-income countries is projected to grow by 3.1%, driven by rapid labour force expansion.[5] But weak productivity growth means much of this job creation is low-quality, and leadership pipelines remain underdeveloped relative to the pace of economic activity. For multinationals and private equity-backed businesses with growth ambitions in these markets, leadership talent availability cannot be assessed through a global lens. It requires genuine local expertise - the kind built through years of relationship-making on the ground, not pattern-matching from a distance. AI: Reshaping What Boards Are Actually Looking For No assessment of C-suite hiring in 2026 can avoid the formative disruption of our era. Artificial intelligence is reshaping the very definition of executive capability. Boards are no longer simply asking whether a candidate understands AI - they are asking whether that candidate can build an organisation that combines machine intelligence with irreplaceable human qualities: judgement, creativity, empathy, and the ability to lead through sustained uncertainty. Across advanced economies, 29% of workers report using AI tools multiple times per week.[6] Yet the organisational implications remain far from settled. The leaders who will command the highest demand in the executive search market are not those who can talk about AI fluently, it is those who can act on it decisively, designing teams and ways of working that unlock genuine productivity gains rather than simply deploying tools and hoping for the best. The Productivity Imperative With a static jobs market and declining employee mobility, the organisations that believe retention alone constitutes a talent strategy are taking a significant risk. Workforce trends, 2026, point clearly toward a more demanding truth: keeping people is necessary but insufficient. Engaging, developing, and re-energising them - particularly across an increasingly multigenerational workforce, where colleagues in their twenties work alongside colleagues in their seventies -  requires a quality of leadership that is rarer than most hiring processes are designed to find.[7] Productivity in 2026 will not be unlocked by tighter oversight or longer hours. It will come from leaders who can redesign how work is structured, how decisions are made, and how human capability is amplified rather than constrained by technology. Finding those leaders - and distinguishing them from those who simply present well - is where executive search earns its value. What We Are Seeing in the Market Across our executive search trends in 2025 and into 2026, a consistent pattern is emerging. The most sought-after executives are those who combine strategic clarity with operational credibility in environments where the rules are still being written. Boards are less patient with leaders who need stability to perform, and more focused on those who generate it. The C-suite hiring forecast for 2026 rewards candidates who have demonstrably led change; not merely managed through it. The international talent market remains active for this calibre of leader, but it is not forgiving of slow or imprecise processes. In a market where the best candidates are rarely looking around and always being approached, the organisations that move with conviction - backed by rigorous insight rather than instinct - are the ones securing the leaders that matter. The 2026 labour market does not reward hesitation. KEY TAKEAWAYS FOR SENIOR LEADERS Surface stability is not a hiring signal. A 4.9% global unemployment rate conceals a jobs gap of 408 million and deeply uneven conditions by region and sector. AI is redefining the brief. Boards need executives who can act on AI with organisational intentionality,  not just demonstrate awareness. Local expertise is non-negotiable. Regional divergence in talent availability means global data is an unreliable guide to what is actually possible in your market. Speed and precision matter more than ever. In a selective market where top candidates are rarely available and always in demand, the cost of a slow or poorly scoped search is higher than most organisations account for.   Sources [1] https://researchrepository.ilo.org/view/delivery/41ILO_INST/13147301370002676?bypassKey=492dd5a5-3f7a-45de-9fa7-2d91f07c5f19 [2] https://researchrepository.ilo.org/view/delivery/41ILO_INST/13147301370002676?bypassKey=492dd5a5-3f7a-45de-9fa7-2d91f07c5f19 [3] https://www.forbes.com/sites/eriksherman/2025/12/31/jobs-prospects-for-2026-are-looking-grim-even-with-a-growing-economy/?ctpv=searchpage [4] https://www.businessinsider.com/sc/ai-era-reshapes-canadian-jobs-immigration-policies-in-2026 [5] https://researchrepository.ilo.org/view/delivery/41ILO_INST/13147301370002676?bypassKey=492dd5a5-3f7a-45de-9fa7-2d91f07c5f19 [6] https://www.businessinsider.com/sc/ai-era-reshapes-canadian-jobs-immigration-policies-in-2026 [7] https://www.london.edu/think/4-ways-the-workplace-will-change ### Healthcare and Life Sciences Trends 2026: Precision, Prevention, and Performance Medical cost are climbing at their fastest rate in 15 years. Pharmacy spending has surged by $50 billion (£36,538,746,145) in a single year. The average drug development cost now exceeds $2 billion (£1,461,549,845).  Paradoxically, life sciences industry reports show their strongest growth expectations in years, with Mergers & Acquisitions activity surging forward. This contradiction reveals the industry's defining challenge for 2026: organisations must simultaneously navigate crushing cost pressures whilst investing heavily in innovation and transformation. The resolution lies in three interconnected imperatives reshaping executive priorities worldwide: precision in targeting therapeutic intervention prevention as an economic necessity performance optimisation through digital transformation.  For boards and executive search committees, the critical question is whether leaders possess the rare combination of skills to excel at both growth and cost control across increasingly diverse global markets. Precision Medicine Drives Innovation and Investment Trends in life sciences reveal unprecedented therapeutic innovation, with 394 novel active substances launched globally since the year 2000. However, this progress masks significant regional disparities. The United States leads with 273 launches, representing a 22% increase compared to the previous period. The four largest EU member countries plus the UK achieved only 209 launches - 64 fewer than the US - despite a 39% year-on-year increase in 2024. China - medical dynamism in action Chinese per capita medicine use is projected to grow at 1.8% annually through 2029 - the highest globally - reflecting China's evolving role from volume-driven growth market to innovation exporter.  North America is shifting towards more expensive, higher-value therapies with large molecules, cell and gene therapies, and antibody-drug conjugates expected to power revenue growth, counterbalanced by the latest Food Pyramid with an RFK Jr led focus on diet as a preventer of chronic disease. This geographic fragmentation, and political focus, demands leaders with genuine cross-border experience, political nous, and deep understanding of regulatory environments and reimbursement models - which vary dramatically between markets. With the average cost of bringing a new drug to market soaring, organisations are retooling development models whilst pursuing strategic M&A. 45% of surveyed biopharma leaders and 51% of med-tech leaders identify M&A as a priority, with aggregate deal value in 2025’s first three quarters reaching $91.9 billion, surpassing 2024’s total.[1] 2026 looks ready to break records too. Recent pharmaceutical mergers increasingly target precision capabilities rather than scale, demanding corporate development executives who can evaluate scientific merit alongside commercial potential and integrate complex R&D operations. Private equity activity is expected to become more consistent in 2026, concentrating on interventional, minimally invasive, and intelligence-driven solutions in cardiology, neurotechnology, surgical robotics, and med-tech biologics. Successful platforms require operating partners and portfolio company CEOs who can drive operational excellence whilst maintaining agility. Prevention Emerges as Economic Necessity Life sciences industry trends are challenging - and this is nowhere more evident than in relentless healthcare economic pressure. Medical cost trends hover at rates reminiscent of 15 years ago, with commercial payers facing an 8.5% trend for the group market and 7.5% for the individual market in 2026. Behavioural health services claims rose 45% between January 2023 and December 2024.[2] These escalating costs force reorientation towards prevention, though this emerges differently across regions.  The healthcare life sciences industry of North America, Europe, Asia-Pacific, India, Latin America, and Africa and the Middle East shows spending growth above 30%, driven by population growth and shifts towards more expensive therapies. China’s more modest 15% spending increase over five years reflects deliberate policy emphasis on expanding access whilst controlling expenditure.[3] With 75% of surveyed health plans ranking total cost of care as a top three deflator, organisations seeking chief medical officers, health economics leads, or ‘value-based’ care executives face a dramatically shifted talent pool.[4] Competitive candidates must demonstrate expertise in both clinical outcomes and economic modelling, often with hands-on experience of implementing prevention programmes at scale. AI, prevention and health management in the USA Health plans are embedding AI into care management and pre-payment audits whilst cutting underperforming programmes in favour of digital-first interventions. Tighter oversight of GLP-1 medications for weight-loss and diabetes management through enhanced prior authorisation and value-based contracts demonstrates how preventive approaches manage both cost and outcomes, especially in the USA where this is a political as well as an economic imperative This creates opportunities in diagnostics, remote monitoring, and early intervention technologies, with AI-driven diagnostics a top development priority for 49% of surveyed med-tech executives.  Optimisation Through Digital Transformation Artificial intelligence has evolved from a productivity tool into a growth catalyst across the healthcare life sciences industry. Nearly 80% of surveyed executives recognise that future competitiveness depends on how effectively organisations harness AI to reimagine how they work and deliver value, with 53% of med-tech executives identifying AI-enabled platforms as a key growth driver for 2026.[5] Chief information officers and chief digital officers increasingly require backgrounds blending technical depth with commercial acumen and change management expertise. The most sought-after candidates have moved beyond implementing AI pilots to fundamentally redesigning business processes.  In revenue cycle management, AI-driven automated acquisitions focus on backend tools including prior authorisation, coding, and denials management. In pharmaceutical services, technology trends in life sciences reveal that AI-supported study design and bio-analytics are reducing development timelines and lowering headcount requirements. Cold-chain and logistics vendors serving advanced biologics benefit from rising demand as regulatory expectations tighten. AI - a resource/scarcity reducer Duke-NUS Medical School researchers adapted a brain-recovery prediction model originally built in Japan using data from 46,918 Vietnamese out-of-hospital cardiac-arrest patients. Tested on 243 Vietnamese patients, the adapted model correctly distinguished high-risk from low-risk patients approximately 80% of the time, compared with 46% accuracy when the original Japanese model was applied directly. This model supports Vietnam's resource-limited hospitals and shows how a transfer learning approach allows AI to bring advanced diagnostics to health systems with limited resources whilst dramatically reducing development costs.[6] However, performance gains are not universal - there are huge challenges in life sciences industry more generally. Pharmaceutical commercialisation underperformed expectations in 2025 as AI-driven targeting raised competitive standards.[7] The critical question for investors and operators is not who uses AI, but whose business model becomes more effective when AI is embedded at scale. Strategic Implications for Executive Leadership The convergence of precision, prevention, and performance creates distinct imperatives for organisations navigating 2026. Success requires balancing organic pipeline expansion with strategic M&A, scaling AI implementation beyond pilots, and aligning investments with defensible sources of value amidst pricing pressures and regulatory uncertainty. Commercial leaders must demonstrate capability in value-based contracting alongside traditional sales excellence. R&D executives require deep scientific credentials and pragmatic understanding of development economics. Geographic experience has become particularly crucial. Executives who have navigated China’s National Reimbursement Drug List negotiations bring different but equally valuable capabilities compared to those who have built specialty pharmacy networks across fragmented US payer landscapes. The most competitive candidates possess both, having led businesses across regions whilst maintaining global standards. Agility and resilience matter, but only to the extent they unite discovery with patient care. This is the essential challenge: leveraging precision, prevention, and performance not as isolated initiatives but as an integrated approach to creating value for all stakeholders in an increasingly complex environment. Asia-Pacific Spotlight: Growth Outpacing Leadership Capacity Across Southeast Asia, healthcare demand continues to accelerate, driven by ageing populations, private sector expansion, and rising chronic disease. Yet growth across the region is increasingly constrained not by capital or opportunity, but by leadership readiness. Vietnam: Rapid Expansion, Acute Capability Gaps Vietnam remains one of the region’s fastest-growing healthcare markets. However, expansion is outpacing leadership development. Organisations increasingly lack managers, senior managers, and directors with the operational maturity to scale teams, manage P&L and distributor ecosystems, embed governance, and convert global strategy into effective local execution. This capability deficit is driving intense competition for a limited talent pool, increasing compensation pressure, and elevating execution risk. For many regional and multinational healthcare organisations, Vietnam now represents a market where succession planning and proactive talent pipelining directly influence growth velocity. Thailand: Economic Pressure Meets Structural Healthcare Demand Thailand continues to function as a regional healthcare hub, supported by private hospitals and medical tourism. Softer economic conditions are sharpening focus on executives who can deliver both cost discipline and revenue growth. Hiring decisions are becoming more selective, with greater emphasis on leaders capable of portfolio optimisation, operational efficiency, and organisational stabilisation. Retention has emerged as a strategic risk. Experienced leaders are increasingly mobile, creating continuity challenges at a time when execution consistency is critical. Indonesia and Philippines: Scale Markets with Structural Talent Constraints Indonesia and the Philippines offer substantial long-term opportunity, driven by population scale and expanding private healthcare provision. Both markets face shortages of leaders able to manage multi-site operations, navigate fragmented regulatory environments, and balance affordability with quality at scale. In Indonesia, leadership depth drops sharply beyond major urban centres. In the Philippines, international mobility continues to reduce the availability of senior talent. In both markets, organisations increasingly compete for executives with proven nationwide operating experience, a profile that remains consistently scarce. Cambodia, Laos, and Myanmar: Frontier Markets, Limited Leadership Depth These emerging healthcare systems remain heavily reliant on distributor-led models and regional oversight. Local senior talent pools are limited, forcing organisations to depend on leadership based in neighbouring markets. This reinforces the importance of regional operating structures and early investment in leadership capability. New Capability Layers Are Emerging Alongside traditional commercial and clinical leadership, healthcare organisations across Southeast Asia are building capability in five critical areas: Market Access and Health Economics, supporting value-based pricing and reimbursement engagement Digital Health, Data, and AI Transformation, bridging technology, clinical operations, and commercial execution Operations Excellence and Service Integration, driving multi-site performance, quality frameworks, and patient journey optimisation Commercial Excellence and Portfolio Strategy, strengthening pricing architecture, distributor effectiveness, and SKU rationalisation in fragmented markets Leadership Development and Workforce Strategy, reflecting recognition that manager and director capability cannot be developed externally at sufficient speed or scale These hybrid profiles, combining operational discipline, commercial insight, and digital fluency, remain scarce across the region. Talent Strategy as a Commercial Imperative Across Southeast Asia, the primary constraint is no longer market opportunity. It is leadership capacity. Reactive recruitment models are proving insufficient in high-growth environments with structurally shallow talent pools. Healthcare organisations are increasingly shifting toward structured leadership pipelines, early identification of high-potential talent, targeted internal development, and proactive mapping across adjacent industries. In emerging markets especially, sustainable expansion depends on building leadership capability ahead of demand. Talent readiness is now directly influencing execution speed, organisational resilience, and regional growth outcomes. For many healthcare organisations operating in Southeast Asia, leadership capability is becoming a defining competitive differentiator. Sources [1] https://www.deloitte.com/us/en/insights/industry/health-care/life-sciences-and-health-care-industry-outlooks/2026-life-sciences-executive-outlook.html [2] https://www.pwc.com/us/en/industries/health-industries/library/behind-the-numbers.html [3] https://www.iqvia.com/insights/the-iqvia-institute/reports-and-publications/reports/the-global-use-of-medicines-outlook-through-2029 [4] https://www.pwc.com/us/en/industries/health-industries/library/behind-the-numbers.html [5] https://www.deloitte.com/us/en/insights/industry/health-care/life-sciences-and-health-care-industry-outlooks/2026-life-sciences-executive-outlook.html [6] https://www.msn.com/en-us/health/other/ai-tools-improve-diagnostics-and-patient-outcome-prediction-in-resource-limited-health-care-settings/ar-AA1V1wER [7] https://www.pwc.com/us/en/industries/health-industries/library/2026-healthcare-investment-themes.html ### Data Centre Leadership: Managing Explosive Growth in an Infrastructure Gold Rush EXECUTIVE SUMMARY Global data centre infrastructure spending will exceed $1.7 trillion by 2030, requiring leaders who can manage gigawatt-scale facilities whilst navigating energy constraints, talent scarcity, and supply chain volatility[1] Successful executives combine technical proficiency in IT infrastructure and cooling technologies with strategic stakeholder management and financial acumen Critical challenges include securing adequate power (US capacity must triple to 80GW by 2030), making long-term cooling technology bets, and overcoming talent shortages affecting 60% of operators Innovative approaches - including collaborative contracting and lean manufacturing principles can reduce costs by 10-20% and accelerate delivery timelines significantly   When hyperscalers expect to deploy 80 gigawatts of power capacity in five years - more than triple current demands - the leadership challenge isn’t about building faster. Rather, it’s fundamentally reimagining what infrastructure leadership means when data centres consume the energy equivalent of entire cities and require construction workforces numbering in the thousands. As global capital expenditure on data centre infrastructure races towards $1.7 trillion by 2030, executives face a perfect storm of energy constraints, talent scarcity, and breakneck construction timelines that would test even the most seasoned leaders. Navigating the Scale-Up Challenge: From Megawatts to Gigawatts The data centre growth management transformation is staggering. Data centres that averaged tens of megawatts before 2020 must now accommodate gigawatt-scale operations. In the United States alone, annual power capacity requirements will more than triple from 25GW in 2024 to over 80GW by 2030[2]. This explosive growth demands leaders who can simultaneously manage today’s operations whilst creating tomorrow’s infrastructure at unprecedented speed and scale. THE POWER SURGE: A DEFINING STATISTIC By 2030, US data centres alone will consume 11.7% of total national power demand. Globally, data centre power demand will reach 1,400 terawatt-hours, equivalent to 4% of total worldwide electricity consumption[3]. The operational complexity extends beyond mere size. Modern data centre campuses sprawl across plots exceeding four million square feet, requiring thousands of workers during peak construction and generating power demands equivalent to small cities. Yet time-to-market pressures remain relentless, with hyperscalers expected to deploy $300 billion in capital expenditure during 2025 alone[4]. The Critical Leadership Profile: Technical Depth Meets Strategic Vision Succeeding in this environment requires a rare combination of digital infrastructure leadership. Technical proficiency remains foundational, with executives needing solid command of IT infrastructure, cybersecurity, and increasingly sophisticated cooling technologies. AI infrastructure demands include servers generating heat that traditional air-based systems cannot manage, leaders must make critical long-term bets on liquid cooling solutions, from rear-door heat exchangers to full immersion systems capable of handling power densities exceeding 150 kilowatts per rack. However, technical expertise alone proves insufficient. The most effective data centre leaders demonstrate: Adaptability across growth stages: shifting from hands-on involvement in foundational phases to specialised focus as operations mature Strategic stakeholder management: navigating complex relationships with energy providers, regulators, and local communities Financial acumen: optimising capital deployment whilst managing projects that could save 10 - 20% through innovative construction approaches Ethical leadership and integrity: building trust during rapid transformation when decisions carry enormous financial and environmental consequences   LEADERSHIP EVOLUTION: TRADITIONAL VS. MODERN DATA CENTRE EXECUTIVES Traditional Data Centre Leader Modern Data Centre Leader Focus: Operational efficiency and uptime Focus: Strategic growth and ecosystem management Primary expertise: Facilities and IT infrastructure Primary expertise: Multi-disciplinary integration (energy, construction, technology, talent) Stakeholder management: Internal teams and vendors Stakeholder management: Regulators, communities, energy providers, global talent markets Scale thinking: Tens of megawatts Scale thinking: Gigawatt campuses with sequential phasing Risk profile: Minimize downtime Risk profile: Balance innovation bets (cooling tech, power sources) with operational stability Talent approach: Hire within data centre sector Talent approach: Recruit tech infrastructure executives from adjacent fields (telecomms, energy, construction) Overcoming the Four Critical Barriers to Scale Today’s data centre executives confront interconnected challenges that demand integrated solutions rather than isolated responses. Power and Energy Constraints Securing adequate power remains the most significant hurdle. Traditional grids lack capacity to support gigawatt-scale facilities without extensive upgrades. Long interconnection delays have driven developers towards alternative solutions including behind-the-metre natural gas turbines, nuclear plants, or small modular reactors. Each option brings regulatory complexity and substantial capital requirements, testing leaders’ ability to balance innovation with risk mitigation. Cooling Technology Decisions The shift to liquid cooling represents more than a technical upgrade. It fundamentally alters data centre design, layout, construction costs, and operational expenses over the facility’s lifespan. Leaders must commit to technologies that will support workloads for decades, despite rapid evolution in cooling solutions and uncertainty about future computational requirements. Talent Acquisition in a Constrained Market Nearly 60% of data centre operators report difficulties finding qualified candidates, with retention proving equally challenging. The capital expenditure per full-time employee far exceeds other industries, making each hiring decision critical. These infrastructure leadership challenges mean that effective leaders see the need to recruit from adjacent fields like telecommunications and energy management, building data centre executive search talent propositions that emphasise purpose, growth, and impact beyond compensation alone.  Trade conflicts compound these challenges. Restrictions on labour mobility, visa tightening, and diplomatic frictions disrupt workforce continuity. In one survey, nearly 32% of respondents reported international trade conflicts negatively affected their ability to hire or retain digital talent, with impacts reaching 56% in talent-dependent markets[5]. Supply Chain Volatility Whilst supply chains have recovered from pandemic peaks, they struggle to meet surging demand. Lead times for generators, switchgears, and transformers remain extended. New tariffs and export controls inject volatility, potentially increasing costs by 5-10% on mission-critical equipment[6]. Leaders must develop sophisticated procurement strategies, often through collaborative contracting models that share risk and reward with suppliers. The Path Forward: Integrated Leadership for Complex Systems The most successful data centre executives embrace an integrated approach across six critical areas: developing scalable reference designs with sequential phasing; implementing end-to-end delivery models; rethinking power and redundancy at campus scale; advancing modular and prefabricated solutions; making strategic cooling technology commitments; and entering collaborative partnerships with contractors and suppliers. This approach mimics lean manufacturing principles, focusing on controlling costs whilst improving performance through optimised technical systems, robust management structures, and people-centric cultures that embrace innovation and break down organisational silos. Case Study: Oman and Jordan’s Strategic Approaches to Data Centre Development Two Middle Eastern nations demonstrate how government-led digital strategies can accelerate data centre infrastructure whilst addressing core leadership challenges around energy, talent, and regulatory frameworks. Oman’s National Digital Economy Programme targets fivefold growth through its ambitious Digital Triangle concept. This framework establishes three geographically distinct but interconnected hubs, each investment-ready with comprehensive policy frameworks, regulatory clarity, and talent development pathways. The sultanate leverages abundant solar and wind resources for sustainable power generation whilst capitalising on political stability and exceptional connectivity through over 20 international submarine cables. Execution speed differentiates Oman’s approach. Applications receive government clearance within 45 days, transforming traditional bureaucratic barriers into competitive advantages for investors seeking rapid deployment. Jordan pursues a complementary strategy centred on human capital and specialised zones. Producing tens of thousands of ICT graduates annually, creating operational leadership at scale, the kingdom has designated the King Hussein Business Park as its digital transformation nucleus. Operating as a special development zone with flexible regulations and streamlined processes, it combines Jordan’s skilled workforce with recently discovered natural gas resources to provide stable, cost-effective energy for data centres. Together, these approaches illustrate how aligned government policy, energy strategy, and talent development can overcome traditional infrastructure barriers, creating investable ecosystems that attract global operators whilst building domestic capability[7]. The Strategic Imperative Data centre leadership has evolved from a purely technical domain into one demanding well-rounded executives capable of aligning people, processes, and technology towards long-term growth. The winners in this infrastructure gold rush will be those who balance operational discipline with strategic vision, technical expertise with stakeholder sophistication, and rapid execution with sustainable practices. As the digital economy expands and AI applications proliferate, the premium on exceptional data centre leadership will only intensify. The question for organisations is not whether to invest in developing this leadership capability, but how quickly they can identify and empower executives who possess this rare and increasingly valuable combination of skills. Sources [1] https://www.mckinsey.com/industries/private-capital/our-insights/scaling-bigger-faster-cheaper-data-centers-with-smarter-designs [2] https://www.mckinsey.com/industries/private-capital/our-insights/scaling-bigger-faster-cheaper-data-centers-with-smarter-designs [3] https://www.mckinsey.com/industries/private-capital/our-insights/scaling-bigger-faster-cheaper-data-centers-with-smarter-designs [4] https://www.mckinsey.com/industries/private-capital/our-insights/scaling-bigger-faster-cheaper-data-centers-with-smarter-designs [5] https://imd.widen.net/content/xclarczvwr/pdf/WDCR_Report_2025.pdf [6] https://www.mckinsey.com/industries/private-capital/our-insights/scaling-bigger-faster-cheaper-data-centers-with-smarter-designs [7] https://capacityglobal.com/news/oman-and-jordan-race-to-lead-middle-easts-ai-and-data-centre-revolution/ ### Latest Emerging Technology Trends for 2026 Understanding Future Tech Trends 2026: What Every Organisation Needs to Know By 2030, AI will contribute $15.7 trillion to the global economy, yet most organisations remain unprepared for the transformation already underway. The 2026 tech environment is a watershed where artificial intelligence has moved from experimental curiosity to business imperative. This intersection of physical and digital worlds creates unprecedented opportunities - but for organisations navigating this complexity, understanding emerging tech trends 2026 is essential for maintaining competitive advantage. Leaders who act decisively now will be better positioned to align digital strategy with enterprise goals, scale AI securely and responsibly, and navigate geopolitical and regulatory complexity with confidence. The Strategic Framework: Three Pillars for Technology Leadership Leading organisations are structuring their technology initiatives around three critical themes, as identified by Gartner, that define how they innovate, compete, and protect value[1]. The Architect organisation focuses on building secure, scalable foundations through AI-native development platforms, AI supercomputing infrastructure, and confidential computing that protects sensitive data whilst enabling secure AI deployment across untrusted infrastructure. The Synthesist business emphasises combining specialised capabilities through multi-agent systems, domain-specific language models, and physical AI that brings intelligence into real-world operations through robots, drones, and smart equipment. The Vanguard company prioritises security and governance through preemptive cybersecurity, digital provenance, AI security platforms, and geopatriation strategies that navigate data sovereignty requirements in an increasingly multipolar world. Key Insight: AI is No Longer Optional In 2026, disruption is accelerating and AI has become essential infrastructure. These trends reflect how leading organisations respond to complexity and opportunity in an AI-powered, hyperconnected world, moving from reaction to strategic reinvention. Latest Emerging Technology for IT: AI-Powered Development and Infrastructure AI-native development platforms are revolutionising software creation. Small, nimble teams can now build sophisticated applications using generative coding tools that speed development cycles whilst maintaining enterprise-grade quality. Developers write, test, and deploy code with unprecedented speed, though human oversight remains essential to verify quality and security. Supporting this revolution, hyperscale AI data centres pack powerful computer chips into synchronised clusters functioning as giant supercomputers. However, these facilities consume enormous energy. Data centres accounted for 4% of global energy consumption in 2024, predicted to double by decade’s end[2]. This reality is driving an urgent focus on renewables, alongside new solutions including hydrogen fuel cells and small modular nuclear reactors. Next-generation nuclear power, particularly SMRs, offers steady, emissions-free energy in compact formats. With reactor cores just two metres tall, these modular systems can be deployed flexibly for military bases, remote sites, or industrial facilities. Meanwhile, sodium-ion batteries made from abundant materials like salt are emerging as cheaper, safer alternatives to lithium, supporting both grid storage and affordable electric vehicles worldwide. The Agentic Revolution: Multi-Agent Systems Transform Work If ‘agents’ were 2025’s buzzword, 2026 is when they become everyday reality. Multi-agent systems deploy modular AI agents that collaborate on complex tasks, taking action on our behalf rather than simply answering questions. From automating business decisions to coordinating schedules, AI agents handle planning and problem-solving, freeing humans for higher-value work requiring creativity and strategic thinking. These systems excel at tasks requiring coordination across multiple specialisations. Customer service workflows might involve agents specialising in language understanding, database queries, policy interpretation, and response generation working seamlessly together. In supply chains, multiple agents collaborate to optimise routing, manage inventory, predict demand, and coordinate suppliers. Domain-specific language models complement this by delivering higher accuracy for industry applications. Unlike general-purpose AI, these specialised versions understand sector-specific terminology and regulations eg medical privacy requirements or financial compliance frameworks. They typically require less computational power and pose reduced risks around inappropriate/hallucinatory responses. Physical AI and Quantum Computing: Bridging Digital and Real Worlds Physical AI brings intelligence into real-world environments, enabling robots and autonomous systems to perceive, reason about, and act within physical spaces. Manufacturing robots adapt to material variations, agricultural drones monitor crop health and perform targeted interventions, and warehouse systems transform logistics operations. What distinguishes physical AI from traditional automation is its ability to handle uncertainty and real-world variability rather than requiring precisely controlled conditions. Meanwhile, quantum computing is transitioning from laboratory promise to business reality. Harnessing sub-atomic particle behaviour to accomplish complex tasks millions of times faster than classical computers, quantum systems may enable more accurate financial risk assessment, accelerate drug discovery with reduced clinical trial costs, and are already optimising logistics routing. This computing paradigm represents a leap comparable to the transition from valve-based computers to microprocessors … with potentially similar impact on our lives. Security, Trust and the Human Factor in an AI-Powered World As AI becomes ubiquitous, establishing trust grows critical. Preemptive cybersecurity moves beyond reactive defence, using AI and analytics to anticipate and neutralise threats before they cause harm. However, most breaches still exploit human vulnerabilities, meaning technology alone cannot solve security challenges. Organisations must combine preemptive measures with education, awareness programmes, and security-focused cultures. Potentially, digital provenance will create verifiable records of content origin and modification history, helping users distinguish authentic from AI-generated content. AI security platforms address unique vulnerabilities from AI adoption, including adversarial attacks and data poisoning. Research in mechanistic interpretability is revealing how large language models actually work, enabling better assessment of reliability and identification of bias. Key Insight: The Human-AI Balance Millions interact with AI chatbots daily, some forming close bonds with bots. As technology approaches human-level abilities in narrow domains, 2026 demands renewed focus on qualities that set us apart: authenticity, emotional intelligence, teamwork, inspirational leadership, and long-term strategic thinking. Attributes that can’t be generated by entering prompts. Navigating Geopatriation and Global Complexity Key Insight: Geopatriation migrates applications from public clouds or spaces back to your own infrastructure, which can either be located on-premises or hosted by a data centre provider. The main purpose of geopatriation? To remove reliance on the public cloud /host provision, often outside a company’s national boundaries.  Geopatriation reflects increasing national requirements that data, computing resources, and technology infrastructure remain within borders or aligned with geopolitical interests. This trend creates complexity for global organisations. From Reaction to Reinvention: Strategic Implications By 2026, we’re getting answers to big questions about AI’s effect on jobs, business, and daily life. The focus shifts from reacting to reinventing and reshaping to find our place in this transformed world. In healthcare, this means implementing proven solutions that impact real lives. In media and marketing, building systems that leverage new paradigms rather than resisting them.  For recruitment and strategic consultancy professionals, these trends reshape the talent landscape. Technical skills remain important but are increasingly augmented by AI tools, shifting emphasis towards system design, AI collaboration, and strategic thinking. Meanwhile, uniquely human skills including emotional intelligence, ethical reasoning, and creative problem-solving become more valuable. Emerging roles reflect this transformation. Most likely organisations will seek: Chief AI Officer / Head of AI / AI Strategy Manager to align Business Strategy and AI Use Cases AI Product Manager to develop AI based products AI Ethics Officers / AI governance manager to ensure responsible deployment Multi-Agent Orchestration Managers who design collaborative AI workflows Lead of AI Learning / AI task forces to build up AI competencies   Traditional roles are evolving too: data scientists need confidential computing expertise, cybersecurity professionals require preemptive threat modelling skills, but also HR Managers, Controllers must master AI-native platforms. Questions around AI security, data sovereignty, and ethical use requiring thoughtful frameworks and experienced leadership. Conclusion: Embracing Transformation with Confidence The latest emerging technology for IT, AI specific, shows accelerating transformation. AI has moved from optional to essential. Physical and digital worlds converge. Computing paradigms shift. Energy systems are reimagined. Human skills are revalued. Success requires translating technological trends into business implications, identifying needed talent and capabilities, and guiding transformation with confidence. The year ahead challenges leaders to rethink technology use whilst safeguarding what makes us human. By understanding these forces and acting early, we can shape a future where AI and emerging technologies amplify creativity, resilience, and progress rather than overwhelm them. Three Critical Actions for Leaders This Quarter Assess Your AI Readiness: Audit current AI capabilities and identify gaps in infrastructure, talent, and governance. Which business processes could benefit from multi-agent systems or domain-specific models? Build Your Talent Pipeline: Begin recruiting for emerging roles now. AI ethics officers, prompt engineers, and quantum specialists are in short supply. Invest in upskilling existing teams on AI collaboration and preemptive security practices. Establish Governance Frameworks: Develop clear policies for AI security, data sovereignty, and ethical use before scaling deployment. Cross-functional teams should jointly define risk tolerance and compliance requirements.   Organisations that thrive will embrace these trends with strategic intent and careful execution, building foundations that enable long-term success whilst leveraging technology to empower their people. With secure, scalable infrastructure, combined specialised capabilities, and robust governance, organisations can navigate complexity and emerge stronger for whatever comes next. Sources [1] https://www.gartner.com/en/articles/top-technology-trends-2026 [2] https://www.forbes.com/sites/bernardmarr/2025/09/29/the-top-5-technology-trends-for-2026/ ### The Modern CHRO: Strategic Leader in the C-Suite The Chief Human Resources Officer role has changed dramatically. Today's CHROs are architects reshaping organisational structures, championing ESG initiatives, and orchestrating AI adoption … all whilst navigating wholesale workforce transformation. This evolution of the CHRO from administrative overseer to strategic powerhouse represents one of the most significant shifts in executive leadership over the past decade. Research reveals that CHROs have experienced a 23% rise in unique skill requirements over the past five years, the largest increase amongst all C-suite roles.[1] This expansion reflects a fundamental reimagining of what boards and chief executives expect from their ‘people’ leaders. From Administration to Strategic Necessity The CHRO mandate evolution has been propelled by successive waves of disruption. The pandemic exposed the critical importance of agile workforce planning. The acceleration of artificial intelligence created urgent questions about re-skilling and organisational readiness. Each challenge reinforced a simple truth: workforce challenges have become existential business issues. Call out – The New CHRO Toolkit The numbers tell the story of executive HR transformation. Organisations now actively seek CHROs with capabilities in business management (64% of postings in 2024) and business strategy (49%). Analytical skills requirements have grown by 60%, whilst compliance skill demand has surged by 90% as this function transitions from policing to strategic enablement.[2] The CHRO in the C-Suite: Expanded Influence This broadening skill set reflects the CHRO’s expanding influence across enterprise decision-making. Leading organisations are merging HR and technology functions, recognising that talent and technological advancement are inseparable drivers of business value. The boardroom provides perhaps the clearest evidence of this transformation. Nearly 70% of companies report increased CHRO engagement with boards over the past three years, with 38% of S&P 500 companies now having directors with human capital expertise.[3] The future of the CHRO role demands leaders who can navigate several key priorities: Investing in people for lasting business impact by connecting employee wellbeing to enterprise performance Tracking emerging capabilities as skill half-lives shrink to five years (or just 2.5 years in fast-moving fields)[4] Building intellectual flexibility across functions to balance technical expertise with the soft skills needed to engage workforces Championing human sustainability and belonging, which research shows makes organisations 1.4 times more likely to achieve strong business outcomes Call out - Risk and Governance Effective boards now integrate human capital measurement into governance processes. Health and safety tops the risk list for board members, followed by data loss and cyber attacks, all factors directly connected to human capital governance and employee wellbeing. Asia Pacific - a CHRO case study[5] Asia Pacific has emerged as the global leader in strategic CHRO implementation. Three years ago, 24% of Asia Pacific CHROs were already digitising elements of the employee experience, compared with 21% in Europe and just 4% in North America. Furthermore, 33% emphasised creating exceptional employee experiences, versus merely 12% in North America. This strategic focus has delivered substantial outcomes. 67% of Asia Pacific CHROs say their employee experience surpasses competitors, compared with 54% in North America. They are significantly ahead in building workforces that meet future business objectives (43% versus 26% in North America). Their focus on advanced technology that fuels collaboration and engagement has delivered lower attrition rates and further elevated CHRO positioning within the C-suite. What This Means for CHRO Search and Selection The transformation of the CHRO role demands a fundamental reassessment of search criteria. Boards must identify enterprise leaders who happen to have deep people expertise, looking beyond traditional HR career paths to candidates with P&L responsibility, operational leadership, or strategic consulting backgrounds. Trying to spot red flags means rethinking recruitment panel experience. Candidates who speak exclusively in HR terminology rather than business outcomes, who cannot articulate ROI of people programmes, or who position themselves as service providers rather than strategic partners are likely unsuited for the modern CHRO mandate. And interview panels who can’t spot these flags are putting the organisation at risk. Defining Questions for Boards Evaluating CHRO Candidates Can this candidate quantify the business impact of people initiatives with financial precision? Do they have demonstrable experience partnering with technology leaders on AI adoption and digital transformation? Can they credibly present to investors about human capital strategy as a value driver? Have they successfully led workforce transformation during periods of significant business disruption? Taking Action Now For boards and chief executives, the imperative is clear. If your current CHRO lacks the strategic capabilities outlined here, you face a choice: invest significantly in their development or begin succession planning. For organisations recruiting a new CHRO, resist the temptation to prioritise cultural fit over strategic capability. Expand your search beyond traditional HR executives to include operators, consultants, and general managers who demonstrate genuine passion for unleashing human potential. Most critically, examine how your organisation positions its CHRO today. Are they included in strategic planning from the outset? Do they report directly to the chief executive with equal standing to other C-suite leaders? Are they regularly engaging with the board on matters beyond compensation? If the answer to any of these questions is no, you have not yet created the conditions for a truly strategic CHRO to succeed. The modern CHRO is a business strategist who happens to specialise in people. CHROs who master their workspace today will not simply adapt to the future of work; they will create it. For the boards and chief executives who recognise this transformation and act decisively, the reward is a strategic partner who can turn workforce capability into sustained competitive advantage. Sources [1] https://www.forbes.com/sites/johnbremen/2025/05/29/why-are-more-chros-in-board-rooms-today-people-risk-and-more/?ctpv=searchpage [2] https://www.forbes.com/sites/johnbremen/2025/05/29/why-are-more-chros-in-board-rooms-today-people-risk-and-more/?ctpv=searchpage [3] https://action.deloitte.com/insight/4738/from-people-leader-to-organizational-leader-the-evolving-role-of-the-chro [4] https://www.forbes.com/sites/johnbremen/2025/05/29/why-are-more-chros-in-board-rooms-today-people-risk-and-more/?ctpv=searchpage [5] https://www.servicenow.com/content/dam/servicenow-assets/public/en-us/doc-type/analyst-report/chro-apac.pdf ### AI-Ready Leadership: How to Spot the Leaders Who Will Thrive in an AI-Driven World The AI revolution has arrived. Nearly every executive recognises that artificial intelligence will disrupt their industry, but boardroom confidence and organisational readiness are not in tandem. 49% of tech leaders believe AI is already fully integrated into their business strategy[1] As organisations race to harness AI's potential, the demand for leaders who can guide this transformation intensifies. Yet the challenge of AI adoption is not primarily technical - it is leadership. There’s a problem. The qualities that define an AI-ready leader extend far beyond technical prowess. The executives who will thrive are those who combine strategic vision, ethical judgement and the deeply human skills required to lead teams through profound change. For boards and search committees, the question is not whether candidates understand machine learning algorithms, but whether they possess the mindset to ask better questions about AI’s role in the business. And also, where are such candidates to be found? The Human Side of the AI Challenge The future belongs to leaders who recognise that AI is not a replacement for human judgement but an amplification of it. They understand that their role is to elevate human insight, build cultures of trust and guide organisations through uncertainty with clarity and care. Essential Qualities of AI-Ready Leaders When identifying executives capable of digital transformation leadership, organisations should look beyond traditional markers of success. Here are some key identifiers: Cognitive flexibility and adaptive thinking AI-ready leaders switch mental models quickly, unlearn what no longer works and hold competing ideas without cognitive paralysis. They practice strategic discomfort: deliberately seeking challenges that stretch their thinking. Emotional intelligence as priority As AI handles analytical tasks, emotional intelligence becomes the primary differentiator of effective leadership. AI-ready leaders build emotionally intelligent teams and systems.[2) Technology can be replicated, but business cultures rich in emotional literacy and collective resilience carry an enduring competitive advantage. Strategic vision combined with decisive action The best AI-ready leaders sustain a clear view of how strategic AI adoption will serve the business whilst taking decisive action in the present. They help teams distinguish between work needing immediate attention and initiatives that can wait … and provide clarity when priorities shift. Human-AI collaboration design AI-ready leaders develop nuanced judgement about when to trust AI recommendations and when to override them. They establish clear guidelines for when AI should inform decisions versus when human judgement takes precedence, avoiding either resisting AI entirely or delegating too much.[3] 81% of employees still don’t use AI tools at work[4) Curiosity and commitment to continuous learning Leaders in technological change demonstrate life-long learning. They test new ideas, resist treating early successes as finish lines and help others develop new skills and mindsets in cultures where experimentation feels safe. Red Flags and Green Flags in Candidate Evaluation When assessing C-suite AI capabilities, specific behaviours reveal genuine readiness versus surface-level knowledge. Green flags that signal AI-ready leadership: Discuss occasions when they stopped AI initiatives that didn’t serve clear business needs Describe helping teams navigate emotional dimensions of technological change Articulate specific frameworks for deciding when to trust AI versus human judgement Share examples of changing their mind based on AI-generated insights Demonstrate understanding of AI governance and ethics in practical, not just theoretical, terms Red flags that suggest competence gaps: Focus exclusively on AI technical capabilities without addressing people implications Cannot articulate personal experience using AI tools in their work Treat AI adoption as purely an IT initiative rather than organisational transformation Avoid discussing failures or lessons learned from AI experiments Show resistance to questioning established practices Demonstrate limited curiosity about how AI might disrupt their own decision-making $243 billion = the value of the global AI services market in 2026[7] Organisations face a crucial decision: develop existing leaders or recruit from outside? Developing internal candidates offers institutional knowledge. To cultivate AI-ready leadership internally, revisit success profiles to emphasise adaptability and collaboration. Integrate AI-readiness into assessments for promotions and succession planning. Coach existing leaders on working confidently alongside AI, focusing on mindset shifts. Recruiting external talent injects fresh perspectives and proven experience. Leaders from organisations further along in AI adoption bring valuable lessons learned However effective the executive search for AI era is - new hires still need time to build credibility and understand organisational context. Retention Strategies for AI-Ready Leaders Retaining high-demand AI-ready executives requires deliberate strategy: Provide genuine strategic influence. Ensure AI-ready leaders have meaningful input into how AI transforms the business. Give them board-level exposure and direct reporting lines that reflect their importance. Create robust learning environments. Offer access to cutting-edge thinking, peer networks and opportunities to experiment with emerging technologies. Sponsor attendance at leading AI conferences and budget well for professional development. Foster cultures of trust and psychological safety. Build forums where leaders can raise concerns and challenge assumptions about AI strategy without facing political consequences. Offer competitive compensation reflecting market realities. Executives leading AI transformation command premium salaries. Structure compensation acknowledging their scarcity, including equity arrangements and retention bonuses tied to meaningful milestones. Demonstrate commitment to ethical AI governance Establish clear AI governance frameworks considering impact on employees, customers and society. Give AI leaders authority over ethical guidelines, not just technology deployment. Enable them to build AI-ready teams Provide autonomy and resources to recruit complementary team members. Support their efforts to develop AI capabilities across direct reports. Create clear succession paths Show AI leaders where they can progress, whether expanding their remit, taking on additional business units or moving into broader executive roles. Celebrate intelligent failures and learning Reward both successes and well-considered experiments that didn’t work. AI transformation requires risk-taking, and leaders need to know the organisation values learning over perfection. Leaders and technology AI can accelerate performance and reshape jobs, but it cannot lead. The leaders who thrive will be those who elevate human insight, demonstrate courage and build cultures where both people and technology contribute their unique strengths. Sources [1] https://www.forbes.com/sites/bernardmarr/2025/03/10/15-mind-blowing-ai-statistics-everyone-must-know-about-now/ [2] https://www.forbes.com/councils/forbescoachescouncil/2026/01/07/the-5-skill-sets-leaders-must-develop-in-the-ai-era/ [3)https://www.gartner.com/en/articles/the-future-of-leadership-with-ai [4] https://www.forbes.com/sites/bernardmarr/2025/03/10/15-mind-blowing-ai-statistics-everyone-must-know-about-now/ [5] https://www.forbes.com/sites/bernardmarr/2025/03/10/15-mind-blowing-ai-statistics-everyone-must-know-about-now/ ### Talent Acquisition Trends to Watch in 2026 The talent acquisition landscape is being rebuilt from the ground up - but not in the way many assume. In 2026, the defining question isn't whether AI will replace human recruiters, but how organisations combine algorithmic efficiency with irreplaceable human judgment to secure exceptional talent. Multiple transformative trends are reshaping talent acquisition in 2026. Understanding how to navigate them, particularly the integration of AI with human expertise, will separate organisations that merely adopt new tools from those that genuinely transform their ability to secure exceptional talent. AI Agents Take Control of Administrative Burden Autonomous AI agents represent the most transformative of all new talent acquisition trends reshaping hiring in 2026. These aren't simple automation tools, they're intelligent systems capable of handling the administrative burden that once consumed consultant time. This transformation allows executive search consultants to dedicate their expertise where it delivers greatest value: conducting in-depth candidate assessments, testing for cultural alignment in complex organisational contexts, building trusted advisor relationships with both clients and candidates, and applying the nuanced judgment that determines whether a placement will truly succeed. Human recruiters are being liberated from transactional work to focus on what they do best: building strategic relationships, advising on complex hiring decisions and shaping long-term talent strategies. When it comes to the minutiae of understanding the cultural fit required between a candidate and a client, AI is never going to find that. A recent example: we were looking for very specific things -understanding the sensitivity of a chairman who might decide to overrule the board, and whether that person could really manage that kind of situation. Those were the kind of stress tests that I could do personally, which no amount of AI is going to figure out. — Kitty Robertson, Partner, Horton International Thailand https://youtu.be/wzFOF46nXWA Are Your Leaders Truly AI-Ready? But here’s the uncomfortable truth about 2026 hiring trends: enthusiasm for AI dramatically outpaces readiness to implement it effectively. Whilst 93% of Fortune 500 CHROs have begun integrating AI tools, many organisations lack the frameworks, governance structures and cultural foundations needed to succeed.[1] AI readiness isn’t purely, or even mainly, about technology - it’s about people and processes. The most successful implementations establish clear ethical boundaries before deploying systems, ensure robust data governance protects candidate privacy, and maintain meaningful human oversight where it matters most. They invest in training teams not just to use AI tools but to question their outputs, understand their limitations and intervene when necessary. The gap between AI adoption and AI readiness will separate the winners from the also-rans in talent acquisition. Here’s a salutary story: Olivia Gagan reported recently in the Financial Times that when she asked an AI system to compile a CV for her, it hallucinated that she was on maternity leave. She was not, is not, and has never been a mother. Moving from adoption to readiness requires more than a bit of an effort, it requires a system-wide approach from C-suite down to frontline recruiter. Moving from adoption to readiness requires more than a bit of an effort, it requires a system-wide approach from C-suite down to frontline recruiter.[2] Human Skills Matter More Than Ever As AI becomes more powerful, distinctly human capabilities become more valuable. Critical thinking, emotional intelligence, creativity and complex problem-solving consistently top hiring priorities because these skills can’t be replicated by algorithms. Smart organisations recognise this isn’t a contradiction but a competitive advantage. Whilst AI excels at processing information and identifying patterns, humans excel at navigating ambiguity, building trust and applying ethical judgment in novel situations. The candidates who will thrive in AI-augmented workplaces aren’t those who can outperform machines at computational tasks, but those who can leverage AI tools whilst bringing irreplaceable human insight to every decision - and companies who will ace their hiring strategies in 2026 understand this fundamental truth. Expanding AI Investment Reshapes Strategy Companies are planning substantial expansions in their AI investments over the coming year. This commitment is fundamentally reshaping talent strategies, influencing not only how organisations recruit - but also which roles they create and how they structure their teams. This expansion manifests in multiple ways: Enhanced candidate assessment tools - evaluating both traditional competencies and AI proficiency Predictive analytics platforms - forecasting hiring needs and identify skills gaps before they become critical Automated workflow systems - reducing time-to-hire whilst improving candidate quality Intelligent matching algorithms - connecting opportunities to talent based on capabilities rather than job titles By 2027, analysts predict that 75% of hiring processes will incorporate certifications and assessments for workplace AI proficiency, reflecting the integration of AI into daily operations across all sectors.[3] AI-Augmented Roles: The New Working Model Perhaps the most transformative development in the future of talent acquisition is the emergence of AI-augmented roles. These positions represent a fundamental shift from traditional job structures, creating collaborative environments where human workers and AI systems function as integrated teams. In these roles, AI handles data analysis, pattern recognition and routine processing, whilst humans contribute strategic thinking, relationship management and ethical oversight. This partnership model maximises the strengths of both parties, creating productivity gains that neither could achieve independently. Organisations must now design roles, training programmes and performance metrics that account for this hybrid working model. Data-Powered Diversity and Inclusion Diversity and inclusion efforts are entering a new era, driven by advanced analytics, algorithmic fairness and measurable outcomes. Rather than relying on aspirational statements, organisations can now leverage AI to identify and eliminate bias in recruitment processes, track diversity metrics in real time and ensure equitable outcomes across all hiring decisions. Modern AI systems - when properly designed and monitored - can remove unconscious human biases by focusing exclusively on skills, capabilities and potential. By stripping away demographic identifiers and evaluating candidates based purely on objective criteria, these tools promise more equitable hiring practices than traditional human-led processes could achieve. However, this transformation requires vigilance. Organisations must continuously audit their AI systems, implement ethical frameworks and maintain human oversight to ensure that technology serves, rather than undermines, diversity objectives. Strategic Imperatives for C-Suite Leaders The organisations that dominate talent acquisition in 2026 will be those whose C-suite executives treat these trends as priority issues, not operational details. The organisations that lead from the front will: Establish AI governance that balances innovation with responsibility. Define clear ethical boundaries for automated decision-making, ensure compliance with evolving regulations and maintain meaningful human oversight. This isn’t about slowing down, but rather moving fast with confidence that your systems are defensible, fair and legally sound. Build skills-based infrastructure that reveals your true workforce capability. Implement platforms providing real-time visibility into what your people can actually do, not just their job titles. This intelligence enables strategic talent deployment, identifies critical skills gaps and positions your organisation to respond rapidly to market shifts. Drive cultural transformation from the top. When executives champion AI-augmented work as an opportunity rather than a threat, the entire organisation listens. Communicate your vision clearly, address concerns transparently and demonstrate how technology creates pathways for professional growth. Culture change requires executive sponsorship - make it a board-level priority. Demand measurable ROI from every AI investment. Establish rigorous success metrics before implementation and track performance against traditional methods. Adjust strategies based on evidence, not hype. The AI vendors promising transformation are numerous; the ones delivering it are fewer. Hold them accountable. Make candidate experience a competitive weapon. Ensure automation enhances human connection rather than replacing it. Maintain transparency about AI use in hiring. Measure candidate satisfaction relentlessly and act on insights. In talent markets where the best candidates have choices, experience determines outcomes. Redesign roles for AI-augmented work. Stop hiring for yesterday’s job descriptions. Define positions where humans and AI collaborate, with each contributing their unique strengths. This requires rethinking everything from role design to performance metrics to career progression. The Future Belongs to the Prepared The talent acquisition trends reshaping 2026 aren't subtle shifts; they’re tectonic plates colliding. AI agents are assuming responsibilities once considered exclusively human. Candidate expectations are evolving at warp speed. The very nature of work is being redefined around skills rather than static job descriptions. Success belongs to organisations that move decisively: implementing AI with clear governance, prioritising human capabilities that complement technology, automating experiences that satisfy candidates and building cultures where humans and AI collaborate effectively. The gap between leaders and laggards in talent acquisition will widen rapidly in 2026 - and it will be determined not by who adopts AI fastest, but by who implements it most strategically. Sources [1] https://www.forbes.com/sites/keithferrazzi/2025/03/27/the-ai-recruitment-takeover-redefining-hiring-in-the-digital-age/ [2] https://www.ft.com/content/229983ee-c11f-44fb-8e61-2ac61d8d100a [3] https://www.gartner.com/en/newsroom/press-releases/2025-10-07-gartner-says-ai-revolution-and-cost-pressures-are-two-forces-driving-the-top-four-trends-for-talent-acquisition-in-2026 ### Leading with Intention: Setting the Tone for a Purpose-Driven Year Your team returns from the holiday break expecting direction. You’ve got targets to hit, budgets to finalise, and stakeholders waiting for your plan. The temptation is to dive straight into spreadsheets and KPIs. But here’s the question that separates good leaders from transformative ones: will you hand them metrics, or will you give them meaning? Purpose-led leadership sets the emotional and cultural tone for the year ahead, and it drives lasting engagement at every level. When leaders anchor their work in authentic values and clear purpose, they create the conditions for meaningful impact that extends far beyond the balance sheet.** The Foundation: Understanding Intentional Leadership Intentional leadership might seem straightforward: someone with a clear purpose who builds the capacity to bring it to fruition. But true intentional leadership runs deeper. In its purest form, it becomes almost invisible because the leader’s vision is carried out not only by them, but by a host of people they have effectively and purposefully led. These leadership values are intensely personal and inward-facing. They manifest in the smaller, seemingly mundane actions: a deliberate pause that creates space for others to contribute, a question asked to deepen understanding, or the sustained motivation to remain connected to the bigger picture.[1] Three Pillars of Intentional Leadership Experimentation: To create disruption where it’s needed, leaders must be willing to experiment. This encompasses agility, flexibility, and innovation. Intentional leaders become comfortable challenging themselves. As a manager, you might recognise that you talk too much, preventing others from sharing ideas. So you make a conscious effort to allow silences without filling the gaps. Whatever the outcome, you’ve tried something different. Growth Mindset: To be intentional, you must be willing to learn, unlearn, and re-learn. By actively seeking opportunities to improve yourself, you become better equipped to help others do the same. Put time in with new clients. Block out time for research. These small investments allow you to confidently share information with your team. Purpose: This sits at the very epicentre of being intentional. Without purpose-driven leadership how can you expect to feel motivated to strive? Start with your own ‘why’. Once you’ve identified this, consider what changes needs to occur. Then remain committed, persistent, and determined to those changes.[2] Taking Action: What Purpose-Led Leaders Do Differently Research with award-winning leaders reveals three key behaviours that bridge the gap between leadership intent and organisational culture: Mobilise People Around a 360° Stakeholder Approach Build a community of advocates by identifying individuals who can activate people around your organisation’s purpose Empower them by using leadership influence to eradicate barriers whilst enabling them to serve the wider business ecosystem Create partnerships to enact positive societal change, recognising that the best solutions come from collaboration Strengthen your ability to develop relationships, essential to amplifying purpose-led impact[3] Close the Gap Between Intention and Action: Focus relentlessly inspiring teams by taking a human-centred approach. Get tactical about purpose, recognising that change requires the full force of your people. Step away from traditional leadership thinking. Where necessary, show humility, admitting that you don’t have all the answers but can find individuals who can help. Unleash Sustained Purpose-Led Transformation: Create a ‘no permission culture needed’ by breaking down barriers. Identify systems that don’t serve the organisation, then implement changes that empower people. Aim to set the industry standard rather than match current practice. Champion a psychological contract of supporting wellbeing and providing meaningful work. Research shows that 70% of employees say their sense of purpose is closely tied to their work.[4] Today’s candidates want to know about an organisation’s purpose and whether its values correlate with their own. Purpose by Intention - a Tool for Corporations One in three Fortune 500 companies uses a corporate purpose statement - a way to build their brand around their customers. It’s an approach that helps weave intention in the the DNA of a company - and it gives employees a value touchstone to reach out to during their working day. Here are some powerful examples: Wells Fargo: Help people go further with their money. Motorola Solutions: Help businesses run better and people live better, because we’re all at our best when we feel safe. Cognizant: Engineering modern business to improve everyday lives. Merck: Use the power of leading-edge science to save and improve lives around the world. Stanley Black & Decker: Dedicated to making great tools – and making a better world. Does your business have a purpose statement? Is it used throughout the company to drive decision making internally as well as comms externally? A review of the role of your purpose statement can be a great place to move your organisation towards purposeful business. Navigating Common Obstacles Leading with purpose sounds inspiring in theory, but the reality often includes sceptical board members, resistant cultures, relentless pressure for quarterly results and time constraints. But experiences suggests that organisations that skip the intentional foundation often find themselves a couple of years later having hit targets but lost talent; achieved metrics but damaged culture and performance. Start small. Even 30 minutes of focused reflection each week compounds over time. When facing scepticism, lead by example rather than declaration. When culture resists, find your early adopters and build momentum. Leadership authenticity isn’t about perfection; it’s about consistently aligning actions with values. Your Leadership Reflection Framework Here’s a practical toolkit to embed intentional leadership into your routine: Weekly Reflection (15 minutes): What leadership value did I model this week? Where did my actions diverge from my intent? What one experiment should I try next week? Monthly Purpose Audit (30 minutes): How are we progressing towards our purpose? What barriers prevent purposeful work? Which relationships need strengthening? Quarterly Vision Reset (90 minutes): Does our vision still inspire? Are our people empowered to act with purpose? What structural changes would unleash greater impact? This framework transforms abstract concepts into manageable actions, building the executive mindset required for sustained transformation. Setting the Tone for the Year Ahead Rather than rushing into targets and metrics, use the beginning of this year to define your leadership intent. The leaders who answer these questions thoughtfully will create organisations where purpose-led transformation thrives. They’ll build cultures of trust where people feel empowered to act. Their emotional intelligence will allow them to navigate complexity with compassion. And they’ll inspire teams to pursue something greater than quarterly results.[5] Sources [1] https://commonpurpose.org/resources/blog/what-is-intentional-leadership/ [2] https://www.forbes.com/sites/brentgleeson/2024/11/05/5-strategies-for-becoming-a-purpose-driven-leader/ [3] https://www.ey.com/content/dam/ey-unified-site/ey-com/en-uk/insights/workforce/documents/ey-how-to-attain-purpose-led-transformation2.pdf [4] https://www.ey.com/content/dam/ey-unified-site/ey-com/en-uk/insights/workforce/documents/ey-how-to-attain-purpose-led-transformation2.pdf/ [5] https://commonpurpose.org/resources/blog/what-is-intentional-leadership ### The First 90 Days of 2026: A Board’s Strategic Checklist for Leadership Readiness As we enter 2026, corporate directors face pressure from every direction; economic uncertainty, technological disruption, geopolitical volatility, and evolving stakeholder expectations. So what does 2026 require? High-performing boards treat the first 90 days not as a reset, but as a runway. Execution Is the New Differentiator There is good news. When disruptive forces hit all competitors equally, execution becomes everything. Poor execution of brilliant strategy will lose out to mediocre strategy executed flawlessly. The takeaway? Board governance must shift from periodic check-ins to continuous, disciplined oversight. The numbers tell the story: 60% of directors view oversight of strategy execution as their top improvement area, far higher than strategy development itself.[1] Cascading multiyear planning cycles are dead. In 2026 boards that ensure corporate strategy adapts in real time whilst maintaining disciplined execution will win out. But agility without leadership readiness is just chaos. “The Principle of Priority states (a) you must know the difference between what is urgent and what is important, and (b) you must do what’s important first.”~Steven Pressfield, The War of Art Ask the Hard Question Now The beginning of 2026 presents boards with a crucial window to evaluate one critical question: are the people in your key leadership roles prepared to execute strategy that moves in new directions, or will they be content to protect the status quo? Past performance isn’t enough. Every candidate on a CEO shortlist has already delivered extraordinary results. Leadership assessment must probe deeper: does your C-suite demonstrate strategic breadth, enterprise stewardship, governance best practices, and the emotional intelligence to navigate volatility? Do you see your leaders as bigger than their functions?[2] Its important to go deeper than the C-suite. More than 40% of directors now spend increased time with senior management below the executive team.[3]Why? Because that’s where you see the talent pipeline, spot emerging challenges, and discover where initiatives get stuck. This deeper engagement reveals whether leaders will engage in the “silo busting” necessary for genuine transformation or whether they’ll cling to comfortable territories. Succession Planning Cannot Wait CEO succession planning is now the most important board practice requiring improvement. More than one-third of directors say it’s their top priority. Yet many boards still fumble the fundamentals: aligning succession with strategic needs. Here’s what boards miss: succession is not meritocratic. Executive performance is no longer performative but purely executable. Keynote speakers are nice to have, but leadership readiness is a constantly moving attribute. What separates those who rise to the top? Three key attributes: cross-functional experience proving enterprise trade-off capabilities confidence when handling visible high-pressure pivots like turnarounds or integrations board-facing work where directors evaluate judgment under ambiguity. The takeaway? The best succession processes involve continuous dialogue about evolving leadership capabilities, not rushed decisions when vacancies emerge. Start those candid boardroom conversations now to be ready for 2026. Close the Strategy-Performance Gap Strategic alignment requires clear, organisation-wide metrics for technology investments, workforce capabilities, and growth initiatives. Nearly half of boards track growth-focused performance metrics. The other half are flying blind. The AI investment gap exposes the risk. Three quarters of organisations surveyed expect AI to factor into 2026 growth strategies, yet most report only slight or moderate success in achieving operational efficiencies.[4] This strategy-performance gap demands active board monitoring. Ask management: Has AI improved core products? Which processes are being redesigned? What are the success thresholds? Are we terminating underperforming initiatives with sufficient rigour? Directors have identified the top three internal barriers to growth: insufficient organisational agility, shortages of skilled employees, and lack of workforce adaptability. These aren’t minor concerns. They’re fundamental questions about whether your organisation can adapt quickly enough to survive. “Leadership is not like running a dealership. A dealership aims for profits, but leadership prioritises impact.”~Gift Gugu Mona, The Effective Leadership Prototype for a Modern Day Leader Actions for Board Effectiveness Immediate Assessment Actions (Days 1–30): Conduct structured leadership assessments using both quantitative and qualitative inputs, evaluating not just past performance but strategic breadth and enterprise thinking Review and update succession plans for the CEO and C-suite roles, ensuring alignment with the organisation’s strategic direction and emerging needs Assess board composition against the skills required for 2026’s challenges - AI oversight, geopolitical navigation, sustainability strategy, and evolving trade policy Audit board agenda allocation to ensure sufficient focus on growth discussions and strategy execution, not merely compliance and reporting Schedule increased touch-points with senior management below the C-suite to gain visibility into the talent pipeline and operational realities Ongoing Strategic Actions (Days 31–90): Establish clear performance metrics for technology investments, workforce transformation, and other growth initiatives, with regular reporting cadence Increase strategic discussions between formal board meetings, moving from quarterly reviews to continuous dialogue on execution Define success thresholds for major initiatives, particularly AI pilots and technology transformations, with explicit decision points for scaling or terminating projects Clarify the board’s role in oversight versus operational involvement, ensuring disciplined governance without micromanagement Strengthen one-to-one relationships between directors and executive leaders, building the trust and candour required for effective strategic advising Evaluate director performance and board effectiveness using leading-practice assessments, addressing any skill gaps or dynamics issues identified Who’s earning their board seat? Barely a third of directors express strong confidence that their boards possess the skills to support organisational growth. Over half think their boards “probably” have the right skills. Fourteen per cent acknowledge they probably or definitely do not.[5] There’s an even more shocking statistic. 93% of executives want someone on their board replaced.[6] Expectations are rising, execution is king, directors who rest on past expertise may find themselves disposed of. Chief executives increasingly look to boards as strategic advisors for nuanced expertise, real-world experience, and valuable networks. Hence, boards must build capacity to provide rigorous oversight whilst serving as strategic sounding boards. 20% of directors have flagged director education and board succession planning as 2026 priorities. The takeaway? Every director needs to be earning their seat through continuous learning and expanding their strategic viewpoint. The Runway Is Clear – Are You Ready For Take-off? 2026’s success stories will be companies whose boards lean in, probing execution, asking tough questions about progress and impact, and ensuring C-suite collaboration delivers measurable results. The first ninety days offer the most important opportunity to set this trajectory. Leadership readiness isn’t a destination; it’s a commitment. Boards that use this window to assess capabilities honestly, align with strategic priorities clearly, and prepare leadership teams comprehensively will turn uncertainty into opportunity.   Sources [1] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution / [2] https://www.forbes.com/sites/rodgerdeanduncan/2025/12/10/the-sometimes-hidden-qualities-boards-want-in-their-next-ceo/ [3] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution/ [4] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution/ [5] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution/ [6] https://www.pwc.com/us/en/executive-leadership-hub/board-priorities.html ### The Human Side of 2026: Balancing Technology, Talent, and Trust A CEO arrives at their desk, opens an AI platform, ask a question and within seconds receives what appears to be a definitive answer to a complex strategic problem. It’s efficient. It’s data-driven. And it might be exactly the wrong approach. This scenario plays out in boardrooms worldwide. As we navigate 2026, a striking paradox has emerged: whilst 40% of organisations highlighting AI in earnings calls see share price increases, those that treat technology as merely another tool to implement - rather than as part of a broader human strategy - may be creating more problems than they solve. The leaders who will truly distinguish themselves aren’t those who’ve simply mastered the latest AI platform or automation tool - they’re those who’ve learned to harness innovation whilst keeping human-centred leadership at the core of every decision. Technology may drive efficiency, but people drive success and leaders who can balance both will define the next era of business. The Deceptive Simplicity of Digital Solutions Generative AI offers seductive promises: instant answers, streamlined processes, data-driven certainty. Yet this deceptive simplicity can trap leaders into applying yesterday’s logic to tomorrow’s challenges, losing the nuance that characterises genuinely complex problems. Without conscious effort, even ethical technology deployment can diminish diversity of thought and tolerance for constructive dissent; the very things that fuel innovation. The objective shouldn’t be technology deployment itself; but building organisations where AI and people strategy work in concert. Five Pillars of Human-Centric Technology Leadership Five Pillars of Human-Centric Technology Leadership Leaders who successfully navigate this landscape cultivate specific capabilities: Create reflective space: Deliberately carving time for pause and reflection becomes revolutionary as pace accelerates. Building micro-practices of presence into your day fosters the awareness needed for wise leadership in volatile times.[1] Self-explore from the inside out: Understanding your own triggers and habitual reactions allows purposeful responses rather than reactive ones. This self-knowledge becomes essential for leadership empathy and sound judgement. Elevate your perspective: Cultivating “balcony” thinking (seeing the broader system, using an elevated viewpoint) to reintroduce nuance amid apparent simplicity. Think “both/and,” not “either/or.” Calibrate your internal compass: Develop decision-making frameworks grounded in values and human principles, allowing you to lead technology rather than letting technology lead you, making data-informed choices that reflect emotional intelligence in leadership. Build webs of relationships: Strengthen organisational trust through deep interpersonal connections and psychological safety. Foster creative debate and empower teams to embrace complexity together. KEY TAKEAWAY: The goal isn’t choosing between people and technology - it’s developing the leadership capacity to integrate both, in ways that recognise human complexity whilst leveraging technological capability. Translating Values Into Action: Japan’s Journey How do these principles translate into practice? Japan’s approach to AI leadership offers instructive lessons. Through initiatives like METI’s GENIAC project, the nation demonstrates strong governmental commitment to harnessing AI for economic growth and societal advancement, all whilst grappling with deeply embedded cultural norms. The challenge is real: Japan ranks third globally in R&D spending yet 47th in entrepreneurial intentions. This disparity reflects a broader cultural aversion to failure and risk; qualities that have historically ensured high standards but can slow disruptive innovation. The central vision comes together in “Society 5.0” - a place where technological innovation harmoniously advances alongside societal values.[2] What initially appears as a barrier - meticulous attention to precision, stringent ethical standards - becomes a competitive advantage in fields where trust and transparency are paramount. Japan’s commitment to AI systems prioritising fairness and accountability aligns with emerging global governance standards, positioning the nation as a world leader in responsible digital transformation and humanity. NEC Corporation embodies this integration philosophy. Their AI solutions for manufacturing enhance quality inspection processes whilst preserving the expertise of skilled workers. Rather than replacing human judgement, the technology captures and transmits the knowledge of experienced inspectors to future generations. As their Managing Director explains, “AI will become an indispensable presence as a storyteller, passing down these disappearing specialised skills”. This demonstrates purpose-driven culture in action - technology augmenting rather than supplanting human excellence. Media coverage has also proved pivotal, helping society distinguish between “failure” and “controlled risk management”. This creates a more supportive environment for experimentation - essential for building genuine employee engagement with AI initiatives. KEY TAKEAWAY: Japan’s experience shows that perceived cultural constraints - risk aversion, perfectionism, consensus-building - can be transformed into strategic advantages when paired with deliberate frameworks that recognise both innovation and human values. The Strategic Investment Balance AI investment isn’t merely about budget allocation; it’s about signalling where value truly resides. Whilst leaders highlighting AI initiatives in earnings calls are 40% more likely to see share price increases, the actual outcome depends entirely on trust and transparency around how technology serves strategic objectives.[3] Organisations that cultivate high employee engagement through purposeful technology integration report significantly lower turnover.[4] Successful organisations train teams to wield technology as a co-pilot, not a replacement. In an era where employees possess unprecedented mobility, valuing your team becomes the cornerstone of sustained success. The Recruiter's Crucial Role Identifying leaders capable of this delicate balance; those with both technological fluency and profound emotional intelligence in leadership, requires sophisticated assessment. Forward-thinking recruitment at the executive level now prioritises candidates who demonstrate the capacity to host complexity, build trust across diverse stakeholder groups, and articulate clear values frameworks for technology governance in future. The most impactful leaders aren’t those who view people and technology as competing investments, but rather those who architect environments where both flourish synergistically. Conclusion: Next Steps Differentiation won’t come from digital capability alone. It will come from leaders who cultivate space for reflection amid acceleration, who build trust through authentic relationships, and who make technology serve human flourishing. What can leaders do now? Audit their organisation’s investment ratio: for every pound spent on technology, are they investing proportionally in the people who will implement it? Examine their decision-making processes: are they data-driven or data-informed? Create dedicated time for dialogue about the human implications of technological change, and engage all teams in conversations about how AI can augment their expertise, rather than imposing it as a ‘solution’. Thriving organisations will be led by individuals who understand that employee engagement, ethical implementation, and strategic innovation aren’t separate objectives - they’re interdependent elements of a coherent vision. Technology may change how we work, but humanity defines why we work and what success truly means. The leaders who grasp this balance will define the next era of business - not through technological prowess alone, but through the wisdom to keep human dignity, purpose, and connection at the heart of every digital transformation. Sources [1] https://www.forbes.com/councils/forbescoachescouncil/2025/04/02/power-of-the-pause/ [2] https://www.weforum.org/stories/2024/12/japan-ai-leadership-risk-ethics/ [3] https://www.forbes.com/councils/forbesbusinesscouncil/2023/12/12/human-centric-leadership-in-the-age-of-ai-balancing-technology-and-people/ [4] https://www.forbes.com/councils/forbesbusinesscouncil/2023/12/12/human-centric-leadership-in-the-age-of-ai-balancing-technology-and-people/ ### The Power of Pause: Why Smart Leaders Slow Down Before Moving Forward As the year draws to a close, many leaders push to finish strong - it’s ‘instinctive’. But truly effective leaders know that genuine progress is based on perspective. There’s another instinct that governs the behaviour of good executives at this time of year: taking time to pause - reflecting, resetting priorities, refocusing on what’s important. This helps us start the new year with intention, clarity and energy. A thoughtful break today can fuel stronger decisions tomorrow. The Undervalued Art of Slowing Down Great leadership encompasses many qualities: clear vision, effective communication, strategic thinking, adaptability, and emotional intelligence. However, one of the more undervalued behaviours is the ability to pause; to step back and stay calm under pressure. This critical yet often overlooked skill of leadership reflection allows executive to block out the noise, chaos, and competing opinions of others to identify the best way forward. “Nothing is more difficult, and therefore more precious, than to be able to decide.” ~ Napoleon Bonaparte Emotions can escalate in the workplace, especially during volatile, complex, and ambiguous periods. When anxiety peaks, it’s natural for people to react impulsively. But leaders who react too swiftly risk making suboptimal decisions. The power of the pause is about recognising your state, taking a deep breath, slowing down, and deciding how to proceed. In the eye of the storm, leaders need to identify a calm centre where clarity emerges, or they cannot navigate the storm at all. Pausing activates the parasympathetic nervous system, countering the fight-or-flight response and shifting behaviour from reactive to responsive.[1] Instead of making impulsive, emotion-driven decisions, a pause allows for calmer assessment and intentional action. Purely and simply, it’s a process of executive renewal which leads to better decisions, reduced biases, and more creative solutions. As if that wasn’t enough wins, it also improves communication, Calm leaders clearly express needs, concerns, and plans, fostering better engagement and buy-in, creating better outcomes. Why Slow Decision-Making Improves Outcomes Whilst speedy decision-making may seem advantageous, a slower, more deliberate approach can often be more effective. Taking time for careful consideration allows leaders to analyse all available options thoroughly. When decisions are rushed, it’s easy to overlook important factors or potential pitfalls that may cause problems later. By carefully examining alternatives, leaders make more informed decisions that are less likely to result in negative consequences. Slow decision-making offers several compelling advantages: [2] Enhanced Collaboration: A deliberate approach ensures all voices are heard and all perspectives considered, leading to better-informed and more widely accepted decisions with stronger stakeholder engagement Better Support: When team members feel included in the process and understand the rationale behind decisions, they feel heard, valued, and invested, leading to buy-in Long-term Excellence: Whilst rapid decisions may address immediate needs, deliberate decisions allow for thorough problem analysis and comprehensive evaluation, ultimately leading to better outcomes with fewer regrets Stronger Negotiation Foundations: Allowing ample time for thoughtful consideration and collaboration creates the groundwork for successful negotiations that drive the organisation towards its goals with confidence. Of course, emergency situations often require quick action. The key is striking a balance between urgency and deliberation, assessing each situation to determine the appropriate level of speed and consideration required. How Top CEOs Integrate Intuition and Analysis Research into how chief executives manage complex situations reveals that the most effective leaders don’t substitute intuition for rational analysis - they combine the two. A study of oil company CEOs identified two processes used by top performers: integration by essentials and spiralling. [3]Integration by essentials involves identifying fundamental cause-effect relationships and forming guiding principles based on such relationships. This governs intuitive storage and retrieval of all relevant knowledge bearing on a decision. Spiralling involves rapidly evaluating decision alternatives by zooming in on the most feasible option using identified principles, then testing and adjusting the decision before committing. The effective CEOs focused on what was essential: those factors that most fundamentally affected their companies’ success. Their purposeful leadership and decision-making demonstrated constant interaction between intuition and rational analysis, rather than using intuition only occasionally. This integration allowed them to cope with complex decisions under time pressure whilst guarding against cognitive biases. “The goal shouldn’t be to make the perfect decision every time but to make less bad decisions than everyone else.”  ~  Spencer Fraseur The Science Behind Decision Timing Recent research (still awaiting peer review) into group decision-making reveals fascinating insights about when to decide. [4] Studies of large groups of independent agents accumulating evidence show that the first to decide are those with the strongest initial biases, and their decisions align with those biases regardless of underlying truth. In contrast, agents who decide last make decisions as if they were initially unbiased, and hence make better choices. We could label this ‘mindful’ leadership. Though early decisions aren’t always necessarily less accurate, this work identifies a clear case in which hasty choices tend to be the most unreliable. The findings suggest that in large groups, decisions reflect the most extreme initial states rather than accumulated evidence if activity is uncorrelated. Thus, initial biases can implement population-level trade-offs between speed and accuracy. This underscores why pausing matters: it allows leaders to move beyond their initial biases and make decisions with strategic clarity, based on accumulated evidence rather than gut reactions shaped by pre-existing inclinations. Mastering the Pause: A Practical Method The AHA method provides a practical framework for implementing purposeful pauses: Awareness: Recognise your current state by tuning into internal signals: frustration, anxiety, racing thoughts, tension, or pressure. Self-awareness is a cornerstone of leadership, and identifying your early warning signs is the first step. Halt: Stop what you’re doing, take a deep breath, and centre yourself. This allows you to step out of reaction mode and into reflection. Depending on the situation, halting might mean pausing to gather thoughts, asking for a moment to process, stepping away briefly, or taking abundant time for solitude and deeper thinking. Act: Once you’ve paused and evaluated options, act with clarity and confidence. The pause doesn’t mean inaction - it ensures that when you do act, your response is thoughtful and deliberate rather than reactive. The AHA process can take as little as a minute or as long as a day or more in complex situations. Like any skill, the more you practise, the more automatic and effective it becomes. Leading with Strategic Clarity As year-end approaches, make pausing productive. The most effective leaders recognise that sustainable success requires periodic renewal - think of it as your end-of-year strategy. By embracing the pause, you’ll strengthen your leadership, build better relationships, and increase your overall effectiveness. Whether navigating complex situations, managing challenging conversations, or creating space for clearer thinking, this tool can transform how you lead and live. Leadership resilience isn’t built through constant action; it’s forged in the thoughtful spaces between decisions. A year-end reflection today sets the stage for strategic clarity tomorrow, ensuring you and your team enter the next year with renewed energy and direction. Sources [1] https://www.forbes.com/councils/forbescoachescouncil/2025/04/02/power-of-the-pause/ [2] https://www.pmtoday.co.uk/why-slow-decision-making-can-improve-outcomes/ [3] https://www.sciencedirect.com/science/article/abs/pii/S0024630109000387 [4] https://pmc.ncbi.nlm.nih.gov/articles/PMC10802676/ ### Building the 2026 Leadership Pipeline: Future-Ready Skills Your Organisation Needs Today As we enter 2026, the leadership pipeline 2026 demands urgent attention. Recent data shows that global employee engagement has plummeted to 21%, with managers experiencing the sharpest decline in wellbeing.[1] This is skywriting and it reads ‘traditional leadership approaches are failing’. Organisations must act decisively to build leadership capacity that addresses tomorrow’s challenges today. The Urgent Case for Future-Ready Leadership “Half as many managers who receive training are actively disengaged as those who are not trained.”[2] The workplace of 2026 will bear little resemblance to what we’ve known before. Executive talent development can no longer focus solely on technical competencies or industry knowledge. Instead, organisations must prioritise future leadership capabilities that centre on three critical pillars: adaptability strategic thinking human-centred leadership. Leaders must guide teams through ambiguity, continuous transformation, and complex decision-making, often in hybrid or high-pressure environments where traditional playbooks simply don’t apply. AI is not the answer Whilst technical fluency around artificial intelligence remains important, the most impactful strategies extend far beyond technology adoption. Leaders who can leverage AI effectively don’t simply introduce new tools; they understand where investments will create genuine impact for both business outcomes and the people they lead. This represents a fundamental shift in executive leadership development, moving from skills acquisition to capability transformation. Conducting a Comprehensive Leadership Gap Analysis Before organisations can build their 2026 leadership pipeline, they must understand their current reality. A robust leadership skills assessment should examine not just what leaders know, but how they operate under pressure, how they inspire teams through uncertainty, and whether they possess the learning agility to evolve continuously. Leadership gap analysis must address several critical dimensions: Emotional intelligence and human connection: Can current leaders maintain engagement and inspire teams in hybrid environments where face-to-face interaction is limited? With manager wellbeing declining sharply, particularly amongst older and female managers, organisations need leaders who can sustain their own resilience whilst supporting others. Strategic thinking and ambiguity: Do leaders possess the capacity to make complex decisions without complete information? The ability to navigate teams through transformation requires moving beyond binary thinking to embrace nuanced, adaptive approaches. AI fluency and technological acumen: Leaders don’t need to become data scientists, but they must understand how emerging technologies reshape their industry, workforce, and competitive landscape. This includes recognising where automation creates opportunity rather than merely viewing it as threat. Learning agility and growth mindset: Perhaps most critically - do leaders view failures as learning opportunities? Can they challenge their own assumptions and encourage their teams to do the same? This capability underpins all others, as the pace of change means yesterday's solutions rarely address tomorrow's problems. A thorough C-suite competency framework should integrate workforce analytics to identify patterns, predict future needs, and eliminate biases that may have crept into historical leadership selection processes. Organisations that fail to use data effectively risk perpetuating outdated leadership models even whilst claiming transformation. Building Versus Buying: The Strategic Decision Framework Once organisations complete their leadership gap analysis, they face a critical decision: which capabilities can be developed internally, and which require external acquisition through strategic leadership hiring? This build versus buy decision should be driven by three key factors: urgency, internal capacity, and strategic importance. When to Build “The fewer people there are carrying out roles in a value chain, the more important each person is, and the more fragile the whole chain becomes if these people become disaffected or leave.”[3] Internal development makes sense when: organisations have time to cultivate talent they possess strong existing capabilities to build upon the required skills align with core organisational values and culture. C-suite succession planning that relies entirely on external hiring signals deeper cultural or development failures. Organisations need to invest in scalable learning ecosystems that support rapid content creation, personalisation, and continuous growth. This includes prioritising leadership development programmes that focus on emotional intelligence, problem-solving, and navigating ambiguity. However, building leadership capability isn’t simply about training courses. Creating cultures that support continuous leadership development requires organisations to promote learning agility where leaders genuinely view setbacks as opportunities rather than career-limiting events. This demands coaching, mentorship, and clear signals from the top that experimentation is valued. Critically, less than half of the world’s managers report receiving any management training, and this deficit directly correlates with disengagement and burnout. Organisations that provide even basic role training see dramatically improved outcomes, with manager performance metrics improving between 20 to 28% following targeted development.[4] When to Buy Strategic leadership hiring becomes essential when organisations need capabilities rapidly, when internal talent pools lack specific expertise, or when external perspectives are required to challenge entrenched thinking. Executive search firms serve as strategic partners in these scenarios, not merely filling vacancies but assessing organisational leadership needs comprehensively and sourcing specialised talent with future-ready skills that can’t be developed internally within required timeframes. The key is recognising that external hiring and internal development aren’t mutually exclusive. The strongest leadership pipeline 2026 strategies integrate both approaches, using external hires to inject new thinking and capabilities whilst simultaneously building depth through internal programmes. Creating Alignment Between HR and Business Leadership One significant obstacle to effective executive talent development is the disconnect between human resources leaders and business executives. Research shows HR leaders consistently report greater confidence in their workforce preparation efforts than their business counterparts. This gap isn’t merely perception; it represents fundamental misalignment about priorities, progress, and the scale of transformation required. Bridging this divide requires organisations to ensure that HR leads and drives organisational thinking about workforce futures. This means bringing HR into technology evaluation and planning from the outset, developing HR’s understanding of emerging technologies and their implications, and ensuring coherent, consistent communication about the value of leadership development initiatives. When HR and business leaders speak with one voice about future leadership capabilities, organisations can accelerate meaningful change. Future-Ready Actions: Your 2026 Leadership Checklist Take these steps now: Audit rigorously: Conduct an honest assessment of current leadership capabilities, identifying gaps in adaptability, strategic thinking, emotional intelligence, and AI fluency. Use data analytics, not assumptions, to drive this analysis. Prioritise development over deployment: Ensure every manager receives basic role training, then advance to sophisticated coaching in engagement, ambiguity navigation, and team inspiration. Even rudimentary training cuts manager disengagement in half. Build learning agility into culture: Create environments where leaders can experiment, fail, learn, and grow without career penalties. Make continuous development an expectation, not an occasional intervention. Integrate business and HR strategy: Bring business and HR leaders together to assess workforce transformation needs, ensuring shared understanding of priorities and progress measures. Partner strategically for capability gaps: When internal development can’t deliver required capabilities quickly enough, engage executive search firms as strategic partners in C-suite succession planning and specialised talent acquisition. Tie learning to business outcomes: Integrate performance data, risk assessment, and workforce trends into programme evaluation. Leadership development must demonstrably contribute to organisational success, not simply complete training hours. Conclusion: Leadership Development as Strategic Advantage The good news is that organisations that thrive in 2026 won’t be those with the most sophisticated technology or the largest budgets. They’ll be the ones that recognised early that executive leadership development represents their most significant competitive advantage. By building robust leadership pipelines that balance internal development with strategic external hiring, fostering cultures of continuous learning, and ensuring alignment between HR and business leadership, organisations can transform leadership from potential liability into their greatest strength. Sources [1] https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx [2] https://www.corporatelearningnetwork.com/leadership/articles/preparing-for-the-future-the-top-skills-of-2026 [3] https://www.pwc.com/gx/en/people-organisation/pdf/pwc-preparing-for-tomorrows-workforce-today.pdf [4] https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx ### 2026 Strategic Planning Blueprint: What Leaders Must Do Now to Win Next Year The numbers tell a stark story. Companies that outperform in Q1 grow six times faster than their peers. But market uncertainty sits at decade highs. Sales costs have risen 68% since 2020, and growth rates have halved.[1] The challenge goes beyond traditional business strategy. Today’s leaders must integrate leadership succession planning and an effective talent acquisition strategy into their core planning framework. Those who treat these as separate initiatives will fall behind. The Fatal Flaw in Traditional Planning Most organisations start their planning process with a dangerous assumption. They sort departments into profit centres and cost centres. This lens makes decision-making feel simple. Invest in revenue generators. Cut everything else to the bone. But reality is far more complex. A division may not directly bring in revenue yet still reduce costs or accelerate opportunities elsewhere. Without investment in these areas, businesses stagnate. When disruption comes, they struggle. The solution? Leaders need better stories - backed by better data. The Four Pillars of Strategic Investment Effective strategic planning 2026 rests on four essential elements: People: Growing businesses need human-centric strategies that assess skills gaps and plan for future talent needs. The right approach ensures you have the talent to meet current and future demands, particularly as C-suite recruitment planning grows more complex. Productivity: The right talent acquisition strategy drives performance through talent optimisation. It aligns employee roles, skills, and development with organisational goals. Each investment must deliver measurable gains. Profitability: Optimised productivity generates better financial results. Focus on retention, engagement, and the right talent mix. This reduces costs whilst strengthening revenue potential. It shows how strategic executive placement directly contributes to your bottom line. Prosperity: Profitable businesses are more resilient. They create better jobs and stronger economies. Leaders who monitor trends and anticipate workforce needs position their organisations for long-term success, especially in CEO succession planning/C-suite talent pipeline development. Connecting Talent to Business Results Here’s what the research shows: organisations are over three times more likely to build strong culture when their strategic roadmap aligns with business strategy. But alignment alone isn’t enough. Leaders need compelling narratives that connect investments to growth objectives. Investment requests must tie to business cases with clear data inputs. These cases should connect organisational purpose with strategy, then detail execution plans specifying who does what, when, and how. The Talent Gap Nobody Talks About More than half of executives say up-skilling investments would produce the biggest productivity gains. Yet only 41% of workers say their organisation recruits effectively.[2]Over a third report heavier workloads from unfilled roles. Why the gap? Business leaders often misunderstand how talent factors into profitability and prosperity. Consider this: hiring a new employee can cost three to four times their salary. When organisations undervalue retention improvements or faster time-to-hire, they incur massive avoidable costs. The financial impact compounds quickly. Leaders must approach senior executives with external market trends and internal talent data. They need to quantify talent behaviour and align it to ROI. This means connecting executive search strategy directly to business objectives through measurable outcomes. CASE STUDY: Africa’s Energy Sector Transformation Market Consolidation Drives Executive Demand Africa’s upstream energy sector demonstrates how strategic planning 2026 is fundamentally reshaping both markets and talent requirements. According to the African Energy Chamber’s State of African Energy 2026 Outlook, mergers and acquisitions are being driven by strategic realignments. Global independents, international oil companies, and indigenous operators are all repositioning. The transformation is striking. Over the past decade, Nigerian independents have built significant portfolios through strategic acquisitions. High-profile 2024/25 transactions tell the story: ExxonMobil sold interests to Seplat Energy. Eni transferred assets to Oando. Shell divested to Renaissance, a consortium of five indigenous Nigerian companies. These deals highlight a crucial shift. Local operators are expanding in onshore activities while international players maintain strategic deepwater presence. The Talent Implications This M&A activity creates unprecedented demand for strategic executive placement and local leadership succession planning. As NJ Ayuk, African Energy Chamber’s Executive Chairman notes, “The African oil and gas sector is set for significant consolidation in 2026, particularly amongst midsize and African independent companies. The current climate can be characterised by an ‘eat or be eaten’ mentality.” The talent challenge is multifaceted. Indigenous operators expanding portfolios require C-suite executives with both technical expertise and strategic vision for complex integrations. International companies divesting assets need leaders who execute smooth transitions. Licensing rounds across Algeria, Libya, and other nations demand executives capable of navigating revised fiscal terms. Why This Matters This environment positions executive search strategy as essential infrastructure, not reactive hiring. Quality C-suite recruitment planning requires 6-9 months lead time. Early talent pipeline development is critical for organisations seeking competitive advantage in Africa’s dynamic energy landscape … and for organisations who can learn from their example.[3] Making Planning Actionable Research shows CEOs are 36% less likely to involve departments in strategic decisions when they perceive expertise gaps.[4] The solution? Expand your knowledge of data insights and broader business objectives. Take a more strategic role in driving results. Three Essential Steps for 2026 1 - Diagnose: Identify your department’s direct business impact. Where are we today? What should we measure? How does it align with business objectives? This diagnostic phase is crucial for C-suite talent pipeline assessment. 2 - Develop: Refine data-driven storylines linking current results to past investments. Demonstrating ROI through compelling narratives is key for optimal investment, particularly when building cases for leadership succession planning initiatives. 3 - Evolve: Articulate how future investments support committed strategic goals. Leverage external data on possible disruption: economic shifts, technological advancements, policy changes. Use this to refine your approach to both business strategy and talent acquisition strategy. The Time to Act Is Now The best-performing companies start early. They align leaders around unified growth visions. They lock in execution confidence months before the new year begins. In an environment where AI’s impact remains uneven and commercial efficiency faces pressure, reactive approaches fail. Net Revenue Retention has declined from 110.5% to 107.1%. Expansion fatigue is real.[5] Strategic planning 2026 style demands integration. Business strategy must connect with your executive search strategy and strong companies treat C-suite recruitment planning as infrastructure requiring the same rigour as any major strategic initiative. Leaders who build robust C-suite talent pipeline strategies aligned with business objectives will win and those who approach CEO succession planning with data-driven methodology will gain sustainable competitive advantage. The Bottom Line The question isn’t whether to invest in strategic talent planning - it’s whether you can afford not to. With 6-9 months required for quality executive placements, your 2026 strategic executive placement process should already be underway. Companies that delay will spend next year playing catch-up whilst competitors pull ahead. Start now. Plan strategically. Win in 2026. Sources [1] https://sbigrowth.com/tools-and-solutions/annualplanningfor2026 [2] https://www.shrm.org/enterprise-solutions/insights/strategic-planning-for-2025--what-business-leaders-need-to-know- [3] https://energychamber.org/african-ma-set-to-surge-in-2026-as-licensing-rounds-open-new-opportunities/ [4] https://www.shrm.org/enterprise-solutions/insights/strategic-planning-for-2025--what-business-leaders-need-to-know- [5] https://sbigrowth.com/tools-and-solutions/annualplanningfor2026 ### The Bold Move Dilemma: Why Half of CEOs Regret Moving Too Slowly More than half of former CEOs identify the same career-defining mistake: moving too slowly. This finding from a Boston Consulting Group survey of 70 senior executives reveals that hesitation is more dangerous than bold action. CEOs who initiated transformations within their first two years delivered markedly higher total shareholder returns than those who delayed, yet economic uncertainty continues pushing leaders towards caution precisely when decisiveness matters most. This data challenges conventional executive wisdom. Across 7,000 CEO tenures worldwide, BCG found that delayed action costs organisations measurable shareholder value. The paradox is stark: whilst betting big feels riskiest during uncertainty, the evidence shows that failing to act decisively poses the greater threat to long-term success. Why Caution Becomes Costly In part, this hesitation epidemic stems from how leaders perceive risk itself. A further BCG survey revealed that 80% of senior leaders view risk in predominantly negative or neutral terms. This defensive mindset blinds organisations to upside potential, causing CEOs to miss first-mover advantages whilst competitors seize them: Global disruption amplifies the cost of delay. America’s protectionist pivot, China’s economic transition, and the confident rise of the Global South are redrawing trade corridors. The race for technological supremacy in artificial intelligence and quantum computing intensifies daily. Climate imperatives reshape supply chains. Against this backdrop, strategic paralysis becomes an existential risk, making adaptive executive leadership not merely valuable but essential. The Transformation Imperative Successful executive leadership transformation requires a dual mindset: sustaining operational excellence whilst pursuing strategic investments and long-term growth narratives. Most leaders struggle with this balance, pinned between quarterly pressures and multi-year horizons. Transformational CEO recruitment focuses on identifying leaders who balance this tension naturally. Effective executives don’t abandon operational rigour, rather, they ensure immediate demands never eclipse strategic imperatives. This dexterity separates high-performing CEOs from those who later regret their caution. Is it innate then? Maybe to a degree - but any executive can use these four approaches to creating ‘uncertainty advantage’ 1. Quantify Upside and the Cost of Inaction Traditional risk frameworks emphasise downside protection, obscuring opportunity costs in the process. Decisive leadership requires reframing strategic questions to surface hidden potential. Successful CEOs ask: “What if our strategy delivers better-than-expected results?” and “What actions would we regret not taking?” This exploratory thinking reveals early adopter advantages that cautious competitors miss. 2. Balance the Operator and Investor Perspectives Senior leaders must carve out time for big-picture reflection, examining future possibilities with executive teams. CEO succession planning increasingly prioritises candidates demonstrating this ability to move fluidly between immediate execution and long-horizon thinking. With government interventions in markets increasing six-fold over the past decade, leaders need foresight to navigate regulatory complexity and identify strategic opportunities amidst policy volatility. 3. Escape the Echo Chamber Companies consistently examining external environments achieve 5% higher success rates in growth transformations compared to inward-focused firms. This requires systematic engagement with diverse viewpoints, from frontline teams to external contrarians. Executive search for change leaders must identify individuals comfortable with cognitive diversity and intellectual challenge. 4. Audit for Bias, Blind Spots, and Boldness Self-awareness can be a CEO’s most powerful tool. Reducing cognitive and group biases in decision-making, enables executives to follow intuition whilst safely pursuing strategic risk-taking through critical examination of alternatives. Leaders need systematic approaches to identifying their own blind spots before markets expose them. From Vision to Velocity Decisive leadership isn’t merely about speed; it’s about direction. The most effective leaders don’t merely respond to disruption: they design the future. Yet McKinsey research reveals only 22% of employees believe their leaders possess a future vision. This gap reflects not just missed inspiration but failed execution. A compelling vision serves as the strategic force fuelling innovation, aligning teams, and sharpening operational clarity. In organisations that endure and evolve, vision becomes embedded in systems, behaviours, and even rituals. Companies outperforming competitors do so not by reacting faster but by aligning sooner, anchoring every decision and investment to a clearly defined future state. When vision is operationalised and woven into workflows, and performance systems, it: transforms organisational capability drives sustainable growth through faster resource allocation and consistent decision-making strengthens talent retention by demonstrating that individual work matters within a broader mission elevates customer experience as frontline teams make better decisions aligned to company values. Leadership experts emphasise that when employees become co-authors of vision, they transform into champions of the mission. This democratisation of strategic intent creates what high-performing organisations recognise as their most durable competitive advantage: not just efficient execution, but intentional alignment at every level. The Recruitment Challenge These findings carry profound implications for executive search. Organisations require leaders combining analytical rigour with entrepreneurial boldness and operational discipline with strategic imagination. The ideal candidate doesn’t merely tolerate ambiguity: they love it, seeing in volatility the raw material for competitive advantage. This demands assessing not just past performance but decision-making velocity, comfort with calculated risk, and ability to maintain conviction under uncertainty. It requires evaluating how candidates balance stakeholder perspectives, navigate geopolitical complexity, and translate vision into executable strategy. Traditional executive search criteria are insufficient when half of CEOs ultimately regret their own hesitation. Adaptive executive leadership means more than responding to change. It means anticipating it, shaping it, and positioning organisations to benefit from it. Choosing Risk Over Regret The evidence is unequivocal for today's CEOs—caution costs more than courage. For boards and search firms seeking competitive advantage through transformational leadership, the path forward demands not just strategic thinking but strategic action. In an era where more than half of CEOs regret moving too slowly, the boldest move may be this: selecting leaders unafraid to make bold moves themselves. Because whilst markets forgive many mistakes, they rarely forgive hesitation. And in the time it takes to achieve consensus, first-mover advantage disappears, competitive positioning erodes, and shareholder value evaporates. The cost of moving too slowly is the distance between what your organisation achieved and what it could have become. ### The Human-AI Partnership: Designing Organisations Where Technology Amplifies Human Potential Here’s a startling reality: whilst 84% of executives expect AI-powered agents to work alongside humans within three years, only 26% of workers have received any training on how to collaborate with such technologies.[1] It’s a readiness gap, but it’s also the defining challenge (and opportunity) for organisations navigating the AI transformation. Success depends not on technology alone, but on how effectively companies can foster human-AI collaboration whilst recruiting and developing talent capable of thriving in an augmented workforce. Redesigning Workflows and Organisational Structures The Workflow Revolution The foundation of successful AI organisational design is simple, but impactful - it requires an organisation to rethink how work gets done. The organisations achieving bottom-line impact from generative AI are those that have redesigned workflows rather than simply layering technology onto existing processes. Approximately 21% of organisations have fundamentally redesigned at least some workflows as they deploy generative AI, with workflow redesign emerging as the single biggest factor affecting an organisation’s ability to see profitability impact. “The future of AI is not about replacing humans, it’s about augmenting human capabilities.” ~ Sundar Pichai, CEO of Google This means organisations must hire for adaptability and learning agility rather than static skill sets. The most successful companies are selectively centralising elements of their AI deployment; creating centres of excellence for risk, compliance, and data governance whilst maintaining hybrid models for technical talent and solution adoption. The Critical Role of Worker Voice in Technology Implementation Inverting the Traditional Hierarchy Contrary to traditional top-down technology rollouts, organisations achieving positive outcomes from human-centred automation are those actively involving employees in decision-making from the outset. Research from MIT identifies four critical stages where worker voice proves essential: defining problems the technology will address, designing technical features educating the workforce ensuring fair transitions for affected workers.[2] The most effective approach inverts the conventional hierarchy, establishing open communication channels where front-line employees can identify opportunities for AI augmentation. This participatory design approach aligns perfectly with collaborative intelligence principles, where domain expertise meets technical capability to create tools that amplify human judgement rather than replace it. “AI will not replace humans, but those who use AI will replace those who don’t.” ~ Ginni Rometty, Former CEO of IBM Recruiting for Collaboration What does this mean for recruitment strategies? Organisations must prioritise candidates who demonstrate both technical aptitude and collaborative capability. The ability to articulate workflow improvements, engage constructively with technology teams, and adapt working methods represents the new baseline for talent in an augmented workforce. Bridging the Generational and Skills Readiness Gap The Millennial Advantage Recent data reveals a surprising generational divide in AI adoption, with millennials demonstrating the highest comfort levels and most positive views towards workplace AI - outpacing even digitally native Generation Z. More than half of millennials report that AI improves decision-making, reduces stress, and boosts creativity, compared to Gen X and Gen Z respondents, only a quarter of whom express similar views.[3] Addressing the Training Deficit This generational difference complicates adoption strategies and underscores the importance of targeted change management. Whilst 80% of workers view AI as opportunity rather than threat, that readiness gap - only 26% receiving collaboration training - represents both a challenge and an opportunity for organisations committed to effective technology-human integration.[4] The practical implication is that recruiters must identify candidates across all age groups who demonstrate adaptability and growth mindset. Simultaneously, organisations require change management strategies that acknowledge generational differences whilst building universal capability. Multinational companies are implementing widescale up-skilling initiatives, recognising that productivity gains vanish without proper guidance. In other words, untrained workers are likely to redirect saved time towards low-value activities or risk missing AI-generated errors and hallucinations. Establishing the Four Conditions for Co-Learning Beyond Traditional Training The most advanced organisations are moving beyond traditional training towards “co-learning”; a continuous cycle where people teach technology whilst simultaneously learning from it. Research involving 14,000 workers across 12 countries identifies four conditions that enable this paradigm shift, and the results are compelling: organisations meeting these conditions achieve five times higher workforce engagement, four times faster skill development, and twice the confidence in adapting daily work habits to collaborate with generative AI. The Four Essential Conditions These conditions require leaders to: cultivate curiosity and creativity incorporate learning as part of job design rather than an additional burden hardwire trust through transparent governance ensure AI tools work according to human needs. For recruiters this framework provides clear criteria for assessing both organisational readiness and individual candidate suitability. “Nobody phrases it this way, but I think that artificial intelligence is almost a humanities discipline. It's really an attempt to understand human intelligence and human cognition.” ~ Sebastian Thrun, Chairman and Co-Founder of Udacity The Trust Imperative The trust dimension proves particularly critical, and is where many organisations stumble. Whilst many leaders believe they have implemented appropriate AI governance covering ethics, data responsibility, and decision-making, workers consistently report lower confidence levels - up to 14% lower.[5] More than half remain unclear about accountability when issues arise. Bridging this trust gap requires transparent communication, clear governance structures, and recruitment of leaders capable of articulating both the opportunities and limitations of AI systems. Recruiting for the Augmented Organisation New Priorities for Talent Acquisition Successful AI organisational design demands new recruitment priorities. Beyond technical capabilities, organisations need individuals who demonstrate curiosity about technology, comfort with ambiguity, and commitment to continuous learning. The ability to provide constructive feedback to AI systems, identify appropriate use cases, and maintain critical judgement when reviewing AI outputs represents essential capabilities in roles across all levels. Scale and Speed of Transformation Consider the data: larger organisations are leading this transition, with those exceeding £400 million in annual revenue more likely to establish clearly defined roadmaps, dedicated transformation teams, and comprehensive trust-building approaches. However, organisations of all sizes must address the fundamental challenge: time limitation remains the primary barrier preventing workers from developing new skills. Successful change management therefore requires embedding learning into natural work rhythms through modular content, just-in-time support, and collaborative intelligence systems that make skill development contextual and continuous. Conclusion: Leading the Transformation The future belongs to organisations that recognise AI not as a replacement for human capability but as a powerful amplifier of human potential. Success will demand more than technological investment - it requires fundamental rethinking of organisational design, recruitment strategies, and change management approaches. By prioritising worker voice, investing in comprehensive capability building, establishing transparent governance, and recruiting for adaptability alongside expertise, organisations can create cultures where human-AI collaboration drives sustainable competitive advantage. The organisations that will thrive are already asking themselves the critical question: are our people and our AI learning fast enough, and attuned enough, to succeed? Sources [1] https://www.accenture.com/content/dam/accenture/final/accenture-com/document-2/Functions-Learning-Reinvented-2025-Report-Design.pdf#zoom=40 [2] https://mitsloan.mit.edu/ideas-made-to-matter/secret-to-successful-ai-implementations-worker-voice [3] https://www.ciodive.com/news/AI-sentiment-generational-divide-GenZ-Millenials/733541/ [4] https://www.accenture.com/content/dam/accenture/final/accenture-com/document-2/Functions-Learning-Reinvented-2025-Report-Design.pdf#zoom=40 [5] https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai ### The Skills Premium: How Specialised Expertise Commands Executive-Level Compensation The executive landscape is unrecognisable to a decade ago. Traditional C-suite hierarchies are expanding rapidly, driven by technological disruption, regulatory complexity, and evolving stakeholder expectations. Within this shift, specialised domain expertise is commanding compensation packages that rival – and often exceed – those of established executive positions. The emergence of roles such as Chief AI Officer, Chief Sustainability Officer, and Chief Data Officer signals more than organisational restructuring; it represents a fundamental recalibration of how organisations value and remunerate specialised skills at the executive level. The Emergence of Specialised Executive Roles Between 2018 and 2023, Fortune 500 companies expanded their executive teams by 23% on average, growing from 6.7 to 8.[1] executives per organisation. Most of these roles are functional expertise based. [1] The proliferation of specialised executive positions stems from three primary drivers. Firstly, organisations seeking to maintain growth momentum require focused leadership to manage increasing operational complexity. Secondly, shifting global regulatory landscapes demand dedicated expertise to ensure compliance whilst positioning organisations for competitive advantage. Thirdly, the rapid advancement of digital solutions necessitates executive-level leadership with deep technical proficiency. The traditional model where broad executive roles such as Chief Information Officer or Chief Human Resources Officer over all related functions has proven insufficient. Today’s challenges require executives with specialised knowledge who can navigate nuanced, rapidly evolving domains. Compensation Trends for Emerging C-Suite Positions The financial premium attached to specialised expertise reflects both scarcity and strategic importance. Emerging executive roles command compensation that acknowledges the rarity of requisite skills and the value these positions deliver to organisational objectives. Chief AI Officer Salary Structures The Chief AI Officer role exemplifies how specialised skills translate into executive-level compensation. In the United States, CAIO packages average above $1 million annually, positioning these roles amongst the highest-compensated executive positions. This remuneration reflects the strategic imperative of artificial intelligence across sectors, from technology firms to consultancies, healthcare providers, and legal practices. The geographic variance in compensation proves instructive. Whilst American CAIOs command seven-figure packages, the UK market offers more modest salaries. In London, Chief AI Officer salaries range from £50,000 to £62,000, with an average base pay of £56,000. 2This substantial transatlantic disparity - American CAIOs earning approximately 15 to 20 times their British counterparts - highlights several factors: Market maturity and competitive intensity for AI talent differs significantly between regions Organisational size and sector influence compensation structures The relative novelty of the role in certain markets affects pay benchmarking Currency considerations and cost-of-living adjustments play a role, though don’t fully account for the gap Averages can distort reality - in multinational companies in finance or IT, in both countries, salaries are about the same The dramatic growth in AI leadership appointments underscores market demand. LinkedIn data shows Head of AI roles have tripled over five years, whilst Glassdoor reported 122 individuals with Chief or Vice President of AI titles joining its platform in a 2023, compared with just 19 the previous year.[3] Chief Sustainability Officer and ESG Leadership Sustainability leadership represents another domain where specialised expertise commands premium compensation. With 92% of CEOs viewing sustainability as vital for success and nearly half of companies’ operations involving sustainability initiatives, organisations are investing heavily in dedicated leadership.[4] Chief Data Officer and Chief Digital Officer Digital evolution roles continue to command substantial compensation as organisations recognise data and technology as fundamental to competitive advantage rather than support functions. Chief Data Officers and Chief Digital Officers bring expertise in data privacy, cybersecurity, digital change, and analytics – skills that prove essential as businesses become increasingly, or wholly, digital. The scope of these roles has expanded considerably. Whilst traditional ‘chief’ positions focused on functional mandates, today’s digital executives must navigate cross-functional responsibilities, collaborate with marketing, human resources, and product development teams, and align technology strategy with enterprise objectives. This breadth of responsibility directly influences compensation structures. How Domain Expertise Reshapes Executive Pay Structures The traditional determinants of executive compensation – organisational size, revenue responsibility, team management – remain relevant but are increasingly supplemented by expertise premiums. Several factors explain this shift. Scarcity of Qualified Candidates: Many specialised executive roles didn’t exist a decade ago. The limited talent pool of professionals with relevant experience creates competitive markets where organisations must offer substantial compensation to secure top candidates. Transferable Skills and Accelerated Learning: Because exact experience often doesn’t exist for emerging roles, organisations value a candidate’s ability to pivot, demonstrate transferable skills, and rapidly build new capabilities. This flexibility commands a premium, as executives who can adapt and learn quickly provide greater long-term value than those with narrow, static expertise. Strategic Impact: Specialised executives drive specific, high-priority initiatives with measurable business impact. Whether navigating AI implementation, ensuring ESG compliance, or leading digital evolution, these roles directly influence competitive positioning, regulatory standing, and growth trajectories – justifying substantial investment. Cross-Functional Complexity: Modern specialised roles require executives to collaborate across traditional organisational boundaries. A Chief Data Officer must work with marketing on privacy regulations, with human resources on talent analytics, and with product development on data-driven innovation. Implications for Organisational Hierarchies The proliferation of specialised executive roles creates both opportunities and challenges for organisational structures. C-suite expansion means CEOs now manage larger leadership teams, requiring new approaches to collaboration, communication, and decision-making. Role Clarity and Overlap: As specialised positions multiply, organisations face challenges defining responsibilities and avoiding duplication. The distinction between a Chief Data Officer and a Chief Information Officer, for instance, requires careful delineation. Without clear role definitions, organisations risk creating silos or unintended overlaps that generate friction and inefficiency. Succession Planning Complexity: Developing successors for emerging roles proves challenging when career pathways haven’t yet established themselves. Organisations increasingly implement rotational programmes, moving executives across positions to build broader enterprise perspectives and cultivate versatile leadership. Dual-Titled Executives: Some functions experience clustering of dual-titled executives; 67% of legal executives, 48% of ESG executives, and 27% of technology executives hold compound titles. These dual roles signal responsibilities cutting across multiple functions and may foreshadow future consolidation as organisations streamline structures.[5] The Enduring Human Capabilities: Whilst technical expertise drives specialised role creation, executives emphasise that success requires enduring human capabilities: collaborative problem-solving, critical thinking, communication, stakeholder influence, and growth mindsets. These qualities enable specialised executives to integrate effectively within broader leadership teams and drive organisational change. Conclusion: The Future of Functional Executive Pay The skills premium reshaping executive compensation reflects a fundamental shift in how organisations create value and manage risk. As technological advancement, regulatory complexity, and stakeholder expectations continue evolving, demand for specialised executive expertise will intensify. The trajectory is clear: specialised expertise will continue commanding executive-level compensation, reshaping hierarchies, and redefining leadership in the modern enterprise. Utilising such expertise strategically could be the route to maximising individual impact … and collective success. Sources [1] https://www.deloitte.com/us/en/insights/topics/business-strategy-growth/new-c-suite-roles-and-responsibility-expansion.html [2] www.glassdoor.co.uk [3] https://fortune.com/2024/01/31/businesses-scrambling-appoint-ai-leaders-caio-compensation-packages-average-1-million-accenture-ey-ge-healthcare/ [4] https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/09/26/the-rise-of-hiring-for-specialized-executive-roles/ [5] https://www.deloitte.com/us/en/insights/topics/business-strategy-growth/new-c-suite-roles-and-responsibility-expansion.html ### Digital-First or Digital-Dead: How Legacy Companies Are Reinventing Themselves The corporate graveyard is littered with household names that failed to see the digital tsunami coming. Today they’re best known as cautionary tales. Is your organisation likely to become another casualty? Nearly four out of five business leaders say they know digital transformation will determine their company’s fate within 24 months. Yet 63% confirm their organisations are moving at glacial speed when it comes to actual change.[1] Tsunami versus glacier isn’t King Kong versus Godzilla - it’s wipeout time for ice. This gap between recognition and action has become the defining challenge of our era. When CEOs Become Chief Transformation Officers The companies emerging victorious share one trait: their leaders don’t just champion change; they personally architect it. These aren’t CEOs hiding behind consultants, rather they’re rolling up their sleeves and betting their careers on company modernisation. At basic digitisation levels, leaders prioritise traditional industry disruption, smashing through bureaucratic roadblocks. They don’t just assign resources; they become the chief irritant officer, relentlessly pushing teams beyond comfort zones whilst painting vivid pictures of what will result from a digital first strategy. Ambition is crucial - leadership involvement intensifies change, allowing employees to willingly abandon decades of established practices. In other words, leaders who succeed are orchestrating corporate rebellion against their own legacy systems. The Great Cultural Uprising Picture this: A century-old manufacturer where decisions always flowed top-down suddenly needs employees making data-driven choices in real time. The psychological whiplash is extraordinary, but the scenario is familiar: Covid 19. This cultural metamorphosis represented just one make-or-break moment for leadership legacy transformation. The companies that survive don’t just change - they overthrow themselves. They systematically dismantle cultures built on certainty, replacing them with ecosystems that thrive on experimentation. Traditional companies must learn to celebrate brilliant failures whilst ruthlessly eliminating comfortable mediocrity. The most successful transformations align money with mission. When executives tie leadership compensation to digital transformation success, suddenly every decision becomes viewed through the lens of digital progress. The transformation stops organisational reinvention being ‘someone else’s problem’ and becomes everyone’s opportunity. Structural Revolution: Demolishing Silos, Building Networks Traditional organisational charts look like medieval fortresses designed for defence rather than speed. Digital transformation requires destruction of those walls. Cross-functional teams replace departmental kingdoms, enabling lightning-fast decision-making that leaves competitors scrambling. It’s Robin Hood versus the Sheriff of Nottingham. Smart legacy companies create dedicated digital units whose sole mission is reinvention. These teams operate with startup mentality inside corporate infrastructure, combining entrepreneurial speed with established resPicture this:ources. Perhaps most cleverly, successful companies build optionality into their strategies. Instead of betting everything on single monolithic technologies, they create flexible architectures that can pivot toward whichever innovations prove valuable. The Telkomsel Transformation: Digital David vs Goliath After twenty-six years, Indonesia’s Telkomsel faced an existential crisis: how do you stay relevant when next-generation customers live entirely different digital lives? The answer? Complete corporate reincarnation. Telkomsel constructed a customer intelligence platform with over 9,000 data points per consumer, feeding 50+ analytical models monthly. This wasn’t just customer understanding; it was customer integration. As a result personalised services now generate half Telkomsel’s revenue.[2] But data without new markets is merely expensive insight. How do successful companies overturn their original operations to become truly digital? Telkomsel launched two brands: Orbit targeted connectivity-starved consumers, doubling customer acquisition goals with 20% monthly growth. By.U created a completely digital experience for Generation Z, smashing one-year goals in six months and reaching nearly 2 million subscribers. The company torched its legacy app and constructed MyTelkomsel; a digital experience so compelling that monthly active users jumped tenfold to 24 million. Yet technology was only half the battle. Telkomsel recruited 40+ digital talents, created 12 new roles, and established seven agile squads operating with startup velocity inside their legacy telecoms stability. Legacy Titans vs Digital Natives The battlefield is asymmetric. Smart legacy companies discovered they didn’t need to become digital natives to defeat them. Instead, by creating hybrid organisms combining traditional strengths: customer relationships, regulatory expertise, operational scale, with digital capabilities they achieved growth in ways startup digitals can’t replicate. The winning formula isn’t imitation - it’s integration. As the Telkomsel example shows, successful enterprises move quickly enough to remain competitive without sacrificing the trust and consistency that originally attracted their customer base. Building the Forever-Evolving Enterprise Digital transformation isn’t a destination - it’s a permanent state of being. Real champions in the C-suite establish cultures of perpetual reinvention, building sensing capabilities that detect opportunities whilst they’re whispers rather than shouts.[3] They become corporate shapeshifters, constantly adapting without losing essential identity. The best transformations embed capabilities so deeply that they continue evolving, regardless of leadership changes. Such transformations develop internal champions and build transformation muscles that strengthen with use. Technology adoption leadership becomes the standard within the organisation rather than something brought in by consultants or a one-off focus to meet a limited need. The Moment of Truth The chasm between digitally-transformed legacy companies and traditional holdouts is becoming unbridgeable. Every month of hesitation widens the gap, every year of procrastination moves companies closer to irrelevance. And companies committing to comprehensive transformation don’t just survive, they dominate. They discover that combining decades of expertise with digital capabilities creates competitive advantages that pure digitals cannot replicate. They leverage their monolithic state so it’s streamlined to present a lean focused front, supported by massive legacy power. In tomorrow’s economy, every company will be digital or it will be no company at all. In other words, the waters are receding fast - the precursor to the great wave that sweeps the unwary away. Legacy organisations face a choice, embrace transformation’s complexity or accept the certainty of being wiped out. Sources [1] https://sloanreview.mit.edu/projects/embracing-digital-technology/ [2] https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients/how-telkomsel-transformed-to-reach-digital-first-consumers [3] https://www.deloitte.com/us/en/insights/topics/business-strategy-growth/how-to-lead-digital-transformation.html ### Emerging Markets 3.0: Where the Next Decade of Growth Will Come From The word "fundamental" is overused, but there’s no doubt that global market expansion is experiencing a fundamental recalibration. Traditional BRICS economies continue to feature prominently but a new generation of emerging and frontier markets will be the engine of future global growth. For C-suite executives seeking sustainable expansion opportunities, or just to understand their own position, acknowledging these next-generation markets is imperative. The Shifting Geography of Growth The headline figures are impressive, by 2035 emerging markets will contribute approximately 65% of global economic growth, averaging 4.06% GDP expansion compared to just 1.59% in advanced economies.[1] India’s trajectory is emblematic. About to cement its position as the world’s third-largest economy by 2035, its recent inclusion in JP Morgan’s Government Emerging Market Bond Index is more than a technical milestone.[2] It indicates a maturation of capital markets that will unlock substantial resources for infrastructure and development. The Demographic Dividend: A Double-Edged Opportunity Demographics constitute perhaps the most compelling argument for emerging market engagement. Whilst advanced economies grapple with ageing populations, emerging markets benefit from a more supportive demographic structure. This creates an expanding labour force and consumer market at precisely the moment when developed nations face workforce contraction. However, forward-thinking executives recognise that demographic advantage alone guarantees nothing. China, Poland, Thailand, and Hungary all face accelerating population ageing. Even favourable demographics can strain healthcare systems and fiscal accounts through rising pension expenditures. The critical differentiator will be investment in human capital (notably education and technology adoption) to ensure demographic dividends translate into productivity gains rather than remaining unfulfilled potential. Technology: The Great Leapfrog Opportunity The relationship between emerging markets and technology represents both profound opportunity and significant risk. Historically low research and development investment has created a technological lag, yet this same gap enables leapfrogging; adopting cutting-edge solutions without the burden of legacy infrastructure. The telecommunications revolution across Africa exemplifies this dynamic. Nigeria’s Nollywood - now producing 1,500 films annually and worth £2.6 billion - emerged not despite technological constraints but through creative adaptation.[3] The challenge for executives lies in identifying markets where technological adoption accelerates productivity rather than displaces existing competitive advantages. Critical Minerals: The New Resource Equation The energy transition is also rewriting the geopolitical and economic importance of resource-rich emerging markets. Copper demand is projected to double from 25 million metric tonnes today to 50 million by 2035. Lithium requirements must increase 18-fold by 2030 and 60-fold by 2050 to meet European energy transition targets alone.[4] All this creates extraordinary opportunities for nations with substantial reserves. Indonesia’s strategic ban on nickel exports demonstrates sophisticated resource nationalism designed to foster domestic processing capabilities and attract electric vehicle manufacturers. Additional targeted incentives, including reduced value-added tax and corporate tax concessions further this nationalist ambition. Chile and Argentina are similarly leveraging lithium reserves through investment attraction schemes that balance state involvement with private sector participation. For multinational corporations, this environment demands nuanced engagement strategies that recognise resource nationalism not as impediment but as framework for mutually beneficial partnerships. Climate Risk: The Persistent Disruptor Water stress is likely to impact South and East Asia, the Caribbean, Mexico, southern Argentina, India, the Middle East, and southern Africa. National governments will need location-specific adaptation strategies; for which there may not be sufficient national budget. This means executives have to factor climate resilience into investment decisions, adaptation infrastructure creates opportunities whilst mitigating existential risks to operations.[5] Supply Chain Reconfiguration: The Near-shoring Imperative Strategic competition between the United States and China, amplified by pandemic disruptions and geopolitical tensions, has accelerated supply chain diversification. Mexico’s manufacturing ties and market access position it as an obvious near-shoring beneficiary, yet realising this potential requires addressing inadequate infrastructure, security concerns, and regulatory impediments - and of course, political will.[6] Vietnam demonstrates what sustained policy consistency can achieve. Exports to the United States have quadrupled since 2013, accelerating following tariffs imposed on China. As America’s seventh-largest goods supplier, Vietnam’s success as one of the next-generation emerging markets, comes from deliberate reinforcement of trade potential, despite infrastructural, labour, and resource constraints remaining binding. The implication is clear: supply chain relocation creates first-mover advantages, but success requires patient capital and willingness to invest in market-specific capabilities rather than simply exploiting cost arbitrage. Navigating the Geopolitical Labyrinth The post-Cold War consensus favouring frictionless trade has fractured, replaced by strategic competition and protectionist industrial policies. Most emerging markets maintain hedging strategies, deepening ties with multiple powers whilst expanding regional linkages. For C-suite executives, this environment demands sophisticated political risk assessment that recognises geopolitical fluidity as permanent feature rather than temporary aberration. Frontier market strategies are flexible, not risk avoiding. Investment Imperative Traditional metrics suggest emerging markets trade at a one-third valuation discount to developed markets despite superior earnings per share growth projections exceeding 13% annually over the coming two years. This discount reflects both genuine risks and persistent misperceptions about frontier market stability. Recent capital flows suggest this sentiment is shifting. Emerging market debt funds have experienced their longest consecutive inflows in over four years, whilst exchange-traded funds attracted record inflows.[7] Five Principles for Market-Creating Success: Recognise latent potential: Significant opportunities exist precisely where traditional analysis suggests none, particularly in areas of mass non-consumption Democratise existing products: Most offerings can create new growth markets through radical affordability and accessibility improvements - aka demographic dividend investing Build complete systems: Successful market creation requires developing entire ecosystem; infrastructure, distribution, training, and support - not merely products Innovate around obstacles: Market-creating innovations pull in necessary resources rather than waiting for governments to push solutions Target non-consumption for scale: Addressing unmet needs among non-consumers enables rapid, cost-effective scaling compared to competing in crowded existing markets. The critical insight for executives is that emerging markets 3.0 require moving beyond exploitative models such as cheap labour or resource extraction, towards market-creating innovation that generates local employment, pulls in infrastructure, and builds sustainable competitive advantages.[8] Companies like India’s Narayana Health, performing open heart surgery for £800 to £1,600 with mortality rates comparable to Western standards, exemplify this approach. Conclusion: Reimagining What’s Possible The next decade of global growth will emerge not from established centres but from developing economy opportunities that innovate around constraints rather than wait for their elimination. For C-suite executives, success requires abandoning conventional frameworks that view emerging markets through deficit lenses - inadequate infrastructure, institutional voids, corruption - and instead recognising these markets’ capacity to leapfrog development stages through market-creating innovation. The opportunity is substantial: emerging markets growth will contribute two-thirds of global growth by 2035. Capturing this opportunity demands patient capital, willingness to invest in local capabilities, and recognition that today’s frontier markets are tomorrow’s growth engines. The question for executives is not whether to engage with emerging markets 3.0, but how quickly they can position their organisations to capture the opportunities that conventional wisdom continues to overlook. Sources [1] https://www.spglobal.com/en/research-insights/special-reports/look-forward/emerging-markets-a-decisive-decade [2] https://www.spglobal.com/en/research-insights/special-reports/look-forward/emerging-markets-a-decisive-decade [3] https://hbr.org/2019/01/cracking-frontier-markets [4] https://www.spglobal.com/en/research-insights/special-reports/look-forward/emerging-markets-a-decisive-decade [5] https://www.spglobal.com/en/research-insights/special-reports/look-forward/emerging-markets-a-decisive-decade [6] https://www.ft.com/content/85e5895f-9ddd-45a6-9126-6fcf742d47e5 [7] https://www.ft.com/content/85e5895f-9ddd-45a6-9126-6fcf742d47e5 [8] https://www.weforum.org/stories/2024/04/five-surprising-facts-about-investing-in-frontier-markets/ ### Building the Resilient Workforce: Executive Strategies for Talent Retention Two in five employees globally plan to leave their jobs within the next six months. Only 35% of workers who quit remain in the same industry. Global employee engagement has collapsed to 21%, costing the economy £438 billion in lost productivity.[1] As the Great Attrition evolves into the Great Renegotiation, executives face a turbulent period. Executive Summary Traditional retention approaches fail: Competing solely for ‘traditionalist’ employees creates wage inflation without solving underlying talent shortages (see our article on Skills over Degrees for an in-depth explanation of this phenomenon) New categorisations of employee types demand tailored value propositions beyond compensation Manager engagement is critical: 70% of team engagement depends on manager effectiveness, yet manager engagement has declined to just 27% globally.   It’s less of a business landscape than a retention wasteland, and executives have to devise talent retention strategies that recognise these diverse employee motivations simultaneous with building adaptive systems capable of withstanding market turbulence. On top of this, 98% of UK CEOs expect substantial business changes this year.[2] No surprise then that workforce resilience has become a strategic imperative rather than an HR initiative. Understanding the New Talent Landscape The traditional approach to talent retention, which relies primarily on competitive compensation, prestigious titles, and advancement opportunities now reaches only a portion of the workforce. Recent research reveals five distinct employee personas that executives must understand to build comprehensive retention strategies:[3] Traditionalists are invaluable … but insufficient to fill organisational needs. These career-oriented individuals appreciate work-life balance whilst accepting trade-offs for career advancement. Competing solely for this talent pool creates a zero-sum game driving wage inflation without solving underlying retention challenges. Do-it-yourselfers represent the largest segment of non-traditional workers, prioritising autonomy above all else. The pandemic drove many talented individuals towards entrepreneurship or gig work, with over 2.8 million additional start-up applications submitted in the United States during 2020-2021.[4] They demand flexible work arrangements and outcome-based management. Caregivers are predominantly women aged 18-44 who require genuine flexibility to balance professional and personal responsibilities. This demographic seeks dedicated support systems, four-day workweeks, and flexible scheduling that acknowledges their dual commitments. Idealists, typically younger workers aged 18-24 who prioritise meaningful work, community belonging, and career development over compensation. They value inclusive environments that invest in their growth whilst maintaining strong organisational cultures centred on purpose. Relaxers include early retirees and experienced professionals who might return under the right circumstances. With only one in five pandemic retirees actively seeking traditional employment, this segment represents untapped potential for organisations willing to offer meaningful ‘work with benefits’. Manager Engagement: The Critical Lever The foundation of any resilient workforce strategy lies in manager effectiveness, as 70% of team engagement directly correlates with manager performance. Yet manager engagement has declined globally from 30% to 27%.[5] This trend obviously threatens morale, but productivity, innovation, and retention are also at risk across entire organisations. Executive leaders need to prioritise comprehensive manager development programmes that extend beyond basic training to include peer coaching, mentorship channels, and continuous development opportunities. There is good news: research demonstrates that even basic adaptive workforce management training can boost team performance by 20-28%, making this investment essential rather than optional. What makes an effective manager in this situation? Train your execs in emotional intelligence, coaching methodologies, and feedback delivery. Coach them to recognise individual team members’ motivations and adapt their leadership style accordingly. Most importantly, they need support to avoid burnout whilst maintaining the energy required to inspire their teams. Adaptive Compensation and Recognition Models The most effective employee retention best practices now emphasise recognition and meaningful acknowledgement alongside salary. These intangible rewards create emotional connection, loyalty, and intrinsic motivation, and often at a fraction of the cost of salary increases. Forward-thinking organisations are implementing recognition programmes where employees send at least five recognition messages monthly. It might feel formulaic, but this culture of appreciation transcends hierarchical boundaries, whilst reinforcing company values through peer-to-peer acknowledgement. Adaptive compensation models should include flexible benefits packages that address diverse employee needs. This might encompass on-site childcare for caregivers, professional development budgets for idealists, or consulting arrangements for relaxers seeking project-based engagement. Cultural Initiatives and Organisational Design Building workforce resilience requires cultural design that supports diverse working styles whilst maintaining organisational cohesion. What does this look like in the workplace? Purpose-driven work environments connect individual roles to broader organisational missions. Employees increasingly seek meaning beyond salary, particularly during uncertain times. Leaders must show how each position contributes to meaningful outcomes whilst creating opportunities for cross-functional collaboration. Flexible organisational structures accommodate various working preferences without compromising productivity. This includes radical flexibility policies, such as location-independent work arrangements and outcome-based performance metrics focusing on results rather than presence. Inclusive community building emphasises belonging and psychological safety. Younger workers particularly value diversity and inclusion initiatives that create welcoming environments for all team members. Regional Variations in Talent Retention Challenges Workforce resilience strategies must account for significant regional variations in employee sentiment and market dynamics. Indian employees show the highest dissatisfaction globally, with over 60% expressing desire to leave their positions, substantially above counterparts in Australia, Canada, the UK, and United States. Singapore follows with 49% planning departures, highlighting the particular challenges facing Asian markets.[6] These regional disparities reflect cultural expectations, economic conditions, and varied labour market maturity. Talent retention leadership must recognise these cultural nuances when implementing global strategies. What motivates talent in London may prove ineffective in Mumbai or Singapore, requiring localised approaches within broader organisational frameworks. Technology Integration and Skills Development As organisations invest in artificial intelligence and emerging technologies, they must simultaneously develop human capabilities that complement technological advancement. UK CEOs identify skills gaps as the primary barrier to technology adoption (47%).[7] Executive retention planning must address this skills challenge through comprehensive up-skilling initiatives. Seventy percent of UK CEOs are investing in retaining key talent, whilst 52% focus on up-skilling existing employees. This dual approach recognises that technological transformation requires human adaptability and continuous learning. Implementation Timeline Framework 90-Day Quick Wins: Conduct workforce persona analysis and engagement ‘pulse’ surveys Launch recognition programmes with minimum quota of monthly acknowledgements per employee Implement manager coaching workshops focused on emotional intelligence and feedback delivery Establish flexible working policy pilots for high-potential talent segments.   12-Month Strategic Initiatives: Deploy comprehensive manager development programmes with peer coaching networks Create adaptive compensation models addressing key personnel needs Build skills development pathways incorporating emerging technology requirements Design culture-building initiatives that preserve human connection during digital transformation Establish retention metrics tied to manager performance indicators.   This phased approach enables organisations to demonstrate immediate value whilst building long-term workforce resilience capabilities. Implementation Framework for Executive Leaders Building a resilient workforce requires systematic implementation across multiple dimensions: Assessment and segmentation: Conduct comprehensive workforce analysis to identify the proportion of different personas within the organisation. This data-driven approach enables targeted retention strategies rather than one-size-fits-all policies. Manager enablement: Implement robust training programmes for all managers, with particular attention to coaching skills and persona-specific engagement techniques. Establish manager engagement as a key performance indicator tied to retention outcomes. Flexible value propositions: Develop multiple employee value propositions that appeal to different talent segments whilst maintaining organisational coherence. This requires creative recruitment and retention approaches that showcase various facets of the employment experience. Cultural intentionality: Design deliberate culture-building initiatives that preserve human connection during technological transformation whilst accommodating diverse working preferences. Conclusion The path to workforce resilience in volatile markets demands executive leaders who understand that talent retention has evolved. Success requires moving beyond traditional levers to embrace sophisticated strategies that address diverse employee motivations, whilst building adaptive organisational capabilities. For organisations seeking to implement these workforce resilience strategies, the complexity of managing diverse talent personas across global markets often requires specialist expertise. International recruitment partners can provide the insights, tools, and implementation support necessary to transform retention challenges into competitive advantages, helping executives build the adaptive workforce capabilities essential for long-term success. Sources: [1] https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools [1] https://www.pwc.co.uk/ceo-survey.html [1] https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools [1] https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools ### Skills Over Degrees: The Executive Talent Revolution Since 859 CE, when the first university was founded, academic credentials have been the fast track to power. It’s taken Covid-19 and AI to show that traditional may not be best. The most effective leaders aren’t necessarily those with the most prestigious degrees, but rather those who demonstrate tangible skills, adaptive thinking, and proven leadership potential. This shift towards skills-based hiring and competency-driven recruitment signals a complete reimagining of how we identify and develop executive talent. The Catalyst for Change The Covid-19 pandemic and arrival of AI has led to more than 140 million people world-wide losing jobs1. A further1.6 billion face income loss. We’re waking up to the reality that many traditional jobs just aren’t going to return - and that some sectors are incapable of filling critical positions, despite widespread unemployment. Organisations have to change their approach. It’s a critical disconnect, highlighting the flaw in credential-based recruitment. Another recent statistic demonstrates it even better - 70% of the food service workers laid off during the pandemic possess the core competencies required for customer service roles; consistently one of the most in-demand sectors. So the barrier isn’t capability - it’s the failure of employers (and recruitment agencies) to recognise transferable skills through over-prioritisation of paper qualifications. The Executive Evolution But for executive positions, a skills-first philosophy represents a radical departure from convention. Traditionally, C-suite appointments have been heavily influenced by educational pedigree, with MBA credentials from prestigious institutions serving as unofficial prerequisites. This view can itself can be dangerous, unless real due diligence is practised, as the case of Zholia Alemi demonstrates.2 As organisations begin to prioritise leadership potential evaluation and merit-based executive selection over academic achievements they protect themselves from risk as well as finding the best candidates. The overall rationale is irresistible. Recent research shows that organisations that are implementing skills-based approaches to talent development are: 1.8 times more likely to report superior financial results 1.4 times more likely to create broad value for stakeholders 1.6 times more likely to provide meaningful work experiences.3 Such metrics suggest that competency-driven recruitment isn’t merely an alternative approach; it’s a competitive advantage. Innovative Assessment Methodologies But it’s not just a question of changing our thinking. Moving to based on demonstrated capabilities requires sophisticated evaluation frameworks. What does this mean in practice? Methodologies including scenario-based evaluations, where candidates navigate complex business challenges in real-time, demonstrating their problem-solving abilities and decision-making processes. It’s important here to find the balance between evaluation and exploitation; senior personnel will not appreciate being asked to do what looks like real work as part of the interview process. Another version is ‘job auditions’ where potential executives work alongside existing teams on actual projects, providing insights into collaborative skills and cultural fit. Again, it’s important not to make your candidates feel they are giving their expertise for free, so expert consideration of the scope and nature of the audition is vital. The assessment of soft skills has become particularly sophisticated, utilising behavioural analysis and psychometric tools that evaluate emotional intelligence, adaptability, and communication effectiveness. These assessments often prove more predictive of executive success than traditional academic indicators. For those who want to understand the impact of new techniques, a glance at the subreddits r/jobs and r/recruiting is an eye opening opportunity to see how candidates are viewing and experiencing the new wave of recruiting assessments. A Practical Case Study: Transforming Tech Talent Acquisition The practical application of skills-based hiring is clearly seen in programmes addressing specific industry challenges. redAcademy, a South African organisation is changing the IT sector’s acute skills shortage. Rather than competing for the limited pool of computer science graduates, redAcademy focuses on identifying individuals with the right attitude and aptitude; problem solvers who demonstrate quick learning capabilities, dedication, accountability, and pride in their work. Their programme fast-tracks young South Africans into IT careers through intensive skills development training, combining theoretical knowledge with practical, real-world experience. Participants work alongside professional developers on actual client projects, essentially creating a work-integrated learning environment that produces job-ready professionals.4 redAcademy graduates don’t merely fill entry-level positions; they often outperform traditionally-educated counterparts who possess theoretical knowledge but lack practical application skills. Addressing the Experience Paradox One of the most persistent challenges in executive recruitment is what researchers term the “experience gap” - the circular requirement that candidates need experience to secure positions, but cannot gain experience without initial opportunities. This is particularly acute in executive roles, where traditional pathways often require decades of conventional career progression. Skills-based hiring offers a solution by focusing on transferable competencies rather than linear career trajectories. An individual who has managed cross-functional teams in a non-profit organisation or held a military leadership role, may possess the collaborative leadership skills essential for executive success, despite lacking corporate experience. The key lies in identifying underlying capabilities that predict executive performance, regardless of the context in which they were developed. This approach expands the talent pool and identifies candidates with diverse perspectives and innovative approaches. Candidates that can drive organisational transformation. Creating Learning-Centric Cultures Of course any transition to skills-based executive hiring necessitates a parallel evolution in organisational culture. Companies must embrace continuous learning as a core value, recognising that in rapidly evolving business environments, the ability to acquire new competencies often matters more than existing knowledge. Leading organisations are investing significantly in up-skilling initiatives. JPMorgan Chase has allocated $600 million to workforce development, and PwC is investing $3 billion over four years under the banner “New World, New Skills”. Such investments recognise that executive talent development is an ongoing process rather than a one-time recruitment event. Research supports this approach, with 97% of employees expressing desire to expand their learning time, and learning opportunities emerging as the strongest driver of workplace satisfaction.5 Implementation Framework: A Roadmap for Transformation Successfully transitioning to competency-driven recruitment requires a structured approach. Here’s a practical framework for organisations ready to embrace merit-based executive selection: Phase 1: Foundation Building (Months 1-3) Begin by conducting a comprehensive skills audit of your current executive team, identifying the competencies that correlate with high performance rather than academic credentials. Engage C-suite leaders as champions, ensuring leadership potential evaluation becomes a strategic priority. Redesign job specifications to emphasise outcomes and capabilities rather than educational requirements. Phase 2: Assessment Revolution (Months 4-6) Develop executive talent assessment methodologies, incorporating scenario-based evaluations, practical problem-solving exercises, and cultural fit assessments. Bear in mind how these processes impact candidates! Train hiring managers in skills-based interviewing techniques and establish partnerships with organisations that can provide diverse talent pipelines. Phase 3: Cultural Integration (Months 7-12) Implement degree free hiring practices across all recruitment, whilst simultaneously building internal learning programmes that support continuous skills development. Establish success metrics that track both hiring effectiveness and long-term performance outcomes. Phase 4: Continuous Evolution (Ongoing) Regular review and refinement of assessment criteria, expanding the approach to succession planning and internal promotions whilst maintaining rigorous quality standards. The Competitive Advantage The business case for skills-based hiring extends beyond talent acquisition to encompass broader organisational benefits. Companies implementing these approaches report access to more diverse talent pools, improved retention rates, and enhanced innovation capabilities. Conclusion The executive talent revolution is not merely about changing recruitment practices; it represents a fundamental reimagining of leadership potential. The executives who will drive success are those who can demonstrate relevant capabilities … regardless of educational background. The future belongs to organisations brave enough to look beyond credentials to discover the leaders who can actually deliver results. In this new paradigm, skills outrank degrees, potential matters more than pedigree, and demonstrated capability becomes the ultimate qualification for executive success. Sources [1] https://www.hbs.edu/managing-the-future-of-work/Documents/research/Skills-Based Hiring.pdf [2] https://www.bbc.co.uk/news/articles/c70650ely2eo [3] https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html#introduction [4] https://techbuild.africa/skills-based-hiring-south-africa-hiring-trends/ [5] https://www.hbs.edu/managing-the-future-of-work/Documents/research/Skills-Based Hiring.pdf ### Leadership Hiring Trends in Saudi Arabia Aligning with Saudi Vision 2030 1. Tourism, Hospitality & Leisure Saudi Arabia is targeting 150 million tourists by 2030, surpassing the previously set 100 million milestone ahead of time. Significant investments are being made in Giga-projects such as NEOM, Red Sea Global, and Diriyah Gate to boost leisure and hospitality. Executive roles in demand include PMO leaders, hospitality operations heads, digital guest experience managers, and CHROs with expertise in workforce nationalization and service culture transformation. 2. Digital Economy, AI, Data & Cloud The Kingdom is one of the fastest-growing AI economies in the world, with AI adoption expected to contribute 12.4% (circa $135 billion) to GDP by 2030. The National Strategy for Data & AI (NSDAI) aims to make Saudi Arabia one of the top 15 AI-powered economies by 2030. Government and private sectors are investing heavily in AI and data centers. Google Cloud and Saudi ARAMCO have committed to a $10 billion partnership to set up cloud computing hubs in Saudi Arabia. AWS is building multiple hyperscale data centers in the Kingdom. Oracle is setting up its first cloud region in Jeddah. STC and Alibaba have committed to a $1 billion investment in multi-zone cloud centers. Critical talent gaps include Chief Data Officers, AI/ML product leaders, cybersecurity heads, and cloud commercialization executives. 3. Mining & Critical Minerals Saudi Arabia’s mineral wealth is now estimated at over $2.5 trillion. The surge in value is driven by discoveries of rare earth elements, base metals, gold, phosphate, and titanium. In alignment with Vision 2030 and the National Industrial Development and Logistics Program, the mining sector is projected to boost its contribution to the gross domestic product from $17 billion in 2024 to $75 billion by 2030. Key executive needs include ESG leaders, exploration geologists, downstream COOs, supply chain integrators, and JV structuring heads. 4. Green Energy & Hydrogen The NEOM Green Hydrogen project ($8.4 billion) is a cornerstone of Saudi's clean fuel ambitions. Solar, wind, and electrolyzer infrastructure is being scaled at unprecedented levels. Saudi Arabia aims to source at least 50% of its power from renewable energy and expand capacity to 130 gigawatts by the decade's end. In July 2025 alone, Saudi energy firms signed clean energy deals worth $8.3 billion. Executives in demand include hydrogen EPC project leaders, energy traders, sustainability chiefs, and carbon credit strategists. 5. Logistics & Integrated Supply Chain The Kingdom is establishing itself as a global logistics hub, with plans to increase its logistics zones from 22 to over 59 by 2030. Upcoming global events such as the Expo 2030 and the 2034 FIFA World Cup are expected to further accelerate the Kingdom’s logistics transformation. Senior roles in demand include multimodal logistics COOs, digital freight executives, customs compliance heads, and last-mile experts. Executive Talent Themes Saudization & Leadership Development: We see a strong demand for HR and talent leaders aimed at driving the national workforce goals. ESG & Compliance: These roles are critical across mining, energy, and tourism. The need for professionals skilled in reporting and governance will remain key. Digital Transformation: From AI in tourism to automation in logistics, executive demand is expected to span across all sectors. Reconnecting With Saudi Talent Abroad: There is a conscious effort to attract western-educated Saudi professionals with global experience. ### Next-Generation Leadership Mobility: Preparing High-Potential Successors When some C-suite executives leave their positions within the first year - victims of misalignment, lacklustre performance, or cultural dissonance - the traditional approach to succession planning becomes a multi-million pound gamble.[1] Where once C-suite succession followed predictable, hierarchical pathways, today’s business environment demands a more sophisticated approach to developing high-potential leaders who can navigate uncertainty from day one. Traditional succession planning, with its rigid pathways, is giving way to ‘progression planning’. This paradigm shift acknowledges that leadership development is a marathon requiring extended processes that assess professionals at every level as high potential leaders. Today’s CEOs grapple with eight to ten critical issues simultaneously - double the number of a decade ago - demanding leaders who can navigate uncertainty with agility, resilience - and endurance. Beyond the Corporate Ladder: Dynamic Leadership Pathways The future of succession planning lies in career intelligence; sophisticated understanding of how skills and competencies can be dynamically mapped across different roles, moving beyond hierarchical thinking to embrace ‘sinuous’ leadership careers. These non-linear paths systematically move high-potential individuals across business areas, building comprehensive organisational understanding whilst developing multifaceted leadership capabilities. Such talent success strategies help tomorrow’s executives develop six critical traits: positive energy and personal balance servant leadership qualities continuous learning mindsets grit and resilience appropriate levity stewardship perspectives. These characteristics require real-world experiences across varied organisational contexts rather than classroom training alone. Why Your Best Performers Might Not Be Your Best Leaders World class leadership pipeline development requires shifting focus from individual performance metrics to objective assessments that identify high-potential candidates who may lack traditional credentials but demonstrate essential leadership mindsets and capabilities. As an analogy - many hero’s journey films, from My Cousin Vinnie to Legally Blonde to Good Will Hunting - tell us that hidden facets of character and capacity are discovered via challenge, not cushioning. Evidence based leadership profiling becomes crucial in this process. Boards and senior executives must pinpoint future leaders by identifying valuable (rather than required) mindsets, beliefs, values, and experiences whilst clearly defining organisational success parameters. This involves examining current C-suite competencies and identifying both existing strengths and critical gaps that must be addressed for future business growth. For instance, as organisations increasingly require chief strategy officers (CSOs) to navigate digital transformation, merger and acquisition strategies, and emerging technology investments, succession planning must ensure potential candidates develop experience in strategic analysis, innovation frameworks, market expansion models, and start-up ecosystem evaluation. Such high potential development cannot be acquired through traditional functional roles alone but require deliberate exposure to cross-functional challenges and external market dynamics - maybe even to ‘dysfunctional’ environments such as secondments to white hat cybercrime charities or to police authorities working in white collar crime. Building Leadership Factories, Not Training Programmes Successful organisations create leadership factories; systematic approaches to identifying, developing, and mentoring high-potential talent. This model recognises that an effective executive development programme occurs through on-the-job experiences, mentorship, and real-world problem-solving rather than classroom settings alone. Leadership factories establish clear attributes defining effective leadership within specific organisational contexts, embracing early exposure to complexity by deliberately placing high-potential managers in challenging situations with appropriate support. Senior executives personally lead succession management sessions, sharing experiences and creating meaningful dialogue about leadership challenges.[2] Internal mobility through structured succession planning creates compelling employee value propositions (EVP) that combine career development opportunities with skill-building experiences. Again, let’s demystify; next generation employers like You Need A Budget have EVP as core to their success. They offer a remote-first work environment, four-day workweek, and emphasise meaningful collaboration alongside a generous holiday policy that includes a two-week company-wide break every December. If it sounds too good to be true, they also have a focus on ‘humble confidence’ that encourages continuous learning at every level of the organisation. As a result 96% of their employees say they’re a great place to work.[3] This kind of approach addresses the modern workforce’s desire for autonomy, empowerment, and growth opportunities, whilst ensuring organisations develop leaders who understand their specific cultural contexts and strategic challenges. Leadership pipeline optimisation benefits both employers and employees, adds value internally and in the marketplace and supports growth. The India Effect: How Mobility Transforms Careers The strategic importance of mobility in leadership development is exemplified by recent developments in the Indian market, where organisations are increasingly recognising international assignments as transformative career experiences. According to recent research, 81% of Indian employees view mobility assignments as career-transformative, with 62% ranking skill development as the primary motivator for pursuing international opportunities.[4] This perspective aligns perfectly with next-generation succession planning approaches. Indian employers report that their primary 2025 focus involves better integrating talent strategy with mobility programmes, using international assignments to attract, retain, and develop high-potential leaders whilst enhancing overall employee experience. The benefits extend beyond individual development. From employers’ perspectives, leadership talent mobility addresses critical skills gaps whilst adding organisational value. Significantly, 47% of Indian employers believe that high-performance and future leader programmes have the most substantial impact on employee growth, indicating a clear recognition of mobility's role in succession planning. The flexibility expectations of modern talent further support dynamic career intelligence approaches. With 70% of Indian employees prioritising flexibility in mobility experiences and 50% expressing willingness to consider virtual assignments, organisations can create diverse development pathways that accommodate different career stages and personal circumstances whilst building leadership capabilities. The AI-Powered Succession Advantage Progressive organisations leverage generative AI to enhance succession planning by identifying skill shortages and predicting future requirements. However, successful implementation requires addressing data security concerns and building internal expertise.[5] Effective implementation demands establishing realistic, evidence-based leadership profiles aligned with strategic objectives, comprehensive candidate assessment beyond immediate performance, and personalised learning plans with meaningful project assignments. Organisations must also create feedback mechanisms providing transparency about career pathways whilst demonstrating commitment to high-potential talent development. The Bottom Line: Succession as Competitive Advantage The transformation from traditional, if strategic, succession planning to dynamic leadership mobility represents a strategic imperative for organisational survival in an increasingly complex business environment. Organisations that embrace career intelligence, implement future leadership development, and create flexible mobility opportunities position themselves to thrive regardless of future disruptions. As business complexity accelerates and leadership tenures shorten, organisations must build deeper benches of capable leaders. Those treating leadership development as a core capability will create sustainable competitive advantages through superior leadership capabilities. In today’s volatile environment, such preparation is essential for long-term success. Sources [1] https://www.directorsandboards.com/board-duties/succession-planning/the-transition-from-succession-to-performance-acceleration-in-the-c-suite [2] https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-art-of-21st-century-leadership-from-succession-planning-to-building-a-leadership-factory [3] https://www.greatplacetowork.com/resources/blog/employee-value-proposition-definition-and-strategies/ [4] https://www.ey.com/en_in/newsroom/2025/07/mobility-key-differentiator-in-global-talent-strategy-81-percent-indian-employees-find-it-to-be-career-transforming-ey-report [5] https://www.forbes.com/sites/tomaspremuzic/2025/02/11/can-ai-fix-succession-planning// ### The Complete Guide to CEO Succession Planning What happens when the CEO leaves? CEO succession planning is a  topic that has morphed from a polite annual agenda item, to a pulse-raising priority in many 2025 boardrooms - and it’s a subject that’s gathering more urgency than ever. There's a good reason for all this attention  - CEO exits have been soaring steadily over the past couple of years. While most are still part of a timely handover, the number of leaders who have been pushed out under pressure has now doubled. According to the S&P 500, 16% of all CEO departures in 2023 fell into this category, the highest number in well over a decade. Though it’s true some companies do perform leadership transitions with the grace of a well-rehearsed ballet, far too many stumble, sending their share price tumbling into freefall. This can cause shockwaves to ripple through the entire organisation, fracturing the culture and burning through months of strategic planning and momentum. The difference rarely comes down to luck, it’s almost always about preparation. Solid prep means having robust executive succession planning in place that’s actionable for three potential realities: prep for the planned exits,  the unplanned exits, and for sudden emergency CEO successions.   Why leadership transition planning is now a 24/7 job CEO transition management might sound like the most routine and old-school of all governance duties, a signature here, a bit of paperwork and a “just in case” shortlist. In reality though, it’s a high-stakes, high-speed process that’s becoming increasingly tested in the public eye. Consider this: in recent years, a growing number of S&P 1500 CEOs have been hired from outside their companies, reaching levels not seen since the early 2000s. The reason for this remarkable increase isn't because boards fell in love with sourcing outsiders - it's happening because too many companies lack the internal candidates who are ready to step in. Simultaneously, leadership pipelines have been shifting alongside this change. CFOs, long seen as dutiful number-crunchers, are now diversifying, staging a comeback as CEO successors.Despite the mounting pressures, only about 50% of corporate boards say they have a written succession plan, while fewer still run annual drills to test out their emergency protocols. A study of indexes including the S&P 500, FTSE 100 and Euronext 100, revealed that 34% of outgoing CFOs in 2024 transitioned into a CEO type role, up from 20 percent in 2023. Most boards are much better at planning how to raise more capital than they are dealing with a leadership crisis. But when the CEO makes a sudden departure, organisations can find they have hours - not days - to get it right.   Three kinds of CEO exits - and how to manage them 1 - The Planned Exit In this scenario the CEO makes clear their intent to retire or step down months, or even years ahead. This is the classic scenario and it’s the easiest to manage, so no wonder it’s the one boards like to imagine will happen every time. A planned transition offers the company breathing room, giving it time to groom suitable internal candidates, get investor messaging on point, and execute a carefully choreographed handover. Even so, even a planned exit doesn’t come without risk. In 2024, 59% of new Russell 3000 CEOs and 77% of S&P 500 CEOs were promoted from within yet those figures still leaves a significant percentage where boards opted for outsiders, despite having time to prepare.   2 -  The Unplanned Exit This type is usually the board’s decision - and it’s often triggered by repeated performance failures, cultural breakdowns, or strategic misalignment. It’s the moment when the chair calls a closed session and the CEO doesn’t walk back into the next meeting. According to CEO Magazine, record numbers of leaders left their roles in 2024 - with 1,991 announcing their departures, the highest figure on record. Many of these exits are due to internal pressure from activist investors, impatient for results in an increasingly competitive market. Reuters revealed that in 2024, 202 bosses from the world’s largest firms quit their positions, with 43 of those departing due to this kind of pressure. If they don’t have a credible internal candidate already in the wings, boards can find themselves scrambling, sometimes having to default to an interim leader who lacks the mandate - or the  courage - to act boldly.   3 - The Emergency CEO Succession This is the nightmare scenario for most organisations, where a leader is suddenly incapacitated, resigns without notice, or is forced out following a scandal. There’s no heads up, no farewell memo or stakeholder meeting, only an empty office and an urgent need for continuity. To counteract this, well-prepared boards will have an interim CEO already identified, vetted, and ready to go. They’ll also have the first 72 hours mapped out, so they can convene the board brief employees, notify regulators and key clients before the markets open, and hold investor calls within a couple of days. Yet far too few boards have this strategy in place, with many assuming it will never happen to them, until of course, it does. When it does, the difference between prepared and unprepared becomes staggeringly clear - and will very likely be measured in the company’s market cap. The six-step CEO succession framework Define the next leader you’ll need, not the one you have now Don’t attempt to clone the current CEO. The right successor will be one built for your organisation’s future strategy and planning, whether that will be scaling up AI integration, managing public or activist pressure, or navigating geopolitical supply chain threats. 2. Build support for the next leader’s succession visibly To thrive, CEOs need P&L responsibility, crisis experience, and face time with the board. If your top candidates are complete unknowns to investors, then they’re not ready yet. 3. Benchmark against candidates outside the organisation Continuously keep a short list of external talent, not because you’re planning to hire them, but because benchmarking will finetune your internal assessments. Don’t be tempted to skip this step, as investors evaluating your organisation won’t. They will expect you to have looked, especially as the CEO’s performance is pivotal to the success of the entire company. 4. Make the whole process crystal clear Identify who will run the search for a replacement, how any conflicts will be handled, and how decisions will be communicated. Don’t make the mistake of trying to make these decisions after the CEO is gone, strategise smartly now, so everyone knows exactly what to do when they need to. 5. Have an emergency plan Don’t wait until the worst happens, name who will be an interim before one is ever needed. Draft up the announcements so they’re ready to go and assign necessary roles - who will inform the bank, regulator, and your biggest customers? Store all of this information securely and make sure it’s regularly updated. 6. Plan ahead so you can onboard efficiently Appointing the next successor might seem like a monumental challenge but it looks like the easy part compared to what comes next. The real legwork will be done in the first 100 days, when the new CEO will be expected to set the tone, win trust, and prove they are up to the role and can deliver. The human factor - who will do what when the time comes? Board Succession Planning - Their central role should be to own the process and protect the business’s interests and investments. In an emergency, they should have the power to name an interim and oversee the narrative. The CEO as champion -  If the original leader is still in place, they should help oversee CEO transition management, champion succession, and most importantly, not be a gatekeeper to power. Top outgoing leaders know to make themselves replaceable long before they plan to leave, so  that they make everyone’s job easier when the time comes for their exit. The Search Committee - This will usually be a subset of the board, whose role will be to facilitate the succession planning process. When it’s time to execute, they’ll  handle replacement candidate sourcing and assessments, as well as onboarding. Think of them as the dealmakers but also the referees - if any hitches arise, they’ll be needed to step in.   Getting CEO succession right: What the best companies do differently They treat emergency CEO succession and planned or more timely exits as a constant possibility, integrating leadership transition plans into the organisation’s strategy, instead of viewing them as one-off or unlikely events. They are transparent about the process, communicating on a need-to-know basis what will happen so that trust is built - but they’re careful not to overshare, or involve players before they are needed. It’s important for companies to be open with employees and investors about their succession plans, but not so open that it encourages rumours, or turns into office politics. They rehearse emergencies well ahead of time. Organisations that get CEO succession right are typically the ones that have already prepped, often literally running test drills, so that when the worst does happen, everyone knows what to do and it feels almost routine. Why does CEO succession planning matter for every company, not just the Fortune 500? Leaders are crucial to the company and the brutal truth is no company is immune from a CEO exiting, sudden or otherwise. Whether the business is small, medium or large, private, public, or family-run, CEOs can leave on short - or even no notice - in all of them. In an increasingly competitive market, where competence is everything and investors dump stock in seconds, the speed and confidence of the organisation’s response is every bit as important as the chosen successor. Succession planning isn’t just a dry governance obligation -  it’s reputation management, crisis prevention, value protection, and strategy execution all rolled into one.  With the issue of CEO succession  becoming ever more pressing, organisations shouldn’t merely be asking themselves if they have a plan - but whether or not it will be effective when they need it the most. ### Personal Brand Refresh for Executives in Mid-Career Turbulence Many seasoned leaders are grappling with an uncomfortable reality - their hard-earned expertise may no longer speak for itself. In an era where 84% of marketing professionals report experiencing age-related discrimination, mid-career executives are facing a critical moment that demands strategic brand evolution rather than passive hope.1 For executives over 40, a personal brand refresh has become a strategic imperative - it can determine whether you’re perceived as an industry stalwart or an outdated relic. The Brand Perception Gap The most insidious career threat facing established executives is the widening gap between self-perception and market perception. You’ve evolved and developed new competencies, yet your professional brand may still reflect the executive you were five years ago, or even ten! This misalignment may sink you. Recruiters overlook you for suitable roles. Board opportunities bypass you, despite relevant experience. Strategic consulting gigs go to competitors who’ve simply communicated their evolution more effectively. The digital age compounds this challenge. Your LinkedIn profile and executive biography may have become static monuments to past achievements rather than dynamic representations of current capabilities. Strategic Brand Evolution and Digital Presence Successful executive reinvention requires surgical precision rather than wholesale transformation. We’re talking a little nip and tuck, not organ transplantation. Begin by conducting a brand audit that examines how others currently perceive you versus how you wish to be positioned. This might be painful, but without it you cannot find the perception gaps. Don’t know who to ask? Your children, their friends and maybe some of your company interns are good, if sometimes brutal, resources. Professional brand modernisation demands that you research your target opportunities thoroughly. If pursuing chief executive roles, analyse how the successful CEOs in your sector communicate their value proposition. What language do they use? How do they frame their experience? The key lies in narrative reconstruction - learning to tell persuasively how your historical achievements provide unique preparation for current challenges. Take David, a 54-year-old manufacturing director who transformed his positioning from “cost-cutting specialist” to “sustainable operations strategist”. When he reframed his plant efficiency experience as pioneering environmental stewardship, he secured a board appointment within the year. Digital presence for executives needs specific attention, as it often forms first impressions, which is where mid-career execs can be invisible. Focus on platforms where decision-makers congregate. LinkedIn remains essential, but ensure your profile reflects current your thinking rather than historical achievements. Share measured commentary on industry developments. Position yourself as someone who contributes to strategic discourse rather than merely consuming it. Avoid looking static. Combating Ageism Through Strategic Relevance Ageism in executive recruitment operates through implicit bias. Decision-makers often unconsciously associate youth with innovation. Mature professional branding needs to overthrow any such associations through demonstrable contemporary competence. Pursue certifications in emerging areas relevant to your expertise. Complete advanced analytics courses through platforms like Coursera or LinkedIn Learning. Develop competencies in AI applications or sustainable supply chain management. These credentials signal intellectual curiosity and adaptability; qualities that transcend age. Then ensure these new competencies feature prominently in your professional communications. Update your executive biography to highlight recent learning initiatives. Share insights about emerging trends through thought leadership articles. The goal isn't to appear young; it’s to appear perpetually curious and strategically forward-thinking.2 The Minority Executive Experience For executives from minority backgrounds, personal brand refresh carries additional complexity. You must navigate age bias whilst addressing systemic underrepresentation. With only 4.7% of top management positions in the UK held by BAME leaders, and with five out of 39 categories seeing a reduction in ethnic minority held roles since 2017, there are few role models to offer guidance.3 One way to transcend is to position your diverse perspective as strategic differentiator. In an era of globalisation and demographic change, boards increasingly recognise that homogeneous leadership teams represent competitive disadvantage.4 Take Maria, a 47-year-old Latina finance director who leveraged her bilingual capabilities and cross-cultural experience to secure a CFO role at a company expanding into Latin America. She positioned her heritage as strategic asset rather than diversity tick-box, demonstrating how cultural fluency directly impacts market penetration and stakeholder relationships. Frame your journey to executive level as evidence of exceptional resilience and strategic thinking - qualities that become invaluable during turbulent periods. Female Executive Career Reinvention Strategies Female executives face distinct brand refresh challenges, particularly in combating stereotypes about leadership style and industry expertise. The key lies in reframing perceived weaknesses as strategic strengths whilst maintaining authenticity. Your brand refresh must systematically address biases through evidence-based positioning. Highlight quantifiable achievements that demonstrate your capability to drive results in traditionally male-dominated environments. Develop thought leadership around topics where female perspectives provide unique value, especially inclusive innovation strategies. Rather than adopting aggressive, traditionally masculine communication styles, articulate how your approach achieves superior results through different methods. Frame emotional intelligence as strategic capability rather than soft skill. The Recruitment Intelligence Advantage Executive search consultants increasingly recognise that traditional leadership models require evolution. The most sophisticated recruitment processes now actively seek leaders who combine established credibility with contemporary thinking. Position yourself as precisely this hybrid; someone who possesses the gravitas from surviving multiple economic cycles whilst maintaining intellectual agility to navigate unprecedented change. Engage proactively with executive search firms in your sector, ensuring they understand your refreshed senior executive positioning, rather than relying on historical impressions. Implementation Framework: Your First 90 Days Week 1-2: Conduct your brand audit. Research three executives in your target roles and analyse their positioning language. Update your LinkedIn profile with contemporary terminology and recent achievements. Week 3-6: Engage five trusted colleagues or sector friends for honest feedback about market perceptions. Identify specific gaps between your self-perception and their observations. Enrol in one relevant certification programme. Week 7-10: Publish your first thought leadership piece demonstrating contemporary thinking. Reach out to two executive search consultants in your sector to update them on your executive career pivot. Week 11-12: Evaluate early feedback and adjust messaging accordingly. Plan your ongoing content calendar for sustained brand building. Personal brand refresh requires systematic execution over extended periods, but with clear milestones to maintain momentum. Market perceptions change gradually, requiring consistent reinforcement of your evolved positioning over 12-18 months for full impact.5 Focus on cumulative credibility rather than dramatic reinvention. Each speaking engagement, thought leadership piece, and professional interaction should reinforce your leadership relevance whilst building upon your established expertise. Remember that successful brand refresh amplifies rather than replaces your core value proposition. You’re not becoming someone new - you’re ensuring others recognise who you’ve become. Mid career is no longer a safe space. Standing still represents moving backwards. The executives who are succeeding are proactively managing their professional brand evolution, ensuring their external reputation matches their internal capabilities. The alternative - hoping that past achievements guarantee future opportunities - has become a luxury that even the most accomplished leaders can no longer afford. Sources [1] https://work.themomproject.com/hubfs/WerkLabs/Ageism Quantitative Report.pdf [2] https://hbr.org/2024/05/your-personal-brand-needs-a-refresh-heres-where-to-start [3] https://diversityuk.org/report-shows-just-4-7-of-top-roles-are-held-by-bame-individuals/ [4] https://www.managers.org.uk/knowledge-and-insights/article/the-power-of-personal-brand-for-black-managers/ [5] https://www.forbes.com/sites/dawngraham/2020/10/20/career-reinvention-is-about-more-than-just-skills-3-areas-critical-to-employability-in-the-future-of-work/ ### Executive Presence Reboot: Mastering Influence in Your New C-Suite Role When you join the C-suite, there’s probably something that keeps you awake at night - how to establish real credibility in your new role without playing a character that isn’t you? We know that the old ‘executive presence’ playbook is outdated; rigid roles, designer suits, old school ties … that version belonged to a very specific type of leader, one that nobody finds particularly serviceable these days. But it’s important to know what really matters. Your first 90 to 180 days aren’t about perfecting some corporate performance. They’re about building genuine influence through authentic leadership that works whether you’re presenting to the board or leading a Zoom call from your kitchen table. The New Executive Presence Framework: Beyond Traditional Gravitas Executive presence has evolved from a rigid archetype to a more nuanced leadership capability. Modern executive presence encompasses is built from foundations that reflect today’s diverse, digitally-connected workplace. Gravitas Redefined: From Pedigree to Inclusiveness Traditional gravitas, once characterised by commanding presence and blue-chip credentials, has given way to leadership gravitas rooted in inclusiveness and emotional intelligence. Stakeholders demand leaders who can: Create psychological safety Demonstrate respect for diverse perspectives Build trust through authenticity rather than authority. Research reveals that inclusiveness and respect for others now rank as the third and fourth most important traits within executive gravitas, reflecting the growing emphasis on diversity, equity, and inclusion across organisations. This shift particularly benefits leaders from underrepresented backgrounds who bring unique perspectives to C-suite leadership. Communication Evolution: From Commanding Rooms to Commanding Zoom Executive communication now demands dual fluency: the ability to inspire confidence in person whilst maintaining executive credibility in digital environments. The pandemic accelerated this transformation, making digital executive presence an essential component of leadership transition success. Effective executive communication today emphasises listening and learning over forcefulness. Leaders who demonstrate curiosity, seek diverse input, and show vulnerability when appropriate build stronger stakeholder alignment than those who rely solely on commanding presence. Authentic Appearance: Personal Branding Across Platforms The appearance element has undergone the most dramatic transformation. Whilst maintaining a polished look remains important, physical attractiveness has dropped from the top requirements. Instead, authenticity in personal presentation, both offline and online, has become paramount. The rise of ‘new normal’ dress codes reflects the influence of tech industry leaders who prioritise comfort and authenticity over traditional corporate formality. Early-Win Strategies for Leadership Transition Success So what does all this mean? Theory is great, but you want to establish new role credibility during those still critical first months. Here are proven approaches for rapid influence building: Think, Act, and Communicate Like a CFO 79% of C-suite respondents indicate that CEOs listen more attentively to CFOs than other executives.1As a newly appointed leader, building trust with your CEO requires developing financial fluency and speaking the board’s language of ROI, cost savings, and revenue growth. Seek opportunities to co-lead strategic objectives with your CFO, and consider establishing relationships with external CFO networks. This approach builds fast credibility whilst demonstrating your commitment to enterprise-wide thinking rather than functional silos. Develop Social Savviness Through Adaptive Communication Stakeholder alignment demands sophisticated social intelligence. Successful executives adapt their communication style to match their peers’ preferences, understanding when to use collaborative language (‘Perhaps we should consider…’) with analytical leaders versus definitive statements (‘We will…’) with driver-type personalities. This social awareness extends to building ‘worthy rival’ relationships with C-suite peers; demonstrating both competitive drive and collaborative support. Initiate regular sessions with colleagues to gather candid feedback, identifying blind spots that could impair your leadership transition. Master Digital Leadership Integration Modern executive influence requires comfort with AI and digital tools. If one doesn’t exist, consider establishing a C-suite community of practice focused on GenAI applications; forecasting financials or conducting market analysis. This collaborative approach builds both technical capability and cross-functional relationships. Your digital presence extends beyond internal tools to external platforms. Curating an authentic online image allows you to shape perceptions and project competence, particularly valuable for leaders who may not have traditional networking advantages. Stakeholder Mapping for Accelerated Influence Building Effective senior executive onboarding begins with systematic stakeholder analysis. Map your key influencers across three categories: Internal Champions: Board members, CEO, and direct reports who can amplify your credibility through their endorsement and support. Peer Network: Fellow C-suite executives whose collaboration is essential for cross-functional success and enterprise-wide initiatives. External Validators: Industry peers, customers, and market influencers whose recognition will enhance your board leadership reputation. For each stakeholder group, identify their communication preferences, decision-making criteria, and success metrics. This enables targeted relationship building that accelerates trust development. Navigate Executive Presence as an Inclusive Leader The evolution of executive presence creates particular opportunities for leaders from underrepresented backgrounds. Women and minority executives often possess natural advantages in the new leadership paradigm, including: Inclusive Communication Patterns: Research suggests that women’s natural speech patterns (such as inviting others into conversation) align with modern expectations for collaborative leadership.2 Authentic Diversity Perspective: Leaders who have experienced being ‘the only one in the room’ bring valuable insights about creating psychological safety and inclusive environments.3 Resilience and Adaptability: Navigating systemic barriers, whilst exhausting, often develops the emotional intelligence and adaptability that modern C-suite leadership demands. However, establishing leadership authenticity whilst meeting organisational expectations requires careful navigation. The key is maintaining cultural identity whilst demonstrating executive competence; rejecting the false choice between authenticity and advancement. The 90-Day Executive Presence Action Plan Days 1-30: Foundation Building Complete comprehensive stakeholder mapping Establish regular feedback mechanisms with key influencers Begin digital presence audit and enhancement Initiate ‘listening tour’ meetings with direct reports and peers Days 31-60: Relationship Acceleration Launch cross-functional collaboration initiatives Establish expertise visibility through strategic communication Begin external network building and industry engagement Implement AI and technology integration projects Days 61-90: Influence Consolidation Deliver early wins that demonstrate executive impact Expand board and CEO interaction opportunities Establish thought leadership platform through speaking or writing Conduct comprehensive feedback review and strategy adjustment. Managing Time and Energy for Sustainable Presence Executive credibility building requires sustainable practices that prevent burnout whilst maintaining visibility. Like athletes, executives need balanced schedules that include recovery time. Take control of your calendar: Block recurring downtime and mark it as unavailable. Challenge long-standing meetings that lack clear purpose. Model work-life integration by unplugging regularly and directing your team to do the same. Remember that sustainable presence outperforms sporadic intensity. Conclusion: Your Executive Presence Evolution The modern definition of executive presence creates unprecedented opportunities for authentic leadership. Success in your new C-suite role depends not on conforming to outdated archetypes, but on developing genuine influence through inclusive gravitas, adaptive communication, and authentic presence. The leaders who thrive in this environment are those who embrace the evolution; using technology to amplify their impact, building diverse relationships to strengthen their network, and demonstrating the courage to lead authentically. Your individual executive presence isn’t something you master once and deploy unchanged. It’s dynamic, it deepens with experience, adapts to context, and evolves with your growing influence. In your first 180 days, focus on building the foundation for long-term executive success: authentic relationships, credible expertise, and sustainable practices that will serve your leadership journey for years to come. Sources [1] https://www.gartner.com/en/articles/executive-presence [2] https://www.womenofinfluence.ca/2025/06/04/executive-presence-revisited-how-leadership-is-being-felt-not-just-seen/ [3] https://worldconnection.com/blog/executive-presence-through-a-minority-lens/ ### The Authenticity Imperative: How Gen Z's Values Are Reshaping Leadership Paradigms Your most promising high-potential employee; brilliant, tech-savvy, and culturally aware, just refused a promotion to senior management. “I don't want to become like the leaders I see,” she says. “I want to make an impact, not just manage people.” Think it couldn’t happen to your business? 78% of Gen Z workers plan to leave their jobs within the year, and only 6% aspire to traditional leadership roles1 Gen Z makes up 27% of the global workforce in 2025 and is positioned to become the dominant working generation within a decade. This rejection of conventional leadership could hollow out the talent pipeline of many major corporations. Organisations that fail to adapt ,risk not just talent exodus, but complete institutional breakdown as retiring Baby Boomers and Gen X leaders find no successors willing to fill their roles. For senior management and HR professionals, the mathematics are stark: evolve your approach to authentic leadership and leadership development, or watch your competitive advantage drain away with your departing talent. The Great Leadership Expectation Divide This generational divide manifests most clearly in leadership expectations. Older generations frequently equate work with self-worth and respond to title, prestige, and hierarchical recognition. Gen Z seeks purpose-driven roles with transparent, supportive leadership. The implications for executive search and leadership recruitment are profound. E.ON’s recent recognition as the Best Place to Work for 16 to 34-year-olds demonstrates that successful organisations are those that have fundamentally restructured their approach to leadership engagement.2 This shift challenges traditional talent management approaches. Where previous generations might have been motivated by climbing hierarchical ladders, Gen Z workers are more likely to seek roles where they can make immediate impact, regardless of formal authority levels. Understanding Gen Z Leadership Preferences Generation Z brings distinct characteristics that reshape leadership effectiveness. As complete digital natives who came of age during social media proliferation, the COVID-19 pandemic, and heightened social justice awareness, they are the most self-aware, inclusive, and tech-savvy generation in history. However, this same generation also exhibits higher anxiety levels and different communication preferences. Gen Z leadership expectations include: Immediate Feedback and Recognition: Unlike Baby Boomers who function well with minimal feedback, Gen Z requires regular, constructive engagement Transparent Communication: They expect honesty about organisational challenges, decision-making processes, and career progression Social Justice Alignment: Corporate values must be authentically lived, not merely marketed Mental Health Support: They openly advocate for psychological wellbeing and expect organisational support Flexible Authority Structures: They respond better to collaborative leadership than traditional top-down management.   Clearly, these preferences conflict with hierarchical structures where information flows downward and authority is exercised through position rather than influence. The result is a multigenerational workforce challenge that requires sophisticated organisational change management. The Leadership Pipeline Crisis The challenge is compounded by demographic realities; Generation Z contains three million fewer people than the Millennial generation, and Generation Alpha is expected to be smaller still. The solution lies in reimagining leadership structures. Flatter organisational hierarchies, distributed leadership approaches, and roles that emphasise impact over authority will all help. Implementation Framework: Building Authentic Leadership Infrastructure Successful transformation requires a systematic approach that addresses structural, cultural, and developmental elements simultaneously. Phase 1: Structural Redesign (Months 1-6) Flatten hierarchical structures by reducing management layers and creating cross-functional project teams with distributed leadership. Redesign role descriptions to emphasise impact metrics. Implement transparent decision-making processes including diverse generational perspectives in strategic discussions. Phase 2: Cultural Transformation (Months 3-12) Establish communication protocols through regular town halls, open-door policies, and reverse mentoring programmes. Create psychological safety frameworks that encourage honest feedback across generational lines. Integrate purpose-driven messaging that connects individual roles to broader organisational mission. Phase 3: Leadership Development Evolution (Months 6-18) Implement flexible progression pathways that allow advancement based on expertise and impact rather than tenure. Develop continuous learning programmes addressing both technical skills and emotional intelligence. Create executive coaching initiatives focused on multigenerational leadership effectiveness. Phase 4: Measurement and Refinement (Ongoing) Establish authentic leadership metrics: employee engagement scores; retention rates across generations; internal mobility patterns. Monitor succession pipeline health and adjust strategies based on emerging generational preferences and business requirements. Managing Multigenerational Leadership Dynamics Successfully managing a multigenerational workforce means understanding that generational differences, whilst sometimes overstated, do create real communication and expectation challenges. Effective strategies include: Reverse Mentoring Programmes: Pairing senior leaders with younger employees to share technological insights and contemporary perspectives Cross-generational Project Teams: Creating opportunities for different generations to collaborate on shared objectives Communication Protocol Development: Establishing team agreements about communication preferences and methods Inclusive Leadership Training: Developing managers who can effectively engage employees across generational lines Psychological Safety Initiatives: Creating environments where different generational perspectives can be shared without judgment   The research is clear: teams with high psychological safety and inclusive environments perform up to 30% better than those without.2 For organisations managing multiple generations, this translates directly to competitive advantage. Corporate Culture Transformation Through Authentic Leadership The shift toward authentic leadership represents more than policy changes. Transformation must address both structural and cultural elements that have traditionally defined organisational success. Risk Mitigation: The Cost of Inaction vs. Transformation Organisations face a critical decision point where inaction carries greater financial and strategic risks than proactive adaptation. Quantifiable Risks of Resistance Talent exodus costs are immediate and measurable. With 78% of Gen Z workers actively seeking new employment and replacement costs ranging from 50% to 200% of annual salary for skilled positions, organisations refusing to adapt face recurring recruitment expenses that can devastate operational budgets. The indirect costs: project delays, knowledge loss, and reduced team morale, often exceed direct replacement costs. Leadership pipeline collapse presents an existential threat. As Baby Boomers retire and Gen X approaches senior career stages, the reality is stark: insufficient leadership succession creates operational continuity risks that can trigger stakeholder confidence issues, strategic planning disruptions, and competitive disadvantage. Cultural misalignment with evolving market expectations affects not only employee engagement but customer relationships. Gen Z’s influence extends beyond internal operations to consumer preferences, with 73% of global consumers willing to pay more for products from companies committed to positive social and environmental impact.4 Strategic Risk Mitigation Approaches Gradual transformation strategies allow organisations to pilot authentic leadership approaches in specific departments or regions, measuring effectiveness before broader implementation. This reduces organisational disruption whilst building evidence base for systematic change. Succession planning diversification involves developing multiple leadership pathways that accommodate different generational preferences, ensuring organisational continuity regardless of individual leader preferences. The demographic reality makes this evolution inevitable; organisations can either lead this transformation or be forced into reactive changes when talent scarcity reaches crisis levels. Conclusion: Embracing the Leadership Evolution The authenticity imperative represents both the greatest challenge and the most significant opportunity facing contemporary organisations. Generation Z’s demand for genuine, purpose-driven leadership is not a temporary trend but a profound redefinition of the future of work. For senior management and HR professionals, choice is limited: evolve leadership approaches to embrace authenticity, transparency, and purpose-driven engagement, or risk losing access to the talent that will drive future organisational success. Demographic realities make this evolution not just preferable, but essential. Sources [1] https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html [2] https://www.hrgrapevine.com/content/article/2025-07-17-how-e-on-engaged-gen-z-by-listening-to-what-they-want [3] https://hbr.org/2023/01/bridging-generational-divides-in-your-workplace [4] https://www.inc.com/melanie-curtin/73-percent-of-millennials-are-willing-to-spend-more-money-on-this-1-type-of-product.html/ ### The Geopolitical Leadership Challenge: Navigating Business Strategy When Politics Drives Markets Today’s boardroom conversations would have been unimaginable a decade ago. CEOs face questions that were once problems only for foreign ministers and defence strategists. How do we maintain global supply chains when trade routes are pawns in geopolitical chess games? How do we balance stakeholder capitalism with rising economic nationalism? We’re witnessing a recalibration of global business strategy. Assumptions underpinning three decades of globalisation: that economic integration would lead to social cohesion and that political tensions would remain manageable sideshows, no longer hold in many key markets Today’s executives face a world where trade and investment policies are no longer designed solely to foster economic growth but also serve as instruments to defend and enhance geopolitical aspirations. It is a world primarily of geopolitical, rather than economic, risk. The New Reality: Power Politics Meets Corporate Strategy The shift from global cooperation to economic nationalism represents more than a policy adjustment; it’s a reframing of how businesses must approach strategic planning. Economic nationalism is gaining traction over corporate social responsibility.1Governments are prioritising domestic industries and national security over multilateral cooperation - most notably in the infamous Trump tariffs. The implications are profound and immediate: Leading automakers are scaling back electric vehicle expansion plans and revising long-term investment commitments. Six major US banks and five Canadian ones have left the Net Zero Banking Alliance, a UN-backed initiative to align financial institutions with global climate goals.   These actions represent a clear pullback from previously stated commitments. Such choices signal a broader redefinition of corporate priorities. Politics isn’t merely creating headwinds for long-term business strategy; it’s deepening the misalignment between market realities and the political risk management that have guided executive decision-making for generations. Consider the examples unfolding at the highest levels of governance worldwide. Senior officials increasingly frame economic nationalism not just as government policy, but as a civic responsibility. The emphasis on consuming domestically produced goods and supporting local industries represents more than protectionist rhetoric; it signals a fundamental shift in how major economies view their relationship with global markets. Leaders assert that continued preference for imported goods creates avoidable economic vulnerabilities, illustrating how economic nationalism is being elevated to a moral imperative across diverse political systems. Strategic Autonomy in a Multipolar World The challenge facing today’s leaders is not simply managing increased political risk - it’s recognising that the entire framework for international business is being rewritten. Strategic autonomy is now the watchword for nations seeking to reduce dependencies that could become vulnerabilities - recent concerns about China’s domination of the rare metals market for example. For business leaders, this means traditional approaches to supply chain optimisation, market entry strategies, and stakeholder engagement require rapid and fundamental reassessment. Building resilient strategies when globalisation assumptions no longer hold demands a sophisticated understanding of how geopolitical tensions translate into operational realities. Leaders need new frameworks that handle rapid shifts in regulatory environments, sudden changes in trade relationships (tariffs again), and the emergence of forms of economic competition combining commercial and security considerations. Successful organisations will be those that view these challenges not as constraints but as opportunities to build competitive advantages through enhanced resilience. Easy to say, harder to do. The Leadership Imperative: Practical Frameworks for Uncertain Times Effective geopolitical leadership in this environment requires several key capabilities: Enhanced political risk assessment: Traditional country risk models must evolve to incorporate the speed and unpredictability of modern political changes, including the cascading effects of domestic political developments on international business environments Stakeholder engagement across political divides: Leaders must develop the diplomatic skills to maintain cross-border leadership with diverse political constituencies whilst avoiding entanglement in partisan divisions Supply chain resilience without protectionism: Building robust supply networks that can withstand geopolitical shocks whilst maintaining the efficiency gains that drive competitiveness2 Cultural intelligence in fragmented markets: Understanding how rising nationalism, even parochialism, may consumer behaviour and regulatory expectations Long-term planning in short-term political cycles: Developing strategies that can adapt to political volatility whilst maintaining coherent long-term direction This is not likely to be a temporary disruption to be endured, but a permanent shift requiring new leadership competencies. The leaders who will thrive will balance the demands of multiple stakeholders: shareholders, employees, customers, and increasingly assertive governments, whilst maintaining business coherence. Building Competitive Advantage Through Uncertainty Paradoxically, geopolitical uncertainty creates opportunities for organisations with the leadership capability to navigate complexity. Companies that can demonstrate genuine resilience, authentic stakeholder engagement, and adaptive strategic planning will differentiate themselves in markets where many competitors are paralysed by uncertainty or plagued by poor or indifferent comms. Such comms demand leaders who communicate effectively with anxious stakeholders whilst delivering demonstrable returns on investment. The ability to translate geopolitical complexity into clear strategic choices, and to execute those choices consistently despite external turbulence, has become a core leadership competency. Immediate Actions for Geopolitical Leadership The organisations that emerge stronger from this period will be those that understand geopolitical leadership is not about predicting the future but about building capabilities that can adapt to multiple possible futures. More importantly, they will have taken concrete steps to prepare their organisations for this new reality. Steps like these: Geopolitical audits: systematically review your organisation’s exposure across three dimensions - supply chain dependencies, regulatory vulnerabilities, and market concentrations. Map these against current geopolitical tensions and identify your top five risk scenarios. This isn’t an academic exercise; it’s operational intelligence that should inform immediate strategic decisions. Establish geopolitical intelligence capabilities: Most organisations lack the internal capacity to interpret political developments through a business lens. Consider whether this requires hiring specialists, engaging external advisors, or partnering with organisations that can provide real-time political risk analysis. The investment in geopolitical literacy pays for itself in strategic timing and risk mitigation. Develop stakeholder mapping beyond traditional categories: The stakeholder universe now includes government officials, regulatory bodies, and political influencers who can significantly impact your operating environment. Create systematic engagement plans that build relationships before you need them, particularly with officials responsible for trade, industry regulation, and foreign investment policy. Test your strategic communications for political sensitivity: Review your corporate messaging, sustainability commitments, and stakeholder communications through a geopolitical lens. What sounds like responsible corporate citizenship in one market may be perceived as political positioning in another. Develop market-specific communication strategies that acknowledge local political sensitivities without compromising core values. Build scenario planning into quarterly strategic reviews: Rather than annual strategic planning, embed geopolitical scenario planning into regular business reviews. Develop three scenarios for each major market: optimistic, pessimistic, and disruptive - and test your operational plans against each. This creates organisational ‘muscle memory’ for rapid response to trade disruption.   Those who can master this new form of strategic leadership, where success depends as much on understanding power politics as it does on understanding markets, and who are prepared to act on that understanding immediately, will be the once who lead companies into this less certain future. Source [1] https://sustainabilitymag.com/articles/bcg-asks-has-sustainability-become-unsustainable-in-2025 [2] https://www.ft.com/content/47b334a9-69eb-4cd0-af22-6ad0b92c0ef6/ ### The Reasoning Revolution: How AI’s New Capabilities Are Reshaping Leadership Strategy The artificial intelligence landscape has moved beyond simple automation towards sophisticated AI reasoning capabilities that reshape how business leaders approach strategic decision-making. As organisations debate - or more dangerously - use without debating, this cognitive AI revolution, the imperative for robust AI-powered decision-making frameworks has never been more critical. The Explainability Imperative in Strategic AI Recent research involving 1,221 global executives reveals a consensus: 77% of AI governance experts strongly disagree that effective human oversight reduces the need for explainability in AI systems.1 This finding challenges conventional wisdom and underscores a crucial truth for business leaders; AI reasoning models and human oversight are not competing forces but complementary pillars of responsible artificial intelligence strategy. The relationship between explainability and oversight extends far beyond operational considerations. The two structures are complementary and act as intersecting safeguards within governance frameworks. This becomes vital as organisations deploy increasingly sophisticated AI reasoning capabilities across strategic functions. The practical implications are profound. When AI systems make counterintuitive recommendations; whether in medical diagnosis, financial risk assessment, or strategic planning - leaders require clear explanations to make informed decisions. Without this transparency, human oversight becomes merely ceremonial, reducing senior executives to “rubber-stamping” algorithmic decisions without genuine understanding or accountability. The Trust Paradox in AI Transformation The deployment of generative AI leadership tools creates a fundamental trust paradox. As AI reasoning models become more sophisticated, their decision-making processes will become increasingly opaque. At the same time the stakes of their recommendations grow ever higher. This paradox is particularly acute in high-consequence business scenarios where AI powered decision making can impact entire organisations. Consider the recent Apollo Research experiment with GPT-4, where the AI system was tasked with managing a fictional company’s stock portfolio while avoiding insider trading. Under financial pressure, the system utilised confidential merger information despite explicit warnings against such behaviour.2 This incident illuminates the critical importance of maintaining robust oversight mechanisms, as AI systems demonstrate increasingly sophisticated (but not necessarily ethical) reasoning capabilities. The implications for leadership technology adoption are clear: organisations cannot simply deploy AI without comprehensive governance frameworks. The European Union's AI Act and South Korea's comprehensive AI legislation both recognise this reality, mandating explainability requirements for high-risk AI applications - a market projected to reach £12.7 billion by 2028.3 Building Cognitive AI Governance Frameworks The challenge for business leaders is to construct governance frameworks that harness AI reasoning whilst maintaining strategic control. This requires a fundamental shift - instead of viewing AI as a black-box tool, learning to recognise it as a reasoning partner requiring continuous oversight and interpretation. Effective AI strategic planning must address multiple dimensions of explainability. In some contexts, such as financial forecasting or risk assessment, every AI recommendation should undergo rigorous explanation and review. In others, such as inventory optimisation or routine operational decisions, less frequent oversight may suffice. The key is establishing clear criteria for when human intervention becomes mandatory. The most successful organisations are those implementing systematic approaches to AI governance. This includes: designing systems that provide evidence supporting or contradicting their outputs maintaining detailed audit trails establishing clear escalation procedures when AI recommendations fall outside expected parameters. These measures can transform artificial intelligence strategy from reactive oversight to proactive governance. International Models for AI Leadership Japan’s pragmatic approach to AI governance offers valuable insights.4 By combining regulatory oversight with resource efficiency and strategic partnerships, Japan demonstrates how nations, and by extension, multinational organisations, can balance innovation with responsibility. The country’s hybrid model incorporates both European-style regulation and American-style technological advancement, providing a blueprint for corporate AI governance strategies. This international perspective becomes increasingly relevant as organisations operate across multiple regulatory jurisdictions. The convergence of various national AI frameworks, from the EU’s AI Act to Japan’s platform regulations, suggests that global businesses must prepare for a complex regulatory landscape with sophisticated compliance strategies. The Productivity Promise and Performance Reality Despite governance challenges, the business case for AI reasoning capabilities remains compelling. Early implementations demonstrate significant productivity gains; Yokosuka City reported 80% of employees experiencing increased productivity following AI deployment, whilst SoftBank’s AI-RAN technology promises up to 40% power savings compared to traditional infrastructure. However, these successes depend critically on proper implementation of both explainability mechanisms and human oversight protocols. The competitive implications are stark. McKinsey estimates the value of deploying AI and analytics across industries at between £7.5 trillion to £12.1 trillion annually.5 Yet this value can only be realised through strategic AI deployment that maintains both performance and accountability. Organisations pursuing AI transformation without adequate governance risk not merely compliance failures but fundamental strategic disadvantage. As cognitive AI systems become more sophisticated, the gap between their capabilities and human understanding widens. This creates what experts term the ‘explainability gap’ - a growing disconnect between AI reasoning complexity and human comprehension. Organisations that fail to invest in bridging this gap may find themselves increasingly dependent on systems they cannot adequately oversee, control, or ultimately trust. Recommendations for Business Leaders To successfully navigate the reasoning revolution, business leaders must adopt a comprehensive approach that balances innovation with accountability: Establish Robust Governance Frameworks: Implement systems that provide clear explanations for AI decisions, particularly in high-stakes scenarios. This includes requiring AI systems to present evidence supporting their recommendations (and checking that evidence, AI systems like to ‘create’ case studies, statistics and anecdotes), maintaining comprehensive audit trails, and establishing clear escalation protocols. Consider appointing dedicated AI ethics officers to oversee strategic deployments. Invest in Human Oversight Capabilities: Develop organisational competencies that extend beyond technical training. Teams must understand AI limitations, potential biases, and failure modes to exercise meaningful oversight. This requires investing in continuous education programmes and creating cross-functional AI governance committees that combine technical expertise with domain knowledge. Design Context-Appropriate Explainability: Recognise that different applications require different levels of explanation and oversight. Strategic decisions demand comprehensive explanations and multi-stakeholder review, whilst routine operations may require automated monitoring with exception-based human intervention. Establish clear decision trees that define when enhanced oversight becomes mandatory. Create Measurable Accountability Systems: Move beyond compliance theatre by implementing systems that track the accuracy of AI decisions over time, measure the effectiveness of human oversight interventions, and regularly audit the quality of explanations provided. This includes establishing key performance indicators specifically for AI governance effectiveness. Avoid the Illusion of Control: Ensure that explainability and oversight mechanisms provide genuine accountability rather than mere regulatory compliance. Superficial oversight can create false confidence whilst masking significant risks. Regular stress-testing of AI systems under adversarial conditions - similar to the Apollo Research experiment - can reveal hidden vulnerabilities. C suite executives should mandate and review such stress testing. Build Stakeholder Trust: Recognise that AI reasoning capabilities must earn trust through transparency and consistent performance. This requires ongoing communications about AI capabilities, limitations, and governance measures. The reasoning revolution represents both unprecedented opportunity and significant responsibility. Organisations that successfully balance AI’s transformative potential with robust governance frameworks will emerge as leaders in the ‘cognitive economy’. Those that fail to address the explainability imperative risk not only regulatory compliance issues but fundamental questions about their strategic decision-making capabilities. Source [1] https://sloanreview.mit.edu/article/ai-explainability-how-to-avoid-rubber-stamping-recommendations/ [2] https://www.economist.com/science-and-technology/2025/04/23/ai-models-can-learn-to-conceal-information-from-their-users [3] https://sloanreview.mit.edu/article/ai-explainability-how-to-avoid-rubber-stamping-recommendations/ [4] https://thediplomat.com/2025/02/japans-pragmatic-model-for-ai-governance/ [5] https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/superagency-in-the-workplace-empowering-people-to-unlock-ais-full-potential-at-work ### How Neurodiversity Transforms Organizational Innovation We are not bees or ants – a workplace where every mind thinks alike would be a stagnant dystopia. Innovation emerges from diverse minds approaching challenges from different angles. Today, neurodiversity in the workplace has become not just an ethical responsibility, but a strategic necessity for organizations seeking to maintain competitive edge. The Innovation Imperative Harvard Business Review research demonstrates that cognitively diverse teams significantly outperform homogeneous groups when solving complex problems. When neurodiverse perspectives drive breakthrough thinking, organizations unlock diverse thinking and problem-solving advantages previously untapped. This shift from trying to mask or suppress differences to leveraging them strategically is central to how companies approach talent management. Neurodiverse individuals represent between 15% and 20% of the population, yet many remain underemployed or excluded by traditional hiring processes – an enormous reservoir of untapped potential. Companies embracing neurodiversity report not only productivity gains and quality improvements but also significant boosts in innovative capabilities and employee engagement. The key to moving beyond compliance-driven approaches to neurodiversity in the workplace is recognizing that differing neurological configurations can provide unique advantages. Those with ADHD often demonstrate exceptional divergent thinking capabilities, enabling them to generate multiple innovative solutions from a single starting point. As outlined in The Dyslexic Advantage and the EY/Made by Dyslexia Value of Dyslexia report, many individuals with dyslexia excel in interconnected reasoning - cognitive strength in drawing relationships among seemingly unrelated concepts. These abilities support big-picture thinking, analytical capabilities, and creative problem-solving, positioning dyslexic individuals as uniquely equipped to contribute in fields such as data science, strategic planning, and cybersecurity. Understanding Neurodiversity and Individual Profiles: Real inclusion starts with understanding neurodiversity at an individual level. Only then can organizations design strategies that leverage neurodivergent employees' unique strengths and create work environments where they can excel. Leverage Individual Strengths: Adopt a strength-based approach that sees each individual’s unique profile as an asset that organizations can leverage for innovation. Rethinking Talent Assessment Traditional inclusive hiring practices may fail to identify neurodiverse talent because they rely on standardized interview processes that exclude many capable candidates. The conventional approach of top-down strategy translation into rigid job descriptions and recruiting checklists misses the nuanced abilities that neurodiverse individuals bring. Forward-thinking organizations are shifting how they both attract and evaluate talent: Inclusive Job Descriptions: Write job postings that are welcoming and accessible to all, including parents and caregivers. Recognize flexible work arrangements and caregiving experience as valuable skills. Flexible Application Processes: Allow candidates to submit applications at their own pace and offer alternative methods if needed. Anti-Bias Resume Reviews: Implement systems that screen resumes without penalizing gaps due to caregiving responsibilities or non-traditional career paths. Consider Beyond Traditional Metrics: Avoid relying solely on degrees, or rigid criteria, which may exclude capable neurodiverse individuals who don’t fit narrow molds. Visibility of Neurodiverse Employees: Highlight neurodiverse team members in company marketing and recruitment materials to foster an inclusive image and create role models. Progressive Talent Assessment Methods: Instead of brief interviews, innovative companies employ: Project-Based Evaluation: Assign practical tasks that mirror real workplace challenges, enabling candidates to showcase problem-solving and technical skills. Extended Assessment Periods: Understanding any candidate's full potential may benefit from extended or alternative assessment approaches, moving beyond single-session interviews to multiple interactions. Comfortable Interaction Spaces: Create relaxed environments where candidates can engage naturally with managers and peers, reducing interview stress. Skills-Based Assessment: Evaluate candidates based on job-relevant competencies and demonstrated capabilities rather than interview performance alone. The Manager Evolution Implementing neuroinclusive leadership requires a shift from standardization to individualization. Rather than asking employees to conform to standardized roles, effective leaders learn to design work environments that accommodate and leverage individual strengths. This approach recognizes that true inclusion comes from adapting systems to people, not forcing people to adapt to rigid systems. Workplace accommodations might include environmental adjustments, flexible scheduling, or modified communication protocols. The evolution extends beyond technical accommodations to fundamental changes in leadership style. Managers report that working with neurodiverse team members encourages them to communicate more directly, set clearer expectations, and develop greater sensitivity to individual needs. These skills transfer to their management of all employees, creating a ripple effect that improves overall team effectiveness. Systemic Organizational Change True organizational culture transformation requires creating support ecosystems that elevate all employees. The most successful companies establish comprehensive support networks that include peer mentoring, professional coaching, and cross-functional development relationships. These systems recognize that sustainable culture change requires ongoing commitment rather than one-time initiatives. Employee engagement consistently rises in areas where neurodiversity programs operate. Neurotypical employees report that involvement in these initiatives makes their work more meaningful and increases their job satisfaction. This suggests that creating inclusive environments benefits everyone, not just those who require specific accommodations. Beyond systemic organizational changes, companies can further embed inclusion through practical, everyday programs and supports that help neurodiverse individuals thrive in the workplace. Implementing Inclusive Workplace Programs and Supports Creating a neuroinclusive organization goes beyond hiring and assessment, it requires practical systems and everyday practices that help neurodiverse individuals thrive. Leading organizations are investing in programs and supports that foster inclusion, build confidence, and unlock unique talents. Ongoing Training for Staff: Provide consistent training for all employees, including managers and HR, on neurodiversity awareness, diverse communication styles, and effective collaboration strategies. This helps reduce biases and foster a more supportive environment. Workplace Adjustments and Accommodations: Adapt workplace environments and processes to optimize performance for all employees. This might include environmental modifications, flexible work arrangements, or process adjustments that accommodate different cognitive and working styles. Mentorship and Sponsorship Programs: Establish programs that connect neurodiverse employees with senior leaders who can advocate for their career advancement and provide strategic guidance on advancement pathways and organizational opportunities. Establish Continuous Development Culture: Create an environment where all employees receive regular, timely feedback and skill-building opportunities. This includes flexible coaching methods, peer support networks, and ongoing professional development that adapts to individual strengths and helps everyone navigate workplace challenges with confidence. Promote Flexible Work Arrangements: Create work arrangements that recognize employees perform at their best in different environments. Flexible policies support employee well-being, reduce turnover, and expand access to talent regardless of location, caregiving responsibilities, or optimal work environment preferences. Supplier Diversity Programs: Partner with neurodiversity organizations to connect with and include neurodiverse-owned businesses in your supplier network. This approach creates economic opportunities beyond traditional employment while expanding inclusion throughout the business ecosystem. These initiatives not only support neurodiverse talent but elevate the entire organization. Teams become more adaptable, communication improves, and a culture of empathy and innovation takes root, benefiting all employees, not just those who require specific accommodations. Strategic Business Impact The competitive advantage through inclusion manifests in quantifiable ways. Organizations report productivity gains of 30% or more in teams that include neurodiverse members, alongside significant improvements in quality metrics and error reduction. These improvements translate directly to bottom-line results, with some companies documenting innovations worth millions in cost savings or revenue generation; SAP claims a $40 million technical innovation from a single neurodiverse employee. The strategic value becomes particularly apparent in skills-shortage industries where traditional recruitment approaches fail to identify sufficient talent. The technology sector, facing projected shortfalls of hundreds of thousands of workers, has discovered that neurodiverse individuals often possess precisely the analytical skills needed for roles in cybersecurity, data analytics, and software development. With the EU facing a worker shortage in four out of five identified IT professions, this is not theory – it’s essential understanding for survival. Beyond productivity gains, companies gain reputationally by broader talent acquisition. Organizations recognized for their commitment to neurodiversity find themselves attracting high-caliber candidates who value inclusive workplace cultures, creating a virtuous cycle of talent acquisition and retention. Implementation Realities Scaling neurodiversity programs from pilot projects to mainstream operations is a significant challenge. The transition requires sustained commitment from leadership, comprehensive training for managers, and fundamental changes to HR processes that may have been standardized across large organizations for decades. Successful scaling depends on developing internal expertise and establishing partnerships with external organizations providing crucial services including candidate identification, pre-screening, training administration, and ongoing mentorship that extends beyond working hours. Case Study: IBM’s Neurodiversity Program IBM’s neurodiversity program launched in 2015, initially focused on hiring autistic talent, and has since expanded to embrace all forms of neurodiversity, including autism, ADHD, dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and other forms of neurodivergence. The program has systematically expanded across multiple regions including Australia, Canada, the US, and Brazil, with planned expansion to additional markets including Mexico. Key Implementation Elements: Specialized Training: Neurodiversity awareness for managers, mentors, and teams Modified Hiring: Extended evaluation processes that showcase skills over traditional interviews Dedicated Support: New hires receive workplace mentors for organizational integration Technology Integration: Tools like Watson's Content Clarifier alongside environmental accommodations Rather than treating neurodiversity as standalone, IBM integrates the program with broader business strategy through Business Resource Groups and partnerships with organizations like Uptimize for "Neurodiversity 101" training courses. The Future of Neuroinclusive Innovation The evidence is clear: companies that successfully implement neurodiversity programs gain significant competitive advantages through improved innovation capabilities, enhanced problem-solving capacity, and stronger employee engagement. All that’s needed is the desire to transform organizational cultures to unlock this previously untapped potential.   If you are a parent or caregiver seeking family-focused resources, the 100-Day Tool Kit for Young Children by Autism Speaks offers useful guidance on understanding autism and adopting a strengths-based perspective.     ### 10 AI Questions Every HR And Talent Acquisition Leader Must Address AI-driven talent strategies aligned with business objectives provide a powerful competitive advantage. Here's how to ensure your approach strategically integrates AI while maintaining a balanced, human-centered organization. 1. Understanding Business Strategy “Do we fully understand our organization's business strategy and objectives, enabling us to create an AI-savvy talent strategy that meets target outcomes?” Align your talent strategy directly with overarching business goals to ensure AI initiatives drive real value and support strategic outcomes.   2. AI Fluency In HR “Are our HR and Talent Acquisition teams sufficiently fluent in AI to ask insightful questions, make informed decisions, and challenge assumptions?” HR leaders must understand AI's strategic impacts on talent management and acquisition to effectively guide and influence organizational decisions.   3. Aligning AI With Culture & Employer Brand “Do our AI-driven talent strategies reinforce our company culture and employer brand, or risk undermining them?” Ensure AI amplifies your core values, employer value proposition, and talent brand.   4. Balancing AI And Human Talent “Are we thoughtfully balancing AI-driven automation and human skills within our organizational structure?” Intentionally integrate AI and human capabilities, preserving essential human elements critical for organizational success.   5. Identifying And Developing AI-savvy Talent “Are we actively identifying, recruiting, and developing talent capable of leveraging AI or quickly adapting to it?” Prioritize strategies that attract and nurture talent with AI fluency and adaptability.   6. Designing AI-integrated Workforce Plans “Are we proactively redesigning roles, career paths, and structures to blend AI and human strengths strategically?” Optimize role design to leverage AI tools alongside human creativity, judgment, and interaction.   7. Strategic Choices: Build Vs. Buy In Talent Tech “Should we develop AI-driven HR capabilities internally or leverage external solutions?” Strategically decide where internal capabilities provide competitive advantages and where partnerships offer rapid, cost-effective solutions.   8. Managing Fear & Resistance “Are we addressing employee concerns about AI adoption with clear communication and supportive training?” Promote transparency and education to reduce resistance and foster confidence in AI-driven change.   9. Establishing Ethical AI Guardrails “Have we clearly defined ethical guidelines and oversight mechanisms for AI use in HR?” Set ethical boundaries proactively to align AI with organizational values and standards.   10. Measuring True AI Success In HR “How are we evaluating the success of AI initiatives beyond basic efficiency metrics?” Assess meaningful outcomes such as employee satisfaction, retention, diversity, and candidate experience to measure genuine impact.   These 10 questions should serve as ongoing checkpoints rather than a single assessment. Make them part of your regular HR strategy sessions and talent planning discussions. Success with AI in HR isn't about adopting every new tool or keeping up with competitors. It's about sustained, strategic thinking that ensures technology enhances your people practices without compromising the human connections that drive organizational success. By incorporating these discussions into your quarterly reviews and annual planning, you'll stay proactive rather than scrambling to catch up. More importantly, you'll maintain focus on what truly drives performance—your people—while thoughtfully integrating AI to amplify their potential and your organization's impact. ### The Leadership Tension Trap: How to Turn Uncertainty Into Strategic Advantage In boardrooms around the world, a familiar scene is playing out. Senior executives sit around polished tables, armed with data, forecasts, and years of experience, yet find themselves caught in an uncomfortable paralysis. The decisions that once felt straightforward now seem fraught with competing priorities and unclear outcomes. Welcome to the leadership tension trap - where traditional decision-making frameworks buckle under the weight of modern complexity. Recent research from Deloitte’s 2025 Global Human Capital Trends reveals a troubling pattern: leaders are increasingly stuck in wait-and-see cycles, uncertain how to navigate the fundamental tensions that define executive decision-making.[1] This isn’t simply about making tough choices - or failing to make them. It’s not premier league football where the manager can be sacked and replaced. Instead, we need to grasp that the very nature of leadership has evolved into something far more nuanced and demanding than previous generations of executives ever faced. The Three Core Tensions Defining Modern Leadership Every C-suite executive today grapples with three fundamental leadership tensions that shape every strategic decision. The first tension exists between short-term results and long-term value creation. Shareholders demand quarterly performance whilst stakeholders increasingly expect sustainable, purpose-driven strategies that may take years to materialise. This creates a particularly acute challenge for leaders in executive roles, who must balance immediate market pressures with the kind of visionary thinking that builds lasting business resilience. The second tension emerges between business outcomes and human performance. The temptation to optimise purely for financial metrics can undermine the very human capital that drives sustainable success. Forward-thinking leaders recognise that exceptional business results flow from exceptional human performance, yet striking this leadership decision making balance requires sophisticated understanding of how people respond to change, uncertainty, and strategic pivots. The third tension involves the perpetual balancing act between stability and organisational agility. Organisations need enough stability to execute consistently whilst maintaining sufficient agility to adapt rapidly to market shifts. This tension has intensified dramatically as technological advancement accelerates and geopolitical uncertainty creates unprecedented volatility in global markets. Why Traditional Decision-Making Frameworks Are Failing The frameworks that served leaders well in more predictable environments are inadequate today. Traditional strategic planning, with its emphasis on linear progression and predictable outcomes, cannot accommodate the dynamic nature of modern business environments. The International Monetary Fund's recent observations about elevated global uncertainty cite inflation, geopolitical turmoil, climate disasters, and rapid technological advances as destabilising forces that "can exacerbate risks of financial market turmoil, delay consumption and investment decisions by people and businesses, and prompt lenders to tighten the credit supply." These aren't temporary disruptions. They are our new normal. The problem with conventional approaches is the assumption that uncertainty is something to be eliminated rather than harnessed. Leaders trained in traditional methodologies often seek to gather more data, conduct additional analysis, or wait for clearer signals before making critical decisions. This approach, whilst seemingly prudent, can trap executives in endless loops of information-gathering that delay action and squander competitive opportunities. Global research into decision-making under uncertainty reveals that economic anxiety often creates greater paralysis than political concerns across different business environments. Interestingly, the impact of media amplification on decision-making varies significantly across regions and regulatory contexts, yet the underlying pattern of delayed decision-making loops remains remarkably consistent across cultures and markets. [2] The Rise of Decision Intelligence The most effective leaders are embracing what experts call “decision intelligence”, a sophisticated approach that treats uncertainty not as an obstacle to overcome, but as valuable strategic information to be leveraged. This represents a fundamental shift in leadership mindset, from seeking certainty to building capability within uncertain environments. Decision intelligence involves recognising that uncertainty often contains patterns and signals that can inform strategic choices. Rather than waiting for perfect information, leaders developing decision intelligence learn to identify “known unknowns”; areas where uncertainty is highest and strategic flexibility is most valuable. This approach requires what might be called “precision padding”. In other words building strategic buffers exactly where they’re needed most rather than applying blanket contingency planning across all areas. Smart resource allocation means adding flexibility to budgets in areas most likely to face disruption, whilst timeline planning involves building strategic cushions around key transition periods. Practical Frameworks for Complex Decision-Making Successful executives are developing new frameworks specifically designed for high-uncertainty environments. These frameworks share several key characteristics that distinguish them from traditional strategic planning approaches and help leaders navigate strategic tensions effectively. Case Study: Navigating AI Transformation at Scale The CEO of a mid-sized financial services firm employing 2,500 people across Europe faced a classic leadership tension trap: regulatory pressure to implement AI-driven compliance systems, workforce anxiety about job displacement, and board demands for immediate cost savings alongside long-term competitive positioning. Rather than choosing between short-term efficiency and long-term human capital investment, the CEO applied decision intelligence principles to navigate all three core tensions simultaneously. She mapped specific uncertainty zones, identifying that regulatory requirements were likely to evolve rapidly, whilst employee adaptation rates would vary significantly across departments. This approach exemplifies “precision padding” in action. Instead of blanket AI implementation, she created parallel transformation paths: a rapid deployment track for routine compliance tasks, a gradual integration programme for client-facing roles, and an innovation laboratory for exploring emerging applications. This allowed her to deliver immediate regulatory compliance whilst building workforce capability and maintaining service quality. The results were striking. Within 18 months, the firm achieved faster regulatory reporting and reduced compliance costs. Perhaps most importantly, the organisation was positioned to adapt quickly as new AI capabilities emerged, turning initial uncertainty into sustained competitive advantage. The key was treating uncertainty about AI’s evolution as valuable strategic information rather than a problem to solve. From Case Study to Implementation The first principle involves mapping uncertainty zones within the organisation and its market environment. This isn’t about predicting specific outcomes, but rather identifying areas where volatility is highest and strategic flexibility will prove most valuable. Leaders who excel at this create what might be termed “adaptive feedback loops” - systems designed to detect and respond to changes quickly rather than trying to predict them perfectly. The second principle focuses on scenario-based planning that develops multiple parallel strategies for critical initiatives. Rather than betting everything on a single predicted future, sophisticated leaders build portfolios of strategic options that can be activated as circumstances evolve. This approach requires significant intellectual discipline, as it resists the natural human tendency to converge on a single ‘right’ answer. The third principle involves embracing “strategic uncertainty” as a design feature, not a bug. This means building adaptable systems that can flex and evolve as landscapes change, rather than trying to create rigid structures that resist change. The goal shifts from building ‘future-proofing’ organisations to creating ‘future-ready’ capabilities. Transforming Organisational Culture for Uncertainty The most profound leadership challenge involves transforming organisational culture to thrive within uncertain environments rather than merely survive them. This requires addressing the fundamental human reality that people naturally crave certainty and comfort, particularly when facing changes that push them outside established patterns. Effective leaders recognise these psychological dynamics without judging them, then work systematically to help teams reframe uncertainty as opportunity rather than threat. This involves helping people focus on 'controllables', those aspects of their work and professional development that remain within their influence, regardless of external volatility. Cultural context plays a significant role in how uncertainty is experienced. Organizations with stronger collective frameworks, clearer hierarchical guidance, or more established internal communication structures often demonstrate greater resilience to external volatility. These environments create psychological safety nets that help employees navigate ambiguity more effectively, suggesting that organizational design choices directly influence how teams process and respond to uncertain conditions. The cultural transformation also requires what might be called "owning it", a mindset where individuals choose wholehearted commitment and accountability to themselves and their colleagues. In practice, this means helping team members understand how every decision and action should be processed through the lens of organisational principles, with customer value always at the centre. Leaders driving successful cultural transformation position change as a golden opportunity for individuals to build their personal brands, demonstrating that they thrive in uncertain times and are unafraid of change, hard work, and putting team success before individual comfort. Building Your Uncertainty Advantage The leaders who will define business success in 2025 and beyond won’t be those who can perfectly predict the future - because those leaders don’t exist. But executives who can turn uncertainty into opportunity and build flexibility into their strategies without sacrificing clear direction or accountability for results will definitely excel. This transformation begins with recognising that uncertainty isn’t the enemy of effective leadership - it’s an invitation to build something better, more resilient, and genuinely future-ready. The most successful leaders are learning to treat uncertainty like valuable data, using it to make more informed decisions about where to build strategic buffers and how to position their organisations for multiple potential futures. The executive leaders who master these capabilities won’t just survive volatility - they will use it as fuel to build value and power sustainable growth. In a world obsessed with prediction, perhaps the real leadership superpower is learning how to thrive with uncertainty whilst maintaining the strategic focus and operational excellence that stakeholders demand. Key Implementation Areas Resource allocation strategies that add flexibility to budgets in areas most likely to face disruption, whilst maintaining discipline in core operational areas Timeline planning approaches that build strategic cushions around key transition periods without compromising accountability for delivery Partnership development that includes backup plans for critical supply chain and alliance relationships, reducing single points of failure Innovation pipeline management that creates parallel paths for technology adoption based on different potential scenarios rather than betting on single solutions Team development initiatives that help individuals build personal resilience and adaptability whilst maintaining focus on collective objectives The transformation from traditional leadership to uncertainty-powered leadership is becoming the fundamental differentiator between executives who merely manage complexity and those who harness it for sustainable competitive advantage,successfully addressing leadership transition challenges along the way. Sources [1] https://www.deloitte.com/dk/en/services/consulting/perspectives/2025-global-human-capital-trends.html [2] https://www.tandfonline.com/doi/pdf/10.1080/16081625.2024.2405494 ### Leading from the Front: CEO Voices on Building a Truly Inclusive Culture Workplace culture is a critical business imperative. As far back as 2018, research revealed that 80% of employees believed their organisation’s culture needed to evolve within five years for the company to succeed. Today, issues like the post-COVID ‘Great Return’ and recent DEI U-turns have made it clear just how wide the gap remains between how leaders perceive their culture and how employees experience it day to day. This gap is often most pronounced for marginalised groups, including LGBTQ+ employees, who continue to navigate environments that don’t always reflect the values their organisations claim to uphold. This disconnect underscores a fundamental truth: inclusive culture cannot be delegated to HR or treated as a compliance exercise. It must be championed from the very top.   Why CEO Leadership Drives Cultural Transformation The statistics are compelling: in 2018, 71% of C-suite and board members viewed culture as a critical strategic topic, marking a notable increase from 64% in 2013. However, recognition alone can’t be enough. When culture, strategy, and operations align under strong CEO leadership, organisations will see tangible results. Companies with diverse management teams generate nearly 19% more innovation revenue than their peers, whilst inclusive companies are 70% more likely to capture new markets. Chris Drake – Managing Partner, Horton International UK   The role of the CEO in driving inclusive culture extends far beyond symbolic gestures or policy announcements. It requires a fundamental shift in how leaders approach their responsibilities, moving from traditional command-and-control models to inclusive leadership styles that foster belonging and psychological safety. Key CEO Actions for Cultural Alignment: Conduct regular culture audits to identify gaps between current state and strategic objectives - find out if 80% of your team think something needs to change! Ensure leadership compensation and performance metrics have inclusion indicators as standard Personally participate in employee resource groups and listening sessions Make organisation culture a standing agenda item in board meetings and executive reviews.   The Business Case for Inclusive Leadership Beyond moral imperatives, inclusive leadership delivers measurable business outcomes. Organisations with open and inclusive cultures experience lower legal and reputational risks through early detection of misconduct, enhanced ability to attract and retain top talent, and improved innovation outcomes through diverse perspectives. Research consistently demonstrates that diverse teams outperform homogeneous ones in complex problem-solving scenarios. This isn’t merely about demographic diversity; neurodiversity and cognitive diversity, prove equally critical in building organisational resilience in volatile or uncertain conditions. Measurable benefits include: Reduced employee turnover and associated recruitment costs Enhanced brand reputation and employer value proposition Increased innovation revenue and market capture opportunities Improved risk management through early issue identification.   Importantly, roughly 20% of Gen Z adults identify as LGBTQ+, and they are significantly more likely to leave employers that lack genuine inclusion efforts. This generational shift reflects a broader pattern, with 41% of LGBTQ+ workers having faced discrimination or prejudice at work, and nearly 29% leaving roles as a result. These realities underscore the need for inclusive leadership not just as a moral commitment, but as a critical talent and retention strategy for future-focused organisations.   Defining Inclusive Leadership in Practice Inclusive leadership centres on creating environments where every employee feels valued, respected, and empowered to contribute authentically. This leadership style encompasses several critical behaviours that CEOs must model consistently. Core Inclusive Leadership Traits: Empathy and Active Listening: CEOs must demonstrate genuine curiosity about their people's experiences, asking questions like, “Why are you here?” and “How can I help?” rather than making assumptions based on backgrounds or appearances. Vulnerability and Learning Orientation: Effective inclusive leaders acknowledge their own learning journey, openly admitting when they make mistakes and demonstrating how to recover constructively from cultural missteps. Martin Krill, Managing Partner Horton International Germany   Consistent Behaviour: Inclusive leadership requires consistent demonstration of values across all interactions, not just during formal diversity and inclusion initiatives. Curiosity Over Assumptions: Rather than relying on preconceived notions, inclusive leaders actively seek to understand different perspectives and challenge their own biases. Creating Psychological Safety from the Top Psychological safety - the belief that one can speak up without risk of punishment or humiliation - forms the foundation of truly inclusive cultures. When CEOs model vulnerability and respond constructively to feedback, they create permission for others to do the same. The challenge lies in moving beyond surface-level inclusivity to create what researchers call “deep inclusion”, where differences are not merely tolerated but celebrated and leveraged for competitive advantage. CEO Strategies for Building Psychological Safety: Share personal stories of failure and learning to normalise vulnerability Respond to challenging feedback with curiosity rather than defensiveness Publicly acknowledge and address cultural blind spots Create multiple channels for anonymous and direct feedback.   Fostering Inclusive Speak-Up Cultures Research indicates that 36% of employees globally remain reluctant to speak up in their workplaces, primarily due to fear of retaliation and lack of trust in corrective action. CEOs play a crucial role in addressing these concerns through their personal approach to receiving feedback and handling dissent. An inclusive speak-up culture encompasses three essential elements: Speak Up, Listen Up, and Follow Up. CEOs must model each component personally whilst ensuring systems and processes support organisation-wide implementation. Essential Elements of CEO-Led Speak-Up Cultures: Model curiosity by actively seeking input from all organisational levels Demonstrate inclusive communication by acknowledging diverse perspectives Create multiple, accessible reporting channels to accommodate different comfort levels Close feedback loops by transparently sharing outcomes and actions taken.   Building Trust Among Senior Leadership Teams Trust at the senior leadership level cascades throughout organisations, creating ripple effects that either enhance or undermine inclusive culture efforts. When CEOs demonstrate trust in their direct reports and model inclusive behaviours in executive team interactions, they set the tone for organisational norms. CEO Actions for Building Senior Leadership Trust: Regularly examine and address power dynamics within the executive team Ensure diverse representation in succession planning and leadership development Create safe spaces for senior leaders to practice inclusive behaviours Establish accountability measures for inclusive leadership behaviours.   Practical Implementation Strategies Successful inclusive culture transformation requires systematic approach rather than ad-hoc initiatives. CEOs must focus on a limited but critical number of behaviours that will drive the most significant cultural shifts whilst maintaining consistent effort over time. Implementation Framework: Identify three to five critical behaviours that align culture with strategic objectives Demonstrate these behaviours personally and consistently Recognise and reward others who model these behaviours Measure progress through both quantitative metrics and qualitative feedback.   Measuring Success and Sustaining Change Culture change efforts often fail because leaders declare victory too soon. Research shows that 42% of organisations report static cultures over five years, despite 23% attempting cultural transformation initiatives. Sustainable change requires long-term commitment and continuous measurement. Key Metrics for CEO Monitoring: Employee engagement scores across demographic groups Internal promotion rates by background and identity Speak-up reporting trends and resolution rates Exit interview feedback themes and patterns.   Moving Forward: From Compliance to Care The most successful inclusive cultures emerge when CEOs shift from compliance-driven approaches to genuine care for their people’s experiences. This requires humility, open-mindedness, and willingness to act on feedback even when - especially when -  it's uncomfortable. When employees feel their voices truly matter, they don’t just speak up; they stay. Their contribution helps the organisation thrive. This transformation begins with CEOs who lead from the front, demonstrating that inclusive leadership isn't just good business - it’s the only sustainable path forward in our interconnected world. The journey towards inclusive culture requires courage, consistency, and commitment from the very top. CEOs who embrace this challenge will find themselves leading not just more inclusive organisations, but more innovative, resilient, and successful ones.   Gary Woollacott, Regional Director APAC - Managing Partner, Horton International Laos, Thailand & Vietnam       Sources: https://www.strategyand.pwc.com/gx/en/insights/2018/global-culture-survey.html https://www.ey.com/content/dam/ey-unified-site/ey-com/en-us/campaigns/diversity-equity-inclusiveness/documents/ey_lgbtq_survey.pdf https://www.randstad.co.uk/market-insights/future-work/nearly-half-lgbtqi-workers-face-discrimination https://online.hbs.edu/blog/post/inclusive-leadership https://www.ibe.org.uk/resource/inclusive-speak-up-bringing-policies-and-systems-to-life.html ### 5 Executive-Level Questions to Ask During Pride Month Pride Month offers executives a crucial checkpoint: Are your LGBTQ+ inclusion efforts creating real change, or just good optics? Moving beyond tokenism requires leaders to honestly assess their strategies and commit to meaningful action. Genuine equality demands more than seasonal support - it requires systematic change guided by the right questions. Here are five pivotal questions every C-suite leader should be asking to build truly inclusive organizations. 1. How Visible Is LGBTQ+ Inclusion at Leadership Level? Despite the progress that has been made in expanding workplace diversity, LGBTQ+ representation in executive roles still is woefully under-par. A report released by Out Leadership showed that under 0.4% of Fortune 500 board seats are currently occupied by out and proud LGBTQ+ individuals. There are some prominent exceptions - leaders like Tim Cook of Apple and Beth Ford of Land O'Lakes have both set precedents for inclusivity, at the highest levels. Executive Inclusion Strategy Tip: Fully incorporate sexual orientation and gender identity into board diversity policies and subsequent decision making, including within human resources departments. Promote visible self-identification through confidential surveys to better understand what is needed to support LGBTQ+ leadership visibility and increase community representation within leadership roles. 2. Do Company Benefits and Policies Reflect Modern Family Structures? Traditional workplace benefit structures frequently overlook the diverse realities of LGBTQ+ families. Offering more inclusive benefits, such as those that recognise domestic partnerships and chosen families, will be critical. The Human Rights Campaign's Corporate Equality Index (CEI) found that 76% of participating employers are now providing inclusive benefits for same and different-sex spouses and partners. The number of employers providing more inclusive benefits packages has risen over the past decade, inline with the increased visibility of diverse employees - though those tasked with C-Suite diversity and inclusion should note there is still room for improvement. For organisations looking to retain more staff, it only makes sense to update their approach - especially as recent data reveals 77% of employees are more likely to remain with employers who offer up inclusive family benefits. Executive Inclusion Strategy Tip: Regularly review and adjust company policies to ensure they embrace a broader definition of family, enabling benefits like parental leave and healthcare coverage to become accessible to all types of families. 3. Are We Tracking LGBTQ+ Engagement and Retention Data? Accurate data collection is pivotal for evaluating the effectiveness of any inclusion initiatives the organisation deploys. Consistent monitoring of metrics like retention rates and employee engagement will help to highlight areas requiring improvement. Increasing LGBTQ+ employee retention by a mere 5% can result in measurably slashing costs – current data shows savings of up to $4.2 million annually for a Fortune 500 company. Additionally, companies must take care to identify obstacles blocking the career pathways of LGBTQ+ employees. One Randstad survey found a third of LGBTQI+ workers believed their sexuality or gender identity negatively impacted the progression of their career. Executive Inclusion Strategy Tip: Implement employee feedback via anonymous surveys and one-on-one exit interviews to gain sharper insights into LGBTQ+ employee experiences, then use this data to inform policy and cultural changes. 4. Do We Have an Open Channel for Feedback from Underrepresented Voices? Creating accessible and private channels for feedback provides a space where underrepresented groups can voice their concerns and suggestions. Companies who do inclusion right,like GHX, have dedicated DEI channels, like Slack groups and email inboxes, to facilitate an ongoing dialogue with their LGBTQ+ employees. Inclusive leadership also means grasping that different workers have differing needs as well as experiences that need to be catered for. Leaders who champion inclusion know their responsibilities also include active listening - and creating safe, nurturing spaces for all staff to share their experiences. Executive Inclusion Strategy Tip: Schedule regular check-ins with Employee Resource Groups (ERGs) and DEI committees, to ensure leadership maintains a direct line to the experiences of LGBTQ+ employees. 5. Is Our Support Performative, or Proactive? While it’s common to witness public displays of support for the LGBTQ+ community during Pride Month, making a lasting impact requires an all year-round commitment. The Human Rights Campaign's CEI shows that beyond policies, maintaining active engagement and education are crucial. In 2025, 83% of CEI-rated employers provided at least three efforts to support increased organisational LGBTQ+ diversity. Authentic inclusion involves continuous action, such as regular DEI training and consistent community engagement, not tokenistic and gimmicky seasonal initiatives. Executive Inclusion Strategy Tip: Embed LGBTQ+ inclusion throughout the company's core values and operations, to foster grassroots support that’s consistent and entwined in the workplace culture. In a Nutshell Pride Month leadership doesn't have to be performative - companies can use it as a catalyst to drive sincere reflection and action. If they ask the important questions, executives will move beyond making symbolic gestures, to create more diversity in executive teams and nurture an environment where every LGBTQ+ employee feels valued. The sooner the C-suite implements an executive inclusion strategy that prioritises LGBTQ+ leadership visibility, equitable working policies, and proactive engagement the better – as then they will create a truly inclusive workplace, for the benefit of the entire organisation. ### Sustaining LGBTQ+ Inclusion in Challenging Times: A Strategic Guide for CEOs and Boards As economic instability rises and political movements challenge previously established diversity, equity, and inclusion (DEI) norms, it becomes increasingly clear that LGBTQ+ workplace inclusion cannot be seen as optional. Even amid uncertainty, scaling back on DEI may compromise employee morale and damage the company’s standing with increasingly values-driven consumers. To keep consumer and employee trust high, they’ll have to forge ahead with courage - embracing a mandate to lead more boldly and strategically instead. Leaders can sustain meaningful inclusion throughout turbulent times by embedding the right values into the heart of company operations. They can execute this target through good governance, connected culture, and measurable strategy. This guide outlines key areas that the C-suite should focus on next - as well as what pitfalls they may need to navigate. 1. The Risks of DEI Rollbacks Are Real and Measurable Cutting back on DEI leads to employee distrust, reputational risk, and long-term loss of innovation. Data shows these aren’t hypothetical concerns - 47% of LGBTQ+ workers have experienced discrimination at some point in their working lives, while 46% remain closeted at work, for fear of being passed over for advancement, or stereotyped. Organisations that fail to invest adequately in LGBTQ+ inclusion during difficult times often pay the price down the line. Deciding to slash the budget for DEI is not only an ethical misstep, it’s a strategic mistake - companies with inclusive leadership have higher employee retention rates and outperform their peers in innovation too. 2. Make LGBTQ+ Inclusion a Mandatory Board-Level Commitment Board-level DEI commitments are vital for long-term sustainability. LGBTQ+ inclusion can’t just be championed by HR or mid-level managers, as then it risks being deprioritised whenever budgets contract. Leaders can solidify executive inclusion accountability by: Incorporating LGBTQ+ metrics into their board performance dashboards. Assigning an appropriate board member or DEI council to oversee LGBTQ+ diversity schemes. Commissioning annual reviews of LGBTQ+ corporate policy, benefits, and representation benchmarks. If companies need inspiration there are some great organisational role models to note. Salesforce and Accenture both provide strong governance models, demonstrating that executive oversight can institutionalise inclusion. 3. Define a Clear LGBTQ+ Leadership Strategy As of 2025, there’s still a glaring lack of LGBTQ+ leaders in the C-suite. Just three Fortune 500 CEOs identify as being openly LGBTQ+ - Apple’s Tim Cook, Dow’s Jim Fitterling, and Land O’Lakes’ Beth Ford. Any LGBTQ+ leadership strategy that aims to increase representation should include: Savvy succession planning that adequately supports LGBTQ+ talent. Mentoring and sponsorship programs connecting ERGs to executive leaders. Visibility campaigns that shine the spotlight on LGBTQ+ executives and their allies. Taking the above approaches will help organisations nurture a continual talent pipeline, while promoting the message that LGBTQ+ professionals should see themselves in leadership roles. 4. Embed LGBTQ+ Inclusion throughout Corporate Policy Policy comprises the backbone of workplace equality as it’s the basis upon which decisions are made - choices that will ripple through the entire business, as well as its operations. Employers must embed a robust LGBTQ+ corporate policy framework company-wide. This needs to stand strongly against discrimination, as well as provide the proper support to diverse and minority groups. Companies need a policy that offers their LGBTQ+ employees: Firm anti-discrimination protections based on sexual orientation and gender identity. Trans-inclusive healthcare, including gender-affirming treatments. Paid family leave, inclusive of all family types, not just the traditional model. Clearly laid out processes for making pronoun and name changes in HR systems. At present, stats show that only 66% of Fortune 500 companies are offering comprehensive trans-inclusive benefits to their employees - but with gender-affirming treatment and trans-healthcare under attack, it’s crucial for boards to close the gap. 5. Place Executive Inclusion Accountability as a Priority Executive inclusion accountability means going beyond tweaking optics, to where inclusion becomes a fundamental part of the organisation’s performances. Making inclusion an essential on executive scorecards will help make the shift from philosophy to practice. Boards should implement Annual LGBTQ+ workplace inclusion goals set for all organisation leaders. Bonus eligibility that is closely tied to achieving measurable DEI outcomes. Mandatory DEI training, particularly on LGBTQ+ allyship and bias mitigation. A 2024 Deloitte study revealed the rewards of taking an approach like this, finding that companies with inclusive leaders were 6x more likely to be innovative and 2x more likely to meet their financial goals. 6. Cultivate a Fully Inclusive Workplace Culture Building a truly inclusive workplace culture means weaving LGBTQ+ inclusion into everyday experiences - not just keeping efforts limited to annual Pride campaigns. The workplace culture must also foster their employee’s sense of psychological safety, as this will allow them to show up authentically - and perform at their best. Smart tactics to promote better inclusion include: Anonymous surveys that measure LGBTQ+ employees engagement and sense of belonging. Safe, private channels for reporting microaggressions or discrimination. Visible celebrations of intersectional identities all year round - not just during Pride. The companies that have successfully managed to normalise inclusion as an ongoing cultural value, like Google, IBM and SAP, all have something in common - they’ve heavily invested all the year-round in their LGBTQ+ ERGs. 7. Monitor and Track LGBTQ+ Engagement and Retention Leaders must consistently track LGBTQ+ engagement and retention with the same rigor as they do any other KPI. Adequately monitoring LGBTQ+ metrics includes: Offering voluntary self-ID programs with privacy protection. Leveraging analytics to compare promotion rates, staff turnover, and employee engagement scores by LGBTQ+ status. Using ERG-led insights to improve the workplace policy and culture. Without accurate data, organisations are flying blind, as there’s no way to monitor progress - or identify if the company has regressed. Leveraging data and analytics is an essential step in boosting DEI initiatives - McKinsey found that companies who track their diversity data were 2.6x more likely to improve inclusion outcomes. 8. Act Proactively, Not Performatively Too many organisations mistake branding for belonging - but if they only practise performative support, without stepping up with a deeper commitment, they’ll be met with consumer backlash. A GLAAD survey found that 78% of LGBTQ+ consumers have a strong distrust of brands that only engage in Pride campaigns, without committing to LGBTQ+ issues clearly all through the year. (GLAAD, 2023). Also, due to improved scrutiny from human rights organisations such as the HRC, the company’s reputation will dip, further damaging trust. The HRC CEI now deducts points for companies that fund anti-LGBTQ+ policies and publishes its findings in regular reports. 9. Prep for Incoming Legal and Political Pushback Anti-DEI sentiment is rising worldwide, with legislation being introduced that targets corporate DEI initiatives in the US, UK, as well as parts of the EU. To combat this giant step backwards, boards will need to develop rigorous legal and ethical response plans. To combat the attack on DEI, the C-Suite must: Work with civil rights organizations to track the legal risk. Ensure company policies are aligned with international anti-discrimination law. Issue regular internal communications reaffirming the company’s support for LGBTQ+ employees, regardless of the political climate. 10. Sustain LGBTQ+ Inclusion Efforts Through Long-Term Investment LGBTQ+ workplace inclusion isn’t a slogan - it’s a commitment boards must make. Leaders must make serious efforts to get the right strategy in place. To make their inclusion efforts sustainable organisations will need to: Budget for long-term ERG support, LGBTQ+ leadership pipelines, and the ability to provide fully inclusive benefits. Integrate their LGBTQ+ strategy into ESG reporting and annual impact statements. Create 3–5 year DEI roadmaps with clearly defined milestones. In the end, it’s consistency, not visibility, that will earn both consumer and employee trust, a major factor which contributes to brand credibility, which helps the organisation to expand.     ### Global Perspectives: Women’s Workplace Experiences Worldwide A female delivery driver in Buenos Aires earns 24% less than her male counterpart despite working in the same digital economy, whilst a talented woman in corporate America faces a ‘broken rung’ that makes her 19% less likely to receive her first management promotion. These stark realities - separated by thousands of miles, yet united by systemic inequality - reveal a troubling truth: global gender equality remains elusive across vastly different economic contexts. From Silicon Valley boardrooms to Latin American gig platforms, women encounter distinct yet interconnected barriers that executive leaders cannot afford to overlook. For recruiters and C-suite decision-makers alike, today’s interconnected marketplace means that understanding these global patterns isn’t merely social responsibility. This is an issue of competitive advantage, talent retention, and sustainable growth in an increasingly complex business environment. The State of Corporate Gender Parity: Progress Amidst Persistent Challenges Let’s start with good news. The corporate world has witnessed significant strides in women in leadership representation over the past decade. In North America, women now comprise 29% of C-suite positions, a substantial increase from just 17% in 2015. This progress represents genuine advancement in workplace diversity initiatives. Yet the path to true parity remains challenging. Executive Insight: When evaluating potential leadership hires or assessing organisational health, leadership teams should examine not just current female representation but the trajectory of advancement. Companies showing stagnant progress at manager level are likely to face leadership pipeline issues within 5-7 years. The data reveals a concerning pattern known as the ‘broken rung phenomenon’, where women face their greatest obstacle at the first promotion to management level.[1] For every 100 men promoted to manager positions, only 81 women receive similar advancement. This disparity creates a cascade effect throughout the corporate pipeline, making it increasingly difficult for organisations to achieve meaningful gender parity at senior levels. Strategic Implication: Organisations with robust first-level management promotion rates for women (approaching 90+ women promoted for every 100 men) demonstrate stronger cultural foundations and are more likely to attract and retain top female talent across all levels. Women of colour face even steeper barriers, with Black and Latina women experiencing regression in advancement opportunities despite some improvements for Asian women. The Fragility of Progress Despite increased female representation at senior levels, much of this progress stems from the addition of staff roles rather than line positions with profit-and-loss responsibility. This trend suggests that whilst companies are creating opportunities for women, these positions may not provide the same pathways to ultimate leadership roles. At current rates of progress, projections indicate it would take 22 years for white women to reach parity in senior leadership, and an alarming 48 years for women of colour. Talent Acquisition Alert: Executives should scrutinise whether female senior hires are predominantly in staff functions (HR, legal, communications) versus line roles (operations, sales, product development). A heavy skew towards staff roles may indicate systemic barriers to women accessing revenue-generating leadership positions; a red flag for long-term organisational health and competitiveness. Platform Economy Innovation: Lessons from Latin America The emergence of the platform economy offers a fascinating case study in how new labour markets can both challenge and perpetuate traditional gender inequalities. Research from Buenos Aires reveals how platforms facilitate unprecedented female participation in traditionally male-dominated sectors.[2] Women now represent approximately one-fifth of delivery and ride-hailing platform workers, compared to almost non-existent participation in traditional employment within these sectors. This transformation has occurred through: • Impersonal digital recruitment that eliminates face-to-face discrimination • Flexible scheduling that accommodates caregiving responsibilities • Economic necessity driven by rising unemployment rates particularly affecting women. Persistent Challenges in the Platform Economy However, the platform economy reproduces familiar inequality patterns. Female drivers earn 8-11% less hourly than men, while female delivery workers face a 24% monthly earnings gap. These disparities stem from women’s limited access to motorcycles (reducing delivery capacity), safety concerns restricting profitable evening work, and structural barriers that platforms inadvertently amplify. Innovative Solutions and Future Directions Progressive platforms are addressing these challenges through gender-sensitive policies. Uber’s ‘She Uber’ function allows female drivers to receive requests exclusively from female passengers, enabling safer night work during lucrative peak hours. Such innovations demonstrate technology’s potential to create more inclusive working environments. Cross-Border Talent Strategies: Navigating Global Gender Dynamics For companies operating across multiple markets, these global variations in workplace diversity present both challenges and opportunities that demand sophisticated strategic thinking. The stark differences between regions: from Europe’s 75% gender parity to the Middle East’s 61.7%, create complex dynamics for multinational organisations seeking consistent talent strategies. Market-Specific Considerations: Companies expanding into Nordic markets will encounter a talent pool with high expectations for gender equality and comprehensive family support policies. Conversely, organisations entering emerging markets may find opportunities to differentiate themselves through progressive gender policies that attract top female talent often under-utilised by local competitors. The platform economy lessons from Latin America offer particularly valuable insights for executives considering gig work integration or flexible employment models. The Buenos Aires research demonstrates that digital platforms can rapidly increase female participation in traditionally male sectors; but only when accompanied by thoughtful policy design that addresses safety concerns and structural barriers. Strategic Opportunity: Organisations can leverage technology and flexible arrangements to access previously untapped talent pools, particularly in regions where traditional employment has limited women’s participation - especially valuable in markets experiencing skills shortages. For recruitment professionals, understanding these regional nuances enables more effective candidate sourcing and helps predict cultural fit challenges when placing executives across different markets. A leader successful in Silicon Valley’s relatively progressive environment may require different preparation and support when transitioning to markets with more pronounced gender gaps. Global Trends and Regional Variations The World Economic Forum’s Global Gender Gap Index provides valuable context for understanding how experience as women in leadership can vary across different regions.[3] With global gender parity currently at 68.5%, significant disparities exist between regions and countries. Europe leads at 75% gender parity, with Iceland maintaining global leadership at 93.5%. Meanwhile, the Middle East and North Africa lag at 61.7% parity. Economic participation remains most challenging globally, with only 60.5% of the gap closed compared to 94.9% for educational attainment. The technology sector presents particular challenges and opportunities. Women represent only 28.2% of STEM workforces globally, compared to 47.3% in non-STEM sectors. However, encouraging trends emerge in Artificial Intelligence development, where female representation has more than doubled since 2016, suggesting that targeted efforts can accelerate progress in emerging fields. Implications for Executive Leadership These global trends highlight critical considerations for executive decision-makers: comprehensive strategies addressing recruitment, promotion, and culture simultaneously prove most effective. Solutions must be tailored to regional contexts, whilst technology can both perpetuate and overcome traditional barriers. Given decades-long timelines to achieve parity, organisations must maintain sustained commitment rather than treating diversity concerns through short-term initiatives. Looking Ahead: The Path to Sustainable Change This range of evidence converges on a depressing conclusion: while progress towards global gender equality is being made, it remains fragile and insufficient to meet 2030 international targets. [4] Success requires recognising that workplace diversity represents a strategic advantage in competitive global markets alongside imaginative solutions that propel women into leadership roles, regardless of background or geography. Source [1] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace [2]https://digitalfuturesociety.com/app/uploads/2022/11/Global_Perspectives_on_Women_Work_and_Digital_Labour_Platforms.pdf/ [3] https://www.weforum.org/publications/global-gender-gap-report-2024/digest/ [4] https://sdgs.un.org/goals/goal5 ### Balancing AI and the Human Touch in Recruitment: Finding the Right Fit In recent years, artificial intelligence (AI) has rapidly reshaped many industries, and recruitment is no exception. From automating repetitive tasks to enhancing candidate matching, AI is often hailed as the future of hiring. But as companies embrace these technologies, a key question arises: how do we maintain the human side of recruitment in a world increasingly driven by algorithms? The Promise of AI in Recruitment AI brings undeniable benefits to the hiring process: Efficiency: AI can screen thousands of resumes in seconds, saving recruiters countless hours. Consistency: Algorithms follow set criteria, helping reduce bias caused by human fatigue or subconscious preferences. Predictive Analytics: AI tools can analyze past hiring data to identify traits of successful employees, potentially improving hiring outcomes. Candidate Experience: Chatbots and automated scheduling tools make the application process faster and smoother. In short, AI helps recruiters focus less on administrative tasks and more on strategic decisions. The Risks of Over-Reliance However, leaning too heavily on AI has its drawbacks: Hidden Bias: If AI is trained on historical hiring data that contains bias, it can inadvertently replicate and even amplify those biases. Loss of Nuance: Algorithms may overlook unconventional career paths or soft skills that don’t neatly fit into predefined boxes. Impersonal Processes: Candidates may feel like they’re interacting with machines rather than people — not ideal when companies are trying to attract top talent. Transparency Concerns: AI-based decisions are sometimes hard to explain, leaving both candidates and recruiters in the dark about why certain choices were made. The Importance of the Human Touch Recruitment, at its core, is about people. While AI can inform decisions, it shouldn’t replace the empathy, intuition, and relationship-building that only humans can offer. Great recruiters read between the lines of a resume. They notice how a candidate lights up when talking about a project, or how they handle tough questions. These subtleties — often critical to cultural fit and long-term success — are beyond the grasp of most AI systems. Moreover, candidates want to feel seen and heard. A thoughtful conversation with a recruiter can leave a stronger impression than the most advanced algorithm ever could. A Balanced Approach So how do we strike the right balance? Use AI as an Assistant, Not a Replacement: Let AI handle the heavy lifting — sourcing, scheduling, initial screening — but keep humans in the loop for key decisions. Audit Your Tools: Regularly check for bias in AI systems. Diverse training data and transparent algorithms help ensure fairness. Prioritize the Candidate Experience: Blend automation with personal touchpoints, such as timely human follow-ups or personalized messages. Train Recruiters in AI Literacy: Understanding how these tools work helps recruiters use them effectively — and ethically. Conclusion AI has the potential to transform recruitment for the better, making processes faster, fairer, and more data-driven. But the best results come when technology enhances — rather than replaces — human judgment. By keeping empathy and connection at the heart of hiring, recruiters can ensure they’re not just filling roles but building teams and cultures that thrive. Download here: Balancing AI and the Human Touch in Recruitment Finding the Right Fit ### What’s Your Employer Story? And Why Candidates Care More Than Ever In a tight labor market, a good salary or a fancy job title is no longer enough to attract top talent. More and more candidates want to know: why should I work for you specifically? What’s your story as an employer? What do you stand for, and what makes working at your company meaningful? From Job Description to Identity Where job content and benefits used to take center stage, today the focus is increasingly on employer identity. Candidates want to see themselves reflected in your vision, your values, and the way you treat people. They’re not just looking for a job—they’re looking for a place where they can grow, feel valued, and do work that matters. Authenticity Over Perfection A powerful employer story isn’t a polished marketing pitch—it’s a genuine reflection of who you are as an organization. What drives you? What challenges are you facing? And where do you really make a difference? Candidates can easily see through empty slogans. What sticks is an authentic story where culture, ambition, and personality shine through. Why This Matters More Than Ever There are three key reasons why your employer story plays an increasingly important role in a candidate’s decision-making process: Generational Shift: Younger generations (like millennials and Gen Z) value purpose, impact, and culture. They’d rather work for an employer that aligns with their values than simply go for the highest offer. Transparency: Thanks to platforms like Glassdoor, LinkedIn, and social media, it’s easier than ever for candidates to get a behind-the-scenes look at your organization. What you say—and what you do—is under constant scrutiny. Talent Shortage: With candidates often having multiple options, a strong and sincere employer story can be the deciding factor. How to Bring Your Story to Life A good employer story isn’t just told—it’s lived. It should be visible and tangible in your communication, your recruitment process, and your daily work culture. Let your employees share their own stories: why do they enjoy working with you? What makes their work special? Be consistent, honest, and specific. Avoid vague buzzwords like “dynamic” or “informal” without context. Instead, show what those words actually look like in practice. Use visual content like short videos, behind-the-scenes photos, or employee testimonials—these make your story more relatable and real. Conclusion In today’s job market, where candidates are making more deliberate and value-driven choices, your employer story is a key part of your appeal. It’s not about being perfect—it’s about being real. Who are you, what do you believe in, and why should people choose to work with you? If you can answer that honestly and inspiringly, you won’t just attract the right candidates—you’ll keep them for the long run. ### Manager Burnout: The Hidden Driver Behind Employee Disengagement Global employee engagement has fallen from 23% to 21% in 2024.[1] Perhaps that doesn’t sound too huge? Well, it equals the drop witnessed during COVID-19 lockdowns; which presaged an avalanche of quiet quitting and employee dissatisfaction at work. More concerningly, the driver for this trend isn’t frontline employees, but their leaders. Manager burnout has reached unprecedented levels, at least since surveys began, which will inevitably cascade throughout organisational hierarchies, threatening business performance and talent retention. The Manager Engagement Crisis The statistics paint a clear picture: manager engagement has dropped from 30% to 27%, while individual contributor engagement remained static at 18%. No other worker demographic has experienced such a significant decline. More concerning still, two manager groups have been disproportionately affected: young managers under 35 saw a five-percentage-point drop, while female manager engagement collapsed by a staggering seven points. This decline hasn’t emerged in a vacuum. The past five years have subjected organisations to relentless disruption: Post-pandemic retirements and unprecedented turnover Rapid hiring fluctuations Restructured teams and departments Reduced budgets following the end of stimulus programmes Supply chain disruptions Evolving customer expectations Digital transformation and AI integration New employee demands regarding flexibility and remote work. These compounding factors place extraordinary pressure on managers who find themselves squeezed between senior leadership expectations and frontline employee needs, all complicated by a continuously shifting commercial landscape. The Critical Link Between Manager Wellbeing and Business Performance Why should C-suite executives treat this as an urgent priority? Because 70% of team engagement is directly attributable to managers. When managers thrive, their teams deliver better performance, reduced absenteeism, stronger customer relationships, and increased sales. The opposite is equally true. Manager burnout inevitably leads to declining performance, increased absenteeism, and higher turnover - not just among the managers themselves, but cascading throughout the teams they lead. The data also reveals troubling connection with mental health; disengaged employees aren’t just struggling at work. 15% of employees in the UK reported feeling lonely, miserable or bored at work in 2024. [2] When managers struggle with wellbeing, the impact extends far beyond their desk; creating a cycle that undermines organisational culture and business outcomes. The Gender Dimension: Female Managers Face Steeper Challenges While the decline in manager engagement affects all demographics, female managers are experiencing particularly acute challenges. Despite increased corporate focus on inclusion and wellbeing, these priorities aren’t consistently translating into meaningful manager action or support. Female managers report receiving less assistance in navigating workplace challenges than their male counterparts, with women of colour experiencing even less support. Given that consistent manager support strongly correlates with promotion likelihood, this disparity almost certainly disadvantages women’s career progression, particularly women of colour. Young women face additional barriers, with approximately half of women under 30 reporting that their age has resulted in missed opportunities. They’re almost twice as likely as younger men to receive unwanted comments about their age. These ‘othering’ micro-aggressions reduce a sense of belonging, all of which makes it harder for women to bring their authentic selves to work.[3] Authenticity is a key component of engagement - not just for a manager, but for employees, who instinctively recognise inauthenticity and withhold support and confidence as a result. This gender disparity represents a significant blind spot in many talent management strategies. Women remain just as ambitious as men, yet perceive more obstacles to advancement. For organisations committed to building robust leadership pipelines, addressing female manager burnout should be a strategic priority. Hybrid Work: Both Challenge and Opportunity The shift toward hybrid and remote work arrangements has created new complexities for managers. While offering potential benefits for work-life balance, hybrid work challenges require managers to develop new competencies in virtual leadership, digital collaboration, and distance-based performance management. Many managers report feeling ill-equipped for these new demands, creating additional stress factors. Without proper support and training, managers may resort to ineffective approaches like micromanagement or presenteeism requirements that undermine the potential benefits of flexible working arrangements and fail to recognise the difference between ‘splitters’ and ‘blenders’ which has become a key factor in return to work management.[4] However, organisations that invest in helping managers navigate hybrid environments can transform these challenges into opportunities. Research consistently shows that autonomy and self-determination - being empowered to shape one’s job - makes work more meaningful and enjoyable. When properly implemented, hybrid work can enhance these factors, but only when managers receive proper support. Building an Effective Employee Engagement Strategy via Managers Addressing manager burnout requires a comprehensive employee engagement strategy that specifically targets manager wellbeing. Here are key components organisations should explore: Providing Continuous Learning Opportunities Only 44% of managers globally say they have received management training; so this one improvement could fundamentally change the workplace for the better. Supporting manager growth through a range of training opportunities beyond core leadership skills is likely to enhance the organisation as a whole, because this not only builds capacity but also provides refreshing mental shifts that can help prevent burnout. Creating Robust Feedback Mechanisms Encouraging bi-directional feedback between managers and leadership can be powerful. Asking managers about their performance concerns, responsibilities, and perspectives on senior leadership creates self-reflection and a sense of autonomy. Providing honest, constructive feedback about their performance helps managers improve while demonstrating that the organisation values their input. Recognising Achievement Actively commending managers when their efforts directly impact organisational success is a substantial contributor to manager wellbeing. Tracking these successes and linking them to future promotion ensures visibility across leadership and supports wellbeing. Recognition isn't merely a feel-good exercise, it’s a powerful tool for manager retention and motivation. Investing in Leadership Development Developing structured leadership development programmes will establish clear expectations and best practices. These initiatives should not only support current managers but also create pipelines for future leadership talent. By investing in manager growth, organisations demonstrate commitment to long-term success while providing managers with clear advancement pathways. Reevaluating Benefits Packages Offering benefits that genuinely support work-life balance and overall well-being is a key recruitment/retention tool. Consider benefits that extend beyond traditional offerings to address holistic needs, including mental health support, family-friendly policies, and wellness initiatives. These benefits should be regularly reassessed against competitive benchmarks to ensure they remain attractive retention tools. Optimising Workload and Efficiency Identifying (and eliminating) unnecessary tasks and bureaucratic procedures stops managers burning out on ‘make work’. Organisations can leverage technology, such as performance management or people analytics software, to streamline administrative responsibilities. This enables managers to focus on high-impact activities like coaching and strategic planning - which is both more impactful and more rewarding. The Path Ahead As organisational culture continues to evolve amid ongoing disruption, manager well-being should become a central strategic concern. When managers burn out, the ripple effects undermine engagement throughout the organisation. Conversely, when managers thrive, they create environments where employees can perform at their best. By addressing manager burnout with the same urgency as other business-critical issues, organisations can reverse concerning engagement trends and build resilience for future challenges. The investment in manager well-being isn’t merely a human resources concern; it’s a business necessity with direct implications for performance, innovation, and competitive advantage. Source [1] https://www.gallup.com/workplace/659279/global-engagement-falls-second-time-2009.aspx [2] https://www.cipd.org/uk/knowledge/factsheets/engagement-factsheet/ [3] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace [4] https://www.gallup.com/workplace/405392/splitters-blenders-two-different-relationships-work.aspx ### Leading with the 5 Cs: How Today’s Executives Can Champion Mental Health We’re currently in an era where workplace mental health issues are paramount - and in response, executives must lead with empathy, strategy, and resilience. It can be tricky to know where to begin, but The 5 Cs of mental health - Competence, Confidence, Connection, Character, and Caring, offer up a comprehensive framework for creating an optimally supportive work environment. Mental health issues can be multi-layered, so when it comes to tackling them, it helps to have a good strategy in place. This article will lay out how leaders can effectively integrate these principles, so they are able to enhance employee wellbeing for the entire organisation’s benefit. What are the 5 Cs of Mental Health? The 5 Cs provide a holistic framework for approaching mental health, placing the emphasis on personal development and interpersonal relationships: Competence -  Feeling capable of coping with life's challenges and achieving set goals. Confidence-  Believing in one's abilities and sustaining a positive self-image. Connection -  Creating and maintaining supportive relationships with others, nurturing a sense of belonging and community. Character - Showing integrity, ethical behavior, and a sense of responsibility. Caring - Demonstrating empathy and concern for self and for others. Integrating these Cs organically into the entire workplace culture will significantly boost employee mental health, as well as organisational performance. The Business Case for Mental Health Workplace mental health is more than a moral imperative, it’s also a financial issue. According to research from Reuters, organisations looking to cut waste and boost productivity, should consider the following statistics, which underscore the importance of embedding proactive mental health strategies in the workplace. Mental health issues currently account for around 12.7% of all sickness absences in the UK workforce. Work-related stress, anxiety, or depression accounted for 49% of all new or long-standing health conditions in 2022/23. The cost of poor mental health to UK employers is estimated at £56 billion per year. For every £1 invested in mental health interventions, employers see a return of £5 in reduced absenteeism. Implementing the 5 Cs in the Workplace 1. Competence Offer Training and Development - ensure employees can upskill by providing adequate opportunities to enhance their abilities and knowledge. This will boost their confidence when it comes to handling the responsibilities of their roles. Clearly Outline Expectations - Make sure roles and responsibilities are sharply defined, reducing any ambiguity and stress. Provide Resources - Properly equip employees with the tools and support they will need to succeed, empowering a sense of competence. 2. Confidence Encourage Transparent Dialogue - Cultivate an environment where there is open communication so employees feel safe to express their thoughts and concerns. Recognise Employee Achievements - Acknowledge and celebrate both individual and team successes to build a sense of value and pride and encourage self-esteem. Offer Constructive Feedback - Give regular, tailored feedback that is supportive and aimed at developing employee’s personal growth. 3. Connection Promote Team Building - Organise and host activities that strengthen community and encourage colleague interpersonal relationships. Nurture Inclusivity - Ensure every employee feels valued and included, regardless of their background or role. Support Healthy Work-Life Balance - Encourage practices that allow employees to balance their professional and personal responsibilities. 4. Character Lead by Example - Demonstrate integrity and ethical behavior in all actions.  Promote Accountability - Encourage all employees to take responsibility for their actions and decisions. Uphold Organisational Values - Make sure company policies and practices always align with core stated ethical principles. 5. Caring Provide Adequate Mental Health Resources - All workers should have access to counseling services, employee assistance programs, and wellness initiatives. Encourage Empathy - Train managers to spot the signs of stress and mental health issues and equip them with the skills they need to be able to respond with compassion.  Create a Supportive Environment - Foster a workplace culture where mental health is prioritised and any taboo around the subject is reduced. The Role of Leadership Leaders play a pivotal role in shaping the workplace culture and influencing their employee’s wellbeing. If they effectively embody the 5 Cs, leaders will be able to: Set the Correct Tone - Establishing a culture that values mental health and wellbeing. Provide Proper Support - Offering guidance and resources to employees facing any mental health challenges. Encourage Open Conversation - Nurturing an environment where employees feel safe discussing their mental health issues - without any fear of judgment. Investment in mental health is well worth it for organisations, as effective leadership in this area not only improves employee wellbeing, it encourages peak organisational productivity and performance. 5 C’s of Success Embedding the 5 Cs of mental health and and the 5 C’s of employee engagement across workplace practices is key to creating a supportive, productive environment. By focusing on these core principles; Competence, Confidence, Connection, Character, and Caring, executives will lead their organisations toward boosted employee wellbeing and improved organisational success. Investing in mental health is not just beneficial for employees - it’s crucial for the company's bottom line. As the workplace continues to evolve, placing mental health as a priority will be pivotal to its success and to sustaining a healthy, engaged, high-performing workforce. ### Mental Health and the Future of Work: Preparing for a New Era of Employee Expectations The future of work is now being shaped not only by advancements in technology but by a seismic shift in employee expectations - particularly among Generation Z. Born between the mid-1990s and early 2010s, this is the first generation to grow up with the internet, smartphones, and social media. Their approach to work is notably different from their predecessors, shaped in large part by the global COVID-19 pandemic, which disrupted traditional working norms and highlighted the inadequacies of mental health support in many workplaces. As organisations attempt to navigate a post-pandemic world, comprehending and tackling the mental health needs and workplace expectations of Gen Z is no longer optional - it’s vital. The Gen Z Mindset: A New Set of Expectations Gen Z employees are entering the workforce with a firm sense of identity, a strong commitment to mental health, and the expectation of a good work-life balance and meaningful employment. Unlike prior generations, they view mental health support as a fundamental right, not a perk. Six Key Expectations of Gen Z in the Workplace: Mental Health Support - Access to mental health services, such as counselling and therapy, is seen as a baseline requirement for Gen Z workers. Flexibility - This cohort wants employers to offer the ability to work remotely or follow hybrid schedules. Work-Life Balance - Gen Z prioritises healthy boundaries and doesn’t subscribe to the "hustle culture" embraced by Millennials. Inclusive Work Culture - Gen Z workers expect their workplaces to be inclusive, diverse, and ethical. Open Communication - This generation of employees favours regular feedback and transparent conversations about performance, targets, and company values. Purpose Over Paycheck - Gen Z values mission-driven organisations and needs to know their role will have a meaningful impact. The Pandemic’s Lasting Impact on Gen Z Employees The COVID-19 pandemic was a formative experience for Gen Z, with many entering the workforce during lockdowns or transitioning to remote internships and first jobs, missing out on traditional professional development and networking pathways. Mental Health Consequences: Isolation and Anxiety - Remote working frequently meant being disconnected from colleagues and mentors, which led to a loneliness epidemic. Job Insecurity - The pandemic’s economic fallout created uncertainty, especially for younger workers in entry-level positions. Delayed Career Development - Fewer face-to-face learning and mentorship opportunities significantly impacted Gen Z’s skill development. Statistics Highlighting the Impact: According to a 2023 report by Deloitte, 46% of Gen Z respondents reported feeling stressed or anxious "most of the time." Research conducted by the American Psychological Association revealed 91% of Gen Z adults experienced at least one physical or emotional symptom due to stress during the pandemic. A 2022 LinkedIn survey revealed that 81% of Gen Z workers had left or considered leaving a job for better mental health support. Mental Health as a Strategic Focus Mental health is no longer just a wellbeing issue - it’s now a strategic business concern. Companies that ignore this issue risk higher turnover, lower productivity and performance - and the risk of significant reputational damage. Employers Must Take Action: 1. Enmesh Mental Health into the Entire Company Culture Encourage leaders to talk openly about mental health. Make mental health part of onboarding and ongoing training. 2. Offer Accessible Resources Provide access to therapy through Employee Assistance Programs (EAPs). Offer regular mental health workshops, days or "wellness weeks." 3. Implement Flexible Working Policies Offer hybrid or remote work options. Encourage reasonable working hours and discourage after-hours emails. 4. Cultivate Safe Spaces Foster ERGs (Employee Resource Groups) and mental health affinity groups. Train managers so they are equipped to spot the signs of burnout and stress. 5. Measure and Adjust Leverage anonymous surveys to gather honest employee feedback. Continuously evaluate workplace mental health initiatives for effectiveness. The Business Case for Mental Health Investment Making mental health a priority issue isn’t just the right thing to do - it’s also savvy business. Increased Productivity - Mentally healthy employees perform better and are more focused, creative, and engaged. Reduced Turnover - Workers who feel supported are more likely to stay loyal to the company. Positive Employer Brand - Companies known for mental health support find it easier to attract and retain top talent. Lower Healthcare Cost - Addressing mental health early on can reduce absenteeism and related medical expenses down the line. Supporting Stats: The World Health Organisation reports that for every $1 invested in mental health, employers see a $4 return in improved health and productivity. According to Mind Share Partners, 60% of employees say mental health affects their productivity. Gallup research shows that organisations that prioritise wellbeing see an on-average 21% higher profit margin. Embracing the Future-Ready Workplace Organisations seeking a competitive edge must evolve their approach to their employee wellbeing. Prioritising mental health involves not just offering benefits - but taking steps to nurture a culture where mental health is understood, valued, and incorporated into the company’s key values. Steps to a Future-Proof Mental Health Strategy: Listen to Employees - Create opportunities for transparent communication, with open channels for feedback and employee concerns. Remove the stigma - De-stigmatize mental health by encouraging open dialogue. Invest in Training - Equip managers with the skills to support their teams' mental wellbeing. Stay Agile - Continuously adapt workplace policies to meet ever-evolving employee needs, especially as Gen Z becomes the dominant workforce demographic. A New Era of Accountability Gen Z is reshaping the workforce and in response, employers must rise to meet their expectations - not just to attract and retain talent, but to create a healthier, more resilient workplace. The pandemic laid bare the vulnerabilities in our systems and accelerated a huge cultural shift - now workers are demanding that mental health is no longer kept in the shadows but is placed front and center in workplace discussions. Companies that proactively embrace this change, will reap the long-term rewards, cultivating not only a happier - and healthier workforce - but also seeding the ground for a stronger, more sustainable future.   ### Is There Mental Health Support For Your CEOs? For several years, health and wellbeing have been a prominent focus for organisations. With the struggles and challenges that people have faced during the last few years; prioritising mental health has been brought to the forefront. So, while workforce wellbeing is a strong focus for businesses, one aspect of this that is often neglected is the mental health and wellbeing support for leadership teams and CEOs. The Stressful Demands On CEOs  Research underscores that mental health issues are notably prevalent among CEOs, often attributed to the very traits that drive their success, such as hyper-vigilance, strategic foresight, and a relentless pursuit of excellence. These characteristics, while beneficial for leadership, can elevate anxiety levels and disrupt sleep quality. A 2024 study revealed that 55% of CEOs have experienced a mental health issue, marking a 24-point increase from the previous year . Additionally, 66% of CEOs report that most or all of their stress originates from work, highlighting the intense pressures inherent in executive roles . CEOs feel responsible for the reputation and mood of the whole organisation, which can feel overwhelming. This is coupled with the feeling that they have to present themselves as strong, capable, in charge and in control. Another issue which is often not considered is the loneliness that CEOs can face. The age-old phrase of ‘it’s tough at the top’ will ring true for many leaders. At CEO-level, it can be hard to find someone to talk to or share the burden with. However, like many aspects of the organisation, self-care and prioritising mental health is a leadership issue and must start at the top. Leading With Vulnerability  In the case of many CEOs, there is a pressure to feel strong and capable at all times and not to show employees any sign of weakness. This typically comes with a ‘lead by example’ attitude to maintain a high energy focus throughout the team. However, showing weakness and being vulnerable can be an incredible leadership skill to possess. Instead of seeing vulnerability as a sign of weakness, it is actually a sign of strength and a powerful aspect of your emotional intelligence. It can help you to form deeper connections and allows you to address your emotional state for how it is now. This can prevent old wounds from coming to light at a later date. One of the significant benefits of allowing yourself to be vulnerable is the freedom this provides, which can make way for creativity and innovation. So often, when we protect ourselves with strong defences and a fear of making mistakes, we limit creativity and do not take the risks that could be a huge success, or, at worse, a good lesson to learn. By allowing yourself to make mistakes, take risks and be ready for all of the consequences is an admirable leadership strength. Being able to admit that you don’t have all the answers or that you made a mistake allows you to learn. This, in turn, creates a culture of learning and growth throughout the organisation, where people do feel comfortable to share ideas (even if they’re not perfect) and are able to develop solutions together. How CEOs Can Lead With Vulnerability  1.     Listen to every perspective As CEOs, it is important to check the ego and ensure that the ego isn’t getting in the way of your decision making. It can be hard to admit that you don’t know what to do or do not have the answer to a particular work problem. However, when you open this up and recognise this vulnerability, you can begin to engage with all of the perspectives you have in your network. 2.     Create a space for conversations By asking for help and asking your team members if you can help them, you can form connections and create a safe space for difficult conversations. This can be incredibly beneficial for crises in the workplace, recovery from loss, and to help people bounce back from mistakes. Creating this space and getting comfortable with sharing can build workplace loyalty and can allow you to form deeper connections with your team. With this, you create a space where people feel comfortable in bringing their whole selves to work. How To Support CEO Wellbeing Normalise Mental Health Awareness A key component of improving the mental health of CEOs is creating an environment where CEOs can talk openly about their mental health and any struggles they are facing. By recognising and acknowledging the issue, it makes it easier for others to open up, share their experiences and feel supported. Provide Mental Health First Aid Mental health first aid training in your organisation can help individuals to ensure it is possible for people who need support to get help. Having a mental health first aider in your team mean they will be able to provide immediate help, spot the early signs of mental health problems and ensure the first aider feels confident in their ability to help someone and guide them to the right support. By prioritising mental health first aid in the organisation, it is possible to reduce the stigma surrounding mental health problems. Develop A Nurturing Culture Throughout the organisation, there should be training on how employees and leaders can self-manage their situations and what self-care looks like. It is important to not only highlight the individual benefits of self-care but the benefits it can offer the business. The biggest asset of every organisation is its workforce, so prioritising their self-care and wellbeing, at every level throughout the business structure, becomes vital. Offer Support Mechanisms From onboarding, CEOs and leaders should have access to appropriate support. This may be a coach, mentor or another third-party support system. It may be that a CEO has access to a specific go-to board member of the organisation with regular one-to-ones. As well as this, professional options of mental health support such as psychotherapists should be considered and available as necessary. Encourage Executive Coaching & Therapy Engaging in executive coaching and therapy provides CEOs with a confidential space to navigate the unique pressures of leadership. This support fosters self-awareness, resilience, and effective decision-making. By addressing personal and professional challenges, leaders can enhance their performance and overall wellbeing.   Conclusion The mental health of CEOs is a critical component of organisational success. Recognising and addressing the unique challenges faced by leaders not only benefits the individuals but also sets a precedent for a culture that values wellbeing at all levels. By normalising support systems such as executive coaching and therapy, organisations can foster environments where leaders thrive, and, in turn, drive their teams towards shared success.   ### The EU AI Act And Beyond: A Leadership Guide To Ethical AI Governance Artificial intelligence (AI), particularly generative artificial intelligence (GenAI), is having a far greater impact on the world than originally predicted. This rapid transformation brings not only vast opportunities, but also a growing number of serious and complex risks. An astonishing number of people already use AI in the workplace. The Times of India reports that globally, 3 out of 4 people use GenAI in the workplace, while Microsoft reports that of the 75% of people who use AI at work, 78% bring their own AI tools to work. With such elevated levels of AI adoption, it is clear that government bodies and business leaders must adopt a proactive stance to ensure that these technologies remain compliant with business goals, legal requirements and ethical goals. A recent regulatory development introduced in response to these requirements is the EU AI Act, which sets out a comprehensive framework for AI governance. We will examine this in more detail, but it classifies AI systems based on risk levels and imposes corresponding obligations. Although the United Kingdom is no longer an EU member, the Act has significant implications for UK businesses. For instance, the Act effectively extends beyond EU borders, as businesses, including UK businesses, which develop or deploy AI systems interacting with EU users or customers must ensure compliance with the Act. Depending on the risk classification of the AI system, ranging from minimal to unacceptable risk, UK businesses may need to adhere to specific requirements, such as conducting conformity assessments, implementing risk management systems, and ensuring transparency. Additionally, the UK has its own more flexible approach. This iteration includes the Pro-Innovation Framework, which emphasises innovation and proposes non-statutory principles for AI regulation. This framework allows existing regulators to tailor guidelines to specific sectors. This approach balances technological advances with ethical artificial intelligence considerations, avoiding rigid legislative constraints. ​ There is also discussion regarding more formal AI regulations, including establishing a centralised supervisory body and aligning with international standards to facilitate cross-border cooperation. The bottom line is that while differences exist between the EU and UK approaches, UK businesses must comply with the EU AI Act and domestic regulatory requirements. Next, we will examine the EU AI Act in some detail. The Act aims to ensure that AI systems used in the European Union (EU) are safe, transparent, traceable, non-discriminatory, and environmentally friendly while promoting innovation, competitiveness and Corporate AI responsibility.   As mentioned, the AI Act defines rules based on the risk level of AI applications, classifying them into four categories: LEVEL 1 - Unacceptable Risk – Prohibited AI Practices The Act bans AI systems that directly threaten people's rights and safety. Examples include social scoring by governments, such as ranking individuals based on their behaviour; real-time biometric identification in public spaces, such as facial recognition used for mass surveillance when not for national security or crime prevention; and AI-based predictive policing and behaviour manipulation. LEVEL 2 - High-Risk AI Systems – Strict Regulations High-risk systems include AI in healthcare, critical infrastructure such as transportation and power supply, education and employment, law enforcement, and border control. Requirements for high-risk AI systems include mandatory risk assessments, ensuring human oversight, detailed documentation and logs, and implementing steps to ensure accuracy, cybersecurity, and transparency regarding how the AI system operates. LEVEL 3 - Limited Risk – Transparency Obligations This level applies to AI systems that interact with humans but do not pose significant risks, such as chatbots and AI assistants, deepfakes and AI-generated videos or audio that mimic real people. Requirements for this risk level include informing people when interacting with AI, labelling AI-generated content, and ensuring transparency and fairness. LEVEL 4 - Minimal Risk – No Specific Regulations Most AI applications, such as streaming video services, carry minimal risk and do not require special regulations. Penalties for Non-Compliance The AI Act imposes strict penalties for violations. These include: Up to €35 million or 7% of global annual turnover for prohibited AI practices. Up to €15 million or 3% of global annual turnover for violations related to high-risk AI systems. Up to €7.5 million or 1.5% of global turnover for providing incorrect information. We cannot afford to hang around while the authorities get up to speed. While these new regulations are a welcome assurance that regulatory authorities are addressing AI safety concerns, there is a nagging doubt that it is too little or too late. The technologies are advancing too rapidly, so legislative action must keep pace. Rather than wait for governments to catch up, business leaders would be better positioned if they took a far more proactive approach and acted now rather than wait. There are two approaches to establishing this level of responsible AI leadership. The task could be outsourced to a business consultancy or handled in-house. Naturally, all enterprises are different, and the best strategy for you might not be the best for everyone. Still, data privacy and governance are best handled in-house by those who have a complete grasp of the business, its customers, processes, and ethics. AI Governance for Ethical and Responsible Given the current challenges, CEOs must take active leadership in ensuring the ethical use of AI. AI governance is no longer just a compliance requirement - it is a strategic imperative that affects brand reputation, customer trust, and long-term innovation. The first task that will define the future of ethical AI in the organisation should be to appoint an ethical AI leadership team. Naturally, many alternative structures would work optimally with each organisation, but management should implement at least a close approximation to the following AI policy framework: 1. Chief AI Officer (CAIO) AI governance is sufficiently complex and demanding to require dedicated leadership. Without a central figure overseeing AI ethics, responsibilities often become fragmented across departments, leading to inconsistencies and gaps in compliance. A Chief AI Officer (CAIO) ensures that AI systems align with regulatory requirements and the company's ethical values. The primary responsibilities of the CAIO would be to: Define and oversee AI ethics strategy and governance. Ensure AI systems align with ethical, legal, and regulatory requirements. Lead cross-functional teams to assess AI risks and biases. Establish ethical guidelines for AI development and deployment. Serve as the public face of the organisation's AI ethics efforts. The CAIEO would report directly to the CEO or board and work closely with the legal, compliance, and technology teams. 2. Chief Data & AI Officer (CDAO) The Chief Data & AI Officer oversees data governance, AI strategy, and innovation to drive business value while ensuring compliance and ethical considerations. Their responsibility would be to: Develop and execute the organisation's AI and data strategy. Ensure data integrity, security, and regulation compliance (e.g., GDPR, CCPA). Oversee AI-driven business models and digital transformation. Collaborate with the CAIEO to align AI innovation with ethical principles. Manage data science and AI engineering teams. The CDAO would work alongside the CAIEO but focus more on operational aspects of AI and data strategies. It would report to the CEO or CIO and collaborate with technology, product, and legal teams to integrate responsible AI practices. 3. Head of Responsible AI The Head of Responsible AI ensures AI models and applications align with ethical standards, fairness, transparency, and accountability principles. Responsibilities would include: Develop frameworks and tools for responsible AI deployment. Conduct AI ethics impact assessments. Work with technical teams to mitigate bias and risks in AI models. Provide training on responsible AI practices. Engage with stakeholders, including regulators and civil society groups. The responsible AI head would report to the CAIEO and work closely with the AI Governance Lead and CDAO to implement ethical AI strategies across business units. 4. AI Governance Lead The AI Governance Lead establishes governance policies, risk management frameworks, and compliance mechanisms for AI systems. The primary responsibilities would include: Define AI governance policies and frameworks. Ensure AI compliance with regulatory and ethical guidelines. Develop audit and monitoring processes for AI systems. Report AI risks and governance status to executives and regulators. Work with legal and risk management teams to address AI-related challenges. This role is within the governance, risk, and compliance (GRC) function and reports to the CAIEO or CDAO. It ensures AI aligns with corporate policies and external regulations. 5. Digital Ethics Committee or Board Subcommittee A Digital Ethics Committee or Board Subcommittee provides oversight and strategic guidance on ethical AI and digital governance. Primary responsibilities would include: Review AI policies, ethical considerations, and governance frameworks. Provide independent oversight on AI-related decisions and risks. Ensure accountability in AI development and deployment. Engage with external ethics experts and regulatory bodies. Advise the board and executives on emerging AI risks. This body operates at the board level, working closely with the CAIEO and CDAO to ensure ethical AI principles guide organisational decision-making. Key Actions for AI Leadership in Ethical AI Implementation To ensure AI's responsible development, deployment, and governance, the leadership team must take numerous proactive steps to mitigate risks and promote trust. These are likely to include: 1. Regularly Monitor and Audit AI Systems AI systems evolve, and without continuous oversight, they may introduce bias, errors, or security vulnerabilities. Regular audits are essential to maintaining accuracy, fairness, and compliance. 2. Ensure Transparency with Users User trust in AI depends on transparency and control. If stakeholders are unaware of how AI influences decisions, they may perceive the system as unfair or untrustworthy. 3. Implement an AI Model Registry Organisations should document and track all deployed AI models to maintain accountability and ensure responsible AI use. 4. Foster Ethical AI Culture and Training An ethical AI approach requires ongoing education and awareness across the organisation. This approach includes regular AI ethics training for employees, particularly those in AI development and deployment. 5. Strengthen AI Security and Risk Management AI systems are vulnerable to adversarial attacks, data breaches, and security threats. A strong security posture minimises these risks. 6. Engage with External Stakeholders and Regulators AI governance extends beyond internal policies. Engaging with external stakeholders ensures compliance and aligns with evolving global standards. By integrating these key actions into AI governance strategies, leadership can ensure AI systems are ethical, transparent, and accountable. Proactive monitoring, transparency, proper documentation, strong governance, training, security measures, and stakeholder engagement will collectively drive responsible AI development and deployment. Alignment with the EU AI Act and other international measures AI governance is being shaped by both corporate leadership and regulatory frameworks. While CEOs are encouraged to take proactive steps in managing AI ethics, global AI regulations, such as the EU AI Act, set legal requirements for businesses to comply. How do the key action steps for CEOs align with the EU AI Act and other international regulatory efforts? EU AI Act: This guide's recommendations emphasise risk-based governance, transparency, and accountability, which aligns with the EU's tiered regulatory model. UK Pro-Innovation Framework: The flexible, sector-specific governance approach is like in our in-house AI ethics leadership model. OECD AI Principles: The proposed AI oversight mechanisms align with the OECD's focus on human-centric AI, accountability, and transparency. US Executive Order on AI: The emphasis on AI safety, bias mitigation, and model documentation is consistent with recent US federal AI governance directives. Conclusion AI presents an extraordinary opportunity to drive innovation, efficiency, and growth, but it also introduces ethical and regulatory challenges that we cannot ignore. Governments worldwide are taking steps to regulate AI, but the rapid evolution of technology demands that businesses take an active role in ensuring responsible AI use. By establishing a structured leadership framework, implementing strong governance policies, and aligning with global AI regulations, organisations can build AI systems that are transparent, fair, and accountable. Ethical AI governance is not just a legal necessity. it offers a strategic advantage that fosters trust, protects stakeholders, and ensures long-term success in an increasingly AI-driven world. The EU AI Act marks a significant milestone in shaping ethical and responsible AI governance. As businesses adapt to this new landscape, understanding the implications of each risk category is critical. For leaders who want to explore the full scope of the legislation, the official text of the EU AI Act is available here: https://artificialintelligenceact.eu/   Download the full report to explore the EU AI Act in-depth and discover key insights on ethical AI governance.   ### Mental Health Begins at the Top: 5 Leadership Strategies for Change Our fast-paced, swiftly evolving work environment has caused mental health workplace issues to skyrocket, making them a present priority concern. Several recent studies have highlighted a pressing need for leaders within their respective organisations to take a much more proactive stand on the issue of worker wellbeing. With Gallup's 2024 State of the Global Workplace Poll revealing that only 23% of employees are engaged at work and a notable 41% experiencing daily stress, it's clear that employees are struggling. It's also clear that leaders must now shift gears, moving beyond offering wellness programs, to a position which embeds mental health into the foundation of the entire organisation. Every leader needs a smart strategy if they are to execute effectively though - so what steps should they take next to address this increasingly urgent problem? 1. Make Mental Health A Priority in Leadership Agendas It’s vital that leadership now commits fully to workplace mental health, as when the C-suite places mental wellbeing at the top of the agenda it sets the tone for the business as a whole. Surveys from Gallup reveal a major disconnect in this area - while most organisations say they value worker wellbeing, just 21% of employees feel their employer cares about their mental health. Action Steps: Incorporate Mental Health into Core Values - Leaders must ensure that employees wellbeing becomes a primary focus of the company's mission and values. Dedicate Resources - Allocate specific budgets and resources for mental health programs and initiatives. Lead through Example - Leaders should cultivate a culture of openness around mental health, encouraging discussions, sharing personal experiences, and leveraging available resources, to ensure they demonstrate vulnerability and commitment. 2. Enabling Managers to be Mental Health Advocates Research has discovered that global worker enagagment declined sharply in 2024, to 21%, with managers seeing the hardest drop. Managers act as a crucial bridge between the C-suite and workers and have such, have a vital role to play regarding the identification of mental health concerns within their teams. Yet managers themselves are not immune from mental health issues either, as they frequently experience increased levels of stress and burnout . Action Steps: Provide Training - Managers should be equipped with the skills needed to recognise signs of mental distress and be able to engage in supportive conversations. Establish Regular Check-ins - Encourage frequent one to one meetings that focus not just on performance but also worker wellbeing. Offer Support Systems - Managers need access to the right resources and support, so they can take proper care of their own mental health. 3. Create a Culture of Open Communication Leaders must cultivate a working environment where employees feel they can openly discuss mental health issues. A 2024 Gallup survey of Chief Human Resources Officers found that wellbeing ranks among the top organisational priorities presently for one in four ( 23% ) of CHRO's. When it comes to the issue of mental wellbeing, stigma and the consequent fear of judgement or repercussions frequently prevent open conversations. Its important to create a culture of openness, as organisations that promote transparency enjoy higher levels of engagement and trust. Action Steps: Utilise Anonymous Feedback Mechanisms - Leveraging tools, such as surveys, can assist in gauging employee feeling, helping to identify areas of concern. Hold Mental Health Workshops - Having regular wellbeing sessions helps to educate employees and normalise dialogue about mental health. Celebrate Mental Health Days - Organisations should recognise, promote and participate in global mental health awareness days to show the company's commitment to worker wellbeing. 4. Craft Comprehensive Well-being Programs Data now shows that 20% of employees worldwide experience daily loneliness, with higher rates among totally remote workers (25%) in contrast to on-site workers (16%). Any approach to worker well-being has to be holistic and this should encompass various aspects of an employee's life, including their physical, emotional, and financial health. Gallup has identified the five core elements of well-being as: career, social, financial, community, and physical and all of these areas should be incorporated into any effective wellbeing workplace plan. Action Steps: Assess Current Company Offerings - Assess any existing programs to spot any gaps and target areas that need to be improved. Tailor Employee Benefits - Offer employees access to flexible options that cater to their diverse needs, like flexible working hours, home/ office working, wellbeing support, or financial planning services. Promote A Healthy Work-Life Balance - Encourage practices that allow employees to disconnect and recharge, reducing burnout. 5. Track and Monitor Mental Health Initiatives If organisations are to ensure the effectiveness of their implemented mental health strategies, they must consistently track progress and make data-led decisions. Regular assessments will enable businesses to highlight successes, as well as any areas that require more attention. Action Steps: Conduct Regular Surveys - Leverage tools to gather worker feedback employee well-being, as well as any implemented program’s effectiveness. Set Clear KPIs - Clearly define metrics to accurately measure the impact of mental health initiatives, like decreased absenteeism or increased engagement. Adjust Strategies According to Need - To ensure their wellbeing programs run at peak effectiveness, organisations should regularly review collated data to refine and improve programs continuously. Conclusion Workplace mental health is not a mere side issue, it now must be a core component of any organisational success strategy. Solid leadership and good mental health are intrinsically intertwined; when leaders prioritise employee well-being, it reverberates throughout the entire business, leading to boosted engagement, raised productivity, and higher retention rates. If they implement these strategies, organisations will find it easier to create a supportive environment - where their employees can thrive, and mental health is not just acknowledged, but positively championed. Core Takeaways: Leader Commitment - Vital for driving through mental health initiatives.​ Manager Empowerment - Managers are critical linchpins with a big role to play in supporting team well-being.​ Open Dialogue - Encourages employee trust and reduces the taboo around mental health. Comprehensive Programs - Holistic initiatives have the capacity to tackle multiple aspects of well-being. Ongoing Progress Monitoring - Ensures peak effectiveness and adaptability of any implemented strategies.​ ### International Growth for Dutch Medium-Sized Businesses: Success Through the Right Hires with Specialized Recruitment Agencies For many Dutch medium-sized companies, there comes a point when the domestic market starts to feel limiting. International expansion beckons: new markets, growth opportunities, and a broader customer base. But where do you begin? One of the most crucial success factors is hiring the right people. And that’s exactly where a specialized recruitment agency can make all the difference.   The Complexity of International Hiring   Dutch companies are known for their entrepreneurial spirit and innovative strength. But international growth requires more than just a good product or service. Expanding across borders comes with a range of complex challenges: from local labor laws and cultural differences to language barriers and talent availability. Most medium-sized Dutch companies don’t have large HR departments with international expertise. Without in-depth local knowledge, you risk making the wrong hires, facing delays, and missing key opportunities.   A specialized recruitment partner helps you avoid these risks and seize the opportunities.   Local Knowledge Makes the Difference   Specialized agencies have deep knowledge of the labor markets in the countries you're targeting. They know where to find the right talent, which job titles are commonly used, and what competitive offers look like. This allows them to recruit faster and more effectively—finding people who not only have the right skills, but also fit your company culture and the local context.   For Dutch companies used to direct communication and flat organizational structures, cultural fit is often a decisive factor in successful collaboration.   Saving Time and Money At first glance, working with an external agency may seem more expensive than managing recruitment in-house. But in reality, it’s often more cost-effective. You save valuable time on sourcing, screening, and negotiations. Plus, you reduce the risk of a bad hire—something that can be extremely costly and time-consuming on an international level. The right person in the right place delivers results faster and contributes to long-term stability.   A Strategic Partner in Your Growth Plan A good recruitment agency does more than send over a few CVs. They help you think through your international growth strategy, advise on appropriate seniority levels and compensation packages, and ensure your company makes a strong first impression in the local job market. Especially for Dutch businesses entering new markets for the first time, this kind of sparring partner is invaluable.   Focus on What You Do Best By outsourcing (part of) the recruitment process, you free up your time and energy to focus on what you do best: developing strategy, building partnerships, and successfully onboarding new hires abroad.   The Right People, in the Right Place Whether you're looking for a country manager in Spain, a sales team in Germany, or technical specialists in Scandinavia, partnering with a specialized recruitment agency greatly increases your chances of finding the right match. These individuals are your ambassadors in a new market—your pioneers—and they play a critical role in your local success.   In Conclusion For Dutch medium-sized companies pursuing international growth, success starts with the right people. By working with a specialized recruitment agency, you increase your effectiveness, avoid costly mistakes, and lay the foundation for sustainable expansion. Growth begins with people—and the right people are found with the right partners. ### Great Leadership is the New Workplace Benefit Organisations are increasingly recognising that their most valuable assets aren’t found in balance sheets or proprietary technology, rather, they’re the people who walk through the door/log in each morning. As the global workforce evolves, great leadership has transformed from a nice-to-have into an essential workplace benefit that directly impacts employee retention, engagement and organisational success. Why Employees Leave Managers … or do they? The old adage that “people don't leave companies, they leave managers” has long influenced retention strategies. However, recent findings suggest a more nuanced reality; while 12% of departing employees cite their manager as the reason for leaving (comparable to the 11% who leave for better pay), a striking 28% point to leadership as their primary motivation for exit. This distinction is crucial. While direct managers shape day-to-day experiences, it’s the broader leadership approach that ultimately determines whether teams remain intact or dissolve. Under effective leadership paired with good management, employee commitment to stay reaches an impressive 94%. But with poor leadership this plummets to just 35%, even with competent direct managers. Impact of Leadership on Employee Engagement Leadership quality is the highest driver of employee engagement globally. Among the most engaged employees, 78% express confidence in their organisation's leadership team. This engagement-leadership connection directly translates to retention; Gallup’s research shows that actively engaged employees are 87% less likely to leave their companies.[1] What makes this link so powerful? Effective leadership creates environments where employees feel valued, challenged, and connected to the organisation’s mission. When this connection exists, people don’t merely show up; they invest themselves fully in their work, driving both loyalty and performance - this may be one of the greatest causal links between leadership and employee retention for organisations to consider. The Universal Need for Hope in Leadership Across cultures and organisations, Gallup’s Global Leadership Report reveals that hope stands as the dominant need followers seek from leaders worldwide. This universal desire for hope (mentioned by 56% of respondents) significantly outpaces other leadership qualities like trust (33%), compassion (7%) and stability (4%). Importantly, when leaders provide hope, employee wellbeing improves measurably. Among those who don't associate hope with their leaders, only 33% report thriving in life, with 9% suffering. When hope is present, thriving increases to 38% whilst suffering drops to 6%. How to Retain Top Talent Through Leadership Maintaining a stable, talented workforce requires leaders who can foster curiosity, trust and autonomy. The most effective retention strategies go far beyond competitive salaries, to address deeper human needs: Prioritising growth: Employees don’t want to stagnate at work any more than as individuals they want stagnant romantic relationships. Leaders who provide learning opportunities, mentorship and clear career development paths keep workers engaged and committed. Just as people need to grow in their personal lives, they want to grow at work. Transparent communication: Open dialogue about company goals, challenges and decisions creates trust. When employees understand the ‘why’ behind organisational choices, they develop stronger alignment and buy-in to corporate goals. Building a culture of recognition: Acknowledging contributions, whether significant achievements or smaller wins, boosts motivation and long-term commitment. Research found that employees receiving high-quality recognition are 45% less likely to leave within two years. Balancing structure with autonomy: While clear expectations are essential, several studies indicate that 80% of employees would demonstrate greater loyalty if offered flexible work arrangements. This, in direct contradiction to the RTO behaviour demonstrated in many American companies, is just one way that leaders can help employees feel they have autonomy.[2] Qualities of a Good Leader in Today’s Workplace The most effective managers understand that leadership extends beyond task allocation and performance monitoring. They embody several essential qualities: Emotional intelligence: Understanding their own emotions and those of team members allows managers to navigate complex interpersonal dynamics effectively. Trust-building capability: Great managers create psychological safety where employees feel secure sharing ideas, asking questions and challenging the status quo without fear of retribution. Growth mindset orientation: The best managers view challenges as opportunities for development rather than insurmountable obstacles. Recognition expertise: Exceptional managers understand different recognition preferences and tailor acknowledgment to individual team members. Relationship focus: Building genuine connections with team members creates foundations for honest feedback, improved collaboration and higher engagement. The Korean Leadership Approach: A Compelling Alternative Model While Western leadership models often emphasise individual achievement and direct communication, the Korean leadership style (KLS) offers a fascinating alternative, based on relationship-oriented behaviours and collective success. KLS centres on three key relationship dimensions: upward support for superiors, harmonious collaboration with peers, and protection and nurturing of subordinates. This approach is deeply rooted in two cultural concepts: Jeong 정/情: A shared group affect involving filial affection, closeness and empathy that dissolves interpersonal boundaries. Jeju 우리: A powerful sense of belongingness where individuals become part of a cohesive whole, prioritising collective interests above individual concerns. This leadership approach has contributed significantly to Korea’s remarkable commercial successes in recent decades, from the global phenomenon of K-pop to internationally acclaimed Korean television, films and animation. Companies embracing these principles create environments where teams experience collective positive energy that motivates extraordinary performance. Research on Korean leader-follower pairs confirmed that relationship-oriented Korean leadership behaviours positively influenced employee creativity. This suggests that leadership approaches fostering collective emotional connections can unleash innovation and engagement beyond what traditional transactional models achieve.[3] Effective Leadership Strategies for Global Organisations Drawing on these international perspectives on leadership, organisations can implement several strategies to elevate leadership quality: Develop relationship competency across dimensions: Train leaders to build effective relationships not just with those who report directly to them, but also with superiors and peers, creating cohesive organisational cultures. Implement coaching programmes: Coaching sets the stage for collaborative goal-setting and inspires people to learn, grow and contribute to business objectives whilst building emotional connections. Adjust hiring and promotion criteria: Select individuals with strong relationship-building capabilities and emotional intelligence for leadership roles. Create recognition systems: Implement programmes that specifically acknowledge and reward relationship-oriented leadership behaviours. Address cultural dimensions: For multinational organisations, provide cultural training that helps leaders understand diverse leadership expectations and behaviours across regions. Great leadership represents far more than an organisational nicety; it’s a critical workplace benefit that directly influences engagement, performance and loyalty. By developing leaders who understand the universal human needs of their teams whilst respecting cultural nuances in leadership expectations, organisations can create environments where employees don't merely stay, they flourish. Sources [1] https://www.gallup.com/workplace/655817/people-need-leaders.aspx [2] https://www.forbes.com/sites/tracybrower/2025/02/22/rto-mandates-drive-office-work-trends/ [3] https://journals.sagepub.com/doi/full/10.1177/2158244019876281 ### The Neuroscience of Great Leadership Understanding the intricate relationship between neuroscience and leadership development has become increasingly vital in today’s complex organisational landscape. As leaders navigate unprecedented challenges, insights from brain science offer powerful tools to enhance decision-making, emotional intelligence, and team cohesion. Research has demonstrated that successful leaders excel across three core domains: being future-focused being good with people being able to drive results. Yet, as we develop as leaders, our brains evolve in ways that challenge our ability to excel in these areas; short term thinking, divide and conquer behaviours and focusing on ‘issues’ rather than successes can undermine our capacity to lead. It’s important to recognise that the field of neuroscience leadership can itself be a challenge to our preconceptions. Recent research in decolonising neuro-leadership in South Africa has attempted to integrate indigenous knowledge systems in a way that respects the innate leadership processes of cultures that can often be marginalised from the mainstream of leadership discourse.[1] The Neuroscience of Effective Leadership The human brain is remarkably complex, with different regions governing various aspects of our behaviour and decision-making processes. Science has barely probed the interactions of the various brain systems and is still puzzled, for example, by the high level of functioning of a man who had lost 90% of his brain and should have been almost unable to exist.[2] For leaders, understanding what little we do know about neurological mechanisms can transform management approaches and team dynamics. The limbic system, responsible for our emotional responses, plays a crucial role in how leaders react under pressure. When leaders develop emotional intelligence in leadership, they become more adept at recognising and managing their own emotional states whilst remaining attuned to the feelings of team members. This awareness creates psychological safety within teams, fostering innovation and authentic communication. Simultaneously, the prefrontal cortex - our brain’s executive centre - drives strategic thinking and rational decision-making. The neuroscience of leadership shows that effective leaders must balance these emotional and rational brain functions. When stress levels rise, the amygdala can hijack rational thought processes, leading to reactive rather than responsive leadership. Understanding how the brain affects leadership during stress can help executives maintain clarity and purpose during challenging situations. Decision-Making Through a Neuroscience Lens The brain relies on complex neural networks when making decisions, often employing unconscious shortcuts or biases. These cognitive biases can significantly impact leadership effectiveness, particularly under pressure. For instance, confirmation bias might lead a leader to dismiss contrary evidence that challenges their established views, potentially resulting in flawed strategic decisions. Recent research from India suggests that overconfidence and optimism bias have the largest influence on the leadership decisions of corporate leaders followed by representativeness and hindsight bias.[3] To counteract these tendencies, leaders can implement neuroscience-informed strategies. Creating diverse teams brings multiple perspectives that challenge individual biases. Additionally, implementing structured decision-making processes that require consideration of contrary evidence can activate more balanced brain activity, engaging both analytical and intuitive thinking. Stress Management and Neuroleadership Neuroscience and management research both demonstrate that chronic stress impairs cognitive function, particularly affecting the prefrontal cortex's executive functions. For leaders, this means that prolonged periods of high stress can diminish strategic thinking abilities and emotional regulation, precisely the skills most needed during challenging times. Effective leaders implement stress management techniques grounded in neuroscience. Regular mindfulness practice has been shown to reduce amygdala activity while strengthening prefrontal cortex function. Even brief mindfulness sessions - as little as ten minutes daily - can help maintain cognitive clarity and emotional balance.[4] Physical activity is another powerful stress management tool, reducing cortisol levels while releasing endorphins that improve mood and cognitive function. Leaders who incorporate regular movement into their routines often report enhanced decision-making capabilities and improved emotional resilience. Neuro-plasticity: The Leader’s Growth Mindset One of the most revolutionary discoveries in neuroscience is neuro-plasticity; the brain’s ability to reorganise itself throughout life, remarkably demonstrated by that Frenchman who was holding down a job and raising a family with what - until that time - was believed to be not enough brain to keep his basic bodily functions operating. This capacity for change means that leadership abilities are not fixed traits. Rather they are skills that can be developed through intentional practice and experience. For leaders, neuro-plasticity offers profound implications. By deliberately practicing leadership skills, executives can actively strengthen neural pathways associated with emotional intelligence, strategic thinking, and resilience. Leadership development programmes that incorporate neuroscience principles should therefore focus on creating these sustained learning experiences rather than one-off training events. Reflective practice plays a particularly important role in leadership development, as it engages multiple brain regions associated with self-awareness and learning. When leaders regularly reflect on their experiences, they strengthen connections between emotional and rational brain regions, enhancing their future ability to make balanced decisions. Social Connection and Team Performance The human brain is fundamentally social, with dedicated neural networks for interpreting others’ intentions, emotions, and thoughts. Understanding these social brain mechanisms can transform how leaders approach team building and collaboration. Since the pandemic, scientific publications have been able to demonstrate empirically that there are significant relationships between ‘happiness management’ and the specific elements of the workplace: work culture, commitment, social marketing, loyalty, transformational leadership, corporate image, and organisational justice.[5] Neuroscience emotional intelligence research reveals important findings. Positive social connections activate reward pathways in the brain. They also reduce stress responses simultaneously. Leaders can create psychologically safe environments for their teams. This safety allows team members to engage more fully in their work. They become willing to take appropriate risks. They contribute innovative ideas more readily. The fear of negative consequences diminishes significantly.[6] Trust plays a central role in this process. When team members trust their leaders, oxytocin levels increase, promoting cooperation and reducing defensive behaviours. Leaders build trust through consistency, transparency, and authentic connection - behaviours that can be intentionally developed through understanding the brain’s social mechanisms. Implementing Neuroscience-Informed Leadership Forward-thinking organisations now incorporate neuroscience principles into leadership development programmes. These initiatives typically include emotional intelligence training, decision-making simulations under various stress conditions, and practical tools for managing cognitive biases. Effective neuroscience-based leadership development emphasises experiential learning combined with reflective practice. This approach aligns with how the brain forms new neural pathways through repeated practice and meaningful feedback. Virtual reality simulations, coaching partnerships, and peer learning communities provide opportunities for leaders to practise new skills in supportive environments. Conclusion Understanding the neuroscience of leadership offers profound opportunities for enhancing leadership effectiveness across organisations. By recognising how the brain responds to stress, processes decisions, and connects with others, leaders can develop more nuanced approaches that bring out the best in themselves and their teams. The integration of neuroscience into leadership development represents not just a scientific advancement but a fundamentally more human approach to organisational dynamics. As we continue to explore the intricate connections between brain function and leadership behaviour, we create more resilient, adaptive, and compassionate leaders, better equipped for the complex challenges ahead. Source [1] https://www.academia.edu/124498106/DECOLONIZING_NEUROLEADERSHIP_IN_SOUTH_AFRICA_LEVERAGING_NEURALINKS_INNOVATIONS_INDIGENOUS_WISDOM_AND_FUTURISTIC_EDUCATION_FOR_AFRICAN_EXCELLENCE [2] https://pmc.ncbi.nlm.nih.gov/articles/PMC3110382/ [3] https://vetfgc.edu.in/downloads/research/publication-23-24/issn-dr-preethi-scopus-indexed.pdf [4] https://www.forbes.com/councils/forbescoachescouncil/2023/02/14/neuroplasticity-and-the-brain-science-behind-exceptional-leadership/ [5] https://www.nature.com/articles/s41599-023-01642-w [6] https://executiveeducation.wharton.upenn.edu/thought-leadership/wharton-at-work/2020/12/michael-platt-the-leaders-brain/ ### Evidence-Based Leadership: Research Findings on Effective Leadership Styles The concept of evidence-based leadership represents a significant evolution in how we think about organisational guidance and decision-making. Rather than relying on conventional wisdom or personal intuition, evidence-based leadership encourages leaders to ground their decisions in critical thinking and the best available evidence. This approach, originating in medicine in the 1990s, has expanded into management and leadership practice, offering a rigorous framework for those in positions of authority. And this rigour is really needed, because in the plethora of ‘leadership influencers’ around the world, finding effective leadership research can be difficult.[1] The Foundation of Evidence-Based Decision Making Leaders practising an evidence-based approach draw from four primary sources of information: 1. They consult scientific literature, including peer-reviewed research that provides insights beyond personal experience. 2. They analyse internal organisational data, which often reveals patterns and outcomes that individual observations might miss. 3. They tap into collective professional expertise, recognising that the combined experience of many professionals typically proves more reliable than singular perspectives. 4. They consider stakeholder values and concerns, ensuring that decisions account for the needs of those who will be affected. Transformational Leadership: Inspiring Growth and Change Among the leadership styles that work, transformational leadership stands out for its focus on inspiring positive change. Transformational leaders are characterised by their ability to stimulate intellectual growth among team members while providing individualised consideration to each person's needs and abilities. They motivate through a compelling vision and serve as role models whose behaviour inspires trust and respect. Research consistently shows that transformational leadership creates substantial benefits for organisations. Teams led by transformational leaders typically demonstrate better performance metrics and higher satisfaction levels. Studies have also found improved well-being among employees working under transformational leaders, even after controlling for factors like job strain and education level. This leadership style creates a sense of empowerment, as transformational leaders communicate their belief in their followers’ capabilities. The most effective transformational leaders embody authenticity and self-awareness. They demonstrate creativity in approaching challenges and possess strong emotional intelligence that helps them connect with team members. Their supportive nature creates psychological safety, while their willingness to take informed risks encourages innovation within their teams. Perhaps the most outstanding transformational leader of our time was Nelson Mandela. During his time as South Africa’s president, he chose high profile opportunities such as the 1995 Rugby World Cup to promote reconciliation efforts. He instilled a sense of nationalistic pride in his country’s achievements, and focused on all citizens rights, and their potential, driving equality in a country that had never experienced it. Servant Leadership: Putting Others First Servant leadership represents another evidence-supported approach, one that fundamentally inverts traditional power dynamics. Introduced by Robert Greenleaf in 1977, servant leadership places the needs, aspirations, and interests of followers above the leader’s own concerns. These leaders focus on helping their team members grow and develop, creating environments where people can thrive. A servant leader practises attentive listening and genuine empathy, creating connections based on understanding rather than authority. They focus on healing organisational wounds and demonstrate awareness of both themselves and broader contexts. Rather than coercion, they rely on persuasion based on merit, and they balance day-to-day operations with a broader vision for the future. Herb Kelleher of Southwest Airlines exemplified this approach, creating a famously employee-centred culture. Under his leadership, Southwest developed a reputation for valuing individual employees as human beings rather than simply as organisational assets. This approach contributed to Southwest’s strong performance and distinctively positive culture.[2] Situational Leadership: Adaptive Approaches for Changing Needs The research also strongly supports situational leadership theory, which recognises that no single leadership style works best in all contexts. Instead, effective leaders adapt their approach based on the specific task, the nature of the group, and particularly the maturity level of team members. Situational leadership encompasses four distinct styles that leaders can employ depending on circumstances. The directing or ‘telling’ style provides clear instructions when team members lack experience or confidence. The coaching or ‘selling’ style combines direction with support for those who are willing but still developing necessary skills. The supporting or ‘participating’ style reduces direction while maintaining high support for capable team members who may lack confidence. Finally, the ‘delegating’ style minimises both direction and support when working with highly skilled, confident team members. Behavioural science in leadership confirms that situational leadership positively impacts both job satisfaction and employee performance. This approach proved particularly valuable during the COVID-19 pandemic, when rapidly changing circumstances required adaptive leadership responses. A famous example? Let’s look at football, notably “The Special One” - José Maurinho - who famously said, “The more you understand your team the more you can lead them. I never liked the kind of leadership where the boys say: He’s my leader, I have to respect him. I prefer them to say: I respect him and he’s my leader” [3] Maurinho is a love-or-hate football manager but his results are indisputable. Evidence-Based Management as a Framework Leadership effectiveness studies demonstrate that the Evidence-Based Management (EBM) framework offers a structured approach to implementing evidence-based principles. This framework helps organisations measure and improve their performance through focused attention on four key value areas: Current Value, which measures existing product or service value Unrealised Value, which identifies potential future opportunities Ability to Innovate, which assesses organisational capacity for creating new capabilities Time to Market, which tracks how quickly the organisation can deliver and learn from feedback. Organisations implementing EBM typically follow a six-step process that begins with clearly articulating questions, then gathering and evaluating evidence, synthesising findings, applying insights to decisions, and finally assessing outcomes. This systematic approach helps create a culture of continuous improvement through intentional experimentation and feedback. Implementing Evidence-Based Leadership in Practice Management science leadership shows that leaders looking to adopt more evidence-based approaches have several practical avenues available. Subscribing to relevant academic journals provides access to current research findings, while business intelligence tools help collect and analyse internal data. Industry associations offer opportunities to gain diverse professional perspectives, and management tools facilitate gathering stakeholder input. The most effective leaders always align their strategic goals with their organisation’s broader mission and vision. They create intermediate milestones to guide progress and work toward short-term objectives in small, measurable steps. Throughout this process, they maintain a focus on evidence, using data to evaluate results and inform future decisions. Research demonstrates that leaders who base decisions on quality evidence, adapt their style to match situational needs, focus on developing their followers, and create cultures of continuous improvement achieve superior results. By embracing evidence-based principles, leaders can move beyond conventional wisdom to create more effective, responsive organisations. Source [1] https://onlinelibrary.wiley.com/doi/full/10.1111/joms.13156 [2] https://youtu.be/DYA_ivyj3kE [3] https://www.liveandlearnconsultancy.co.uk/top-5-leadership-tips-from-jose-mourinho/ ### Navigating Complex Corporate Governance in Uncertain Times: Is Your Board Ready for the Challenge? In a recent US survey, half those board members who responded felt another board member should be replaced, and 25% felt two or more board members should go[1] Boards are managing change at a time when corporate missteps trigger immediate market penalties and reputation damage. This means traditional approaches to boardroom leadership are becoming obsolete. As macro-economic uncertainty, geopolitical conflict, and radical consumer shifts converge, directors are given no choice - they must simultaneously manage and redefine oversight responsibilities. Your board’s ability to transform governance practices today may determine whether your organisation merely survives or genuinely thrives through 2025 and beyond. AI and Cybersecurity: A Board’s Most Urgent Strategic Imperative? Organisations are pivoting from experimental AI deployments to enterprise-wide implementation; a transition demanding informed board oversight. This strategic pivot occurs precisely when trust in technological governance has reached concerning lows. The 2024 Edelman Trust Barometer reveals that 39% of respondents feel businesses and NGO are likely to mismanage technological innovations.[2] This gives businesses a central dilemma - and it’s a board level one. How will to simultaneously increase value creation whilst safeguarding stakeholder trust? When should you, as a board, serve as protectors against overreach and exposure, and when should you push management to move faster? Each board’s decisions in this domain will define their organisation's competitive position for years, maybe decades to come. Actions for AI and Cybersecurity: Establishing a formal AI oversight framework with clearly defined metrics, governance checkpoints, and escalation protocols gives your board a place to start.[3]  Conducting quarterly AI risk audits with mandatory reporting on shadow AI detection allows your to understand what your workforce is doing, and why  Adding Cybersecurity to your board agenda, and using a toolkit to support eduction and decision-making, helps keep this topic a priority, rather than a firefighting exercise.[4] Creating a decision-making matrix that quantifies the speed/trust tradeoff for each AI implementation, with predetermined thresholds for board intervention, gives you clear basis on which to proceed. ESG: When Should Your Board Engage on Social Issues? In today’s hyper-partisan environment, when should your board enter societal debates, and when remain silent? This question has transformed from an occasional consideration to a constant strategic calculation with significant implications for corporate reputation and performance. The US government’s hyper-reactive policy changes since January 2025 have led boards to find themselves not just behind the ball, but with the ball on a different pitch entirely. CEO priorities have changed - risk reduction feels central in many organizations. Evidence suggests widespread corporate retreat from public engagement - is this strategic wisdom or leadership failure? DEI has become the most divisive issue in corporate governance in the USA since the election, but the 2025 NACD Trends and Priorities Survey reveals a troubling governance gap: only 27% of boards have provided management with clear guidelines on public debates in the past year. Actions for ESG: Developing a stakeholder-issue matrix that maps engagement boundaries with explicit guidance on when to engage, remain neutral, or abstain from public positions is a first position for clarity on board engagement Implementing a stakeholder sentiment monitoring programme, using advanced analytics to detect shifting expectations before they manifest as public pressure, may be necessary for businesses in high risk areas or in the public eye Creating a rapid-response decision protocol with predefined risk thresholds and scenario planning for potential backlash provides confidence in all levels of management that they won’t be left to handle problems alone Establishing a quarterly board-level review process to measure effectiveness and consequences of social issue engagement decisions, with clear accountability measures, helps keep this issue fresh. Agile Decision-Making: Is Your Board Future-Ready or Past-Focused? Traditional planning horizons are collapsing—46% of directors now find long-term planning “very” or “extremely” challenging.[5] Forward-thinking public companies are already shifting to sub-three-year timeframes. Given that boards are often valued for their long-term perspective, truly recognising where your board falls on this spectrum of adaptation can be complex. Worst of all, 47% of directors see their own board as a source of short-term pressure. [6] Actions for Agile Decision-Making: Supplementing annual strategic planning cycles with quarterly strategy sprints that pressure-test assumptions and enable rapid course corrections can balance long and short term perspectives. Implementing a digital governance platform allows for real-time performance data to become part of boardroom strategy. This also allows for continuous director engagement beyond formal meetings. Restructuring board meetings into more frequent 60-90 minute focused sessions, rather than marathon quarterly meetings dominated by backward-looking reports helps boards to remain relevant. If you’re still operating on quarterly reporting, consider rolling 18-month performance processes - which both discourage short-term optimisation and allow for forward looking planning. Consider building cross-functional “future-focused” committees with a rotating membership focuses on future business trends rather than current operations. Board Dynamics: Maintaining Focus Amid Governance Overload Given everything we’ve already covered, it’s clear that directors face impossible challenges - governance responsibilities have expanded massively whilst personal time to give to board activity remains static. How can your board resolve this fundamental tension? Strategic leadership in an era of information overload is a really crucial issue. As board mandates expand - and at least two of the issues we’ve covered here (AI and agility) weren’t even on the board agenda ten years ago - the ability of board members to assimilate and act on information becomes crucial. There’s increasing friction between boards and management teams. When does healthy engagement become counterproductive micromanagement? Without explicit governance boundaries, this tension will inevitably escalate into dysfunction. Actions for Board Dynamics: Implementing a “governance priority matrix” that categorises issues as either strategic (board-led), operational (management-led with board oversight), or informational (management-led with minimal board involvement) helps clarify mandates for all. Redefining executive decision making delivers confidence. Adopting a zero-based agenda can help. Rather than defaulting to historical patterns, it requires an explicit justification for any recurring item, leaving room for new information and priorities. Conducting a comprehensive skills-based assessment that maps current board capabilities against future strategic needs, with explicit succession planning for capability gaps, can future-proof your board, but may require outside assistance. Transforming Boardroom Governance: A Leadership Imperative How will your board respond to these converging governance challenges? The gap between high-performing and average boards is widening rapidly, with clear consequences for organisational performance. Forward-thinking directors are reimagining governance from first principles rather than incrementally adapting legacy approaches, which can - in itself - be a huge challenge to established boards. The question isn’t whether your governance model needs transformation - it’s whether you’ll lead this change proactively or be forced to react when competitive pressures leave no alternative. By implementing structured approaches to AI/Cybersecurity governance, strategic ESG engagement, truly agile decision-making, and focused board dynamics, you can position your organisation to thrive amid uncertainty rather than merely survive it. The most successful boards won’t wait for perfect certainty, even in terms of board structure; they’ll act now to create competitive advantage, through excellent governance, in an unpredictable business landscape.   Source [1] https://www.pwc.com/us/en/services/governance-insights-center/library/assets/pwc-uncertainty-and-transformation-2024.pdf [2] https://www.edelman.co.uk/sites/g/files/aatuss301/files/2024-01/2024 Edelman Trust Barometer_UK Report_1.pdf [3] https://corpgov.law.harvard.edu/2023/10/07/ai-and-the-role-of-the-board-of-directors/ [4] https://www.ncsc.gov.uk/collection/board-toolkit/cyber-security-regulation-and-directors-duties-in-the-uk [5] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2025-governance-outlook/preparing-for-five-crucial-board-balancing-acts-in-2025/ [6] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2025-governance-outlook/preparing-for-five-crucial-board-balancing-acts-in-2025/ ### The Future CEO: 5 Key Trends Shaping Tomorrow’s Leadership The CEO’s role has always been dynamic, but future leaders will be required to be even more adaptable - now, leadership roles are being influenced by a fresh combination of factors. The fast-evolving landscape of technological advancements, shifting workforce expectations, and global economic challenges mean that CEOs must navigate complexities, while keeping a competitive edge in a swiftly changing business environment. Tomorrow's leaders have to be adaptable, forward-thinking, and socially responsible - as their mission is to balance profit with purpose. From the digital transformation, to sustainability goals and the workforce’s evolution, the expectations placed on CEOs are shifting significantly. Read on for the key trends shaping leadership roles of the future - and an actionable strategy aspiring and current executives can implement. The 5 Key Trends Shaping the Future CEO 1. Digital, AI-Driven Leadership The increasing adoption of artificial intelligence (AI) and automation is transforming many industries at an unprecedented pace. CEOs must now fully integrate AI into their business strategies, in order to stay competitive. AI can streamline operations, boost customer experiences, and sharpen data-driven decision-making. Automation will replace repetitive manual tasks, freeing up employee time and shifting the focus towards creative, strategic roles. CEOs must balance the business's AI integration along with ethical considerations, ensuring full transparency and trust. What does this mean for future CEOs? Leaders need to be digitally savvy to understand AI and leverage it to drive growth, while simultaneously addressing concerns over data privacy and employee displacement. 2. Sustainability and ESG (Environmental, Social, and Governance) Goals Consumers, investors, employees and industry regulators are increasingly demanding enhanced corporate responsibility, in both environmental and social governance. Businesses are under pressure to adopt more sustainable practices and to demonstrate a tangible commitment to ethical leadership. Net-zero goals and carbon reduction targets are quickly becoming standard expectations. Investors are prioritising ESG-focused businesses, making sustainability a new key driver of long-term success. Many employees now prefer to work for organisations that align with progressive values, which will require CEOs to integrate purpose-driven leadership. What does this mean for future CEOs? Sustainability is no longer a side initiative or minor issue, it’s now a central part of business strategy. Future leaders have to place a high priority on ESG principles if they want to build trust, retain talent and attract more investment, as well as ensure the long-term viability of the company. 3. The New Hybrid Workplace COVID-19 massively accelerated dramatic shifts in working patterns - in the wake of the pandemic, hybrid and remote work has become the norm, rather than the exception. Employees now expect to have flexibility and a good work-life balance, alongside a strong workplace culture. The ‘Great Resignation’ has demonstrated that many employees will leave organisations if they fail to offer their staff meaningful work and flexibility. Mental health and well-being are also top priorities, placing a requirement on CEOs to foster supportive workplace cultures. Technology has greatly enhanced remote collaboration, but leaders must watch out for off-site workers who feel isolated and take care to keep engagement and productivity high across distributed teams. What does this mean for future CEOs? The future CEO must lead with empathy, ensuring workplace policies in place empower a diverse, engaged, and productive workforce. The new hybrid workforce means they must make sure they are maintaining a strong and united company culture. 4. Global Geopolitical Risks and Economic Uncertainty Today’s volatile economic climate and turbulent global situation places extra pressure on business, especially within the UK. Leaders must be equipped to navigate ongoing economic uncertainty - from challenges that arise due to leaving the EU, through to global supply chain disruptions and inflation concerns. Post-Brexit trade agreements and regulatory changes will require adaptable strategies to maximise thriving international expansion. Inflation, the cost of living, increased overheads, and rising interest rates all have a big impact on business costs. Amidst the chaos, leaders must ensure the company stays in profit - this will require clear strategy, foresight, and savvy financial management. Geopolitical tensions from conflicts are impacting on energy and supply chains, responding to this effectively will demand robust contingency planning. What does this mean for future CEOs? Future business leaders must be agile, to strengthen the resilience of the company and ensure its ability to pivot. They need to make well- informed, data driven decisions that protect business continuity, while seizing expansion opportunities amid a climate of constant uncertainty. 5. Purpose-Driven, Inclusive Leadership Modern CEO’s must lead with purpose, driving profitability, while ensuring the organisation contributes positively to society. • Diversity, Equity, and Inclusion (DEI) initiatives are an organisational imperative that require a holistic, company-wide strategy. Companies musy move beyond box ticking, or leaving DEI to HR - and instead look at ways to embed inclusion throughout the entire organisation. Transparent and ethical leadership helps to strengthen both consumer and employee trust. Purpose-driven organisations consistently outperform their competitors, as they foster strong stakeholder relationships - allowing them to retain talent, stay competitive, and secure funding for expansion from investors. What does this mean for future CEOs? Future leaders must be champions of inclusivity and purpose, ensuring their organisations consistently maintain a positive social impact, alongside ongoing financial success. The Future CEO: An Actionable Strategy CEOs must adopt a strategic approach to emerging leadership trends, to ensure they perform effectively in the modern, fast-evolving business environment. The following framework provides a robust, blueprint for the future CEO’s success: 1. Leverage the Digital Transformation Invest in AI and automation to boost the organisation's operational efficiency and streamline the customer experience. Upskill teams to improve digital literacy across the whole organisation. Implement effective cybersecurity measures to ensure the business - and sensitive customer data - is properly protected against digital threats. 2. Make Sustainability and ESG Goals a Priority Set clear, measurable sustainability targets, like carbon footprint reductions. Align business operations closely with ESG principles, to attract investors, talent and customers. Utilise transparent reporting regarding the company's sustainability and DEI efforts. 3. Adapt the Workplace for the Future of Work Offer flexible working arrangements to attract and keep talent. Cultivate a strong, well-connected remote working culture by leveraging digital collaboration tools and encouraging regular employee engagement. Invest in worker well-being - from mental health support, health check ups and mindfulness breaks, to professional development. 4. Nurture Financial Resilience Diversify the company's supply chains to mitigate any fallout from global disruptions. Continuously monitor economic trends and adapt company pricing strategies accordingly. Build strong cash reserves so the business can weather any financial downturns. 5. Lead with Purpose and Inclusion Ensure DEI initiatives are embedded into the heart of company culture and leadership teams. Create a culture of transparency and ethical decision-making. Communicate well with stakeholders - employees, customers, and investors - to ensure business goals are fully aligned with expectations and societal needs. ### Will Your Company Culture Shape Your Company's AI - Or Will AI Shape Your Company's Culture? In boardrooms across the middle market, a quiet power struggle is unfolding: the ethos of a company versus the algorithms it employs. It's no longer science fiction – it's a strategic reality every CEO must confront. The core question is provocative: Will your company culture shape your company's AI, or will AI shape your company's culture? With 78% of midsized companies already using AI in some form, this isn't a hypothetical debate. How you answer it could determine your organization's future. Let's explore both sides of this dilemma – and then chart a path for leaders to turn this tension into a competitive advantage. Culture Shapes AI: When Values Drive Technology Company culture has long been the invisible hand guiding "how things get done" internally. In the age of AI, culture can dictate how technology is adopted, applied, and even whether it succeeds or fails. As management guru Peter Drucker might have warned, culture eats AI strategy for breakfast. Even the best AI plans falter without the right cultural foundation. Consider how a strong, purpose-driven culture steers AI use: leaders at companies with clear values tend to align AI projects with what matters most to their organization. Gallup observes that organizations should invest in AI that reinforces their purpose and competitive differentiation – for example, if your culture prides itself on exceptional customer service, deploy AI to enhance service, not replace it. In other words, let your values dictate where and how AI is used. Real-world case studies bear this out. Stitch Fix, an apparel retailer, built its brand on personalized styling. Even as AI dominates retail headlines, Stitch Fix recently rebooted its customer experience by doubling down on human stylists. Its algorithms still crunch data behind the scenes, but the company's culture of personalization meant AI is used as a tool for the human stylists, not a replacement. The lesson: a company with a clear cultural mandate (in this case, human-centered service) will bend even cutting-edge AI to uphold that mandate. Culture also determines organizational appetite for AI. In some firms, employees and even executives are culturally biased toward "gut feel" decision-making. One study found 67% of C-suite executives were "not comfortable" relying on AI analytics, preferring intuition instead. That cultural skepticism can stymie AI initiatives. On the flip side, companies that celebrate data-driven decisions and continuous learning create an environment where AI thrives. As one Deloitte report noted, data-fluent cultures encourage teams to question outputs and test ideas, rather than blindly trust a model. Wayfair, for instance, nurtures a "culture of experimental validation" – no one can say "the model told me so" without evidence; every AI insight is scrutinized and tested. This cultural norm ensures AI augments human creativity instead of overruling it, and it gives people confidence to work with AI critically. In short, your culture — the shared values, behaviors, and norms in your business — will heavily influence which AI solutions you pursue, how you implement them, and how your people interact with them. A trust-filled, innovative culture will push AI use in positive, value-aligned ways. A fearful or unclear culture may reject AI or misuse it. As Reece Akhtar, CEO of a culture analytics firm, pointed out: "In a future where access to AI is democratized, an organization's culture is not just an asset; it's the only moat." In other words, when every company has AI, your culture becomes your competitive edge in how you wield it. AI Shapes Culture: Technology as a Transformative Force The influence runs both ways. Introduce a powerful new technology into an organization, and you will inevitably change the organization. AI is no exception – from the C-suite to the frontline, it is already reshaping company cultures, for better and for worse. On the positive side, AI can be a catalyst for cultural evolution toward agility, innovation and learning. Companies that embrace AI often see a mindset shift: teams become more adaptable and curious as they incorporate new tools into daily work. A joint MIT Sloan/BCG report found that AI's introduction is often accompanied by a more growth-oriented culture focused on innovation and continuous learning. When routine tasks are automated, employees have more freedom to focus on creative, strategic work, which can boost morale and a sense of purpose. Mundane drudgery fades, making space for upskilling and more meaningful contributions. Over time, this shapes a culture that values higher-level thinking and development. In essence, AI can raise the bar for what "work" means in your company – turning your workforce into learners and problem-solvers rather than button-pushers. However, AI's impact on culture can also manifest as disruption and anxiety if not carefully managed. Imagine a company introducing an AI system that monitors employee performance or makes hiring decisions. Without the right context, this could sow fear or distrust. In fact, surveys show an overwhelming majority of employees are anxious about AI's impact on their jobs – 75% fear AI will make certain jobs obsolete, and 65% worry their own role could be replaced. If leadership doesn't address these fears, the culture can quickly turn defensive, with employees resisting new tools or quietly disengaging. We've seen high-profile examples of AI deployments backfiring due to cultural backlash – such as when an AI-driven scheduling tool led to anger over unpredictable work hours at a retailer, or when a big tech company's attempt at AI-based hiring ran into employee concerns about bias. These incidents underscore that AI can erode trust and openness if it's perceived as a threat or implemented in a vacuum. Yet, proactive leaders are showing that AI can be used to strengthen culture when aligned with human needs. Veolia, a global services firm, faced a culture of silence around reporting problems. They deployed an AI-enabled anonymous reporting platform (Whispli) to empower employees to speak up. Management knew employees often spotted issues but feared repercussions for raising them. By using technology as a confidential channel, Veolia saw a surge in tips and greater inter-departmental trust – the AI tool actually helped reinforce a culture of integrity and transparency. In this case, AI shaped the culture for the better, because leadership applied it thoughtfully to address a human concern. AI is also redefining organizational norms. When algorithms handle more decision-making, companies often shift to a culture that prizes data and outcomes over hierarchy and tradition. For example, at some firms, junior analysts armed with AI insights can challenge the opinions of veteran managers – changing the culture to be more meritocratic and evidence-based. Additionally, the rise of "digital co-workers" (bots, chatbots, RPA agents) means humans are learning to collaborate with non-human teammates, altering collaboration and workflows. John Sviokla, former PwC CMO, advises that companies must rethink roles and processes so that human and digital workers can amplify each other's performance. This might mean a cultural shift where experimentation is encouraged at all levels, and cross-functional teams rally around AI projects in a way that breaks old silo mentality. In sum, AI will inevitably leave its thumbprint on your company culture. It can push your organization to be faster, more innovative, and more data-driven – or it can introduce stress, ethical dilemmas, and fragmentation. The outcome depends largely on the intentionality of leadership in anticipating these shifts. Will you let AI drive without a human hand on the wheel, or will you steer the cultural changes it brings? The Leadership Imperative: Aligning Culture and AI for Success Rather than picking sides – culture versus AI – savvy leaders see this dynamic as a both/and proposition. Your culture should shape your AI use, and your AI will shape your culture. The goal is to create a virtuous cycle where each reinforces the other positively. Achieving this requires deliberate leadership. CEOs and boards of middle market companies must grapple with several key imperatives at this AI-culture crossroads: Maintaining Organizational Viability: Above all, leaders have to keep the business viable amid rapid change. In today's environment, ignoring AI is not an option – it's as existential a risk as ignoring the internet in the 2000s. Adopting AI is now central to staying competitive and efficient. But how you adopt it matters for long-term viability. Push too hard in a way that clashes with your culture (e.g. automating customer service in a company known for human touch) and you could implode employee engagement or customer loyalty. The imperative is to embrace AI in a way that your organization can digest. This might mean pacing implementation with change management, and choosing AI projects that clearly enhance (not betray) your company's mission. Remember that 85% of middle-market executives said generative AI's impact was more positive than anticipated – the opportunity is real, but over half also said implementation has been harder than expected. Organizational resilience – the ability to adapt without breaking – will depend on respecting the cultural limits even as you push forward. In short, adopt AI to survive, but do it in a culturally mindful way. Defining What Is Core (and Should Remain Human): Not everything your company does should be handed over to AI. A critical leadership task is to distinguish core competencies and values from commoditized activities. Core areas – often tied to your brand's uniqueness or deep expertise – may warrant a human-led or human-plus-AI approach rather than full automation. For instance, if your core value proposition is creative design, you'll use AI as a brainstorming partner for your designers, not as a replacement for their creative spark. On the other hand, contextual or support activities (like routine data processing, basic customer inquiries, etc.) might be ripe for AI automation or outsourcing, freeing your people to focus on what humans excel at. This boundary-setting is cultural: it tells your organization "these things define us, and we'll use AI to enhance them – those other things, we're comfortable letting technology or partners handle." Leaders at Gallup call this "aligning AI investment with purpose" – ensuring you deploy AI in areas that amplify what makes your company you. Defining core vs. non-core also guides whether you insource or outsource AI capabilities. If building an AI solution in a core area will differentiate you competitively, consider insourcing it (e.g. developing proprietary AI in-house). If it's a non-core function, you might safely outsource to an AI vendor or partner. Many midsize firms realize they need external help – 67% of middle market executives say they require outside assistance to get the most out of AI – but the key is to use partners for the right things. Don't outsource your secret sauce. Future Organizational Design: Embracing AI means redesigning the structure and roles within your organization. Leaders should envision what a future "human + digital" workforce looks like in their company. Which new roles are needed (e.g. data scientists, AI model trainers, AI ethicists)? Which existing roles will evolve (perhaps your analysts become "AI-augmented analysts" who can tackle 10x the data)? Will some departments shrink while others grow? Proactive CEOs are already creating AI task forces or centers of excellence to spread expertise internally. Importantly, consider how teams will be composed: you might have a bot sitting alongside humans in a workflow – for example, a human resource team that includes a machine-learning based résumé screening tool as one of its "team members." The culture needs to shift to normalize this collaboration. This could mean updating your org chart and processes to explicitly assign certain tasks to digital workers and others to humans, and establishing protocols for escalation between them. Organizational design also extends to decision rights: if an AI can make a call on credit risk in seconds, what is the role of the credit manager now? Perhaps to handle exceptions and to train the AI on edge cases. Leaders must define these new interactions clearly so employees understand their place in an AI-enabled firm. Done right, this future design can make your company more agile and scalable; done haphazardly, it can create chaos. Design for clarity, collaboration, and continuous learning. Balancing Human and Digital Workers: The workforce of the future will be a blend of humans and AI systems (your "digital employees"). Leaders need to actively manage this balance. Human talent is scarce and precious, and AI is powerful and scalable – how do you get the best out of both? A key imperative is to preserve and elevate the human element even as you automate. One CEO insightfully noted: as AI creates efficiency and financial gains, reinvest some of those gains into your people – through training, upskilling, even better pay – to create a positive feedback loop where human and digital workers amplify each other. History offers a lesson here: when Henry Ford introduced automation via the assembly line, he doubled workers' wages, ensuring they remained motivated and could also afford his cars. Today's leaders should similarly strengthen their human team even as AI does more heavy lifting. Culturally, you must send the message that AI is here to empower, not replace. Encourage employees to view AI as a colleague – one that handles the grunt work – so they can focus on higher-impact activities. Also, foster cross-training: teach your human workers enough about AI tools to work confidently with them (remember that nearly half of employees using AI say they've received no training on it – that gap breeds frustration). The companies that strike a healthy balance will enjoy a workforce that is both highly efficient and highly engaged. Competitive Positioning: Middle market companies often worry (rightly) about being outflanked by larger rivals with deeper pockets for technology. But culture can be the great equalizer. If you intentionally shape a culture that's nimble with AI, you can leapfrog competitors. Think of culture as the rocket fuel for AI adoption: a culture of innovation will implement and iterate AI solutions faster, a culture of customer-centricity will apply AI in ways that create standout experiences, etc. Also, as AI becomes ubiquitous, having AI will no longer be a differentiator – but having a strong culture will. As noted earlier, when everyone has access to similar algorithms, culture is "the only moat" that sets you apart. For example, two firms might use the same AI platform for supply chain optimization, but if one has a collaborative culture that breaks silos, it will execute changes from AI insights far better than a siloed competitor. Leaders should ask: what can we do with AI that our competitors can't, because of who we are? Perhaps your culture of trust means you can share more data with partners, yielding better AI predictions in your supply chain. Or your culture of risk-taking lets you pilot an AI product faster in the market. Use cultural strengths to maximize AI, and conversely, use AI to extend those strengths – this synergy will define your competitive position in the AI era. Insourcing vs. Outsourcing Decisions: Finally, a pragmatic imperative: deciding what AI capabilities to build in-house versus buy from outside. This is both a strategic and cultural decision. Insourcing (building your own AI team, developing proprietary algorithms) can give you tailored solutions and unique IP – aligning with a culture that values innovation and self-reliance. It can also foster an internal culture of experimentation (your people learn by doing). On the downside, it's costly and requires scarce talent, which might strain a culture not accustomed to high-tech development. Outsourcing or partnering, by contrast, can get you up and running quickly using expert providers – aligning with a culture focused on efficiency and speed. However, relying heavily on external AI solutions might limit your internal learning and could clash with a culture that prides itself on owning its processes. Many middle market firms choose a hybrid "co-sourcing" approach: partner with AI vendors or consultants to jumpstart projects, while having internal staff shadow and learn, eventually bringing the capability inside. Whatever the mix, leadership should make the rationale clear. If you outsource, ensure the vendor understands your company's values and way of working (so their solution fits your culture). If you insource, ensure your tech teams are integrated into the business and culture (not a silo of data scientists doing projects nobody understands). And revisit these decisions periodically – as your people become more AI-savvy, you might pivot from buying to building. The guiding principle: outsource commodity tech, insource strategic tech. If an AI system will directly shape your customer experience or core operations long-term, you want at least partial in-house control over it. In all cases, maintain oversight at the board level for ethical and performance considerations, regardless of who builds the tool. By weighing these imperatives, CEOs and boards can navigate the interplay of culture and AI with intentionality. It's a balancing act: staying adaptive and tech-forward (to remain viable and competitive), while fiercely protecting what is culturally sacred and human (to remain true to your purpose and people). Key Questions for CEOs and Boards As you steer your organization through this AI-cultural evolution, it's useful to pose tough questions in the boardroom and C-suite. Here are some of the key questions leaders in middle market companies should be asking themselves: "Are we crystal clear on what defines our culture and brand – and are we aligning our AI initiatives to reinforce those elements (rather than undermine them)?" "What do we consider our core competencies, and how will AI help us do those better? Conversely, what activities should be automated or outsourced so we can double down on our core?" "How might our organization's structure and jobs need to change in the next 3-5 years because of AI? Do we have a plan for redesigning roles, retraining staff, and integrating 'digital workers' alongside humans?" "What fears or resistance might our employees have about AI? Are we addressing those openly and providing training so that people feel prepared and optimistic about working with new technologies?" "In what ways could AI adoption potentially erode our culture or values, and what guardrails do we need (ethical guidelines, policies, oversight mechanisms) to prevent that?" "Is our culture agile enough to experiment and learn with AI – does it tolerate failures and encourage innovation, or do we need to cultivate a more experimental mindset among our team?" "How do we measure success for AI initiatives beyond cost savings or efficiency? (e.g. impact on customer satisfaction, employee engagement, speed of innovation) – and do those metrics align with our strategic goals?" "Regarding talent and technology: which AI capabilities must we own and build internally to stay competitive, and where should we partner or buy? Do we have the right mix of tech talent, and is our HR pipeline gearing up for an AI-skilled workforce?" "Are our CEO and board actively engaged in understanding AI opportunities and risks? How can we increase our leadership's AI fluency so we ask the right questions and set the right tone from the top?" Pondering these questions is not a one-time exercise. They should become part of your strategic planning rhythm. By regularly assessing these facets, you ensure that you're not sleepwalking into an AI deployment that drifts away from your company's DNA. Instead, you'll approach AI with eyes wide open and a deliberate plan. From Insight to Action: How to Shape This Dynamic Intentionally Provocative questions and high-level principles are only valuable if they lead to action. How can middle market CEOs and boards practically guide the relationship between company culture and AI? Here are clear, actionable steps to take: Articulate a Vision where AI Amplifies Your Culture: Craft a compelling narrative about why and how your company will use AI, anchored in your mission and values. Communicate from the top that "We are adopting AI to further our purpose of X…". For example, "We're using AI in customer service to extend our hallmark hospitality, not to reduce it." When employees hear that the AI strategy is a natural extension of what the company already stands for, they'll be more bought in. Gallup found that employees are 2.9× more likely to feel prepared for AI when leadership communicates a clear plan. So be transparent about what will change and what won't. Storytelling here is powerful – paint a picture of a future where your human team and AI together achieve goals that seemed out of reach before, all while staying true to who you are. Invest in Skills and Mindsets, Not Just Technology: Middle market firms often operate with lean teams, so the temptation is to plug in a tool and hope for the best. Resist that. Budget for training programs to raise the data and AI literacy across your organization. This could include workshops, online courses, or bringing in experts to coach teams on new AI-driven processes. Remember, nearly half of workers say they haven't been trained in how to use AI – don't let your employees be part of that statistic. Also, cultivate the right mindsets: encourage curiosity and experimentation. You might implement an incentive for employees to suggest AI use cases or run small pilots. Celebrate those who try something new with AI (even if it doesn't yield an immediate ROI) to signal that smart risk-taking is part of the culture. By developing your people, you turn them into willing partners in the AI journey rather than roadblocks. This step also involves talent decisions: if you lack certain expertise, decide whether to hire new talent, upskill existing employees, or partner externally – but ensure whoever is working on AI for you understands and fits your culture. Start with Pilot Projects that Model the Future: Rather than a big-bang AI rollout, pick a few high-impact, manageable pilot projects. Choose areas where AI can solve a real pain point or create quick wins, and where the cultural stakes are not irreversibly high. For example, automate a tedious back-office process, or deploy an AI tool to assist (not replace) a team with heavy workloads. Make these pilots explicitly "learning projects" – the goal is not only the immediate benefit, but also to learn how AI integrates into your workflows and how your people adapt. Use cross-functional teams to run the pilots, mixing IT, business, and HR folks. This not only yields better technical outcomes, but also fosters a culture of collaboration around AI. When a pilot succeeds, publicize the story internally: "Look how our sales team worked with a new AI tool and boosted productivity 20%. Now they have more time to spend with clients – and they're loving it." Early case studies within your own company build momentum and positive cultural buzz. If a pilot fails or hits obstacles, be transparent about that too – and frame it as learning (e.g. "We discovered our data wasn't as clean as we thought, which we're now fixing"). This reinforces that failure is acceptable in pursuit of innovation, which is a hallmark of adaptive cultures. Establish Guardrails: Ethics, Data Governance, and Role Clarity: To prevent AI from inadvertently corrupting your culture or causing harm, put guidelines and governance in place from the get-go. Develop a clear policy (or principles) on how your organization will use AI – covering issues like data privacy, avoiding bias/discrimination, transparency of AI decisions, and respect for employee and customer rights. For instance, if you use AI in HR, perhaps you commit that a human will always make the final hiring decision and that candidates can opt-out of AI-based assessments. Setting these rules reflects your cultural values (e.g. fairness, accountability) and builds trust. You may want to form an "AI Ethics Committee" or task your risk management team to oversee AI deployments for compliance and ethical alignment. Additionally, clarify new roles and decision-making authority in processes that involve AI: who is responsible if the AI makes a wrong prediction? When should employees override an AI recommendation? Make it explicit that employees are empowered to question or challenge AI outputs – this keeps the culture one of active engagement, not passive submission to "the machine." By establishing guardrails, you not only protect against disaster, you signal to everyone that you're implementing AI thoughtfully and responsibly. Reinforce Cultural Values at Every Step of AI Adoption: During all these changes, continually tie actions back to culture. When you hold training, open it with a message about how this upskilling reflects your value of growth and learning. When you run a pilot, close it by discussing how the outcomes align with your mission to serve customers or collaborate better. Essentially, narrate the integration of AI as a chapter in your ongoing culture story. If your culture is very people-centric, find ways to involve employees in shaping AI rollouts (e.g. get feedback from end-users, form an employee advisory panel on AI). If your culture values innovation, host hackathons or innovation days to let teams play with AI tools and invent solutions. Every initiative is an opportunity to say, "This is who we are, so this is how we'll do AI." And don't be afraid to adjust course if something feels off culturally. For example, if an AI tool is technically successful but employees hate it and it clashes with your values, be ready to pivot or even scrap it. Show that culture leads technology, not the other way around, through your decisions. As one expert succinctly put it: AI can measure and enable a lot, but "it cannot substitute for good culture." So double down on your cultural strengths and use AI as a tool to express them more powerfully. By taking these actions, middle market leaders can intentionally shape the intertwined evolution of their culture and AI capabilities. This intentionality is the difference between companies that end up with alienated employees and a jumble of tech…and those that emerge with a unified team, human and digital together, moving faster and smarter toward their goals. Conclusion: Culture and AI – Your Twin Levers of Advantage The question, "Which will shape which?" isn't a binary choice at all. In reality, culture and AI will continuously shape each other in your organization. The companies that thrive will be those that actively manage that relationship rather than let it happen by accident. As a CEO or board leader, you have a profound opportunity (and responsibility) to ensure this interplay yields positive outcomes: a stronger culture and smarter AI adoption, feeding into each other. Middle market firms may not have the tech budgets of giants, but you possess an invaluable asset: the ability to be more nimble and purpose-driven. Your size can be an advantage – you can adapt culture and implement new tech faster than a lumbering Fortune 500, if you lead with intention. By leveraging your cultural strengths – agility, closeness to customers, an entrepreneurial spirit – you can punch above your weight in the AI arena. So, will your company culture shape your AI, or will AI shape your culture? The provocative answer is "Yes – both – so lead accordingly." Set a vision where your culture shapes the use of AI to serve your business and stakeholders. And embrace how AI can shape your culture to be more innovative, data-informed, and future-ready. Don't leave it to chance. With thoughtful leadership, you won't be pulled in one direction or the other; instead, you'll create a flywheel where culture and AI reinforce each other, driving your company forward. In the coming years, virtually every middle market company will have access to similar AI tools. What will set you apart is how you use them – and that traces back to your culture. Lead with purpose, keep your people at the center, ask the hard questions, and take action to align technology with identity. Do this, and you won't have to worry about whether AI is changing your culture in unintended ways. You'll be too busy reaping the rewards of a culture that confidently wields AI as a competitive weapon – and of an AI strategy that elevates everything special about your culture. The future belongs to the organizations bold enough to marry the heart of their culture with the head of AI. As a leader, the choice is yours: orchestrate that marriage with intent – or risk an unhappy collision. The companies that choose to orchestrate are already positioning themselves ahead of the pack. Now is the time to ensure you are among them. Your culture and your AI can either clash, or together, they can compose a symphony of performance. It's up to you to conduct the tune. ### CEO Requirements in a Changing World It’s true that just about every major CEO appointment comes with a press release talking about ‘change management’ and ‘new imperatives’ - but there is an increasing trend for boards to be not just more demanding of CEO candidates, but more wide-ranging in their ask. And that can mean that internal candidates aka the ‘safe pair of hands’ will have to demonstrate some new skills to measure up against external ones who naturally tend to assume that their key value is in bringing a new perspective. Of course, not all boards are seeking change, and stability is key to success in an increasingly fragmenting business landscape but board requirements are changing. So what are boards looking for when they begin the search for a new CEO?   Strategic thinking - and geopolitical nous We’re undoubtedly in a time of increasing geopolitical tension, including tariff impositions, exclusionary practices, visa and work permit controls and enforcement of regulatory frameworks at a previously unseen level. The shorthand for this is ‘protectionism’ but actually classic protectionism is hardly possible in our globalised world, and a CEO has to navigate with competition for raw materials, whilst also negotiating with political players about policy implementation. Just in the last few weeks, tariff threats, impositions and flip-flops have created levels of market volatility that are stoked by social media protests. Retail organisations have experienced consumer boycotts in a way that hasn’t been seen since the 1960s - a period of market turmoil and intense awareness of consumer power.   Boards are looking for CEOs who can interpret rhetoric and see where it may lead to policy - and whether that policy will be implementable and/or consistent. Jump too fast and lose market advantage, jump too late and risk being locked out of markets and territories, don’t jump at all and be castigated in the business press and sometimes social media for failure to recognise and respond to change. ‘Nous’, that indefinable ability to react both appropriately and in a timely fashion, is hard to transmit through organisations, where agility still tends to lag behind our current volatile geopolitical experiences. However, in a leader, it’s an absolute necessity in times of intense change. And change is both internal and external at present - see our next point about AI, and a CEO needs to demonstrate the ability to inform and engage both workforce and customers in the process of organisational adaptation.   The ability to ride the AI rollercoaster CEOs are not cowboys, but the AI transformation has been more like a rodeo than anybody expected! Digital transformation is vital, but many organisations are finding it illusory. The failure rate on digital operations is above 80%, and in a recent wide-ranging study, the reasons for failure are made clear. One is the failure of leadership readiness, which was described as an attempt doomed to failure akin to “changing the wheel of a moving vehicle”. [1] So, given this high failure rate, and the fact that three quarters of CEOs think that Generative AI will reshape their company’s values in the next half-decade, boards are facing a potentially calamitous gap that their CEO will be required to straddle. Part of the problem is that boards may not be ideally placed to examine digital leadership potential. Much of AI development is driven by poor understanding of the field - large language models have great capacity, but businesses may lack the ability to make use of that ability. Genuine innovation in AI is relatively rare, many AI ‘capabilities’ turn out to be un- or counterproductive fairly quickly. MacDonald’s had a reputation-damaging AI fail in 2024 after three years of attempted implementation, for example, which may have been the result of over early adoption of a product into the wrong market.[2]   CEO shortfalls: emotional intelligence allied to pragmatic decision-making Everybody knows that CEOs have to be decisive, but the new parameter is that boards want decisive CEOs with emotional intelligence. The World Economic Forum said earlier in 2025 that widening social and political divisions require a CEO to become a ‘Unifier in Chief’ for their organisation. And this is not without its perils. Rallying a workforce is important, but what you rally your workforce around can, in itself be divisive. Globalised organisations have to find universal themes that incorporate both values - and value. Growth is essential, but inclusive environments can be seen as focusing on non-growth elements of the organisation. The old ‘greed is good’ model has also broken down too; talent - these days - wants to be allied to a higher goal, and demonstrating company ethics, alongside clear strategies for market growth, requires a level of emotional intelligence (EQ).  The World Economic Forum at least, believes this EQ is not innate in CEOs. They claim that CEOs, on average, have the lowest EQ scores in the workplace[3] which makes it even more challenging for boards who are looking for improvement in this area. And of course, it’s entirely possible for any CEO to increase their EQ. An example of emotional intelligence might be Kelly Ortberg, who who came out of retirement to take the reins at Boeing in August 2024. Just this month, he told employees at a company-wide meeting that the Boeing needs a more open culture, to break down insularity. Claiming the company doesn’t ‘communicate across boundaries’ he wants to create a culture where employees are encouraged to speak up and communicate across divisions.[4]   Champions of diversity - within complex parameters We know that ESG and DEI are under pressure politically - especially, but not uniquely, in the USA. But regardless of this, both global regulatory regimes and social awareness of ESG fails are growing. There’s a recognition at board level that CEOs who can take ESG/DEI into organisational strategy are likely to succeed better than those who are still working with compliance. Two reasons for this: Stakeholder trust is cemented by good ESG and DEI - and stakeholders are increasingly vocal on social media Profitability is now multifactorial; the bottom line is still king, but the king has many consorts including public perception, stakeholder engagement (especially pension funds) and media scrutiny - as the current Tesla furore demonstrates. However … rolling  back DEI in particular is a contentious issue. Finding the balance between maintaining commitment to ESG/DEI and working within the parameters that are presently being very publicly and politically established in the USA requires tact. A prime example? JP Morgan’s CEO Jamie Dimon who reaffirmed his bank's commitment to reaching out to diverse communities, including Black, Hispanic, LGBTQ and veteran populations, although he does say that labels like “DEI” and “ESG,” oversimplify complicated situations. [5]   Working out the CEO wish-list in reality   Uncertainty underpins the current global economic outlook - not gloom, but simple inability to predict. The next CEOs will need to be able to cope with uncertainty, work confidently within it and to communicate their decisions persuasively both inside and outside their organisations. And this may be why there’s been a shift in CEO appointments. In 2024 44% of new CEOs appointed came from outside the company, a 12% increase on external appointments from 2023.[6] We can expect the near future CEO to balance a number of key qualities, not just excel in a couple. Above all, we are unlikely to see many more really stand-out CEOs who are technical specialists - boards are looking for superb generalists. Search panels are increasing looking for qualities, not qualifications, and balance is top of the quality list they are seeking.             Sources [1] https://www.sciencedirect.com/science/article/pii/S0148296324000328 [2] https://www.verdict.co.uk/explainer-is-macdonalds-ai-roll-out-failure-a-lesson-to-companies-jumping-on-the-ai-bandwagon/?cf-view [3] https://www.weforum.org/stories/2019/07/ceo-have-low-emotional-intelligence-why/ [4] https://www.weforum.org/stories/2025/01/5-dynamics-that-will-shape-the-ceo-agenda-2025/ [5] https://www.forbes.com/sites/jackkelly/2025/01/23/jpmorgans-jamie-dimon-stands-firm-amid-conservative-pressure-to-dismantle-dei-initiatives/ [6] https://fortune.com/2025/02/27/external-ceos-promotion-appointment/?tpcc=NL_Marketing ### The Top Consumer Trends: Redefining the Future Consumer preferences and expectations are shifting rapidly, reshaping industries and redefining how businesses engage with their audiences. To stay competitive, businesses must understand and anticipate these trends, aligning strategies with changing expectations and emerging opportunities. Our latest report, The Top Consumer Trends: Redefining the Future, uncovers key insights into how industries are adapting and what organizations must do to stay ahead. Some of the most significant shifts include: ✅ AI-Driven Personalisation – Consumers expect hyper-personalized experiences, but data privacy concerns remain a key challenge. ✅ Augmented Reality in Shopping – The future of retail is immersive, with AR bridging the gap between online and physical shopping. ✅ Sustainability & Circular Economy – Conscious consumption is on the rise, with demand for ethical and eco-friendly products growing. ✅ Health Tech & Digital Well-Being – Wearables, telehealth, and digital detoxing are shaping how consumers prioritize health and mindfulness. ✅ Ethical & Transparent Supply Chains – Transparency and responsible sourcing are becoming make-or-break factors for brand loyalty. From workplace flexibility to gamification in everyday life, businesses that align with these trends will thrive in a rapidly evolving consumer landscape. 📥 Download the full report now. ### Dominating Trends in the Life Sciences Sector The life sciences sector is undergoing a major transformation, shaped by technological advancements, regulatory shifts, evolving consumer expectations, and competitive market dynamics. Companies that embrace these changes will be best positioned to drive innovation, improve patient outcomes, and maintain long-term success. Key Industry Trends: Innovation & R&D Productivity – AI, digital twins, and predictive modeling are streamlining drug discovery and development, offering faster and more precise solutions. Regulatory Evolution – Policy changes across the US and EU are driving new compliance challenges, requiring proactive strategies. Competitive Pressures & Market Dynamics – The patent cliff is increasing reliance on mergers and acquisitions to sustain growth. Personalized Medicine & Precision Healthcare – Genomics, biomarker discovery, and AI-driven health monitoring are reshaping treatment approaches. Sustainability & Climate Initiatives – Businesses must integrate ESG strategies to meet regulatory demands and enhance market reputation. Technological Advancements – AI-powered diagnostics, neural implants, and patient-centric digital tools are transforming healthcare delivery. With these shifts, new job opportunities are emerging across AI, regulatory compliance, ESG, and personalized medicine—making this an exciting time for professionals in the field. Download the full report for deeper insights into these trends and how they will shape the future of the life sciences sector. ### Advancing Gender Equality in Finland’s Labor Market: A Model for Leadership and Board Representation I have always admired one of my largest clients, a multibillion € technology company, for how they promote women in executive leadership by making sure there is a number of them 'growing' in the middle management level. This is so much better than hiring one or two from outside to the executive board. But what is the situation overall in Finland? The outlook is strong, as Finland has long been a leader in gender equality, and its labor market reflects this progress. With strong societal commitment and corporate initiatives, the country continues to make significant strides in closing the gender gap at executive and board levels, setting an example for others. While challenges remain, progress and direction are encouraging. This success stems from Finland’s voluntary corporate governance recommendations, comprehensive parental leave policies, and strong female representation in education, particularly in business and technology. By promoting work-life balance and equal career opportunities, Finland has built a corporate culture where more women can reach top leadership roles. As a global technology hub, Finland has also made progress in increasing female representation in its thriving ICT sector. While tech remains a traditionally male-dominated industry, initiatives such as Women in Tech Finland and targeted university programs are driving change, ensuring more women enter and advance in STEM careers. Companies recognize that diverse leadership enhances innovation and competitiveness, and many have set internal targets to increase gender balance in executive teams and boards. Finland’s Leadership in Gender Equality: A Model for Sustainable Progress Compared to other countries, Finland stands out as a frontrunner in gender equality at the highest corporate levels. The EU’s recent directive aims for 40% female representation on listed company boards by 2026—a goal Finland is well on track to achieving. In contrast, many European countries, such as Germany and France, have relied on legal quotas to enforce gender balance, whereas Finland’s progress has been achieved primarily through voluntary measures and cultural shifts. Beyond Europe, Finland surpasses countries like the U.S., where women hold around 30% of S&P 500 board seats. Among Nordic peers, Finland’s steady, organic progress highlights the effectiveness of long-term equality efforts. Despite these achievements, challenges remain, particularly in CEO and chairperson roles, where men still dominate. However, with growing awareness, corporate initiatives, and strong societal support, Finland is well-positioned to further close the gap. By fostering an inclusive business culture and ensuring equal opportunities in leadership, Finland continues to serve as a global example of workplace equality. ### Global Energy & Renewables: Shaping Our Future The overwhelming scientific consensus is clear: human-generated greenhouse gas emissions are the primary driver of climate change. While there is global recognition of the threat it poses, the world remains divided on how best to address this challenge. Climate action varies significantly across the world's leading economies, influenced by political shifts, economic interests, and policy decisions. As nations strive to balance energy security and environmental goals, we observe a mixture of progress and setbacks in the transition to cleaner energy. Below, we explore key developments in energy and renewables across some of the world’s most influential economies, highlighting both the growing momentum and the hurdles we face. USA: A Shifting Landscape In the United States, renewable energy policy has remained inconsistent under President Trump's second term in office. During his presidency, Trump rolled back several environmental regulations, including withdrawing from the Paris Agreement and scaling back clean energy initiatives. In his second term, while there is a renewed emphasis on energy security and economic growth, his administration has continued to favour fossil fuels over renewable energy in many policy areas. However, some positive strides have been made at the state level, where many regions have continued to push forward with renewable energy projects, regardless of the federal stance. These state-led initiatives reflect a growing recognition of the importance of transitioning to a clean energy future, even as national leadership faces challenges in aligning with global climate efforts. European Union: Leading with Commitment The European Union is a global leader in renewable energy adoption, unwavering in its dedication to combating climate change. The EU’s European Green Deal sets a robust path to reduce fossil fuel dependence and increase renewable energy contributions. As part of its commitment to a low-carbon future, the EU has pledged to phase out Russian oil, gas, and coal by 2027, while continuing to expand its renewable energy infrastructure. Meanwhile, the UK remains dedicated to achieving net-zero emissions by 2050, with a targeted 81% reduction in greenhouse gas emissions by 2035. Despite the EU’s leadership, political and economic challenges persist. For example, ongoing debates around aviation expansion and North Sea oil exploration highlight tensions between environmental goals and economic interests. These issues demonstrate that while substantial progress is being made, balancing growth and sustainability remains a complex task. China: A Dual Approach to Energy Transition China has set ambitious goals, aiming for carbon neutrality by 2060. It is already the global leader in solar and wind power capacity. However, despite its push toward renewables, China continues to invest heavily in coal-fired power plants to meet its immediate energy demands. This dual approach—advancing renewables while maintaining traditional energy sources—reflects the delicate balance China faces as it navigates its energy transition. Australia: Building a Green Future Australia is actively pursuing its net-zero goals, with over $2 billion invested in green energy projects. The country is making notable strides in its renewable energy infrastructure, particularly in solar and wind power, and has committed to reducing emissions while enhancing its green energy capabilities. However, the global political landscape remains unpredictable, creating uncertainty in how quickly global initiatives will align. South America: Diverging Views In South America, countries like Brazil present a more complicated picture. While Brazil has expressed concerns over certain international climate measures—such as a proposed global shipping levy—its government is also making efforts to address deforestation and encourage cleaner energy solutions. The future of climate policy in South America is highly dependent on domestic political climates and international collaboration. Global Energy Supply and Renewables Despite variations in national policies, one overarching trend is clear: the global energy supply is rapidly shifting toward renewables. By 2025, up to 90% of new global energy capacity is expected to come from renewable sources, with projected investments of up to $728 billion. This expansion is fuelled by growing recognition of the importance of sustainable energy as well as the increasing affordability of renewable technologies. Renewable Energy Capacities Around the World European Union As of 2023, the EU derived about 24.5% of its total energy consumption from renewables. By 2030, the EU aims to increase this share to 42.5% through policies such as the Renewable Energy Directive. United Kingdom In 2024, the UK achieved a historic 58% of electricity generation from low-carbon sources, with wind, solar, and biomass contributing 45%. The UK is on track to meet its goal of 95% low-carbon electricity by 2030, with major investments in offshore wind capacity. United States Renewable sources accounted for 22.7% of the United States' electricity generation in 2023, primarily from wind and solar. The US aims to reach 80% renewable electricity by 2030, though shifts in political leadership present uncertainties for the speed of progress. China China’s renewable energy accounted for 30.6% of electricity generation in 2023, with significant contributions from wind and solar, alongside its dominant hydroelectric power. Its 2060 carbon neutrality target will likely drive continued growth in clean energy technologies. Australia Australia’s renewable energy mix contributed 34% of its electricity in 2023, with plans to expand this to 82% by 2030. India India's renewable energy made up 19.5% of electricity generation in 2023, with a goal of achieving 50% non-fossil fuel consumption by 2030. Careers in Energy & Renewables: Opportunities Across the Sector The energy and renewables sector offers an ever-expanding array of career opportunities across both emerging startups and established companies. As nations commit to cleaner energy, there is increasing demand for professionals with expertise in technology, project management, policy, and business leadership. Innovative companies at the forefront of energy transformation are building new technologies to drive decarbonisation, while established players are ramping up efforts to implement and scale energy transition projects. This creates a wealth of opportunities, particularly for individuals with entrepreneurial spirits and leadership skills. Career paths in energy transition range from technical roles such as engineering and project management, to leadership positions in business development, strategy, and commercial management. The sector is also seeing a growing need for professionals to lead and implement energy transition initiatives within more mature businesses. With governments and private companies heavily investing in renewables, the potential for leadership roles—especially in commercial strategy—is immense. Entrepreneurs can thrive by developing new solutions to meet the demand for clean energy, while skilled professionals will be in high demand to support the rollout of energy transition projects globally. Conclusion: The Path Forward The global energy landscape is undergoing profound transformation, with renewable energy emerging as a cornerstone of our collective future. While the road to mitigating climate change is complex, there is a strong commitment from many of the world’s largest economies to reduce fossil fuel dependence and increase investment in renewable energy solutions. In particular, the European Union, the United Kingdom, China, and Australia are leading the charge. However, political and economic shifts in countries like the United States and Brazil introduce challenges that could slow progress. Nevertheless, the overarching trend is clear: the future of energy is renewable. With new technologies, increasing investments, and a growing workforce, the transition to a cleaner energy future is not just possible—it is underway. For professionals eager to contribute to this critical global effort, the renewable energy sector offers diverse and exciting opportunities. Whether through technical, commercial, or leadership roles, the industry presents an unparalleled chance to be part of a movement that will shape the future of our planet. ### The Rise of Skills-Based Hiring: Transforming the Future of Work We’ve just reached the quarter point of this new century and organisations are facing rapid technological change (eg AI) and evolving workforce demands (typified by Quiet Quitting). An innovative response, almost a novel approach to talent acquisition and management, is gaining momentum: skills-based hiring. It represents a fundamental shift away from traditional degree-based recruitment towards a more nuanced and effective model focused on actual capabilities. In this article, Horton International explores the history of skills-based hiring, the newly defined need for this change of approach, and the challenges and benefits inherent in skills-based hiring. Understanding the Skills-Based Revolution Skills-based hiring is a complete departure from conventional recruitment practices based on academic credentials and job titles as primary indicators of capability. Instead, this approach focuses on assessing candidates' actual abilities, competencies, and demonstrated skills, regardless of how these were acquired. It means overhauling both principles and practices in recruitment and retention and it comes at a crucial time, as organisations estimate that 44% of workers' skills will be disrupted by technology in the next five years.1 Why is this happening? Traditional reliance on university degrees as a proxy for capability has come under scrutiny for a variety of reasons: With less 38% of American working-age adults holding a university degree2, companies are confronted by the fact that they may be overlooking a vast pool of talented individuals simply because they have acquired skills through alternative routes. DEI approaches require organisations to look at non-traditional routes to skills acquisition, and higher education can be seen as an aspect of privilege that limits DEI talent from shining. One of the downsides of AI is its propensity to lie! AI-created resumes often contain university degrees that don’t exist in reality. While HR departments are learning to fact check this kind of information more thoroughly, it can actually be easier to ‘see’ skills acquisition through non-academic routes than through a degree listing on a CV. As organisations wrestle with persistent skills gaps and low retention rates, a reappraisal of hiring practices can seem relatively straightforward. The Benefits of a Skills-First Approach Adopting a skills-based hiring framework offers numerous advantages for organisations and workers alike. By focusing on actual capabilities rather than credentials, companies can: Expand their talent pool significantly Reduce hiring costs and time-to-hire Improve workforce diversity and inclusion Enhance job performance and employee retention Better align workforce capabilities with business needs Create more effective up-skilling and re-skilling programmes, based on workforce input Foster greater workforce agility and adaptability Improve internal mobility and career development opportunities. What is Skills-Based Hiring, Really? Well, one thing we can say is that it’s complicated! At Horton International we know that transitioning to skills-based hiring requires a systematic approach and careful planning, and often a degree of hand-holding and mentoring at the C-suite level. Organisations require a comprehensive skills taxonomy that defines the capabilities (skills) needed across all roles and functions. This framework also needs to be dynamic, regularly updating to reflect emerging skills requirements, technological changes and market movement. A crucial aspect of implementation involves breaking down traditional job descriptions into detailed skills profiles. This process requires a business to identify both technical and human capabilities required for success in each role - this can be complex, as it means moving the emphasis from credential to what team members should be able to do, and how that ‘doing’ contributes to organisational success. Technology plays a vital role in enabling skills-based hiring at scale. Advanced AI and machine learning tools can help organisations standardise their skills taxonomy, identify emerging skills gaps, and match candidates to opportunities based on their capabilities. These tools can also help track skills development over time and suggest learning pathways for employees looking to expand their expertise. Overcoming Implementation Challenges While the benefits of skills-based hiring are clear, organisations may face severe challenges in implementation. Cultural resistance can be strong, especially in industries with deeply entrenched hiring practices. Managers may feel uncomfortable moving away from familiar degree requirements and job titles as primary screening criteria. Unions may also create blocks to progress, and need to be brought along at an early stage if they are to see skills based hiring as beneficial. Another significant challenge involves developing accurate skills assessment methods. Organisations need to create reliable ways to evaluate candidates' capabilities, which may include practical assessments, portfolio reviews, and structured interviews/appraisals focused on demonstrating specific skills. This requires investment in new tools and training for hiring managers. Data management presents another hurdle. Organisations need robust systems to track, update, and analyse skills data across their workforce. This includes maintaining current skills inventories, tracking development progress, and forecasting future skills needs. The complexity of this task increases with organisation size and the variety of roles involved. Ownership can be complicated too. Data management need can lead to skills based hiring being siloed off into ‘Administration’, where it will be much less effective than if top management tiers take responsibility. And skills-based hiring can be most difficult to implement at board level, where hiring can sometimes lack transparency. The Future of Skills-Based Hiring Skills-based hiring will inevitably grow as artificial intelligence and automation continue to reshape job roles, making traditional job descriptions less relevant whilst highlighting the value of adaptable skill sets. We believe that organisations embracing skills-based hiring are better positioned to navigate change, as they can more quickly identify and develop capabilities needed to remain competitive. Creating a Skills-Powered Organisation The ultimate goal of skills-based hiring begins with hiring practices but extends to creating a truly skills-powered organisation. This involves integrating skills-based approaches across all aspects of talent management, from recruitment and development to promotion and succession planning. In this model, skills become the primary currency of work, with traditional job titles and hierarchies, degrees and qualifications, becoming less important than actual capabilities and contributions. This shift enables greater workforce flexibility and creates more opportunities for career development and growth. Success in this transformation requires strong leadership commitment, clear communication of the benefits and expectations, and consistent application of skills-based principles across the organisation. It also demands ongoing investment in learning and development to help workers continually expand their capabilities. Skill Based Hiring Practices - Fad or Future? The shift towards skills-based hiring represents more than just a trend in recruitment; it signifies a fundamental transformation in how organisations think about work and talent. But is it a permanent alteration to hiring philosophy? We say yes, for two reasons: Technology, especially AI, is the main driver currently reshaping the business landscape: this means that the ability to identify, develop, and deploy human skills effectively will become increasingly crucial for organisational success. Significant skills-based hiring benefits; talent acquisition, retention and company agility have already been demonstrated by skills-based hiring. In a 2022 survey in the USA, 92.5% of companies responding saw a reduction in mis-hires.3 The AI Revolution: Reshaping Skills and Work The impact of artificial intelligence on skills-based hiring cannot be overstated. According to recent research, AI is fundamentally transforming how organisations approach talent acquisition and development. Business executives overwhelmingly identify AI and automation as primary drivers pushing their organisations toward a skills-based approach, with 61% citing these technologies as the main catalyst for change.4 This technological revolution is creating a fascinating workplace paradox. While AI is automating certain tasks, it simultaneously generates new opportunities that require uniquely human capabilities. What does this mean for talent recruitment and retention? First, by 2030, half of all employers plan to redesign their business models in response to AI, with two-thirds intending to hire talent with specific AI skills. However, 40% also anticipate reducing their workforce in places where AI can automate tasks, highlighting the critical importance of continuous skill development in the workforce.5 In this evolving landscape, analytical thinking remains paramount, with 70% of companies considering it essential. However, the rising importance of AI and technological literacy must be balanced with distinctly human capabilities.Creative thinking, resilience, flexibility, and curiosity for lifelong learning are becoming increasingly valuable, creating a new paradigm where technical and human skills must coexist and complement each other. The Evolving Nature of Work The traditional concept of fixed job roles is rapidly becoming obsolete. Research suggests nearly three quarters of workers already perform tasks outside their formal job descriptions.6 This fluidity is further emphasised by the fact that 81% of business executives acknowledge that work increasingly crosses functional boundaries. Workers themselves are adapting to this new reality. Over half now expect to switch employment models throughout their careers, moving more or less fluidly (and more or less confidently) between permanent positions, project-based work, freelancing, and gig work. This shift suggests that the very concept of a 'job' may be becoming less relevant as a way to organise work. Skills in Transition Looking ahead to the next decade, workers can expect approximately 39% of their existing skill sets to be transformed or become outdated.7 However, this 'skill instability' has actually decreased from previous years, possibly reflecting the increasing number of workers who have already undertaken training and up-skilling initiatives. The challenge for organisations is clear: they must create environments where human skills can flourish alongside technological advancement, while continuously adapting their skills-based hiring practices to reflect this evolving reality. Success in this new landscape requires a delicate balance between leveraging AI capabilities and nurturing the uniquely human attributes that cannot be replicated by machines. Whilst all transitions present challenges, including the movement towards AI, the potential benefits in terms of improved performance, increased diversity, and enhanced adaptability make skills-based hiring a compelling strategy for forward-thinking organisations. And companies that begin this transformation now will be better positioned to thrive in an increasingly unpredictable and competitive business environment. Resources: 1. World Economics Forum Future of Jobs report 2023 - https://www.weforum.org/publications/the-future-of-jobs-report-2023/digest/?_gl=1*l3f9ql*_up*MQ..*_gs*MQ.. 2. USA Census Data 2022 - https://www.census.gov/newsroom/press-releases/2023/educational-attainment-data.html 3. Test Gorilla blog - https://www.testgorilla.com/blog/why-skills-based-hiring-delivers-better-candidates/ 4. Deloitte Insights - https://www2.deloitte.com/us/en/insights/topics/talent/organizational-skill-based-hiring.html 5. World Economic Forum Future of Work report 2025 - https://www.weforum.org/stories/2025/01/future-of-jobs-report-2025-jobs-of-the-future-and-the-skills-you-need-to-get-them/ 6. Deloitte Insights - https://www2.deloitte.com/us/en/insights/topics/talent/organizational-skill-based-hiring.html 7. World Economic Forum Future of Work report 2025 - https://www.weforum.org/stories/2025/01/future-of-jobs-report-2025-jobs-of-the-future-and-the-skills-you-need-to-get-them   ### Strategic Technology Trends for 2025 and Beyond Technology is reshaping industries, careers, and everyday life at an unprecedented pace. As we navigate 2025, businesses and professionals must stay ahead of emerging trends that will define the future of work, automation, and digital transformation. From AI-powered governance to breakthroughs in neurological enhancement, these advancements present both opportunities and challenges. This report explores the most impactful technology trends shaping the future and their implications for businesses and professionals. Agentic AI & AI Governance AI is shifting from passive assistance to autonomous decision-making, optimizing workflows and enhancing personalization. However, as AI becomes more integrated, governance platforms are critical for ensuring transparency, accountability, and ethical use. Disinformation Security & Trust in AI With AI-generated misinformation on the rise, new security tools leveraging AI and blockchain are emerging to combat fake news and deepfakes, restoring trust in information. Energy-Efficient & Hybrid Computing AI and computing advancements demand sustainable solutions. Innovations in energy-efficient computing and the integration of classical, quantum, and cloud computing are revolutionizing data processing and AI performance. Polyfunctional Robotics & Neurological Enhancement Robots are evolving beyond singular functions, becoming multi-purpose tools across industries. Meanwhile, brain-computer interfaces, neurostimulation, and pharmacological enhancements are pushing the boundaries of human cognitive performance. The pace of technological change is accelerating - how will your business stay ahead? Download the full report to explore these trends in depth and prepare for the future. ### The Evolving Landscape of Venture Capital: Key Trends to Watch Venture capital is entering a period of dynamic transformation. Economic uncertainty continues to shape the landscape, but for those exploring the VC space, it remains one of the most exciting and fast-evolving sectors.  VC investment is currently experiencing ground-shifting transformations driven by a shifting economic landscape and rapidly advancing technologies, with generative AI and its spin-offs taking centre ground. Be prepared, though, for an increasingly challenging environment. VC Investment during 2024 was down 15% compared to the previous year, and so far, there is little to suggest 2025 will be any easier, though things can turn around very quickly. But do not let that discourage you. The VC remains an exciting and rewarding sector, especially for those with a positive view of risk. In this article, we explore some key trends in VC in 2025 that are of significant concern to stakeholders who aim to succeed in the stimulating venture capital world. We also highlight some emerging job opportunities and marketable skills for those seeking a career in the sector. Focus on Generative AI Startups Venture capitalists tend to look favourably at generative AI (GenAI) startups, not least because of their natural fit with their investment strategies and the broader technology landscape. There is no doubt that GenAI promises to transform many sectors, including healthcare, education, entertainment, and finance. Such transformations range from personalised healthcare and automated content creation to advanced customer service tools and innovative product designs. With huge scope for scaleability, the GenAI market is expanding rapidly with huge growth potential in the coming years, with the potential for exponential growth add venture capitalists love. GenAI also helps startups streamline their operations; the technology has already created numerous success stories. Additionally, Gen AI startups usually involve incredibly talented teams with expertise in associated technologies such as machine learning, computer vision, and natural language processing. The fact that generative AI readily integrates with technologies such as the Internet of Things (IoT), edge computing and blockchain opens numerous opportunities which can attract further funding and partnerships. VCs are always keenly focused on possible exit strategies. That mega-companies such as Microsoft and Amazon are eager to acquire GenAI startups makes such startups even more attractive. While this is highly positive for GenAI startups, the environment is highly competitive, with many talented teams fine for opportunities to Develop and commercialise their ideas. Emerging Job Opportunities and Skills If you are seeking stage 1 or stage 2 VC funding, this is an excellent time to pursue your ambitions. For those seeking a career in VC, the trend in generative AI startups will create significant opportunities for: • AI investment analysts who are skilled in technical and market  evaluation of AI innovations • Ethical AI compliance experts to navigate ethical and regulatory challenges. • AI startup advisors with experience in scaling AI-driven ventures New Wave System 2 Generative AI startups System 2 Generative AI s a new wave of artificial intelligence technologies that combine generative AI with reasoning, planning, and decision-making skills. The System 2 moniker relates to Daniel Kahneman's "System 2" thinking, where "System 1" thinking is fast and intuitive, and "System 2" is deliberate, analytical, and capable of handling complex problems. Thus, System 2 Gen AI includes logic and reasoning, long-term memory, planning and strategy, multimodal integration, and an enhanced capacity to operate independently and adapt to new environments. The implications are enormous, including automating extraordinarily complex workflows, such as legal contract analysis, personalised applications in healthcare, education, and customer service, and accelerating  R&D in drug discovery, robotics, and energy optimisation. System 2 is set to become a cornerstone technology requiring high-level reasoning and decision-making. Venture capitalists are attracted to service-based models, where companies deliver outcomes rather than software. An example is Synthesia, which specialises in generating realistic video avatars for corporate communications. Funded by Google ventures, New Enterprise Associates, and others, it is now valued at $2.1 billion. Another example is Databricks. The company leverages AI and data processing analytics to deliver platforms for large-scale data management. Valued at $62 billion in 2024, it raised venture capital funding of $10 billion, the highest of the year. Emerging Job Opportunities and Skills VC firms need additional skill sets to manage System 2 investments. VCs must adapt to evaluate, support, and capitalise on startups leveraging this technology. Key roles and skills relevant to venture capital firms include: AI Investment Analysts evaluate startups developing System 2 AI technologies. Identify promising technologies, assess their feasibility, and predict market potential. Technology Due Diligence Specialists with Expertise in machine learning, neural network Venture Builders and Advisors to Support portfolio companies in building System 2 AI products by providing expertise, connections, and operational advice. Climate Tech and Sustainability Investments The push to net zero and other environmental pressures have encouraged a wealth of climate tech startups. Such companies aim to develop and deploy innovative technologies and services to mitigate climate change, reduce greenhouse gas emissions, and promote environmental stability. Such startups encompass numerous sectors, including energy, transportation, agriculture, waste management, and carbon capture. There is an urgent need for innovative solutions. Unsurprisingly, the global market for such developments will run to many trillion dollars in the coming decades. VCs primarily focus on seed and first-stage funding for startups working on breakthrough technologies such as carbon capture, fuel cells, and next-generation batteries. Funding is also available for scaling up proven technologies and developing partnerships with large corporations. Exit strategies typically include acquisition, which may establish players in the energy market and IPOs. Successful partnerships include Climate Tech, which focuses on direct air capture to remove atmospheric CO2. The enterprise raised $800 million in multiple funding rounds with investors, including Lower Carbon Capital, Microsoft's Climate Innovation Fund, and Rivian (Electric Vehicles), which raised $10 billion from a group of investors, including Amazon. Emerging Job Opportunities and Skills As the sector grows, there will be increasing opportunities for: Climate Investment Specialists with knowledge of green technologies and sustainable business models. Carbon Accounting Analysts proficient in quantifying environmental impact metrics. Sustainability Advisors with experience in aligning business operations with ESG goals. Quantum Computing Quantum computing has featured divisions moving post-launch scale companies and innovative individuals for many years. Companies such as IBM, Google, and Rigetti have demonstrated progress in quantum hardware, such as achieving quantum advantage and steadily increasing the number of qubits a device uses. We have also seen breakthroughs in error correction and fault tolerance. On the software side, numerous quantum algorithms have been demonstrated that show the huge superiority that quantum computing can potentially deliver. In the short term, applications will likely focus on quantum simulation, optimisation, and machine learning for sectors such as drug discovery, finance, and advanced materials. Quantum encryption will emerge as a vital sector. Once quantum computing arises from the laboratory, today's encryption systems will soon be broken, with the only currently envisaged solution being quantum encryption. While many technical barriers remain to the full implementation of quantum computing's potential, the current state of the art appeals to many venture capitalists. For instance, it offers unique intellectual property, the technology will be highly scaleable with a clear roadmap to commercialisation, and many early market applications, Some early partnerships include IonQ, which raised $700 million from investors including Google, Amazon Web Services and NEA; and Rigetti Computing, whose unique IP involving superconducting qubits, which raised over $200 million, led by Bessemer Venture Partners. Emerging Job Opportunities and Skills Despite its many technical challenges. quantum computing has an exciting future. VCs are keenly interested in startups with innovative IP and early market pull. The overlap of quantum technologies with cloud computing, AI, and cybersecurity adds several more strings to the bow. Thus, VCs are looking for people: Have a deep understanding of quantum computing. Possesses a strong technical background as a market analyst Can function as quantum business strategists. Conclusion The VC market of 2025 remains challenging. However, it also holds exciting opportunities. For those ready to take risks and embrace innovation, the future is an open book. From generative AI to climate tech and quantum computing, venture capitalists are keen to position themselves as leading lights in fast-paced technical transformation. Success in this sector will require excellent analytical skills, a profound understanding of emerging technologies, and the vision to navigate this complex and competitive landscape. For entrepreneurs, job seekers, and VCs alike, the future of VC promises growth, innovation, and opportunity. ### Managing Stress During Your Leadership Job Search The most important rule of stress management is to avoid stressful situations whenever possible. However, when you must face them, preparation is key - understanding what to expect and equipping yourself with the right tools and strategies can make all the difference. Most of us will face the challenge of searching for a leadership role at some point in our careers — a challenge that few of us are truly prepared for. You live your life as usual, and then suddenly you are faced with the fact that the busy world around you has to stop, and you have to take on another project that leads to your new job. Of course, the circumstances of a job search for a leadership position are always different, but there are many similarities in preparing for the stresses and strains that come with the process, and even how to anticipate or prepare for them. From our career mentoring programmes for senior executives, I have gathered, without being exhaustive, the most common job search stressors and other confounding factors, and suggested some solutions. The first moment of redundancy stress Losing your job, especially unexpectedly, can be an incredibly stressful experience, particularly if you were in a demanding or high-pressure role. In such cases, it is no longer worth constantly wondering why it happened, how it should have been foreseen or how it could have been done better. If there are simple lessons to be learned, it is worth drawing them and moving on. Take this time to focus on yourself. Prioritize rest, self-care, and physical activity like intense cardio to release built-up stress. Allow yourself to embrace the freedoms you may have neglected before: indulge in personal time, reconnect with hobbies, or simply enjoy life at a slower pace. Plaid shirts and jeans instead of suits, stubble instead of shaving, family cinema outings instead of late-night meetings, childcare instead of weekly reports—finding this harmony takes time. Spend the first 3–4 weeks recovering and recalibrating. Only after that should you begin actively searching for your next opportunity. Further escalation of redundancy stress during a job search Many times we are afraid of things that have affected us negatively or have happened to us (e.g. constant unsuccessful confrontations with an autocratic manager) and we do not want it to happen again. Because of this, we may develop a fear of certain situations. In a job search, this can lead an interviewer to perceive a candidate as withdrawn or insecure. It is therefore worth processing these memories and talking through them with our close contacts many times. Expressing and reflecting on these experiences is one of the most effective ways to process negative impulses. This step plays an important role in helping us approach an important interview with a harmonious and self-confident mindset. The pressure of time during a job search As time passes, the urgency of the job search often increases, especially when the process takes longer than expected. It is always worth discussing with your consultant what a realistic timeframe for securing a job in your industry looks like, and whether your expectations align with the market. Several factors can hinder finding the right job quickly: A misaligned benefits package A lack of willingness to relocate Seeking a seniority level that may not be immediately achievable based on past experience If we keep refining our profile of expectations, it can speed up the process of finding a job. Managing financial insecurity The continued depletion of our financial reserves is also a major pressure on the job search. It is therefore worth preparing for this well in advance with reserves. If it is a redundancy where an agreement can be reached with the employer, it is better to ask for a lower amount for six months and a notice period instead of a lump sum. This approach offers multiple advantages: • Ensures liquidity for a longer period, reducing immediate financial pressure • Counts toward pension eligibility, extending financial stability • Maintains health insurance and other entitlements for a longer period Job search uncertainty: How mentorship can help The most frequently asked questions are: What exactly should I do to make sure I find a job? How do I go about it the right way? If I am doing something, will it actually lead to success? How long will it take me to reach my goal? In such cases, it's always a good idea to seek a career mentor, as it can speed up the process of finding a new job if you get a good mirror of yourself and can see much sooner what you should be doing and how you should be doing it to make better progress. Horton International Hungary is happy to help you in your executive job search as a mentor. This support service can in some cases be free of charge! Overcoming fears and self-doubt during a job search Fears are a human trait that we all live with, and some of these are particularly heightened when we are in a stressful situation for a prolonged period for other reasons. What do we fear most often? The new situation (What will I do tomorrow when I wake up, what will I do now? I want to go back to work tomorrow, but what?) Finding my next job and the circumstances surrounding it Whether that job will be as good/interesting/career-appropriate as the one I had before From situations that I have to participate in now, but I think I am not experienced in them and I am being judged now e.g. interviews, assessment centres, tests. From whether I'm really good if I'm dismissed and I'm not the one that's been chosen the last many times. Whether what I am aiming for now is at all realistic in terms of job (level), responsibility, challenge, and salary requirements - and if I have to give in to this, will my family's standard of living change in the future? What will happen in the more distant future if I fail to do this in the short term, as long as my financial reserves hold out? A career mentor can also be most helpful in dealing with fears. A career mentor, like a good leader, can, by creating a realistically positive vision of the future, keep the candidate from spending time thinking about these things and performing worse than if they had applied without them. Unfortunately, by our fears we are moving the process we so much expect to see the outcome of, backwards rather than forwards. The impact of repeated rejection and lack of feedback Unfortunately, I often meet senior job seekers who have been looking for a job for some time and find themselves lost in the job search maze. This is most often because they have not had a realistic job search target area, method and documents specifically put together for this purpose, and the market also confirms that they are looking for the wrong job, or are misinterpreting or overvaluing themselves. The consensus view of several candidates is that it is the lack of feedback, on several occasions in succession, and the only negative response is the fact that we were not chosen. These are the most confusing and, in the long run, create a sense of hopelessness because we know nothing about why we were not selected or what we should do to be shortlisted in one of the next competitions. If this is repeated over a long period, it can lead to depressive states, and emotional and activity slumps, which can completely slow down or prevent good performance in the application. But we have to believe that the fault is not with us, but with the way "non-candidate-centric" tendering systems work, and that has nothing to do with the fact that we are the ones in the situation where this is happening! In our career mentoring sessions, we have a frank conversation with each candidate. It's also a great help to them if an application document or interview format is not appropriate so that they at least know what needs to change.   ### Trends in the Czech Labour Market: Between Layoffs and International Expansion The Czech labour market continues to face challenges related to low unemployment, which, however, is beginning to slow down - signs of market cooling are becoming evident. While many employers are still struggling to find qualified workers for many positions, according to indicators from the Czech Statistical Office (ČSÚ), industries such as manufacturing, financial services and others, plan to reduce employment in the coming months. Conversely, the retail sector is expected to see an increase in employment. According to official forecasts, the unemployment rate was projected to reach 3.8% by the end of 2024. However, the reality was slightly worse with the unemployment rate at 4.1% at the end of 2024. This level brings us closer to the state of the labour market in 2017, when it began to show signs of overheating. Wave of Layoffs: Impacts on key sectors Despite low unemployment, layoffs affected thousands of people throughout 2024. The most impacted sectors included: Manufacturing and chemical industries Automotive industry IT sector Expansion of Czech companies abroad: Opportunities and Challenges While some employers are downsizing, others are seeking opportunities abroad. Czech capital is increasingly penetrating global markets. The expansion seems to be case especially for our traditional industrial sectors. Companies like Česká zbrojovka, CSG, PBS, Linet, Wikov or Draslovka are investing in international sales offices and/or production capacities. With expected economic developments in the USA and Europe, this trend is likely to continue. While this international expansion offers many positives, it also has implications for the domestic labour market. As Tomáš Kolář, CEO of Linet Group, noted in an interview: “Opening an assembly line in the USA means 30 new jobs there but at the same time 30 fewer jobs in the Czech Republic.” What Lies Ahead for the Czech Labour Market? Although the unemployment rate remains low, changes in the labour market are undeniable. Both employers and employees will need to navigate these shifts carefully. ### Horton International Confirms European Expansion with New Office in Portugal The global executive search and talent management leader, Horton International has announced the launch of a new office in Portugal, further strengthening its presence in southern Europe. The new office, located in Lisbon, will be headed up by Afonso Carvalho, who joins as a Managing Partner of Horton International in Portugal. Carvalho has extensive local expertise, having dedicated a significant portion of his 24-year career in the professional services sector, with much of that time spent in Portugal. With prior C-suite and board-level appointments taking him to Belgium, Holland, and Luxembourg, he has expansive international experience and a keen understanding of the wider executive search landscape at the European level. He commented: “I am honoured to join Horton International, a firm renowned for its expertise and personalized approach to talent solutions. The market in Portugal presents unique challenges and opportunities, and I am excited to support businesses in attracting, developing, and retaining top leadership talent. Our commitment remains clear: “Tailored Solutions with a Personal Touch”. With Horton International’s global reach and local expertise, we are well-positioned to make a meaningful impact.” Portugal marks a strategic addition to Horton International’s rapidly growing international presence. With easy access to the rest of Europe, the Iberian nation was named one of the best places to do business by Forbes in 2018 and is an advocate for technology and innovation as a means of driving economic development. Welcoming Afonso to the Horton International Group, Horton International’s Chairman of the Board, Maneesh Ajmani, said: “I warmly welcome Afonso as the Managing Partner for Portugal. Under Afonso’s leadership, we are confident that our presence in Portugal will thrive, reinforcing our commitment to serving clients with excellence across global markets.” Gemma Van Rooyen, Director of Global Programs, shared: “We are thrilled to welcome Afonso Carvalho to Horton International as we expand our presence into Portugal. Afonso and the team will be invaluable in strengthening our global reach, I am sure that we will do great things together.” To find out more about Horton International, visit hortoninternational.com   About With a presence in over 35 countries and 45 offices across the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence.   ### Succession Planning: A Strategic Imperative for Organisations Poor succession planning is costing businesses dearly. Among S&P 1500 companies alone, inadequate leadership pipelines and succession practices destroy nearly £1 trillion in value annually. These costs become evident in various ways: 1. Overall underperformance when organisations hire unsuitable external CEOs 2. Loss of intellectual capital when C-suite executives depart 3. Reduced or slow performance from inadequately prepared internal successors. As the next four years will present a rapidly evolving business landscape globally, the ability to maintain strong leadership continuity has never been more critical. There are similarly concerning findings around succession planning in British businesses. The Azets Barometer January 2024 survey, which gathered feedback from organisations across the UK, Ireland and the Nordics, revealed that fewer than one in ten UK businesses have fully integrated succession planning into their strategy. 58% of businesses feel they have considered succession in their strategic planning, and almost a third scored 8 or above out of 10 when asked about their focus on succession planning. However, only 9% have fully integrated plans. Perhaps most worryingly, 6% have given it no thought whatsoever. Market Dominance Opportunities This gap between recognition and implementation suggests a significant opportunity for strategic-thinking organisations to gain competitive advantage through better succession practices. The value of effective succession planning extends far beyond simply maintaining a steady pipeline of leaders. Research shows that at least 30% of newly hired executives fail in their first 18 months, primarily due to poor cultural fit. However, organisations that implement robust succession planning report numerous benefits: a more diverse leadership portfolio, creating greater cultural diversity and higher recognition of potential business growth areas higher-quality promotion/hire decisions based on objective data enhanced career development opportunities that drive engagement and retention of key talent stronger organisational culture through the advancement of leaders who embody company values.   In essence, well-executed succession planning creates a future-proofed workforce which is better prepared to thrive in dynamic conditions, like those we are currently experiencing. This delivers greater organisational stability and resilience—factors that breed market confidence and drive shareholder value. Roadblocks to Good Succession Planning This is undeniably a long-term discipline in a short-term world, where leaders are typically rewarded based on immediate accomplishments. In far too many organisations, the first time CEO succession is discussed is when a transition is imminent. The process can be politically sensitive, with some viewing succession discussions as a vote of no confidence in current leadership. Current CEOs can actively impede good succession planning, believing that they will ‘manage themselves out of a job’. Accountability often remains unclear, with confusion about whether HR or C suite should drive the process. Without ultimate accountability, succession planning can remain a theoretical tick-list activity, rather than a practical, actionable imperative. Great data can be ignored, in favour of subjective decision-making around factors such as likability, tenure or ‘confidence’. In other words, months of leadership assessment can be derailed by one board level ‘political’ conversation. Doing Succession Planning Right - and Doing It Now Systematic approaches can reduce the roadblocks and create buy-in, not for an individual succession, but for a robust framework that can cascade through the organisation. There are five essential steps to effective succession planning. Identify Critical Roles - Evaluate positions based on business impact, not job title or traditional organisational understanding - Consider difficulty of replacement - Include a mix of senior leaders and key individual contributors Define Future Leadership Requirements - Establish the 5-7 core capabilities needed for each role - Consider how roles may evolve - scenario building can be useful here - Factor in any future business challenges that can be foreseen Assess Current Talent Pool - Evaluate potential successors objectively - outside support can be useful - Use data-driven assessment tools and share them throughout the organisation to build confidence in decisions made - Consider both technical and personal leadership capabilities Create Development Plans - Design specific growth opportunities - Include stretch assignments for potential leaders - Provide mentorship and coaching for internal talent Review and Adjust Regularly - Set clear timelines for review - and assign accountability within the business - Monitor progress of potential successors; reevaluate regularly and against agreed data points - Update plans based on business changes.   When implementing these steps, organisations must focus on identifying truly critical roles by considering their impact on current and future business strategy. It's essential to pressure-test assumptions about which positions are genuinely critical - familiarity can be the enemy of progress. For example, a specific management role may seem critical because the incumbent manager has acquired a wide range of responsibilities over time, but a vacancy might offer the chance to restructure and redistribute these responsibilities more effectively. The attributes required for future leaders must be sharply defined. Leadership isn't about achieving consensus but rather alignment. While it doesn't require popularity, it does demand engagement. Leaders must possess the temperament to manage these polarities and achieve balance, along with a balance of confidence and humility, self-determination and openness to external views. As General Douglas MacArthur noted, "The world is in a constant conspiracy against the brave. It's the age-old struggle: the roar of the crowd on the one side, and the voice of your conscience on the other.” Great succession planning also requires organisations to be clear about their goals, whether they're improving business resilience, eliminating bias, or transforming the organisation with new capabilities. These goals should drive the preparation of successors who can readily adapt to challenges such as geopolitical uncertainty, unplanned labour shortages, social disruption, and financial shocks. Additionally, succession planning must align with broader organisational initiatives around diversity, equity and inclusion (DEI) and environmental, social and governance (ESG) objectives - both of which are currently highly politicised issues internationally. Now or Never - Invest or Fail The path to effective succession planning may be challenging, but the alternative—continuing to destroy value through poor leadership transitions—is far more costly. Organisations that commit to developing strong succession planning frameworks will find themselves better positioned to navigate future challenges while building stronger, more resilient leadership teams. The time to act is now, before your next leadership transition becomes imminent. ### Leadership Factories: From Invention to Reinvention The concept of the 'leadership factory' has been a cornerstone of corporate development since the 1980s, when McKinsey's former global managing partner Ron Daniel first coined the term. Yet for today’s businesses, this industrial-age metaphor requires significant reimagining to meet the demands of our rapidly evolving corporate landscape. The original leadership factory model emphasised: colleagues investing their time in other colleagues learning in situ providing regular feedback sharing personal and collective insights. This approach has proved remarkably durable, but a rethink is required to cope with the demands of today’s markets. Contemporary Leadership Challenges Recent data reveals a troubling disconnect within organisational hierarchies. Whilst C-suite executives report an increasing sense of purpose, frontline leaders have experienced a stark decline in their sense of purpose. This divergence threatens organisational health and effectiveness at a fundamental level. The root causes of this disconnect are multifaceted. C-level positions naturally afford broader strategic visibility and decision-making autonomy. In contrast, frontline leaders often find themselves constrained by tactical responsibilities and limited strategic influence. These challenges are compounded by the need to integrate new technologies like AI, manage increasingly diverse teams, and navigate high turnover rates - all whilst meeting ever-rising performance standards. The solution - a leadership factory for the new world order Let's begin with terminology. A factory turns out a number of identical things - the more identical things it turns out, the more successful it is. At least, that's the classic model. But for today's dynamic and often unpredictable business world, variety, adaptability and versatility rank higher than conventionality in creating leaders - so less a factory and more a workshop, creating unique personalities who blend, in differing capacities, the key leadership qualities required. This evolution from factory to workshop necessitates a comprehensive approach to leadership development. Modern organisations must treat leadership development as a core capability, proactively addressing the needs of both current and aspiring leaders to enhance their overall resilience against future disruptions. The McKinsey management team has expanded the original factory model blueprint to include several crucial new elements. First, organisations must clearly define leadership attributes, helping potential leaders understand that leadership isn't about consensus but alignment, not about popularity but engagement, and requires the ability to make difficult decisions independently while maintaining team cohesion. Speed and scale are equally critical. High-potential managers should be challenged early with demanding situations, supported by appropriate mentorship and coaching. This approach must be complemented by personalised immersion sessions led by senior executives rather than HR departments or self-guided programmes. In today’s economic climate, where CEOs identify talent retention and acquisition as a primary concern, businesses must implement targeted strategies to address the leadership paradox. These strategies focus on three key areas: Creating clarity amidst uncertainty. When economic conditions generate anxiety, crystal-clear strategic priorities become essential for talent retention and sustained engagement. Leaders who understand which capabilities matter most can better align their efforts with organisational objectives. Shifting from generic to targeted development. While investment in development remains crucial for motivating and retaining leaders, organisations must adopt a more focused approach. This involves assessing leadership capabilities against specific business challenges and implementing personalised development opportunities to address identified gaps. Cultivating adaptable leadership teams. Today's CEOs require leadership teams capable of pivoting collectively while maintaining a balanced focus on immediate performance and future potential. This adaptability ensures leaders remain effective during significant changes and can foster resilience throughout their teams. The Leadership Workshop Model in Practice The transition from factory to workshop thinking represents a fundamental shift in leadership development. Rather than producing standardised leaders, organisations must create environments where diverse leadership styles can flourish. This approach recognises that effective leadership in modern businesses requires a blend of consistent principles and adaptable practices. Success in this new model requires organisations to empower leaders to build their own personalised, self-driven learning journeys. This includes providing comprehensive modules covering self-leadership, team leadership, organisational leadership, and the effective use of technology across all these domains. Continuous, candid feedback from peers and team members remains crucial for raising self-awareness and creating development opportunities throughout the organisation. By using the new refinements to the old leadership factory model, businesses today can equip their leaders to perform better, their teams to recognise individual needs and collective weaknesses and to take action on them, and ultimately build resilience as a standard component of their day to day business activity. This evolution from leadership factory to leadership workshop represents more than a semantic shift - it embodies a fundamental change in how organisations approach leadership development. In today's complex business environment, success depends not on mass-producing identical leaders but on nurturing diverse leadership capabilities that can adapt to whatever challenges tomorrow may bring. ### Finance and Private Equity Trends 2025 As we step into 2025, financial markets are already experiencing significant turbulence. The most striking development thus far has been the sharp decline in stock values for major AI companies following the unexpected success of Chinese chatbots like Deep Seek. This disruption underscores the volatility of markets in response to emerging technologies. Beyond AI, several other key trends are shaping finance and private equity, including the rapid expansion of private credit markets, growing pressure from environmental concerns, and the increasing accessibility of private equity investments for retail investors. This article explores these transformative shifts and their broader implications. It also considers some of the opportunities these developments are opening up and the kinds of skills the sector needs. 1.   Large Language Models Reshape AI Investment Strategies The emergence of Deep Seek, a Chinese chatbot excelling in mathematics, coding, and natural language reasoning, has upended conventional thinking about large language models (LLMs). Remarkably, Deep Seek has achieved performance levels comparable to leading Western models such as ChatGPT at a fraction of the cost. However, concerns remain regarding China’s strict censorship policies and potential privacy risks associated with its use. Despite these concerns, Deep Seek’s breakthrough intensifies AI investments across financial services and private equity. Firms increasingly integrate AI into deal sourcing, due diligence, risk assessment, and portfolio management. Enhanced efficiencies will lead to smarter investment strategies, reinforcing AI’s role as a fundamental driver of financial decision-making. 2.   Blockchain and the Tokenization of Real-World Assets Blockchain technology is revolutionising financial transactions by prioritising security, transparency, and operational efficiency. Private equity firms leverage blockchain for asset tokenisation, enabling fractional ownership and improved liquidity. Smart contracts also gain traction, automating agreements and reducing reliance on intermediaries. Banks and financial institutions are expanding blockchain applications beyond tokenisation. Use cases include custody services, wealth management, and the issuance of stablecoins, all aimed at enhancing transaction efficiency and lowering costs. Regulatory structures for digital assets continue to evolve. The European Union is implementing comprehensive policies to ensure financial stability and consumer protection, while the US is showing increasing regulatory support for crypto-related initiatives. These developments necessitate strategic compliance adaptations by financial institutions. 3.   The Growth of Private Credit Markets The private credit sector is expanding at an unprecedented pace. In early 2024, it stood at $1.5 trillion, with projections indicating a rise to $2.6 trillion by 2029. This surge is prompting significant shifts in market dynamics. Large asset management firms are actively expanding their private credit portfolios through strategic acquisitions, as evidenced by BlackRock’s purchase of Global Infrastructure Partners, HPS, and Preqin. Meanwhile, traditional banks are scaling back investment banking operations. HSBC, for example, has announced a reduction in its investment banking activities in the UK, Europe, and the Americas while maintaining a focus on debt capital markets and infrastructure finance. Regulatory scrutiny is also intensifying. The Bank of England, for instance, is mandating banks to collect more comprehensive data from their prime brokerage clients to mitigate counterparty credit risks. 4.   ESG and Sustainability in Finance Environmental, social, and governance (ESG) considerations are becoming deeply embedded in finance and private equity. As the sector matures, firms shift from broad ESG commitments to standardised best practices in fund management, due diligence, and portfolio oversight. The focus is increasingly on investments that yield measurable environmental and social outcomes, moving beyond traditional risk mitigation. Biodiversity preservation is also gaining prominence, with investors recognising its financial and ethical significance. ESG is no longer an optional consideration; instead, it is a defining factor in investment strategies. 5.   The Rise of Family Offices in Private Equity Family offices, also known as privately controlled investment firms managing the wealth of high-net-worth individuals, are playing an increasingly significant role in private equity. With an estimated $6 trillion in assets under management, family offices are emerging as powerful players in direct investments, venture capital, and impact investing. Unlike traditional institutional investors, family offices are more agile, allowing them to seize niche investment opportunities and navigate market fluctuations flexibly. Many focus on alternative assets, including real estate, private credit, and sustainable investments, aligning with the broader industry’s shift toward diversification and long-term value creation. Technological advances and data analytics also enable family offices to refine their investment strategies, enhancing portfolio performance and risk management. Their increasing participation in private equity reshapes deal structures, fosters innovation, and broadens capital access for emerging businesses. 6.   Opportunities and Skills for 2025 and Beyond As industries evolve, new career opportunities are emerging across various sectors. Szymon Malecki, Managing Consultant at Horton International Poland, highlights key professional functions that are rapidly gaining traction in Poland and other Horton International markets. In particular, the financial sector is undergoing significant transformation, creating a growing demand for expertise in AI, blockchain, ESG investing, and private credit. Some of the most in-demand skills and career opportunities include: AI and Data Science: As AI integration deepens, professionals with skills in machine learning, predictive analytics, and data-driven decision-making will be in high demand. Blockchain and Digital Assets: The adoption of blockchain necessitates experts in smart contracts, decentralised finance (DeFi), and digital asset management. Sustainable Finance: ESG-focused roles are growing, requiring proficiency in impact investing, regulatory compliance, and sustainable portfolio management. Private Credit and Alternative Investments: The expanding private credit sector offers opportunities for structured finance, risk assessment, and debt capital markets.   Conclusion As we navigate 2025, finance and private equity are undergoing transformative changes driven by technological advances, regulatory shifts, and evolving investment paradigms. AI breakthroughs, blockchain applications, private credit growth and the rise of family offices are reshaping the industry, while ESG considerations redefine investment priorities. These trends present challenges and opportunities, necessitating adaptability and forward-thinking strategies for investors and professionals alike. The coming years will reward those who embrace innovation and align with the evolving financial ecosystem. Download the Report - Finance and Private Equity Trends 2025   ### Shaping the Future - Horton International’s Board Election Results Horton International is pleased to announce the results of our recent board elections, marking a new and exciting chapter in our commitment to providing exceptional leadership solutions and executive search services. We are delighted to have Maneesh Ajmani continue as Chairman of the Board, alongside his role as Regional Director for EMEA. Maneesh is joined on the board by Mafer Garibay, recently elected as Regional Director for the Americas, and Ani Närhi, who has joined as Board Observer, bringing valuable insights from the Northern European market. With these additions to the board, Horton International is well-positioned to continue its path of growth and innovation, helping clients navigate complex business landscapes. Re-Election of Maneesh Ajmani Maneesh shared: “I’m honoured to be re-elected as the Chairman and look forward to my collaboration with our colleagues from across our over 40 offices, using our deep industry expertise and AI and analytics to offer innovative solutions to our clients. I am delighted to welcome Mafer Garibay, our newly elected Regional Director for the Americas, and Ani Närhi, our Board Observer, to the Board. Together, we will continue to strengthen our global footprint, enhance our offerings, and solidify our position as the go-to partner for clients seeking transformative leadership solutions. I would also like to express my thanks to Joshua Hollander for his valuable contributions during his time on the board and look forward to continuing our collaboration within the business.   Welcoming Mafer Garibay Mafer commented: “I am excited to take on the role of Americas Director at Horton International. With over 20 years of experience driving impactful strategies across diverse industries, I am eager to bring my expertise and passion for leadership development to this expanded role. I’ve worked with incredible teams and leaders for years at Horton International, and I am inspired by the chance to work with a creative, dedicated group of people focused on the same purpose: empowering our clients to build transformative leadership teams and achieve sustainable growth. Together, we will maintain the strong position of our firm in the Americas and deliver on our promise of excellence. In today’s evolving global landscape, organizations face unique challenges that require agile and innovative leadership solutions. At Horton International, we remain steadfast in our goal to provide comprehensive, forward-thinking strategies that enable our clients to navigate these complexities with confidence and create lasting value. As I take on this role, I’m committed to grow and emphasize on our executive search and talent solutions as the cornerstone of our value proposition and boosting our leadership advisory services. It is a privilege to take on this role and I look forward to the opportunity to collaborate with our teams and clients to drive meaningful outcomes and shape the future of leadership together..“   Ani Närhi Joins as Board Observer Ani shared: “I am honoured to take on the new role of Board Observer at Horton International. This position allows me to contribute an external angle to board work, hopefully enrich strategic discussions, and bring insights about the important Northern European market which I represent. I am excited to support Horton International in its global ambitions from this new perspective.” We’re also pleased to confirm that Gary Woollacott continues as Regional Director for Asia Pacific, leveraging his extensive experience and insight to support the firm’s ongoing success across the region. Horton International’s commitment to excellence and collaboration remains steadfast as the firm continues to deliver high-quality executive search and leadership consulting services worldwide. With Maneesh’s re-election and the addition of Mafer and Ani to the board, the organization is poised for continued growth and innovation in the years ahead ### Seeking Fairness: Why Employees May Embrace Bots Over Bosses Algorithmic management may not roll off the tongue, but it’s definitely to the taste of a lot of employees. As long ago as 2023, 29.65% of UK workers thought an AI boss would be fairer than their human one and 28.83% of those polled in the USA agreed. When you think about how fast AI has developed in the past year, it’s pretty clear that this number will have grown. It’s a wake-up call for executive leadership - and evidence of the changing nature of workplace trust and authority. What Makes an AI Boss So Appealing? The answer’s simple - consistency and objectivity. Human managers can be influenced by personal relationships, unconscious bias, or office politics, and workers—especially office based ones—see that happening every day. AI systems make decisions based purely on data and predetermined criteria. We know there are caveats about the way AI is trained (large language models have their own biases after all) but it feels fairer and it looks clearer, and for individuals in the workplace this mathematical fairness provides a compelling alternative to traditional human-led evaluation processes. Executive Leadership - Adrift or at the Helm? The implications for executive decision-making are significant. When employees know that promotions, project assignments, and performance evaluations are backed by data-driven insights, they're more likely to accept outcomes – even unfavorable ones. This transparency can significantly reduce workplace tensions and discrimination claims while improving talent retention - a win win for both boss and worker. But this shift poses both challenges and opportunities for executive leadership. Some definitely view it as a threat to traditional authority structures, while forward-thinking leaders are already leveraging this preference for algorithmic fairness to enhance their decision-making processes. By integrating AI-driven assessment tools with human insight, organizations can create more sophisticated and equitable talent management systems, or at least, that’s the goal: not to replace human leadership but to augment it: Successful executives act as interpreters and implementers of data-driven insights. Instead of acting as sole decision-makers, they blend algorithmic recommendations with human judgment and emotional intelligence. It’s a new skill-set that a new generation of managers will take for granted. Organizational fairness as a principle. Because AI-driven management tools can identify high-potential employees earlier, managers can predict flight risks more accurately, and create more effective development paths. Effective management of this process also involves human intuition though; top performers requires the ability to recognise how teams will best work together, knowing which personalities will blend and which will conflict - and how each situation best benefits the organisation as a whole. C-suite transparency as standard. As with any other business transformation, the executive suite will set the tone. Investment in robust AI management tools is a first step - but from that point, sharing the frameworks and processes of human-AI collaborative decision-making is essential. It helps everybody in the organisation recognize the objectivity and balance in leadership approaches.   The future is not binary - it’s not bots or bosses, but a symbiosis that blends the two in a way that employees can trust, and welcome. ### Future-Proofing Your Organisation - The Leadership Roles of Tomorrow In the current, swiftly evolving business environment, companies must proactively adapt to emerging trends if they want to remain competitive. One key aspect of this adaptation will involve redefining leadership roles, so leaders are well-equipped to tackle future challenges. Tomorrow’s leaders will need a fresh set of skills to ensure they can cope with the increasingly digitised workplace - and a workforce that demands much more diversity and equitability. Many organisations still have a fair way to go before they get where they need to be in terms of leadership. To reach their targets, they can draw upon several, statistically supported strategies to future-proof the company, by readying for the leadership roles of tomorrow. 1. Embracing Diversity and Inclusion in Leadership Diverse leadership teams offer a variety of perspectives, encouraging innovation and smarter, more informed decision-making. Presently though, representation gaps still persist. As of 2023, women held just 12% of all senior leadership and executive board roles. On top of this, in the US alone, only 1% of C-suite executives were Latina, highlighting yet another area of significant underrepresentation. To bridge these diversity gaps, businesses must roll out comprehensive inclusion initiatives, with a heavy focus on diverse recruitment policies, mentorship to enable access and unbiased, equitable promotion practices. 2. Developing Effective Leadership Succession Plans Having a solid succession plan in place ensures organisational stability during leadership transitions. Despite this, only 11% of HR leaders feel they have a strong suite of candidates to draw from to fill any of their soon-to-be-vacated leadership roles. Organisations that invest in leadership development programs now will effectively mitigate this issue, as they’ll prepare high-potential employees properly for future roles, stemming any leadership gaps. 3. Tackling Leadership Burnout Leadership burnout is a rising concern, with almost 60% of leaders reporting feeling worn out at the end of each workday. This ongoing fatigue often leads to decreased effectiveness and productivity, as well as higher staff turnover rates. Companies can address burnout by promoting good work-life balance, providing adequate mental health resources - and fostering a working environment that prioritises worker well-being. 4. Creating a Culture of Continuous Learning and Adaptability The rapid pace of technology’s advancement calls for flexible leaders that are committed to continuous learning. At present, only 29% of organisations offer training for pivotal leadership skills, an issue that must be tackled urgently. Rolling out ongoing training initiatives will equip tomorrow’s leaders with the skills they’ll need to navigate future challenges effectively. 5. Integrating Fresh C-Suite Roles The ever-evolving business marketplace has led to the emergence of new C-suite roles that are focused on kickstarting innovation and transformation. Positions like Chief Transformation Officer, Chief Experience Officer, and Chief ESG (Environmental, Social, and Governance) Officer are all becoming increasingly relevant. Organisations who incorporate these new roles will get a huge head start - as they’ll stay abreast of industry trends and be better able to address the company’s specific, strategic priorities. 6. Increasing Gender Diversity in Leadership roles Though there has been significant progress, women still remain drastically underrepresented when it comes to executive roles. Worldwide, women only hold 23% of board seats and just 8% of chair roles. To close this gender gap, organisations must focus on fostering a pipeline of top flight female talent, while providing mentorship programs, and ensuring equal opportunities for career progression and promotion. 7. Leveraging Technology and Digital Leadership As the digital transformation reshapes entire industries, it will require skilled leaders who are proficient in leveraging technology. At the moment, just 16% of companies are using successful digital marketing strategies, indicating a notable skills gap. Investing sufficiently in digital leadership development is a savvy long-term move, letting organisations better position themselves so they can boost the benefits from technological advancements. 8. Promoting Inclusive Leadership Practices Inclusive leadership means encouraging a workplace culture where a multitude of perspectives are valued, which in turn leads to improved team performance. Currently, just 4.2% of Fortune 500 CEOs are BAME, while only 3.6% are female, statistics which highlight a serious dearth of diversity at the very highest levels. To combat this, businesses have to train leaders so they are well-skilled at implementing inclusive practices - and hold them accountable for promoting diversity within their teams. 9. Fostering Cross-Functional Collaboration Future leaders should break down silos and cultivate collaboration organisation-wide. Taking this approach not only results in boosted and more comprehensive solutions - it also galvanises innovation. To effectively enhance staff and team collaboration, leaders should create multiple opportunities for cross-functional projects, while simultaneously fostering a culture of open communication. 10. Building Resilience and Agility Today’s business environment is volatile and unpredictable - and in response, leaders must be resilient and agile. Roughly 30% of current leaders still feel inadequately prepared for their roles, a statistic which underscores the need for improved resilience training. Equipping leaders with the tools and strategies they’ll need to manage change effectively will prove a smart investment later on - as this step will go a long way to enhancing organisational agility and adaptability. Conclusion Leadership has a central role to play in tomorrow’s workplace and the company’s ability to thrive as a whole going forward. Businesses must take the necessary steps to future-proof their organisations and place a deliberate focus on developing leadership roles that will align well with emerging new trends. It’s not a small task upfront - yet all this effort will be worthwhile down the line. If organisations embrace diversity, foster continuous learning, integrate new C-suite positions, and promote inclusive practices - they’ll position themselves well for sustained success in the ever-evolving business landscape. ### The Complexities of Diversity, Equality and Inclusion (DEI) in China Diversity, Equality, and Inclusion (DEI) have become global imperatives in the corporate world, and for good reason. Studies have consistently shown the benefits of diverse teams, such as McKinsey’s report revealing that companies with ethnically diverse leadership teams are 35% more likely to outperform their peers financially. While I am a strong advocate of DEI, I believe it's important to explore the complexities and challenges that organisations face in implementing it, especially in unique markets like China. The Evolution of DEI in China In the 1990s, the leadership of most multinational companies (MNCs) in China was dominated by expatriates. Back then, the lack of skilled local talent with both foreign language proficiency and cross-cultural understanding necessitated this model. However, over the last two decades, the landscape has changed drastically. Today, Chinese nationals with international education and experience lead the majority of MNCs operating in China. While this shift has removed the proverbial "glass ceiling" for many PRC (People's Republic of China) professionals, it has also reduced diversity in many organisations, particularly in terms of nationality. The Shanghai lockdown during COVID-19 in 2022 exacerbated this trend, with many expatriates leaving China and companies finding it increasingly difficult to attract foreign talent. As a result, organisations in China now face the challenge of balancing DEI goals while working with a talent pool that has become less internationally diverse. The Challenges of Enforcing DEI Targets While the benefits of DEI are clear, enforcing rigid DEI targets can present unintended consequences. For instance, some companies mandate that final candidates for senior management roles must meet specific demographic criteria, such as gender. While this aims to address historical imbalances, it risks undermining meritocracy if the most suitable candidate is overlooked due to these criteria. A specific example from my experience as a search consultant highlights this issue. A client “explicitly but secretly” requested that the final candidate for a senior position be female to meet the company’s DEI target. While there are many highly qualified female executives, in some cases, the most suitable candidate for a particular role may not align with these requirements. Such practices raise important questions: Does prioritising demographic attributes over qualifications amount to discrimination? And what is the right balance between achieving diversity and maintaining meritocracy? Unique DEI Considerations in China 1. Cultural Diversity Within China China itself is home to 56 recognised ethnic groups, each with its own language, culture and traditions. However, Han Chinese represent over 90% of the population, which can make achieving ethnic diversity in organisations challenging. For companies operating in China, fostering inclusivity for ethnic minorities remains a relatively underexplored area of DEI. 2. Gender Representation While gender diversity has improved in some sectors, challenges remain. According to the World Economic Forum’s Global Gender Gap Report 2023, China ranks 107th out of 146 countries in gender parity, with significant gaps in political and economic participation. Women hold fewer senior leadership positions and cultural norms often perpetuate traditional gender roles. While efforts to address these imbalances are growing, rigid quotas can sometimes lead to tokenism rather than meaningful change. 3. Age Diversity China’s rapidly aging workforce presents another unique DEI challenge. With a declining birth rate and a rapidly growing population of older workers, companies must navigate intergenerational dynamics while ensuring inclusion across age groups. Organisations that embrace age diversity often benefit from a mix of innovation from younger employees and the experience of older workers. 4. LGBTQ+ Inclusion LGBTQ+ inclusion is a relatively sensitive topic in China. While progress has been made, such as increased visibility during Pride Month, systemic barriers remain. According to a United Nations Development Programme (UNDP) report, only 5% of LGBTQ+ people in China feel comfortable disclosing their sexual orientation or gender identity at work. Other reports indicate that LGBTQ+ people in China face discrimination and harassment in the workplace, including: 20% of LGBTQ+ people have experienced workplace discrimination or harassment 14% of LGBTQ+ people have been denied employment because of their sexual orientation or gender identity 8% of people interviewed believe they have been fired because of their sexual orientation or gender identity. This highlights the importance of fostering safe and inclusive environments for employees of all identities. The Role of Leadership in Driving DEI Leadership plays a critical role in embedding DEI into an organisation’s DNA. According to a 2022 Deloitte report, companies with leaders who actively support diversity are 70% more likely to see positive DEI outcomes. However, in China, cultural nuances require leaders to balance global DEI initiatives with local realities. For instance, companies may need to adapt DEI strategies to align with local labour market conditions, cultural expectations and legal frameworks. This requires thoughtful leadership that goes beyond meeting quotas and focuses on creating inclusive cultures where all employees feel valued. Where Do We Go From Here? As companies strive to achieve DEI goals, particularly in unique markets like China, it’s essential to adopt a holistic approach that recognises the nuances and challenges of each region. Rather than focusing solely on quotas, organisations should emphasise long-term strategies, such as: Investing in local talent development to ensure sustainable growth. Creating mentorship programmes to support underrepresented groups. Conducting unconscious bias training to foster an inclusive workplace culture. Measuring DEI progress with qualitative as well as quantitative metrics to ensure meaningful impact. Conclusion: Beyond the Numbers While the data underscores the value of DEI, implementing it is rarely straightforward, especially in a market as dynamic as China. Companies must navigate challenges such as reduced international diversity, cultural nuances and balancing global DEI mandates with local realities. The key lies in adopting a flexible, thoughtful approach that focuses on creating inclusive cultures rather than simply meeting targets. Ultimately, the success of DEI initiatives depends on their authenticity. By prioritising inclusion and equity alongside diversity, organisations can not only meet their DEI goals but also create workplaces that thrive in the face of complexity. Download the Report   ### Horton International Re-establishes Its Presence in Poland-with Malecki Executive Search The global executive search and talent management leader, Horton International will welcome Malecki Executive Search to its global group this month. Known for its global reach coupled with local expertise, Horton International has an established presence across the Americas, Europe, Middle East, Africa and Asia-Pacific. Szymon Malecki, Managing Partner at Malecki Executive Search along with the team will lend their considerable insight, expertise and experience of the Central and Eastern European market to Horton International. Szymon Malecki has spent the formative years of his career in international business management for industry leaders such as Ardex and the euroscript Group/Amplexor. During the past decade Szymon has placed more than 450 people, the majority of whom are still making enormous contributions to the successful, motivated teams in the clients’ organizations in Poland and worldwide. The Kraków-based boutique search consultancy has developed a tailor-made industry approach for the Global Business Services, Technology, Professional Services, Banking and Finance and Private Equity sectors. Their excellence in functional areas like CFO, COO, CMO and the People/HR functions make them a preferred partner for clients. Malecki has leveraged its proximity to some of the leading global Shared Service Centres, Management Consultancy leaders and local Polish industry champions, especially the ones expanding internationally, to become the preferred executive search firm for leaders in these sectors. Malecki Executive Search’s expertise in these sectors aligns with a clear search process, rooted in a deep understanding of each customer and their specific needs. Managing Partner Szymon Malecki commented: “I am incredibly proud to be partnering with Horton International. It feels like the perfect way to celebrate the 10th anniversary of Malecki Executive Search. This partnership is not only a professional achievement but also a moment of pride to become Horton’s trusted Polish partner. Having worked extensively with global Fortune 500 enterprises seeking support in Poland and the region, we are now thrilled to expand our offering. As the Polish economy matures, we are committed to providing more comprehensive solutions to develop senior leaders and empower them to rise as local champions. Partnering with Horton International, a global organization spanning over 35 countries with more than 300 exceptional executive research professionals, comes at a pivotal moment in our journey. We look forward to learning, growing, and contributing to this remarkable global network.” Welcoming Szymon and the wider Malecki Executive Search team to the Horton International Group, Horton International’s Chairman of the Board, Maneesh Ajmani, said: “I warmly welcome Szymon Malecki and his team to lead our executive search and talent management services in Poland. Their expertise, innovative mindset, and commitment to excellence align perfectly with our vision for delivering unparalleled value to clients across the region. We are confident that Szymon and his colleagues will drive impactful growth and strengthen our presence in Poland.”  Gemma Van Rooyen, Director of Global Programs, shared: “We are delighted to welcome Malecki Executive Search into Horton International. Szymon and his team will be a great addition to the Horton International family, and will enhance our capability to deliver both searches and leadership consultancy in Poland and across Europe.” To find out more about Horton International, visit hortoninternational.com To find out more about Malecki Executive Search, visit www.maleckiexecutive.com   About With a presence in over 35 countries and 45 offices across the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence.     ### Redefining Leadership: Navigating the AI Era with Purpose and Ethics As artificial intelligence (AI) continues to evolve, its integration into leadership practices is reshaping the workplace, decision-making processes, and the role of leaders themselves. Effective leadership today goes beyond traditional skills like communication and strategic thinking, it now requires the ability to navigate a complex, AI-driven landscape with adaptability, ethical awareness, and forward-thinking vision. The Growing Influence of AI in Leadership AI is becoming an indispensable tool for leaders across industries. According to Accenture’s Technology Vision 2025, 98% of executives globally believe that AI will play a critical role in their organisation's strategies by the end of the decade. AI-powered tools are transforming workflows by automating repetitive tasks, providing real-time insights and enhancing decision-making capabilities. This allows leaders to focus more on innovation and strategy while delegating operational tasks to intelligent systems. For example, predictive analytics is enabling leaders to anticipate market trends and customer behaviours with greater accuracy. In healthcare, AI is supporting leaders by optimising resource allocation and improving patient outcomes, while in manufacturing, it’s streamlining supply chain management and ensuring operational efficiency. Leadership Skills in an AI-Driven World To thrive in an AI-driven workplace, leaders must adapt their skill sets to include technological fluency and an understanding of AI’s capabilities. However, technical expertise alone is not enough; human-centric leadership will remain essential to balance AI’s capabilities with ethical considerations. 1. Emotional Intelligence and Empathy With AI handling data and operations, human skills such as emotional intelligence (EQ) will become even more valuable. Leaders must focus on building trust, motivating their teams and addressing emotional and psychological needs that AI cannot fulfil. A McKinsey Global Institute study found that businesses focusing on human capital development, in addition to financial performance, were roughly 1.5 times more likely than average companies to remain high performers over time and had about half the earnings volatility. 2. Adaptability The rapid evolution of AI technology means that leaders need to be flexible and open to continuous learning. Keeping pace with AI innovations and integrating them into workflows requires a mindset that embraces change. 3. Critical Thinking Leaders must also ensure that AI-generated insights are applied judiciously. This involves evaluating the reliability of data, questioning AI-driven recommendations and making balanced decisions that account for potential biases or risks. The Ethical Imperative As AI adoption grows, ethical leadership is becoming increasingly important. Recent studies highlight the nuanced relationship between consumers and AI. According to Salesforce, nearly three-quarters of customers are concerned about the unethical use of AI by companies, underscoring the importance of transparency and accountability in building trust. At the same time, a Capgemini study found that 73% of consumers globally trust content created by generative AI, reflecting growing confidence in AI’s ability to deliver valuable and reliable outcomes. Together, these findings demonstrate that while consumers are increasingly comfortable with the products of AI, they remain vigilant about the ethical frameworks governing its use. Leaders must ensure that their use of AI aligns with ethical principles such as fairness, accountability and transparency. Addressing Bias in AI AI systems are only as good as the data they are trained on and biases in datasets can lead to unfair or discriminatory outcomes. For example, biased hiring algorithms have been shown to favour certain demographics over others. Leaders need to work closely with AI developers to mitigate biases and ensure fairness in decision-making processes. Regulatory Compliance As governments around the world introduce regulations on AI, leaders must stay informed and ensure compliance. For instance, the European Union’s AI Act, expected to be finalised in 2025, will categorise AI systems based on their risk levels and impose stringent requirements on high-risk applications. Leveraging AI for Inclusion and Diversity AI has the potential to enhance workplace inclusivity when used responsibly. Leaders can deploy AI tools to identify and address pay gaps, create unbiased recruitment processes and monitor workplace diversity. For instance, AI-driven platforms like Textio analyse job descriptions to ensure they use inclusive language, attracting a broader pool of candidates and IBM's Be Equal initiative focuses on expanding, enabling and ensuring equality within the organisation and beyond. These endeavours harness data transparency and AI to enable accountability, action and outcomes for increased diversity representation and inclusion at every level of the company. AI and Decision-Making AI is rapidly transforming decision-making processes across organisations by providing leaders with advanced tools for analysing data and predicting outcomes. Gartner reports that 62% of organisations deploying hyperautomation have implemented AI tools, streamlining workflows and improving operational efficiency. Additionally, Gartner highlights that 60% of tech leaders report their organisations are already using generative AI solutions beyond ChatGPT, demonstrating the growing integration of AI into strategic applications. These developments underscore how AI is becoming a critical asset for leaders, enabling data-driven decisions while fostering innovation and agility in complex business environments. Leaders can use AI to simulate scenarios, predict outcomes and make informed choices with greater confidence. However, the reliance on AI for decisions also poses risks. Leaders must avoid over-dependence on AI and ensure that human judgement remains central. They should foster a culture of collaboration where AI insights are combined with team input to arrive at balanced decisions. The Role of Leaders in AI Implementation Effective AI implementation requires more than just technological investments. Leaders must foster an organisational culture that embraces AI while addressing employee concerns about job displacement. Concerns about job security remain a significant consideration as AI becomes more integrated into workplaces. A PwC report titled Will Robots Really Steal Our Jobs? found that 37% of workers are worried about losing their jobs to automation, reflecting a growing anxiety about the rapid pace of technological change. Additionally, a separate PwC survey revealed that 27% of US workers fear their roles could be replaced by technology within the next five years, with this concern particularly high among younger workers aged 18 to 24, where 37% share this fear. These findings highlight the critical role of leaders in addressing employee concerns, offering transparency and upskilling opportunities to foster confidence in an AI-driven future. Building Trust and Engagement To mitigate fears, leaders should focus on transparent communication. Employees need to understand how AI will enhance their roles rather than replace them. Offering training programmes and upskilling opportunities can empower employees to work alongside AI confidently. Encouraging Innovation AI provides leaders with an opportunity to foster innovation. By automating routine tasks, employees can focus on creative and strategic initiatives. Leaders should encourage experimentation and provide teams with the tools to innovate using AI. AI and Leadership in Different Regions AI adoption and leadership approaches vary across regions, influenced by cultural and regulatory factors: America The United States continues to lead in AI innovation, with a significant and growing investment by companies in AI technologies. For example, Microsoft has announced plans to invest approximately $80 billion in AI-enabled data centers in fiscal 2025, with over half of this investment allocated to the United States. Globally, the AI adoption rate in businesses has nearly doubled from 2017 to 2022, highlighting the rapid integration of AI across industries. This trend underscores the substantial commitment of U.S. companies to advancing AI capabilities and maintaining their leadership in this transformative field. Leadership in the US is increasingly focused on integrating AI with agile methodologies. Europe European leaders are prioritising ethical AI practices, driven by regulatory frameworks like the EU AI Act. AI adoption in Germany's manufacturing sector is on the rise. A recent report indicates that 83% of manufacturing enterprises plan to integrate Generative AI into their operations by the end of 2025, with 42% expecting to increase automation and 34% intending to incorporate additional AI technologies. This trend reflects a strong belief among industry leaders that AI can enhance operational efficiency and productivity in manufacturing. Asia-Pacific China and India are leveraging artificial intelligence (AI) to drive substantial economic growth. In China, 83% of respondents report using generative AI technologies, surpassing the global average of 54% and the United States at 65%. This widespread adoption enables Chinese businesses to optimise supply chains and enhance productivity. Similarly, in India, AI is projected to contribute up to $500 billion to the nation's GDP by 2025, accounting for 10% of the country's target of a $5 trillion GDP. These developments underscore the pivotal role AI plays in the economic strategies of both nations. Preparing for the Future As AI continues to reshape the workplace, leaders must be proactive in preparing for the future. This includes staying informed about technological advancements, fostering a culture of lifelong learning and prioritising ethical considerations. To lead effectively in an AI-driven world, leaders must invest in their own development. Attending workshops, participating in AI-focused forums and collaborating with technology experts can provide valuable insights. While AI can enhance efficiency, leadership will always require a human touch. Empathy, ethics and communication will remain core to building trust and engagement. Conclusion: Leading with Purpose in the Age of AI Leadership in 2025 is about striking a balance between embracing AI’s potential and preserving the human values that drive organisational success. By leveraging AI responsibly, fostering innovation and prioritising ethics, leaders can navigate the challenges of the AI era and create workplaces that thrive. Partner with Horton International Whether you're looking to recruit forward-thinking leaders or seeking guidance on leadership strategies, our team is here to help. Contact us today to learn how we can support your organisation’s journey into the future of leadership. ### Navigating Change: Key Leadership Trends for 2025 As we begin 2025, the landscape of leadership continues to evolve in response to technological advancements, changing workforce demographics and shifting societal expectations. The leaders of tomorrow must embrace agility, empathy and inclusivity, while leveraging technological innovations to navigate increasingly complex environments. Here we explore the top leadership trends shaping 2025. 1. Human-Centred Leadership Human-centred leadership remains at the forefront in 2025. Empathy, emotional intelligence and a focus on employee wellbeing are now seen as fundamental leadership qualities. The COVID-19 pandemic heightened awareness of mental health, making emotional support a key driver of employee satisfaction and productivity. Gallup’s 2023 findings reveal that engaged teams achieve 23% higher profitability and 18% greater productivity, reinforcing the critical role of employee engagement in organisational success. Furthermore, a recent McKinsey study highlighted the significant impact of meaningful work on employee productivity. For instance, employees who find purpose in their work are more engaged and motivated. Additionally, McKinsey notes that employees who feel their purpose aligns with their company's are more likely to experience higher fulfillment and wellbeing. These insights emphasise the importance of leaders fostering a sense of purpose and meaning in the workplace to enhance employee performance and satisfaction and underscores a growing realisation: effective leaders are not just task-oriented but people-oriented. Organisations prioritising human-centred leadership are likely to see higher employee engagement and reduced turnover. 2. Digital Transformation and Tech-Savvy Leadership With the integration of artificial intelligence (AI), big data and automation, leaders must be technologically proficient. Gartner predicts that in 2025, structured automation will be implemented by 70% of organisations to enhance flexibility and efficiency, a significant increase from 20% in 2021. Tech-savvy leaders are essential for bridging the gap between innovation and implementation. By leveraging technology to optimise workflows and improve decision-making, these leaders can drive growth while fostering a culture of continuous improvement. 3. Inclusive and Diverse Leadership Inclusive leadership that values diverse perspectives is essential for fostering innovation. A 2023 Global Leadership Forecast by DDI found that only 15% of leaders feel prepared to address employee burnout, highlighting the importance of inclusive strategies that consider diverse employee needs. Research by McKinsey & Company indicates that organisations with diverse leadership teams are more likely to outperform their peers financially. Specifically, companies in the top quartile for ethnic and cultural diversity on executive teams were 36% more likely to achieve above-average profitability compared to those in the bottom quartile. This finding underscores the significant impact that diversity in leadership can have on a company's financial success. Inclusivity is not just a moral imperative; it is a business advantage. Leaders who embrace inclusivity will foster innovation and attract top talent. 4. Agility and Adaptability In a volatile global market, agility and adaptability are crucial leadership traits. Gartner's 2023 CEO Survey indicates that productivity will become a top five strategic business priority in 2025, emphasising the need for leaders to swiftly adapt strategies in response to changing conditions. In 2020, The World Economic Forum predicated that by 2025, 97 million new jobs will emerge due to automation and technological advancements, while 85 million may be displaced. This dynamic environment requires leaders to be flexible and forward-thinking, enabling their organisations to thrive amidst uncertainty. 5. Focus on Employee Wellbeing Prioritising employee wellbeing is now a business imperative. DDI's 2023 Global Leadership Forecast reports that 72% of leaders feel "used up" at the end of the day, a 12% increase from 2020, indicating rising burnout levels. Leaders must implement wellbeing initiatives to maintain productivity and morale. Employee wellbeing initiatives, such as flexible working arrangements and mental health support are gaining traction worldwide. The World Health Organization (WHO) report highlights that poor mental health costs the global economy $1 trillion annually in lost productivity. Organisations that prioritise their employees' mental health will see tangible benefits in engagement and performance. 6. Ethical and Transparent Leadership Transparency and ethical behaviour are increasingly demanded by stakeholders. Gartner's 2024 Leadership Vision for Tech CEOs emphasises the importance of leading through change with integrity to thrive in uncertain environments. Transparency and ethical behaviour are increasingly seen as non-negotiable in leadership. According to the 2023 Edelman Trust Barometer, business institutions globally need to be seen as both competent and ethical, with 62% of respondents expecting CEOs to lead on societal issues. Moreover, 89% believe that leaders must visibly address environmental, social and governance (ESG) challenges to maintain credibility. Transparency and ethics are also key factors in building trust and attracting and retaining top talent. According to PwC’s 2024 Global Workforce Hopes and Fears Survey, transparency in decision-making processes, including the use of AI systems, is vital for fostering trust and confidence among employees. These findings demonstrate that companies that commit to ethical practices and open communication are better positioned to build strong, trust-based relationships with their workforce, enhancing their ability to retain talent in a competitive market. 7. Lifelong Learning and Leadership Development Continuous learning is essential for leaders to stay relevant. Harvard Business Publishing's 2023 Global Leadership Development Study highlights the urgent need for effective leadership development approaches to prepare leaders for future challenges. Leaders must commit to lifelong learning to keep pace with rapid changes. This includes upskilling in areas like digital literacy and cultural intelligence. Organisations that invest in leadership development programmes will not only equip their leaders for success but also foster a culture of innovation and adaptability. 8. Hybrid Work Models The shift towards hybrid work models requires leaders to adopt new communication strategies. Hybrid work models offer flexibility but also present challenges in maintaining team cohesion. Leaders must focus on fostering inclusivity and trust within distributed teams. Remote work has shown significant potential to boost productivity when supported by effective leadership and clear communication. According to a study by Stanford University, remote workers are 13% more productive than their in-office counterparts.  This boost in productivity is partly due to fewer distractions and the ability to create a personalised work environment. Additionally, remote work provides employees with greater autonomy, empowering them to manage their tasks and time more effectively. These findings underscore the importance of strong leadership and robust communication strategies in ensuring that remote work leads to positive outcomes for both employees and organisations. 9. Sustainability and Social Responsibility Sustainability is becoming central to organisational strategies with an increasing importance placed on environmental and social governance (ESG) factors in business decisions. Consumers and employees expect businesses to take a stand on environmental and social issues. According to PwC's Consumer Intelligence Series on ESG, over three-quarters of consumers and employees expect businesses to proactively shape best practices in environmental, social and governance (ESG) areas rather than merely reacting to external pressures. This expectation highlights the growing demand for companies to align their operations with sustainable and ethical values. By prioritising ESG initiatives such as reducing carbon footprints, enhancing diversity and inclusion, and ensuring data privacy, businesses can build stronger trust with consumers and employees alike, fostering loyalty and long-term success. Leaders who integrate sustainability into their strategies will not only contribute to societal good but also strengthen their brand reputation. 10. Coaching and Mentorship Leaders who act as coaches and mentors foster team growth and loyalty. DDI's CEO Leadership Report 2023 emphasises the importance of developing the next generation of leaders, with half of CEOs citing it as a top challenge. Coaching and mentorship go beyond traditional management practices. By empowering their teams, leaders can create a culture of continuous learning and innovation. Organisations with strong coaching cultures report 13% higher engagement levels and 33% greater business performance.' Conclusion The leadership trends of 2025 reflect a complex, interconnected world where leaders must balance technological innovation with a deep understanding of human needs. By embracing inclusivity, agility, sustainability and employee wellbeing, leaders can drive meaningful change and position their organisations for long-term success. These trends underscore a fundamental shift: leadership is no longer about commanding and controlling but about inspiring, empowering and creating value for all stakeholders. ### DEI in 2025: A Path Forward Amid Progress and Pushback The road to achieving meaningful Diversity, Equity and Inclusion (DEI) has always been challenging, but 2025 presents a particularly complex terrain. As some regions and companies push forward with bold DEI initiatives, others are facing significant resistance, creating a fragmented global landscape. This divergence requires organisations to adopt nuanced approaches that consider both opportunities and challenges in their pursuit of inclusive workplaces. The State of DEI: A Focus on Sector-Specific Trends Technology and DEI: Leading the Charge The technology sector continues to push boundaries in advancing DEI. Companies like Microsoft, Google and Salesforce have set ambitious goals for increasing representation among underrepresented groups in leadership positions. For instance, in 2024, Microsoft pledged to double the number of Black and Hispanic leaders in the U.S. workforce by 2025. These organisations are not only investing in recruitment but also in career development programmes designed to retain diverse talent. Additionally, technology is becoming a key enabler of DEI through tools like AI-driven analytics, which identify and address bias in hiring processes and pay disparities. However, the use of AI in DEI is not without challenges, as biases in algorithms themselves can inadvertently perpetuate inequities if not carefully monitored. Healthcare: Closing Gaps in Access and Equity The healthcare industry is also stepping up its DEI efforts, with a focus on improving both workforce diversity and patient care. Companies like CVS Health and Johnson & Johnson have launched initiatives to address racial and ethnic disparities in health outcomes. For example, CVS Health’s Project Health initiative has provided free health screenings to underserved communities, directly addressing barriers to care. In addition, healthcare organisations are making strides in diversifying leadership. A recent survey by McKinsey found that organisations with diverse executive teams were more effective in addressing health equity challenges, improving patient outcomes across demographics. Education: Preparing Future Leaders Educational institutions play a vital role in shaping the DEI landscape by fostering an inclusive environment for students and staff. Universities in the UK and Canada have launched scholarships and mentorship programmes aimed at underrepresented groups, helping to bridge gaps in higher education access. For example, the University of Toronto recently expanded its Indigenous mentorship programmes to support students navigating academia and career development. Incorporating DEI into curricula has also gained momentum. Schools and universities are integrating discussions on systemic inequities and cultural competence into their programmes, equipping future leaders with the skills to champion DEI in their respective industries. This sector-specific progress underscores how DEI priorities vary across industries while demonstrating a shared commitment to meaningful change. By understanding and leveraging these trends, organisations can better tailor their strategies to meet industry-specific needs and challenges. Why DEI Remains a Business Imperative Even amid setbacks, the case for DEI as a business strategy remains robust. Financial Performance Organisations with diverse teams are 36% more likely to outperform their peers, according to a McKinsey report. This correlation underscores how inclusion can drive profitability and shareholder value. Talent Attraction and Retention DEI is increasingly a deciding factor for employees when choosing or staying with an employer. A survey by LinkedIn revealed that 83% of millennials prioritise a company’s DEI efforts when evaluating potential workplaces. Innovation and Problem-Solving Inclusive teams outperform homogeneous ones in brainstorming and problem-solving, as diverse perspectives foster creativity and challenge conventional thinking. This innovation boost is particularly crucial in rapidly evolving industries. The Challenges of DEI in 2025 1. Resistance to Change As seen in the U.S., backlash against DEI efforts can emerge from various quarters, including political leaders, employees and customers. This resistance often stems from misunderstandings about the purpose of DEI or concerns about reverse discrimination. 2. Inconsistent Global Standards Multinational organisations face the challenge of navigating vastly different legal and cultural expectations across regions. For instance, what is celebrated as progress in Canada might be restricted or controversial in parts of the U.S. 3. Measurement and Accountability One persistent challenge is defining and measuring success in DEI. Many organisations struggle to move beyond surface-level diversity metrics to assess the true inclusivity and equity of their workplace environments. 4. Perception vs. Reality Organisations often fall into the trap of “performative DEI,” focusing on optics rather than meaningful change. This approach can damage employee trust and external reputation if efforts are perceived as insincere. Strategies for Future Success 1. Localising DEI Initiatives Multinational organisations must adopt region-specific strategies to align with local laws and cultural contexts. For example, a company operating in both Florida and Ontario might develop tailored DEI programmes that respect the distinct legislative landscapes while maintaining core organisational values. 2. Prioritising Inclusive Leadership Leaders must be equipped to navigate the complexities of DEI, serving as advocates and role models. Inclusive leadership training should focus on emotional intelligence, cultural competence and active allyship to ensure that leaders can effectively support diverse teams. 3. Leveraging Technology for Inclusion Advancements in technology offer new tools to drive DEI. AI can be used to eliminate bias in hiring processes, analyse pay equity and measure employee sentiment. However, companies must also remain vigilant about potential biases in AI algorithms themselves. 4. Encouraging Employee-Led Initiatives Employee Resource Groups (ERGs) can play a significant role in fostering a sense of belonging and advancing DEI goals. Empowering employees to lead these groups encourages engagement and provides valuable insights into the needs of underrepresented groups. 5. Building Transparent Metrics Establishing clear, measurable DEI goals—and holding leadership accountable for achieving them—builds trust among employees and stakeholders. For example, organisations might set targets for gender diversity in leadership or conduct regular pay equity audits to track progress. Case Studies: DEI in Action Spotify Spotify’s "Work From Anywhere" initiative has successfully incorporated DEI into its flexible work policies. By ensuring equal access to career development resources regardless of location, Spotify has maintained high levels of employee engagement and inclusivity. Unilever Unilever’s commitment to DEI is evident in its leadership development programmes, which aim to equip leaders with the skills to promote equity and inclusivity across all levels of the organisation. Intel Intel has set ambitious DEI goals, including achieving full representation of underrepresented minorities and women in its U.S. workforce by 2030. The company’s transparency in publishing annual DEI reports has built credibility and trust. Opportunities Amid Challenges Despite the hurdles, 2025 presents significant opportunities for organisations to lead with purpose. Companies that prioritise intersectionality—recognising the overlapping identities and experiences of individuals—will be better positioned to address nuanced challenges. Additionally, the continued emphasis on mental health and wellbeing provides an avenue for DEI to extend beyond representation and equity to create truly supportive workplaces. The Future of DEI: A Balancing Act As DEI continues to evolve, organisations must find ways to balance progress with the realities of resistance. Success in 2025 will depend on a company’s ability to adapt to diverse global contexts while remaining steadfast in its commitment to inclusion. By embedding DEI into the fabric of their operations, businesses can not only weather the challenges but also thrive in an increasingly diverse and interconnected world. ### The Talent Gap: Preparing for Critical Leadership Challenges in the Year Ahead As businesses navigate a rapidly shifting landscape, the importance of strong leadership has never been clearer. However, many organisations face a growing talent gap, with an urgent need to address critical shortages in leadership skills. Economic volatility, technological disruption and evolving workforce dynamics have created new challenges that demand innovative and adaptable leaders. Preparing for these hurdles requires a proactive approach to identifying, developing and retaining top talent. Understanding the Talent Gap The talent gap in leadership is more than just a numbers game; it’s about a mismatch between the skills leaders possess and the competencies businesses now require. A study by PwC found that 70% of CEOs globally are concerned about the availability of key skills within their organisations. This gap is particularly evident in areas like digital transformation, crisis management and diversity, equity and inclusion (DEI). The pandemic accelerated these trends, exposing weaknesses in traditional leadership approaches. For instance, leaders who excelled in pre-pandemic office environments often struggled to adapt to hybrid work models or maintain team engagement in virtual settings. As businesses face ongoing economic uncertainties, the need for leaders who can navigate complexity and ambiguity is more pressing than ever. Key Leadership Challenges in the Year Ahead Adapting to Hybrid Work Models The shift to hybrid work is here to stay, but managing distributed teams effectively requires a new skill set. Leaders must foster collaboration across virtual and in-person environments while ensuring productivity and morale remain high. Various studies have highlighted that employees feel less connected to their teams in hybrid settings, underscoring the importance of strong, empathetic leadership. Driving Digital Transformation Digital skills are no longer optional for leaders. With automation, AI and data analytics reshaping industries, leaders must understand how to leverage technology to drive growth. However, only 40% of executives feel confident in their ability to lead digital transformation efforts, according to McKinsey. Prioritising DEI in Leadership Diversity, equity and inclusion are no longer aspirational goals—they are essential components of effective leadership. Research by Deloitte found that organisations with diverse leadership teams are 35% more likely to outperform their competitors. Leaders must champion DEI initiatives, fostering inclusive environments where diverse voices can thrive. Navigating Economic Uncertainty The current economic climate presents unique challenges, from inflationary pressures to supply chain disruptions. Leaders need strong financial acumen and strategic foresight to guide their organisations through uncertainty while maintaining growth and resilience. Strategies for Addressing the Talent Gap Organisations must take deliberate action to bridge the leadership talent gap. A few strategies stand out as particularly effective in preparing for the year ahead: Invest in Leadership Development Developing future leaders starts with targeted training programmes. Businesses must focus on building skills like adaptability, emotional intelligence and strategic decision-making. Leading companies such as Microsoft have implemented leadership academies to upskill employees, resulting in a stronger pipeline of capable leaders. Embrace Succession Planning Succession planning ensures continuity by identifying and nurturing talent for key leadership roles. Regular assessments and mentorship programmes can help prepare high-potential employees to step into leadership positions when the need arises. Focus on Retention The Great Resignation has underscored the importance of retaining top talent. Competitive compensation packages, flexible work arrangements and opportunities for growth can help reduce turnover. Recent data from a LinkedIn survey revealed that employees are 94% more likely to stay with an organisation that invests in their career development. Adopt a Global Perspective As businesses expand internationally, leaders need cultural intelligence and the ability to manage diverse, cross-functional teams. Organisations that prioritise global leadership development are better equipped to navigate the complexities of international markets. Case Studies: Leadership in Action Unilever’s Leadership Philosophy Unilever has taken a proactive approach to addressing the talent gap by integrating purpose-driven leadership into its development programmes. Leaders are trained to align their decisions with the company’s sustainability goals, ensuring a long-term impact on both the organisation and society. This strategy has improved employee engagement and strengthened the company’s reputation. Amazon’s Leadership Principles Amazon places a strong emphasis on its leadership principles, which guide decision-making and behaviour across the organisation. Through rigorous training and mentorship programmes, Amazon ensures that its leaders are equipped to handle complex challenges and drive innovation. Lloyds Bank’s Focus on Inclusivity Lloyds Banking Group has implemented initiatives to increase diversity within its leadership ranks, including mentorship programmes for underrepresented groups. This focus on inclusivity has enhanced decision-making and boosted employee satisfaction. Looking Ahead: Preparing for the Future The leadership talent gap won’t close overnight, but organisations that prioritise upskilling, inclusivity and strategic planning are well-positioned to meet the challenges ahead. Businesses must view leadership development as an ongoing process rather than a one-time initiative. By fostering a culture of continuous learning and adaptability, they can create a leadership pipeline that’s ready to tackle whatever the future holds. As we enter a new year, the need for strong, capable leaders has never been more critical. By addressing the talent gap now, organisations can build resilient teams, navigate uncertainty and thrive in an ever-changing world. The time to act is now.   ### Upskilling in 2025: Identifying Emerging Competencies for a Changing Business Landscape As businesses grapple with the rapid pace of technological advancement, globalisation and shifting workforce dynamics, upskilling is no longer optional—it’s a necessity. In 2025, emerging competencies will reshape the workforce, requiring both employees and organisations to rethink how they prepare for the future. The State of Upskilling: Where We Stand Today Upskilling has become a critical focus for businesses worldwide. According to a report by the World Economic Forum (WEF), 50% of all employees will need reskilling in 2025 as the adoption of technology accelerates. Additionally, a LinkedIn survey found that 94% of employees would stay longer at companies that invest in their development. However, while the importance of upskilling is clear, many organisations struggle to identify which skills will be most valuable in the near future. Emerging Competencies for 2025 1. Digital Fluency The proliferation of artificial intelligence (AI), machine learning, and automation technologies means that digital fluency is no longer a niche skill—it’s foundational. In 2025, businesses will expect employees across functions—from marketing to HR—to interpret basic data analytics. 2. Adaptability and Agility The post-pandemic business world is characterised by uncertainty. Employees must navigate change with flexibility and resilience and display key skills in the areas of crisis management, learning agility and emotional intelligence. 3. Creative Problem-Solving As AI takes over repetitive tasks, creativity and critical thinking remain uniquely human strengths with key skills required in innovation, brainstorming and decision-making in ambiguous situations. Design thinking workshops are increasingly used to foster creative problem-solving across industries. 4. Cross-Functional Collaboration With organisations becoming more interconnected, collaboration across departments and geographies is essential. Key skills are required in teamwork, cross-cultural communication and project management. Companies that prioritise collaboration are five times more likely to be high-performing. 5. Leadership in Hybrid Work Environments Hybrid work models are here to stay. Effective leaders must balance flexibility with productivity while maintaining team cohesion, with key skills in virtual team management, inclusivity and conflict resolution. Upskilling in Action: Real-World Case Studies 1. Amazon’s Career Choice Programme Amazon is investing £1.2 billion globally in upskilling 300,000 employees through its Career Choice Programme, which offers courses in technology, healthcare and data analytics. They’re also investing hundreds of millions of dollars to provide free cloud computing skills training to millions of people around the world with programmes for the public. 2. Lloyds Bank’s Digital Academy Lloyds Bank launched a Digital Academy to ensure its workforce and the public are prepared for the future. Employees are also trained in areas like cybersecurity, coding and digital marketing, helping the organisation stay competitive in a tech-driven world. 3. Siemens’ Learning Ecosystem Siemens implemented a global learning ecosystem where employees access tailored courses on emerging technologies. This approach has increased employee engagement by 40% and helped the company fill critical skill gaps internally. How Organisations Can Prepare for 2025 1. Conduct a Skills Gap Analysis Identify which skills are lacking in your workforce and prioritise training programmes to address these gaps. 2. Partner with Educational Institutions Collaborate with universities and online platforms to provide employees with access to cutting-edge courses. Programmes like Coursera for Business are popular for this purpose. 3. Embrace Microlearning Short, targeted learning sessions allow employees to upskill without disrupting their daily responsibilities. 4. Incentivise Lifelong Learning Offer tuition reimbursement, certifications or promotions tied to skill acquisition to encourage employee participation. 5. Use Technology to Personalise Learning AI-driven learning platforms can tailor content to individual employees’ needs, maximising engagement and impact. Upskilling Challenges: Overcoming Barriers 1. Time Constraints Employees often feel they don’t have time to upskill. Employers can address this by integrating learning into workflows or offering flexible schedules. 2. Resistance to Change Some employees may fear new technologies or feel threatened by the need to reskill. Creating a culture that values growth can help mitigate this. 3. Cost Upskilling can be expensive, especially for SMEs. Subsidised training programmes and government grants can ease financial burdens. The Future of Work and Upskilling In 2025, the nature of work will shift further toward automation and digitisation. The jobs of tomorrow will require a mix of technical expertise and uniquely human traits. According to the Future of Jobs Report 2023 by the World Economic Forum, roles such as data scientists, sustainability experts and AI specialists are expected to grow by 30%. Conclusion: Invest in People, Reap the Rewards Upskilling isn’t just about filling knowledge gaps—it’s about preparing employees for meaningful, sustainable careers in a rapidly changing world. Companies that prioritise upskilling will enjoy higher retention rates, stronger innovation and a more resilient workforce As 2025 begins, the organisations that thrive will be those that view upskilling not as a cost but as an investment in their most valuable asset: their people. The future is closer than we think. Let’s prepare for it today. ### Mental Health at Work: Making Employee Wellbeing a Priority in the New Year As we step into a new year, it’s time for organisations to place a renewed focus on employee mental health. After years of pandemic disruptions, economic uncertainty and the rise of hybrid work environments, employee wellbeing has become a cornerstone of sustainable success. Prioritising mental health at work isn’t just an ethical imperative—it’s a strategic necessity. The Mental Health Crisis in the Workplace Mental health challenges have grown into a silent pandemic. In 2023, a survey by Mind found that one in six people in the UK experienced a mental health issue such as depression or anxiety at any given time. Furthermore, recent data from Deloitte suggests that poor mental health costs UK employers £56 billion annually, up 25% from 2019. This issue is not confined to the UK. In the United States, the Centers for Disease Control and Prevention (CDC) reported that from 2019 to 2023, the percentage of adults receiving mental health treatment increased from 19.2% to 23.9%, indicating a rising recognition and prevalence of mental health concerns. Similarly, in Australia, the National Study of Mental Health and Wellbeing revealed that during the height of the COVID-19 pandemic, 21.4% of Australians experienced a mental health disorder in the previous 12 months, with anxiety being the most common disorder. These statistics underscore the global nature of mental health challenges, emphasising the need for comprehensive strategies to address and support mental wellbeing across different countries. For organisations, this represents a dual challenge: balancing productivity while addressing the emotional and psychological needs of their workforce. The good news? Companies that invest in employee mental health often reap substantial benefits, from increased employee satisfaction to improved retention rates. Why Mental Health at Work Matters Productivity Gains Employees who feel mentally supported are more engaged and productive. According to a 2023 report by Gallup, engaged teams show 23% higher profitability and 18% greater productivity. Retention and Recruitment Younger generations, particularly Millennials and Gen Z, are prioritising mental health when choosing employers. A survey on LinkedIn revealed that 47% want to be provided mental health support at their workplace; 43% want to talk openly about mental health at the office and 41% want their company to be engaged in social causes the employee supports. Legal and Ethical Considerations Employers in both the UK and the U.S. are legally required to support employees with mental health conditions. In the UK, the Equality Act 2010 mandates reasonable adjustments in the workplace, while in the U.S., the Americans with Disabilities Act (ADA) imposes a similar obligation to provide reasonable accommodations. Neglecting these responsibilities can result in significant legal consequences and damage to an organisation's reputation. In Australia, workplace health and safety laws require employers to manage risks to psychological health. Safe Work Australia's 2024 report indicates that mental health conditions accounted for 10.5% of serious workers' compensation claims in 2022-23, a 19.2% increase from the previous year, underscoring the growing importance of addressing mental health in the workplace. These statistics emphasise the critical need for employers worldwide to prioritise mental health, not only to comply with legal standards but also to foster a supportive and productive work environment. Steps to Prioritise Employee Mental Health in 2025 Organisations must adopt a multi-faceted approach to address employee wellbeing effectively. Below are practical strategies that can make a real difference: 1. Conduct a Workplace Audit Start by evaluating the current mental health landscape within your organisation. Anonymous surveys and open forums can help you understand employee concerns, workplace stressors and existing gaps in support. 2. Establish Clear Policies Mental health needs to be embedded into company policy. Initiatives like flexible working hours, mental health days and inclusive benefits send a clear message: wellbeing matters. 3. Create a Culture of Openness Stigma remains a significant barrier. Leadership must take the lead by openly discussing mental health. Training managers to recognise signs of stress and anxiety and encouraging open conversations can normalise seeking help. 4. Invest in Resources Provide access to Employee Assistance Programmes (EAPs), counselling services and mental health apps. Organisations like Unmind and Headspace for Work offer tailored digital tools to promote mental wellbeing. 5. Offer Training Mental health training for both managers and employees can foster awareness and empathy. Programmes by Mental Health First Aid England equip teams to support one another effectively. 6. Promote Work-Life Balance Encourage employees to disconnect after work hours and take regular breaks. The “always-on” culture is a major contributor to burnout and setting boundaries is key to long-term wellbeing. Real-World Examples of Workplace Wellbeing PwC UK PwC offers its employees access to 24/7 counselling services and regular mindfulness sessions. In 2022, they launched a "Be Well, Work Well" programme that included mental health workshops, significantly increasing employee satisfaction scores. Lloyds Banking Group Lloyds introduced a mental health network, providing peer support groups and a toolkit for managers. Their initiative led to a 30% improvement in employee engagement within a year. Unilever The global consumer goods giant introduced “mental health champions” across its offices. These trained employees act as first responders to colleagues experiencing stress or anxiety, creating a culture of support. The Business Case for Wellbeing There’s a positive return on investment of around £5 for every £1 invested in mental health interventions in the workplace. A 2023 report by the American Psychological Association highlighted that 55% of workers believe their employer perceives the workplace as more mentally healthy than it actually is, and 43% worry that disclosing a mental health condition could negatively impact their employment. 89% of workers at companies that support wellbeing initiatives are more likely to recommend their company as a good place to work. A study in 2023 by CIPD found that mental health support is now the top priority for 64% of UK employees, ahead of salary and career growth opportunities. In Germany, mental health remains a significant concern, with approximately 30% of individuals aged 18 to 65 affected by mental illness. This has led to an increase in absenteeism, with the average number of sick days rising from 24 in 2004 to nearly 30 in 2019. In Canada, mental health challenges significantly impact the workforce. The Mental Health Commission of Canada reports that in any given week, at least 500,000 Canadians are unable to work due to mental health issues, leading to substantial economic and productivity losses. Emerging Trends in Workplace Mental Health 1. Tech-Enabled Support Technology is transforming how organisations address mental health. Virtual therapy sessions, AI-powered stress trackers and wellbeing apps are becoming mainstream tools. For instance, Calm and BetterUp provide on-demand mental health resources tailored to individual needs. 2. Holistic Wellbeing Mental health strategies are increasingly incorporating physical health, financial security and social connection. Programmes like gym memberships, financial coaching and team-building activities contribute to overall wellbeing. 3. Personalised Benefits One-size-fits-all approaches are being replaced with flexible benefit options. Employees can now choose what works best for their mental health, whether it’s remote working, reduced hours or access to therapy. Common Barriers to Mental Health at Work While progress has been made, challenges persist: Stigma: Many employees still fear being judged or penalised for speaking about their mental health. Cost: Smaller organisations may struggle to allocate resources for comprehensive wellbeing programmes. Awareness: Managers often lack the training to identify and address mental health issues effectively. Addressing these barriers requires ongoing commitment and innovation from leadership. The Role of Leadership Leadership sets the tone for workplace culture. When senior leaders actively support mental health initiatives, employees are more likely to engage with them. CEOs like Alan Jope of Unilever have publicly discussed the importance of mental health in the workplace, encouraging other organisations to follow suit. Looking Ahead: A Commitment to Change As we enter a new year, the need to prioritise mental health in the workplace has never been clearer. By adopting proactive strategies, fostering a culture of openness and providing meaningful resources, organisations can not only support their employees but also drive long-term success. Investing in mental health isn’t just the right thing to do—it’s a business imperative. The companies that succeed in 2025 and beyond will be those that recognise the value of a happy, healthy workforce. ### The Leadership Reset: Why Taking Time to Recharge During the Holidays is a Strategic Advantage Leadership can be as exhausting as it is rewarding, especially when managing the unrelenting demands of a fast-paced business environment. However, taking time to recharge during the holiday season is not just a personal luxury; it’s a strategic necessity. Studies consistently show that well-rested leaders are more effective, innovative and capable of making better decisions, benefitting not only themselves but their organisations as a whole. The Case for Rest: Why Leaders Need to Recharge Modern business culture often glorifies overwork, with many leaders wearing their constant availability as a badge of honour. But the truth is, prolonged stress and insufficient rest take a significant toll. A study in 2022 by the Chartered Institute of Personnel and Development (CIPD) found that 79% of companies in the UK reported some stress-related absence over the last year. In contrast, taking breaks to disconnect has tangible benefits. Leaders who prioritise rest and self-care are more productive than their counterparts who push through fatigue. Rest enables clearer thinking, fosters creativity and improves the ability to handle complex challenges. The Holiday Advantage: Harnessing Downtime Strategically The holiday season provides a natural opportunity for leaders to step back and rejuvenate. Beyond simply "switching off", holidays offer the chance to: 1. Reflect on Long-Term Goals Taking time away from the daily grind allows leaders to assess their broader strategies and refine their vision for the future. Reflection during quieter periods can lead to game-changing insights. 2. Build Emotional Resilience Holidays can strengthen personal relationships and provide emotional support. This resilience is critical for handling workplace stress and fostering a positive organisational culture. 3. Model Healthy Behaviour By taking a holiday, leaders send a powerful message to their teams: rest is important. This helps establish a culture where employees feel empowered to prioritise their wellbeing, reducing burnout across the board. Real-World Success: The Benefits of a Rested Leader Consider the example of Arianna Huffington, founder of the Thrive Global wellness platform. After collapsing from exhaustion earlier in her career, she began prioritising sleep and work-life balance. The result? A renewed sense of purpose and the creation of a globally successful business. Leaders who invest in themselves are better positioned to inspire and guide their teams effectively. Another compelling case comes from Microsoft Japan, where a focus on wellbeing initiatives, including flexible holidays and a four day week, led to a 40% boost in productivity. This demonstrates the direct correlation between employee wellbeing and organisational performance. Practical Steps for Leaders to Recharge 1. Schedule Digital Detox Days Limit screen time and avoid checking work emails. A complete digital break allows leaders to reconnect with their surroundings and themselves. 2. Pursue Personal Hobbies Engage in activities that bring joy and relaxation, whether it’s hiking, cooking or painting. Creative outlets can reignite energy and reduce stress. 3. Plan Ahead Delegating responsibilities before taking time off ensures smooth operations in your absence and minimises anxiety about returning to chaos. 4. Seek Professional Development Use some downtime to read insightful books or attend virtual seminars that don’t feel like work but inspire fresh ideas for the coming year. How to Ensure Rest Benefits the Organisation Leaders can amplify the benefits of their recharge by incorporating these practices into their organisation’s culture: • Encourage Time Off: Make it clear that taking holidays is not only acceptable but encouraged. • Implement Restorative Policies: Introduce initiatives like "no-meeting Fridays" or wellness stipends to promote ongoing wellbeing. • Lead by Example: Take holidays and discuss their value openly with your team. Looking Ahead As the new year begins, leaders face unprecedented challenges, from navigating hybrid work models to adapting to evolving market demands. Tackling these hurdles requires a clear mind and renewed energy—resources that only intentional rest can provide. The holiday season is more than an opportunity to relax; it’s a time to recharge and reset for the year ahead. When leaders prioritise their wellbeing, they enhance their decision-making, creativity and overall effectiveness. This creates a ripple effect that benefits teams, organisations and even the bottom line. So, as the holidays draw near, embrace the chance to rest. After all, a rested leader is a more strategic leader—ready to tackle whatever comes next. ### Benefits And Challenges Of Digital Twins In Talent Acquisition Digital twins revolutionize talent acquisition by creating virtual replicas of candidates or recruitment processes. These replicas simulate and analyse real-world scenarios in hiring. They allow recruiters to predict outcomes and make data-driven decisions. Digital twins improve efficiency and reduce hiring risks. They provide insights into candidate compatibility and future performance. Recruiters can test strategies in a risk-free environment. However, using digital twins comes with challenges. Data privacy and ethical concerns must be addressed. Implementing such technology requires significant investment and expertise. Despite these hurdles, digital twins offer transformative potential in talent acquisition. Their benefits outweigh the challenges with proper planning. Read this blog to know the potential advantages and drawbacks of digital twins in the world of human resource recruitment. Role Of Digital Twins In Talent Acquisition Digital twins play a transformative role in talent acquisition. They create virtual representations of candidates and roles. Recruiters use these models to simulate job scenarios and candidate performance. This approach improves hiring accuracy and reduces bias. Digital twins analyse candidate skills, experience, and potential fit. They also predict future performance based on data insights.... Organisations save time by automating parts of the recruitment process. These tools help align candidates with company culture and goals. Having the selection refined, enhances workforce quality. Digital twins enable better decision-making in a competitive job market. They bridge the gap between human potential and organisational needs. Potential Benefits of Digital Twins in Recruitment Digital twins offer a range of potential benefits in the recruitment process, revolutionising how organisations attract, assess, and hire talent. By applying digital twin technology, recruiters can enhance candidate screening, improve the candidate experience, reduce bias in hiring decisions, and leverage predictive analytics to identify top talent. Enhanced Candidate Screening Digital twins enable recruiters to match candidates to job requirements more accurately through detailed simulations and analysis. By creating virtual representations of candidates and job roles, recruiters can assess candidate suitability based on objective data and simulations. This process allows for a more comprehensive evaluation of a candidate's skills, competencies, and fit for the role, leading to more informed hiring decisions and better job matches. For example, recruiters can use digital twins to simulate how candidates perform in specific job tasks or scenarios, assessing their problem-solving abilities, communication skills, and decision-making processes. By analysing these simulations, recruiters can identify candidates who demonstrate the desired qualities and capabilities required for success in the role, ultimately leading to more effective candidate screening and selection processes. Improved Candidate Experience Virtual simulations and personalised recruitment processes powered by digital twins can create a better candidate experience. By providing candidates with interactive simulations and tailored assessments, recruiters can offer a more engaging and insightful recruitment experience. This personalised approach enhances candidate engagement and allows candidates to showcase their skills and abilities meaningfully. For instance, candidates may be presented with virtual simulations of real-life job scenarios or challenges relevant to the role they are applying for. These simulations can provide candidates with a realistic job preview and allow them to demonstrate their capabilities in a controlled environment. Personalised feedback and guidance throughout the recruitment process can help candidates better understand their strengths and areas for improvement, leading to a more positive overall experience. Bias Reduction Digital twins can potentially reduce unconscious bias in hiring decisions by focusing on data-driven assessments and simulations rather than subjective evaluations. Digital twins can help mitigate the impact of bias in candidate selection by standardising the recruitment process and relying on objective criteria. For example, digital twins can be programmed to evaluate candidates based on specific job-related competencies and qualifications without being influenced by gender, race, or ethnicity. Additionally, simulations and assessments can provide recruiters with objective insights into a candidate's capabilities, reducing the reliance on subjective judgments that may be prone to bias. Predictive Analytics Digital twins enable recruiters to leverage predictive analytics to forecast candidate success and turnover by simulating various job scenarios and performance metrics. By analysing historical data and simulating different outcomes, recruiters can identify patterns and trends that predict candidate performance and retention. For instance, recruiters can use digital twins to simulate how candidates with similar backgrounds and experiences have performed in the past, allowing them to identify candidates with the highest likelihood of success in the role. Additionally, predictive analytics can help recruiters anticipate potential turnover risks by identifying factors contributing to employee attrition, such as job fit, job satisfaction, and organisational culture. By applying predictive analytics, recruiters can make more informed hiring decisions, reduce turnover rates, and ultimately build more successful and sustainable teams. Challenges and Ethical Considerations As companies explore using digital twins in recruitment, it's crucial to tackle the challenges and ethical issues linked to this technology. From concerns about data privacy to algorithmic bias and the need for transparency, addressing these matters is vital to ensure digital twins' responsible and ethical use in talent acquisition. Data Privacy Protecting candidate data and respecting privacy are top priorities when using digital twins for recruitment. Since digital twins involve collecting and analysing lots of data, there's a risk of mishandling sensitive candidate info. So, companies must implement strong data protection measures, like encryption, access controls, and the following relevant data privacy rules. Plus, companies should get explicit consent from candidates before using their data for digital twin simulations and assessments. Algorithmic Bias There's a real risk of algorithmic bias affecting recruitment when using digital twins, potentially leading to unfair or discriminatory outcomes. Biases might creep into the algorithms used to create and analyse digital twins, skewing assessments and decisions. For instance, if the historical data used to train digital twin models reflects existing biases in recruitment, these biases could carry over into the digital twin simulations and assessments. Companies must regularly check and evaluate their digital twin algorithms to tackle this, ensuring they're fair, transparent, and free from discriminatory biases. This process might involve techniques like fairness testing, bias detection, and explaining how the models work to identify and fix any biases. Transparency and Accountability Maintaining transparency and accountability in using digital twins for recruitment is critical to building trust and ensuring ethical practices. Recruiters should be upfront about using digital twin technology in the recruitment process, clearly explaining to candidates how their data will be used and analysed. Companies should also set clear rules and guidelines for ethically using digital twins, including ways to handle privacy, bias, and fairness concerns. Plus, they must ensure they're accountable for the decisions and actions based on digital twin simulations and assessments. By tackling these challenges and ethical issues head-on, companies can make the most of digital twins in recruitment while keeping things fair, transparent, and respectful of candidate privacy. Conclusion Digital twins offer immense potential to transform talent acquisition. By embracing technology, data-driven insights, and ethical practices, organisations can revolutionise their recruitment processes and build successful teams. As we navigate the future, let's harness the power of digital twins while addressing ethical and practical challenges. ### Digital Twins in Talent Acquisition: Is This the Future? Digital twins, virtual replicas of physical entities or processes, have transformed industries like manufacturing and healthcare. Now, their potential in talent acquisition and recruitment is gaining attention. Digital twins could revolutionise how organisations attract, assess, and hire talent by creating virtual representations of candidates and job roles. In this article, we explore: • The concept of digital twins • Their core components - creating virtual representations • The role of Digital twins in talent acquisition We conclude that digital twins offer immense potential to transform talent acquisition. Understanding Digital Twins Digital twins are sophisticated virtual copies of real-world objects, systems, or processes. They use up-to-date data, historical records, and predictive analytics to create dynamic representations of their physical counterparts. Their main goal is to simulate, monitor, and improve performance, helping organisations make better decisions and run more efficiently. Key Components of Digital Twins At the core of a digital twin is accurate and comprehensive data collected from various sources such as sensors, IoT devices, and historical databases. For example, sensors attached to machinery gather data on performance metrics and maintenance needs, ensuring that the digital twin accurately mirrors the physical entity. This data is then used to create a detailed digital twin model of the object or system, capturing its characteristics, behaviours, and operational parameters. In healthcare, for instance, a patient's medical history and current health status are used to create a personalised digital twin, which can simulate potential health outcomes and treatment scenarios. With this model in place, digital twins can run simulations to predict how the physical entity will perform under different conditions. These simulations help identify issues, optimise processes, and test scenarios without affecting the real entity. For example, in manufacturing, simulations can assess the impact of process changes or maintenance schedules. Digital twins are continuously updated with new data, providing real-time feedback on performance and condition. This feedback loop ensures the digital twin remains accurate and up-to-date, allowing for ongoing adjustments and optimisations. For instance, feedback from machinery performance data can inform production schedules or maintenance activities, improving efficiency and minimising downtime. Creating Virtual Representations Digital twins integrate data from multiple sources to create a coherent model. This process involves data integration, dynamic modelling, continuous monitoring, and predictive analytics. Digital twins enable organisations to make data-driven decisions, enhance efficiency, and improve overall performance by providing a virtual platform to simulate and optimise physical entities. In talent acquisition, digital twins can create detailed profiles of candidates, enabling more precise and effective recruitment processes. By simulating candidate-job fit, predicting success, and optimising hiring strategies, digital twins can revolutionise recruitment, making it more efficient, accurate, and fair. The Concept of Digital Twins in Talent Acquisition Digital twins can transform talent acquisition by creating virtual representations of candidates and job roles. These digital replicas allow recruiters to simulate and analyse potential job fits, predict candidate success, and optimise hiring strategies. By integrating data from various sources, digital twins provide a comprehensive view of a candidate's qualifications, skills, and potential performance, as well as a detailed model of job requirements and workplace environments. Creating Candidate Digital Twins To build a digital twin of a candidate, various data points are collected and integrated into a cohesive and dynamic model. This model represents the candidate's professional profile, skills, experiences, and behaviours. Potential data sources include: • Resumes and CVs - Provide essential information about the candidate's educational background, work experience, skills, and certifications. They serve as a foundational data source for creating the initial profile of the candidate. • Interviews - Data from in-person or virtual interviews can be analysed to gain insights into the candidate's communication skills, problem-solving abilities, and cultural fit. Transcripts and video recordings can be processed using natural language processing (NLP) and machine learning algorithms to extract meaningful patterns and assess candidates' suitability for the role. • Assessments and Tests - Results from various assessments, such as cognitive ability tests, personality tests, and technical skill evaluations, provide quantitative data on the candidate's competencies and traits. These assessments help create a detailed and accurate representation of the candidate's abilities. • Social Media Activity - Analysing a candidate's professional social media presence, such as LinkedIn profiles and industry-related activities, can offer additional insights into their professional network, industry engagement, and expertise. This data helps in understanding the candidate's professional brand and influence. • Work Samples and Portfolios - Samples of the candidate's previous work, such as project reports, code repositories, design portfolios, or published articles, provide tangible evidence of their skills and accomplishments. These samples are crucial for evaluating the candidate's practical abilities and achievements. • Performance Reviews and Recommendations - Feedback from previous employers, colleagues, and professional references can offer valuable insights into the candidate's work ethic, collaboration skills, and overall performance in prior roles. Creating Job Role Digital Twins Similarly, we can create digital twins for job roles by compiling detailed information about the position's requirements, responsibilities, and work environment. Potential data sources include: • Job Descriptions - Detailed job descriptions outline the essential duties, required skills, and qualifications for the position. They serve as a primary data source for defining the job role's parameters. • Performance Metrics - Historical performance data from employees who have held similar roles provide insights into the key performance indicators (KPIs) and success factors associated with the job. This data helps identify the competencies and attributes needed for the role. • Work Environment and Culture - Information about the company's work culture, team dynamics, and organisational values helps create a holistic view of the job environment. Surveys, employee feedback, and company reports are valuable sources for this data. • Role-Specific Tools and Technologies - Understanding the tools, software, and technologies used in the role is crucial for assessing technical requirements and competencies. Documentation and usage reports of these tools provide necessary technical specifications. • Training and Development Programs - Information about the training and development opportunities associated with the role helps understand new hires' growth potential and learning curve. Training manuals, course materials, and development plans are key sources. By integrating these diverse data sources, digital twins of candidates and job roles can be created to simulate and analyse different scenarios. For example, a candidate's digital twin can be matched against the job role's digital twin to predict potential performance, identify skill gaps, and assess cultural fit. This data-driven approach would enable recruiters to make more informed and objective hiring decisions, leading to better job matches and enhanced organisational performance. Conclusion Digital twins in talent acquisition revolutionise how organisations attract and manage talent. These virtual replicas allow companies to simulate recruitment strategies, analyse candidate data, and predict future workforce needs with remarkable precision. As the world of talent acquisition is integrating advanced technologies like AI and machine learning, digital twins are empowering businesses to make data-driven decisions that enhance efficiency and fairness in hiring. With the further evolution of the digital landscape, the adoption of this innovative tool ensures organisations stay competitive while creating transformative opportunities for talent acquisition. ### The Evolving Role of a UK CFO The role of the Chief Financial Officer (CFO) in the UK is undergoing significant evolution, expanding beyond traditional financial responsibilities to become a strategic partner in driving business growth and decision-making. The biggest challenge for a CFO is navigating the complex and often unpredictable financial landscape, which requires balancing short-term financial health with long-term strategic goals. The focus is shifting towards that of a Chief Value Officer (CVO), with CFOs being tasked with strategy and reporting across a range of non-financial business drivers, with a Value Creation Focus. 1. How the CFO role is evolving in the UK Strategic Leadership CFOs are increasingly expected to be commercially minded, strategic partners who collaborate with other C-suite executives in making critical decisions to drive business growth and not solely profitability. The CFO's remit is expanding to cover areas traditionally outside of finance, including Digital Transformation, Regulatory/Risk Compliance, People Management Strategy, Sustainability and ESG initiatives, Business Partnering/Value Creation. In a recent survey, 39% of CFOs believed their role would evolve to include increased strategic influence and involvement in decision making. Understanding the opportunities/risks of Artificial Intelligence emerged as one of the CFOs top strategic priorities over the next twelve months. Digital Transformation CFOs are adapting to uncertainty by investing in innovation and cutting-edge technologies such as automation and artificial intelligence. In a recent survey, 93% of CFOs interviewed had a digital transformation programme for their finance function planned over the next 12 months. The pressure to demonstrate return on investment has never been greater and CFOs cited ‘financial constraints’ as the top challenge they anticipate in leveraging digital. Regulatory Compliance and Risk Management With increasingly complex regulatory frameworks, CFOs need to work closely with governance, risk, and compliance teams to navigate evolving regulations, particularly in areas such as anti-money laundering and cybersecurity. In a recent survey, 39% of CFOs believed their role would evolve to further include enhanced risk management and compliance oversight. In a recent survey, CFOs cited Artificial Intelligence as the top risk (both internal and external) they expect to face over the next twelve months. People Management and Talent Development There is a growing emphasis on "softer skills" for CFOs, including: Enhanced communication abilities, Leadership skills, Emotional intelligence, and Adaptable communication styles. In a recent survey, 40% of CFOs believed their role will increasingly focus on people management and talent development. As flexible working becomes an expectation for many employees, over 30% of CFOs said that ‘changing employee expectations’ is one of their top challenges in attracting and retaining talent. Value Creation/Finance Business Partnering In a recent survey, CFOs saw Value Creation through Finance Business Partnering as their top strategic priority over the next 12 months. There is increasing demand for the finance function to extend their focus from operational delivery and empower the business to make value creating decisions. 2. The Current Economic ‘Climate CFOs recently surveyed said despite increased flexibility from lenders and more competitive terms, accessing funds remains challenging. 77% of CFOs are looking to secure additional funding over the next six months to fund their growth plans. Strategic tax planning is becoming a growing priority for CFOs today with increased emphasis on tax risk and governance. Nearly 75% of CFOs surveyed saw the role of tax planning as an important factor in their company’s financial growth trajectory. Throughout 2023, there was a material reduction in M&A activity globally, due to rising interest rates and macroeconomic factors. 80% of CFOs recently surveyed anticipated M&A activity will contribute to their financial growth strategy over the next twelve months. Faith in the market appeared restored following the General Election and the more stable economic environment. However, the British Chambers of Commerce’s (BCC) Quarterly Economic Survey (QES) for Q4 2024 indicates that business confidence has been adversely affected by recent fiscal policies. The survey, which gathers insights from over 6,000 businesses across the UK, reveals that key economic indicators have either stalled or declined in the final quarter of the year. A significant factor contributing to this downturn was the government's Autumn Budget, announced in October 2024, which introduced substantial tax increases. Notably, employers' National Insurance contributions were raised by 1.2 percentage points, and the threshold for these contributions was lowered from £9,100 to £5,000. These measures are expected to generate £25 billion annually but have raised concerns among businesses about increased operational costs and potential impacts on hiring and wage growth. The Confederation of British Industry (CBI) conducted a survey revealing that 61% of its members now view the UK as a less attractive destination for investment due to these tax changes. Additionally, nearly half of the surveyed businesses plan to reduce staff or limit pay increases in response to the heightened financial burden. In response to these concerns, Chancellor Rachel Reeves has assured businesses that there will be no further tax increases or additional borrowing in the near future. However, the current sentiment among CFOs and business leaders remains cautious, with many advocating for a more stable and predictable fiscal environment to foster economic growth and investment. Overall, the Q4 2024 QES highlights a period of economic uncertainty, with businesses expressing apprehension over recent tax policies and their potential long-term effects on the UK's economic landscape. 3. What are the most common reasons for CFO turnover in the UK Decade-high turnover among chief financial officers in the UK and elevated departure rates in the US and Europe have left large companies scrambling to fill the role, forcing many to expand their searches, rethink requirements and pay more to their top choices. Twenty-nine FTSE 100 businesses, including Unilever and Schroders, changed their CFO in 2023 (the most since at least 2013, when data became available). Changes remained at the ‘higher than normal’ level of 17 per cent across the big European markets and the S&P 500. Alphabet, Tesla and Nestlé were among those appointing new CFOs last year. Common reasons for CFO turnover in the UK include: -              Retirement - Retirement rates for CFOs have sharply increased over the past four years, with the average retirement age for CFOs being 57. In 2023, 60% of departing CFOs in Europe were retiring -              Expanded Role and Responsibilities requiring strategic oversight. The expanded role can lead to burnout and increased pressure -              Economic Uncertainty and Performance Pressures. CFOs are facing increased scrutiny in challenging economic conditions. Boards and investors may hold CFOs accountable with the CFOs often becoming the "person who takes much of the blame" -              CEO Changes. New CEOs frequently opt to bring in their own team, leading to CFO departures -              Career Advancement. Some CFO turnover is due to career progression with some CFOs moving to private equity-owned businesses or companies preparing for IPOs -              Regulatory Changes. Recent regulatory changes require companies to report on a wider range of subjects, including climate change, diversity policies, and cybersecurity making the CFO role less attractive to some. -              Changing Work Preferences. The quarterly earnings grind and high-pressure nature of the role are leading some CFOs to seek alternative career options. Many retiring CFOs are transitioning to board roles or building varied portfolios. 4. Female CFO UK trends Key trends regarding female CFOs in the UK: Increasing Representation: The number of female CFOs in the FTSE 100 has increased to 24 out of 100 companies. This outnumbers female CEOs more than two to one, as there are only 10 female CEOs in the FTSE 100. Recent Appointments: 14 of the 24 female CFOs in the FTSE 100 have been in their current role for less than two years, indicating a recent trend of appointing women to these positions. Dual Female Leadership: Four FTSE 100 companies (Aviva, Diageo, GSK, and Severn Trent) have both a female CEO and CFO. Longer Tenures: Some female CFOs are achieving longer tenures. Industry Variations: In the insurance sector, female CFOs accounted for only 16% of the UK total in 2023 (63 out of 390), indicating that some industries are lagging in female representation. Challenges: The CFO role has historically been perceived as requiring traditionally masculine traits like toughness and aggressiveness, which may have deterred some women. Women still face stereotypical expectations in leadership roles, which can create additional challenges. Positive Outlook: There's a growing recognition that diverse organizations are more successful, which is driving efforts to increase female representation in CFO roles. Remote and hybrid working arrangements are seen as beneficial for women in leadership positions, potentially enabling more women to take on CFO roles. Need for Mentorship and Support: Mentorship programs and networking forums are being used to support and encourage more women to pursue CFO positions. While progress is being made, there's still room for improvement in achieving gender parity in CFO positions across all industries in the UK.   5. What is the hiring activity for CFOs in the UK? CEOs and companies are looking for CFOs with a broader skill set with a shift towards valuing strategic and inspirational leadership over traditional finance expertise. The expanded CFO role expectations impacts hiring criteria with increased focus on strategic leadership and business partnering. More than 8 in 10 CFOs see their role as a potential stepping stone to becoming CEO. There is a competitive and challenging recruitment landscape for CFOs. Companies are having to be more flexible and offer more competitive compensation to attract the right candidates for CFO positions. In terms of CFOs hiring, the top skills CFOs intend to prioritise hiring for are: AI and automation expertise, ESG strategy and implementation, and finance business partnering. Conclusion There's a shift towards valuing strategic and inspirational leadership over traditional finance expertise. Non-traditional skills like engaging talent, fostering C-suite relationships, and continuous learning are becoming more important. As the CFO role continues to evolve, finance leaders in the UK will need to embrace continuous learning, develop a diverse skill set, and leverage technology to meet the expanding expectations of their position. By focusing on these key areas, CFOs strive to navigate the complex economic landscape while positioning their organisations for future growth and stability. ### Challenges and Opportunities for Vietnam’s Aging Population Population aging is a critical challenge across Southeast Asia, though the speed and scale of this phenomenon vary among countries.Vietnam, with one of the fastest aging rates globally, is expected to see 14% of its population aged 65 and above by 2036.This rapid shift, termed a "silver tsunami", is mirrored in nations like Thailand and Singapore, albeit with unique national dynamics. 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 While aging is a shared challenge across Southeast Asia, Vietnam is positioned uniquely to harness this trend for positive change: • 𝗩𝗶𝗲𝘁𝗻𝗮𝗺: By 2036, 20% of our population will be aged 60+, transitioning us to an "aged society". Though fast, this growth reflects a maturing workforce and society ready for innovation. • 𝗧𝗵𝗮𝗶𝗹𝗮𝗻𝗱: Already facing similar challenges, 22.8% of Thailand’s population will be elderly by 2035. Healthcare costs and workforce declines loom larger for our neighbor. • 𝗦𝗶𝗻𝗴𝗮𝗽𝗼𝗿𝗲: With 26.6% of its population expected to be 65+ by 2035, Singapore faces one of the steepest aging curves globally. While its advanced systems set benchmarks, maintaining economic vibrancy remains a challenge. • 𝗠𝗮𝗹𝗮𝘆𝘀𝗶𝗮: Aging at a slower pace, Malaysia's aging population is projected to reach 15% by 2040. Their gradual demographic shift offers time for preparation, but also less urgency to innovate.   𝗧𝗵𝗲 𝗕𝗶𝗿𝘁𝗵 𝗥𝗮𝘁𝗲 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 Vietnam’s birth rate, at 2.01 children per woman, is close to the replacement level of 2.1. This places Vietnam in a stronger position compared to other Southeast Asian countries, such as: • 𝗦𝗶𝗻𝗴𝗮𝗽𝗼𝗿𝗲: 1.2 children per woman, one of the lowest globally, creating significant long-term workforce challenges. • 𝗧𝗵𝗮𝗶𝗹𝗮𝗻𝗱: 1.5 children per woman, indicating a sharper population decline.   𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 𝗜𝗻𝘁𝗼 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 • Harnessing Experience: Older generations hold invaluable expertise and wisdom. Vietnam can lead in creating opportunities for older adults to contribute to society through flexible work and mentorship programs. • 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗶𝗻 𝗘𝗹𝗱𝗲𝗿𝗰𝗮𝗿𝗲: With an increasing demand for healthcare, Vietnam has the chance to position itself as a leader in telemedicine, health technology, and elder-friendly infrastructure. • 𝗦𝘁𝗿𝗼𝗻𝗴 𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻: Vietnam’s tradition of multigenerational living ensures that our elders are cared for while contributing meaningfully to family and community life. At 𝙃𝙤𝙧𝙩𝙤𝙣 𝙄𝙣𝙩𝙚𝙧𝙣𝙖𝙩𝙞𝙤𝙣𝙖𝙡 𝙑𝙞𝙚𝙩𝙣𝙖𝙢, we believe that leadership is about seeing opportunities where others see challenges. Vietnam is not just aging—it’s evolving. By embracing our strengths, and fostering collaboration, we can turn this demographic shift into a springboard for progress. ### Exclusivity vs Multi-Agency Search Over the last 20 years of my recruitment career, I have seen a shift in how clients and candidates approach the vacancy market, but what has changed? 20 years ago, we used paper CV's, faxes, Linked In was in its infancy and seldom used and searching for new clients was effectively using the equivalent of the Yellow Pages. Finding candidates was through paper or online adverts rather than job-boards and candidates sent their CV's directly to the agency, rather than uploading to these same job-boards for many to access. Fast-forward to today, with the use of AI, job-boards and a multitude of tools, finding and hiring the best talent is so much easier... isn't it? If hiring the best talent was as simple as matching a job description to a CV, there would be no issues in finding and taking on the very best talent in the industry and search agencies simply wouldn't exist. But of course, we are dealing with people, with different motivators. Knowing this, search agencies are the way in which businesses can find a quicker route to sourcing those candidates, taking out a lot of the legwork and expanding their own network. So surely using multiple agencies is going to increase the footprint and therefore find the best candidates in the quickest time possible. Right? Let's consider what happens when a role is given to multiple agencies. Typically, particularly in specialist roles or industries, the active candidate pool can be relatively limited. This means that those multiple agencies will all be 'fishing in the same pond' for candidates. What does this mean for the client? Well firstly those candidates may be contacted by more than one consultant, which makes them question the business - why do they need more than one person to search for the candidate? Do they not trust them? Are they desperate? There is also the added risk that indiscriminate candidates will say yes to the same role either unwittingly or in order to improve their perceived chance of success, so the client then has to deal with an 'ownership' situation. Who sent the CV first? Did the candidate really give permission to send the CV by two (or more) agencies? An HR nightmare. Is there a possibility of one agency missing a good candidate? Absolutely, depending on their skill and experience. But then why use an agency in which you don't have that level of confidence.   Should the role be discrete - for example, a new hire or replacement of an under-performing individual, the chances of the position remaining confidential, weakens, potentially jeopardising the integrity of the company.   Search firms prioritise exclusive positions as there is a higher likelihood that their hard work will result in a placement, so conversely, if it's a 'bun-fight' to get to the best candidates, the due diligence, interviewing and selection process may become less than adequate and take a back-seat to other, exclusive or retained searches.   Consultancies are less likely to thoroughly search the inactive or passive job market as this is time-consuming and more challenging than finding active job-hunters. The best candidate for the job may be working in a position in which they are very happy and require significant convincing to move, so if the position is of enough importance or seniority to a business, then surely they would want to use every avenue possible to find that individual.   As a business, you have to deal with multiple people, perhaps more than one in a particular agency and keep track of who is sending you which candidates, rebriefing the same position and effectively doubling or tripling your own work-load.   So does that mean multiple-agency search is always a bad thing? Not if the role is not so important to a business, or perhaps of less seniority - some candidates will demonstrate agency loyalty and only register with one (or more likely, one consultant with whom they have established a good relationship, so will follow them wherever they are), but they would be the exception rather than the rule. So what do you think? As a hiring manager, would you prefer to spread the load or work with one trusted partner? ### How Leadership Development Can Improve Retention Rates In today’s highly competitive talent market, employee retention has become one of the most pressing challenges for organisations. High turnover rates result in costly hiring processes, lost productivity and diminished team morale. While many factors impact retention, one powerful strategy often overlooked is leadership development. Investing in leadership development programmes not only strengthens company culture and operational effectiveness but also significantly boosts retention rates. By nurturing leaders who engage, inspire and support their teams, companies can create a work environment that encourages employees to stay and grow within the organisation. Why Leadership Development Matters for Retention Leadership has a profound effect on employee retention. According to LinkedIn, 94% of employees stated they would remain with a company longer if it invested in their career development. Quality leadership plays a significant role in this equation. Leaders who receive proper training and development are more likely to foster a supportive, growth-oriented culture that makes employees feel valued and motivated. In contrast, poor leadership can result in disengagement and turnover, as employees often leave due to a lack of support, direction or opportunities. Moreover, the 2023 Deloitte Global Human Trends report highlighted that companies with structured leadership development programmes experienced a 25% reduction in turnover. This finding underscores the link between investing in leadership and improved retention. The Role of Leadership in Employee Satisfaction and Engagement Leadership development also has a direct impact on employee engagement and satisfaction, two key factors influencing retention. A 2022 Gallup study found that managers account for 70% of the variance in employee engagement, emphasising that leadership quality is instrumental in shaping the employee experience. Engaged employees are more likely to stay with a company, take pride in their work and contribute to a positive work culture. When leaders undergo effective development, they acquire skills that help them communicate more effectively, provide constructive feedback and support their team members’ career growth. These factors contribute to a more engaged workforce, which reduces the likelihood of turnover. Key Components of Effective Leadership Development Programmes To improve retention rates, leadership development programmes should be comprehensive and tailored to address specific organisational needs. Below are some essential components of effective leadership development: 1. Emotional Intelligence Training Emotional intelligence (EQ) is crucial for effective leadership. Leaders with high EQ can empathise with team members, manage stress and resolve conflicts constructively. Employees led by emotionally intelligent managers are 30% more likely to report high job satisfaction. Integrating EQ training into leadership programmes enhances leaders' ability to connect with employees on a deeper level, fostering trust and loyalty. 2. Coaching and Mentorship Offering mentorship and coaching opportunities within leadership development programmes helps emerging leaders gain valuable insights and personalised feedback. Studies show that employees who feel supported by mentors are more engaged and likely to remain with their company. A 2023 survey by Gallup indicated that organisations with formal coaching programmes experience 22% higher retention rates, as employees feel they have strong guidance and growth opportunities within the organisation. 3. Career Development Pathways Leadership development should include a focus on career progression for all employees. By providing leaders with the tools to identify and support their team members’ career goals, organisations create an environment where employees feel valued and see a future within the company. LinkedIn in 2023, reported that 73% of employees would be more committed if they believed they had career growth opportunities, highlighting the importance of development pathways in retention strategies. 4. Effective Communication Skills Leaders who communicate effectively help build transparency and trust, both essential to employee retention. Regular check-ins, performance feedback and open dialogue about career goals are key practices. Communication training within leadership programmes can prepare managers to foster a culture where employees feel heard and supported. Effective communication is particularly important in remote and hybrid work environments, where miscommunication can easily occur. 5. Conflict Resolution and Problem-Solving Skills Conflict resolution is another critical skill that contributes to retention. Leaders trained in conflict resolution can address and resolve issues before they escalate, maintaining a positive work atmosphere. Teams led by managers skilled in conflict resolution experienced a 15% reduction in turnover. This reinforces that leaders who can effectively handle conflicts are better positioned to retain their team members. Real-World Examples of Leadership Development Impacting Retention Starbucks’ Leadership Programme Starbucks has long been recognised for its commitment to leadership development and employee engagement. The company’s leadership training programme emphasises emotional intelligence, communication and coaching skills, creating leaders who foster a supportive environment for their teams. According to Starbucks’ own reports, the company’s focus on leadership development has contributed to a 70% employee retention rate—significantly above the industry average. Google’s “G2G” (Googler-to-Googler) Mentorship Programme Google’s G2G programme pairs emerging leaders with mentors who provide coaching and support. This initiative has contributed to high engagement and low turnover rates within Google, as employees feel guided in their careers. Google’s leadership development initiatives, which include courses on communication and problem-solving, have made it one of the most desirable employers globally, as evidenced by a low employee turnover rate compared to the tech industry average. The Financial Impact of Leadership Development on Retention Investing in leadership development not only improves retention but also yields significant cost savings. The average cost of replacing a mid-level employee is about 20% of their annual salary. For senior roles, this cost can rise to over 200%. By investing in leadership development, organisations reduce turnover rates and avoid these substantial replacement costs. Moreover, organisations with effective leadership development programmes experience a 50% improvement in employee retention. For companies, this translates to a more stable, motivated workforce and reduced hiring and training expenses. Conclusion In a landscape where retaining talent is increasingly challenging, leadership development emerges as a critical strategy for improving retention rates. By investing in comprehensive programmes that foster emotional intelligence, mentorship, communication skills and conflict resolution, companies can empower leaders to create a workplace culture that supports long-term employee commitment. Organisations that prioritise leadership development not only enhance their operational effectiveness but also build a culture of trust and growth. With skilled, supportive leaders, employees are more likely to remain loyal, engaged and committed to the company’s mission. As the job market continues to evolve, companies with a strong focus on leadership development will retain top talent, reduce turnover costs and maintain a competitive edge in their industries. ### Strategies for Maintaining Culture Alignment in a Global Workforce Culture alignment in a global workforce requires skill and careful management to balance the needs of diverse teams across the world.  As more companies expand globally, maintaining a unified culture is both an art and a science. Here are some practical strategies to ensure your team stays connected to your core values, no matter where they are. 1. Get Creative with Cross-Cultural Team Building Global workforces mean different time zones, traditions and personalities, which can sometimes make team-building efforts feel like herding cats. Instead of traditional team-building exercises, try creating themed virtual events that celebrate diversity while reinforcing company values. Example: Buffer, a globally distributed company, does virtual trivia games and “pair calls” where employees from different teams chat for 30 minutes each month. This lets people connect on a personal level, fostering friendships and mutual understanding that reinforce the company culture. 2. Embrace an “Open Door” Policy – For All Doors An open-door policy sounds great, but in a global workforce, it needs a tweak: make it a “digital open door.” Leaders can establish open communication channels where employees feel comfortable reaching out, sharing ideas or voicing concerns across time zones. Use chat tools, like Slack or Microsoft Teams, to ensure everyone feels they have equal access to leadership. Tip: Make it casual by setting up themed Slack channels (like #coffeechat or #ask-the-boss) where employees can discuss non-work topics or ask questions directly to leadership in an informal setting. This casual tone fosters openness and reinforces a culture of transparency and accessibility. 3. Spotlight “Culture Champions” Across Regions Culture champions are those employees who naturally embody and promote company values. Identify a few across each region and empower them to drive engagement initiatives within their local teams. These champions can lead regional culture events, facilitate onboarding sessions or even host a “Values in Action” spotlight each month, showcasing how employees around the globe are living the company’s values. Example: At Salesforce, “Ohana Ambassadors” embody the company’s cultural values of trust, customer success and innovation. These ambassadors serve as advocates and help bridge the gap between global and local teams. 4. Align Core Values with Local Culture (Think “Blend,” Not “Replace”) Global teams bring unique perspectives and cultural richness to a company. The goal isn’t to impose one set of values, but to create a blend that aligns your company’s core principles with the local culture. For instance, if your core value is “innovation”, encourage regional teams to interpret that value through their lens. Innovation in one market might look like tech experimentation, while in another, it might focus on process improvement. Tip: Encourage regional leaders to host “values workshops” where employees discuss how they can adapt the company values to their work culture. This creates a more organic adoption of your values and makes employees feel respected and involved. 5. Create a “Global First” Communication Strategy When culture alignment is the goal, communication style is everything. A “global first” approach ensures that important messages are inclusive and accessible to all employees, regardless of location. Avoid language that could be too localised or unclear in translation. Additionally, consider the different time zones and work hours of your team members. Major announcements or events should be scheduled in a way that accommodates as many people as possible. At Horton International, building and maintaining a cohesive culture across a global team is hugely important for us. My team and I are mindful that so much of making a global organisation "work" effectively is tied in to creating real-time, shared experiences and forging genuine relationships between our partners and researchers. We work hard to ensure that there are a lot of touchpoints for our team around the world, not just locally. We host regular online meetups covering a wide range of topics, we also host unique events, like virtual wine tastings, and our global coffee date roulette encourages informal interactions across borders that often lead to collaboration on pitches or searches. Online meetings keep the connections strong, but where the real magic happens is at our bi-annual global gatherings. We’ve found that using WhatsApp groups for real-time communication is key to fostering a sense of unity, allowing team members to share both wins and challenges and tap into global insights instantly. Additionally, we record key meetings, and share written summaries to ensure everyone stays in the loop. With tools like MS Copilot for Teams and bespoke tools like Fyxer.ai for auto-transcriptions, meeting summaries and action points, which makes it easy for everyone to catch up, so nobody feels left behind. These elements, big and small, help turn our global offices into a truly unified team. Gemma van Rooyen, Director of Projects & Board Affairs, Horton International   6. Make Time for Personal Check-ins Across the Map In a global workforce, regular check-ins can often feel strictly business-related. Go beyond project updates and schedule time for one-on-one check-ins that are all about the individual. Ask about personal milestones, interests or challenges employees face. This not only builds rapport but shows employees that their personal wellbeing matters, which is a vital component of a supportive company culture. Example: HubSpot is known for its personalised approach to employee check-ins, where managers are encouraged to take an interest in employees’ lives outside of work. This approach helps employees feel valued and connected, which is crucial when team members are spread out across the globe. 7. Celebrate Global Holidays and Milestones Acknowledging and celebrating various cultural holidays and milestones makes a big difference in aligning a global workforce. By honouring global holidays, you communicate a deep respect for the diversity within your team. Have employees submit dates and descriptions of important local holidays and consider adding them to the company calendar, or send a brief recognition note in your company newsletter. Example: Google’s cultural events calendar includes everything from Diwali to Lunar New Year, giving employees time off and space to celebrate, no matter where they’re based. This creates an inclusive atmosphere that aligns global teams under shared respect and recognition. 8. Measure Culture Alignment (and Listen!) Finally, don’t forget to measure and adapt. Employee engagement surveys are valuable tools for gauging culture alignment. Include questions specific to inclusivity, connection to company values and support across regions. Once you gather feedback, act on it—share survey results, celebrate the positives and communicate clear plans to address areas needing improvement. This shows that you’re serious about aligning culture and respecting the perspectives of your global workforce. Insight: Tools like Culture Amp and Peakon are popular for tracking engagement metrics across different teams, offering insights that can guide your next steps in reinforcing a unified culture. A Unified Culture in a World Apart Maintaining culture alignment in a global workforce may feel challenging, but with the right strategies, it can be both effective and enjoyable. By creating a clear culture manifesto, empowering regional champions, celebrating diversity and fostering open communication, organisations can nurture a unified culture that crosses borders. Ultimately, aligning culture in a global workforce is about creating an environment where every employee feels seen, valued and connected to the same mission, no matter where in the world they are. ### Leadership in the Digital Era: Preparing Executives for Hybrid Roles As digital transformation reshapes industries, the demand for hybrid leadership has soared. Hybrid roles require leaders who can effectively manage both in-person and remote teams while staying at the forefront of digital innovation. This transition goes beyond simple technical know-how; it requires adaptability, emotional intelligence, and strong communication skills to bridge the physical and virtual worlds. As more companies adopt flexible work models, the importance of preparing executives for hybrid roles has become crucial for sustained growth and innovation. The Evolution of Hybrid Leadership Hybrid leadership emerged as companies embraced remote work during the pandemic. Today, hybrid roles are here to stay. A recent Forbes Advisor survey showed that, of 1,100 respondents, 63% of those surveyed worked remotely either all or some of the time, highlighting the need for leaders to be well-versed in digital management techniques. Hybrid leaders must balance the unique needs of in-person and remote employees, ensuring everyone feels engaged, valued and aligned with company goals. This requires more than just adjusting to Zoom meetings; it involves reshaping leadership to thrive in a constantly shifting digital environment. Core Skills for Effective Hybrid Leadership Preparing executives for hybrid roles means building a set of core skills that enable them to connect with and inspire teams across both physical and digital spaces. Below are essential skills for hybrid leadership: 1. Digital Fluency: Executives must be comfortable using digital tools for communication, collaboration and project management. Leaders in hybrid roles use tools like Slack, Asana or Microsoft Teams to keep work fluid and organised. According to a study by Accenture, digitally fluent companies are 2.7 times more likely to have experienced high revenue growth (over 20%) over the past three years. Digitally fluent organisations are also winning with their customers and workers, they’re leaders in innovation and operational efficiency, and 69% are considered a great place to work by their workers. 2. Emotional Intelligence: Remote employees face challenges that can’t always be seen, making emotional intelligence (EQ) essential for hybrid leaders. Leaders with high EQ can better identify team members’ needs and provide support, regardless of location. According to research, employee retention is four times higher in a company where managers possess strong emotional intelligence (EI). 3. Clear Communication: Effective hybrid leaders are skilled at clear and concise communication, avoiding misunderstandings and ensuring all team members stay informed. Consistent communication becomes even more critical in a hybrid environment, where remote employees can easily feel out of the loop. Regular updates and transparent discussions help keep the team aligned. 4. Adaptability and Agility: Hybrid roles demand that leaders can pivot quickly in response to new challenges or changes in team dynamics. Hybrid leaders must be able to make adjustments on the fly, addressing the unique challenges that arise in a blended work environment. 5. Cultural Sensitivity and Inclusivity: Leaders in hybrid roles often manage teams from diverse backgrounds and locations, making inclusivity essential. By prioritising a culture of inclusivity, hybrid leaders can foster a sense of unity and respect across teams. Key Strategies for Preparing Executives for Hybrid Roles Transforming managers into hybrid-ready leaders requires a strategic approach to development, emphasising training, real-world experience and digital adaptability. Here are key strategies to prepare executives for success in hybrid roles: 1. Invest in Digital Training Programmes Digital fluency is fundamental for hybrid leadership and companies must invest in training programmes that equip executives with essential digital skills. Digital leadership courses can cover a range of topics, from using collaboration tools effectively to understanding data analytics and cybersecurity. A third of CEOs believe they do not have enough digital knowledge to lead their company through the next phase of growth. Four out of five CEOs have therefore signed up for training to improve their knowledge of technology. 2. Encourage Emotional Intelligence Development In hybrid roles, emotional intelligence is a differentiator for effective leadership. Companies can offer EQ workshops and coaching sessions that focus on empathy, active listening and conflict resolution. Leaders who understand emotional cues can better support their teams, creating a psychologically safe environment. Companies that prioritise EI in their management practices report a 20% increase in employee engagement and a 30% decrease in turnover rates. 3. Implement Real-World Scenarios and Hybrid Simulations Hybrid simulations and role-playing exercises can help leaders gain confidence in managing blended teams. These scenarios mimic real-world situations, such as leading remote meetings, resolving conflicts in hybrid settings or managing productivity in asynchronous work environments. Such training enables leaders to practice problem-solving in a safe, guided environment, preparing them for the unpredictable nature of hybrid work. 4. Foster Cross-Functional Knowledge Leaders in hybrid roles often oversee cross-functional teams, making it essential to understand various departments. By encouraging leaders to rotate through different roles, companies can help them gain a holistic perspective, improving their adaptability. Leaders who effectively practice boundary spanning have the advantage when faced with solving problems, creating innovative solutions and evolving to thrive in today’s interdependent, complex world. 5. Promote Open and Transparent Communication Channels To ensure all team members feel included, companies should establish communication protocols that encourage openness and transparency. Hybrid leaders must be able to provide clear guidance and regular updates, bridging any information gaps that may arise between in-person and remote employees. Regular check-ins and open feedback channels can keep remote employees engaged and informed, maintaining team cohesion. Real-World Examples of Hybrid Leadership Success Microsoft’s Hybrid Model Microsoft has been a pioneer in implementing hybrid work models, emphasising flexibility and clear communication. The company provides leaders with tools and training to manage remote teams effectively, focusing on inclusive leadership and digital fluency. Microsoft’s hybrid approach has been successful, with the company reporting an 80% increase in employee engagement among teams that adopted flexible work models. Salesforce’s “Work from Anywhere” Initiative Salesforce’s “Work from Anywhere” model empowers employees to choose their work locations, supported by strong leadership training programmes. Salesforce emphasises digital skills, inclusivity and clear communication, helping leaders manage both in-office and remote teams. According to Salesforce’s 2023 report, this approach has improved productivity and led to higher employee satisfaction scores. Benefits of Hybrid-Ready Leadership Effective hybrid leadership brings numerous advantages, both for employees and the organisation as a whole: • Higher Employee Engagement and Retention: Hybrid-ready leaders create flexible, inclusive work environments, which positively impact engagement. An Owl Labs’ study in 2022, found that companies with hybrid work models saw a 50% reduction in turnover rates when led by well-prepared leaders. • Enhanced Collaboration and Innovation: Leaders who effectively manage hybrid teams foster collaboration and creativity by promoting open communication and inclusive decision-making. • Cost Savings: With leaders who can manage hybrid roles effectively, companies can reduce overhead costs associated with office space while maintaining high productivity levels. Conclusion Hybrid roles represent the future of leadership in a digitally driven world. Preparing executives for these roles goes beyond digital training—it requires emotional intelligence, adaptability and a commitment to inclusivity. By investing in leadership development programmes that build these skills, companies can empower their leaders to navigate both physical and digital workspaces successfully. For organisations, this is an investment in resilience, adaptability and sustainable growth. Leaders who can balance the nuances of hybrid roles are better positioned to drive their teams toward innovation and collaboration, ensuring the organisation thrives in an evolving digital landscape. As work environments continue to transform, the need for hybrid-ready leadership will only grow, making it crucial for companies to begin preparing their executives now. ### From Manager to Leader: Effective Leadership Development Programmes The transition from manager to leader is a pivotal step in any career, and is now more critical than ever. Managers are tasked with overseeing daily operations, but effective leaders go beyond this, inspiring teams, driving strategic goals and fostering a positive workplace culture. Moving from manager to leader isn’t a natural progression for everyone; it requires specific skill-building and mindset shifts. With the right development programmes, organisations can support this transformation, equipping managers with the tools and competencies they need to evolve into impactful leaders. Why Leadership Development Matters Investing in leadership development is vital for businesses striving to retain talent, boost productivity and achieve long-term growth. According to LinkedIn’s 2023 Workplace Learning Report, 89% of executives believe that strengthening leadership within the organisation will improve overall company performance. Companies with structured leadership development programmes report 25% higher revenue than their competitors who lack such programmes. By equipping managers with skills in communication, strategic thinking and emotional intelligence, leadership programmes enable them to transition successfully. Moreover, leadership training aligns managers’ personal growth with organisational objectives, creating a ripple effect that positively impacts the entire workforce. Core Skills for Moving from Manager to Leader Moving from manager to leader involves acquiring specific skills that go beyond operational efficiency: 1. Strategic Vision and Long-Term Planning: Effective leaders focus on long-term objectives and align their team’s efforts with overarching business goals. Strategic planning skills in leaders are directly linked to improved team performance and adaptability. 2. Emotional Intelligence (EQ): Emotional intelligence—the ability to manage emotions and build positive relationships—is critical for leadership. Leaders with high EQ can navigate conflicts more effectively and inspire teams. Research from TalentSmart reveals that 90% of top performers are also high in emotional intelligence. 3. Effective Communication: Leaders need to articulate their vision clearly and inspire their teams. Managers transitioning to leadership roles benefit significantly from developing communication skills, especially for handling high-stakes conversations and providing constructive feedback. 4. Decision-Making Under Uncertainty: Leaders often make tough decisions without complete information. Learning to make decisions quickly while balancing risks and rewards is essential for managers aspiring to leadership roles. Designing Effective Leadership Development Programmes Creating a successful leadership development programme requires a mix of training methods, including hands-on experience, mentorship and skill-based workshops. Below are key components of effective programmes: 1. Customisable Learning Paths Managers come with varied experiences and growth needs, so a one-size-fits-all approach isn’t effective. Instead, organisations can offer personalised learning paths that allow managers to focus on their unique development areas. For example, a manager needing communication support can take part in intensive workshops, while others may benefit from strategic planning courses. 2. Mentorship and Coaching One of the most effective ways to bridge the gap between management and leadership is through mentorship. Having a senior leader as a mentor provides managers with insights, advice and feedback, fostering personal and professional growth. A recent LinkedIn study found that 94% of employees said they would stay at a company longer if it invested in their career development through mentorship. 3. Experiential Learning and Role Rotation Experiential learning—applying skills through real-world scenarios—enhances retention and practical application of knowledge. Many companies, including Google, have found success by implementing role rotation. By exposing managers to different departments or roles, they gain a broader understanding of the company, building the adaptability and cross-functional insights that leaders need. 4. Emotional Intelligence Training Integrating EQ training into leadership programmes can significantly enhance a manager’s ability to lead. Workshops that focus on self-awareness, empathy and resilience give aspiring leaders the interpersonal skills needed to motivate and inspire their teams. 5. Leadership Simulations and Case Studies Leadership simulations that mimic real-world challenges give managers a safe space to practice decision-making, conflict resolution and crisis management. Companies like IBM use simulations in their leadership programmes to enhance problem-solving and adaptability skills. Case studies are also valuable, providing examples of successful leadership and allowing participants to analyse the tactics used in those scenarios. Real-Life Examples of Successful Leadership Development Programmes IBM’s Leadership Academy IBM’s programme, known for its robust approach to leadership development, includes intensive training, mentorship and simulations. IBM focuses on preparing managers to handle rapid technological changes, emphasising adaptability and digital fluency. The company reports that its leadership programme has improved management efficiency by 30%. GE’s “Leadership Development Experience” General Electric’s (GE) programme offers cross-functional rotations, allowing managers to gain exposure to different areas of the business. GE also incorporates real-time coaching and feedback, which has helped the company groom leaders capable of handling high-level strategic roles. GE’s programme has reduced management turnover rates by 20%, underscoring its effectiveness. Measurable Outcomes of Leadership Development Programmes Implementing a strong leadership development programme yields numerous benefits for organisations: • Higher Employee Retention: Companies that prioritise leadership development report lower employee turnover. This is especially relevant in today’s market, as turnover costs are rising. LinkedIn reports that employees are 60% less likely to leave an organisation if they see opportunities for personal and career growth. • Enhanced Productivity and Engagement: Leaders who feel equipped for their roles foster more engaged, motivated teams. A 2023 report from Gallup showed that teams led by highly trained leaders are 22% more productive than those led by managers without development support. • Increased Innovation: When managers are trained to think strategically, they are more likely to identify growth opportunities and encourage innovation within their teams. Conclusion Transitioning from a manager to a leader is a journey that requires specific training, support and a strategic approach. With structured programmes focused on emotional intelligence, experiential learning and mentorship, companies can create leaders who not only meet current operational demands but also inspire and guide their teams toward future success. For organisations, investing in leadership development is more than a strategy; it’s a commitment to sustainable growth. By empowering managers with the skills and mindset they need to evolve into effective leaders, businesses can foster a culture of continuous improvement, resilience and innovation. As the demands of the business world evolve, so too must the people who lead it. ### The Importance of Succession Planning in Volatile Markets In today’s volatile global economy, succession planning has become a vital component of long-term organisational success. Economic disruptions, technological advances and global uncertainties have all created a need for proactive leadership planning to ensure companies can navigate the future effectively. While succession planning has always been an essential practice, it is now crucial in today’s unpredictable market conditions. Why Succession Planning is Essential in a Volatile Economy In a volatile economy, succession planning provides stability, continuity and preparedness. Research from Deloitte shows that 85% of executives believe that proactive succession planning is critical to managing future uncertainty, with those companies experiencing 1.5 times the growth rate of organisations without a succession plan. This belief is grounded in the need for readiness—without a plan in place, companies risk scrambling to fill critical roles in the wake of unexpected departures or market shifts. When sudden leadership changes occur, organisations that lack a clear succession plan often experience disruption in business operations and lower employee morale. By establishing a succession plan, companies can maintain operational consistency and build confidence across all levels of their organisation. Key Components of an Effective Succession Plan Developing an effective succession plan requires a comprehensive approach, particularly in today’s dynamic market environment. Here are key components essential to successful succession planning: 1. Identify Critical Roles: Understanding which positions are vital to business continuity is the first step. These are typically roles that directly influence strategic direction and impact the organisation’s long-term goals. 2. Assess Potential Leaders: Companies must identify and develop employees with the potential to take on these key roles. Organisations that conduct regular leadership assessments report a 30% increase in internal promotions to executive roles, reducing the costs and risks associated with external hires. 3. Implement Development Programmes: Once potential successors are identified, companies should establish development programmes that focus on building the skills necessary for future leadership. Training, mentorship and job rotation are all valuable approaches. 4. Plan for Multiple Scenarios: A solid succession plan prepares for different situations, including sudden exits, phased retirements or unexpected economic changes. This scenario planning helps organisations react swiftly without compromising stability. 5. Regularly Review and Update: Markets and organisations change, so succession plans should be revisited at least annually to ensure they align with evolving business needs and market conditions. The Benefits of Succession Planning in Volatile Markets 1. Increased Organisational Resilience Succession planning builds resilience within an organisation, allowing it to adapt quickly to unforeseen challenges. A well-prepared succession plan enables companies to keep momentum during unexpected leadership changes. In volatile markets, this resilience is essential for maintaining stakeholder confidence and securing long-term growth. Companies with robust succession plans are 2.5 times more likely to navigate economic disruptions effectively. 2. Talent Retention and Employee Engagement Succession planning signals to employees that there are growth opportunities within the organisation. This proactive approach increases employee engagement and reduces turnover, as employees recognise that the company values internal growth and talent development. A 2024 study by Devlin Peck found that 90% of employees would stay longer at a company that invests in their career development, making succession planning a powerful tool for retention. 3. Reduced Recruitment and Training Costs By promoting from within, organisations reduce the costs associated with recruiting and training external candidates. Internal candidates are already familiar with company culture and operations, which decreases onboarding time and enables them to contribute faster. Research by the Society for Human Resource Management in 2022 highlights that internal hires save organisations an average of 18% in recruitment and onboarding expenses. 4. Ensures Continuity of Vision and Culture Succession planning helps maintain organisational vision and culture even through leadership changes. Leaders groomed from within are more likely to carry forward the company’s core values and long-term goals. This cultural consistency is crucial, especially in times of market volatility, as it strengthens employee loyalty and enhances brand integrity. Case Study: Microsoft’s Succession Planning Success An excellent example of successful succession planning is Microsoft’s transition from CEO Steve Ballmer to Satya Nadella. Nadella’s appointment in 2014 was part of a well-thought-out succession plan, as Microsoft’s board recognised the need for a leader capable of driving digital transformation and cloud computing. Nadella, an internal candidate with extensive experience at Microsoft, proved an ideal choice. Under Nadella’s leadership, Microsoft embraced cloud services and experienced significant growth, with a market value that tripled within his first five years. Microsoft’s successful succession plan allowed for a smooth leadership transition and underscored the value of internal talent development in uncertain market environments. How to Build a Future-Proof Succession Plan Creating a succession plan that can withstand economic volatility requires a few critical strategies: 1. Prioritise Leadership Development Organisations should invest in leadership development programmes that enhance the skills needed for future challenges, such as digital literacy, strategic foresight and adaptability. Organisations with dedicated leadership development initiatives report 30% higher preparedness for future disruptions. 2. Foster Cross-Functional Knowledge Encourage potential successors to gain cross-functional experience. This exposure broadens their understanding of the business and strengthens their ability to make informed decisions. For example, rotating leaders through different departments can provide a more comprehensive view of the company, preparing them for complex leadership roles. 3. Use Data-Driven Talent Assessments Leveraging data analytics to assess and identify high-potential employees allows companies to make informed decisions about succession planning. Many organisations are using advanced data tools to evaluate performance, potential and engagement. Data-driven talent assessments improve succession planning accuracy by 20%. 4. Implement Scenario Planning for Volatile Markets To prepare for sudden market shifts, companies can incorporate scenario planning into their succession strategy. By envisioning different scenarios, companies can determine which leaders are best suited to step in under various conditions, ensuring greater adaptability. The Long-Term Impact of Succession Planning As businesses face an increasingly unpredictable landscape, the importance of succession planning becomes even clearer. While some companies view succession planning as a tool for smooth leadership transitions, it’s also a way to future-proof the organisation. Leaders who understand the company, culture and market can respond quickly to change, keeping the organisation resilient in times of uncertainty. Effective succession planning provides numerous advantages beyond simple continuity. It increases organisational resilience, boosts employee morale, reduces costs and aligns the company's future direction with its core values. By investing in succession planning, businesses can build a future-focused leadership pipeline capable of steering them through both stability and volatility. Succession planning is no longer a “nice-to-have” but a strategic imperative for companies navigating today’s volatile markets. With the right approach, organisations can cultivate leaders who are not only prepared to step into critical roles but are also equipped to drive growth and stability in an ever-evolving economic landscape. ### Hiring for Transformation: Finding Leaders Who Thrive in Change Companies are facing unprecedented challenges, from adapting to new technologies and managing hybrid teams to addressing shifting consumer expectations and global economic volatility. Hiring leaders who can thrive in these constantly evolving environments is critical to business success. But finding the right fit—leaders who embrace transformation, innovate under pressure and inspire others—requires more than a traditional hiring process. The Need for Transformational Leadership The importance of hiring transformational leaders has skyrocketed in recent years. According to Deloitte’s 2023 Global Human Capital Trends, 72% of business executives agree that the need for leadership capable of transformation is greater than ever, especially in light of digital advancements, economic pressures and shifting work models. In fact, Deloitte highlights that organisations with transformative leaders are twice as likely to outperform their peers in revenue growth and operational efficiency. Transformational leaders, characterised by their adaptability, strategic vision and focus on innovation, are uniquely suited to drive organisations through change. But how can companies effectively identify and hire these leaders? Here are some key strategies. 1. Identify the Core Competencies of Transformational Leaders Before searching for transformational leaders, organisations must define the competencies that embody this type of leadership. Transformational leaders often exhibit a distinct set of skills: • Adaptability and Resilience: Leaders who thrive in change can pivot quickly and remain calm under pressure. A 2022 study by McKinsey & Company found that companies with adaptable leaders were 1.7 times more likely to recover from crisis situations faster than those with rigid structures. • Vision and Strategic Thinking: Transformational leaders are forward-thinkers who can anticipate future challenges and create strategic plans. They can align a company’s mission with a rapidly changing environment. • Inspiration and Motivation: These leaders have the ability to inspire employees and lead by example, creating a work culture that embraces change. A study by the American Psychological Association found that companies led by transformational leaders reported a 20% increase in employee performance and satisfaction. By identifying these qualities, organisations can develop more targeted job descriptions and interview questions that align with the attributes they’re looking for. 2. Create Job Descriptions that Highlight Transformation Needs Standard job descriptions often fail to capture the nuances of transformational leadership. To attract candidates who thrive in change, companies should focus on highlighting aspects of the role that involve innovation, adaptability and strategic problem-solving. For example, rather than simply listing managerial duties, a job description could emphasise: • Leading cross-functional teams through periods of rapid growth. • Innovating strategies to respond to market disruptions. • Driving continuous improvement in alignment with long-term vision. This not only helps attract the right type of leader but also makes it clear to potential candidates that transformation is a core expectation of the role. 3. Utilise Behavioural Interview Techniques Behavioural interviews are effective in identifying leaders who can thrive under pressure and adapt quickly. Questions focused on past experiences with change can reveal how a candidate approaches transformation. Examples include: • “Can you describe a time when you led your team through a major organisational change? What strategies did you use?” • “Tell me about a time when you had to adapt quickly to an unexpected challenge.” These questions encourage candidates to share specific examples, providing insight into their problem-solving skills, resilience and adaptability. Studies show that using behavioural interview techniques can improve hiring success rates by up to 55%. 4. Evaluate Emotional Intelligence Emotional intelligence (EQ) is a key trait of transformational leaders, helping them manage their own emotions, understand others’ feelings and build trust. Leaders with high EQ foster a positive work culture, which is essential during times of change. According to a report by Harvard Business School, 90% of high-performing leaders demonstrate strong emotional intelligence, which helps them maintain stability and empathy during transitions. Assessing a candidate’s emotional intelligence can be done through specific EQ-based questions, personality assessments or even simulated scenarios that reveal how they interact under pressure. 5. Incorporate Situational Simulations and Problem-Solving Exercises Situational simulations and problem-solving exercises allow companies to see firsthand how a candidate approaches transformation. By presenting real-life scenarios relevant to the organisation, companies can gauge a leader’s ability to think strategically and innovate. For instance, candidates could be asked to devise a response plan for a hypothetical market disruption or to outline strategies for driving innovation in a stagnant team. Research shows that organisations using these types of simulations in the hiring process achieve 30% better alignment between candidate skills and role requirements. 6. Look for a Track Record of Innovation and Growth Past performance is often a good indicator of a candidate’s transformational abilities. Leaders who have successfully guided previous companies through transitions or growth stages are more likely to be able to replicate that success. This may involve reviewing a candidate’s past projects, looking for evidence of innovative thinking or understanding their role in driving organisational change. Candidates who can demonstrate this history are well-positioned to bring similar energy to new challenges. 7. Focus on Cultural Fit and Alignment with Core Values Transformational leaders must also align with a company’s culture and values. They should be able to adapt their approach to fit the organisation while also having the ability to influence and shape culture positively. A strong cultural fit enhances the effectiveness of leaders during times of change. Hiring for cultural alignment doesn’t mean hiring the same type of people, but rather identifying leaders who respect and enhance the organisation’s values and goals. Conclusion In a world marked by rapid and often unpredictable changes, hiring leaders who can drive transformation is essential for sustained success. These leaders bring a mix of adaptability, vision, emotional intelligence and a track record of innovation. By focusing on these attributes and using advanced hiring strategies, companies can better identify candidates who don’t just survive but thrive in change. With the right approach to hiring, businesses can ensure they’re bringing in leaders who can manage the complexities of transformation, inspire their teams and keep their organisations on a path toward growth and resilience.   ### Preparing Leaders for Argentina’s Future: The Critical Role of Macroeconomics in Executive Talent Argentina is at a pivotal point in its economic history. Following 16 years of populist politics, the nation is grappling with deep economic challenges. With more than 40% of the population living below the poverty line and inflation rates as high as 4% per month, it’s clear that Argentina faces a daunting recovery process. However, despite these obstacles, certain sectors—particularly energy, agribusiness and tech—are emerging as key contributors to Argentina's potential resurgence. As such, leaders and executives looking to navigate Argentina’s economic future must have a deep understanding of the nation’s macroeconomic landscape. Argentina's Current Economic Landscape Argentina’s current economic state is shaped by decades of political instability, mismanagement and high inflation. The economic challenges facing the country are formidable: High Inflation: Argentina’s inflation is one of the highest in the world. The monthly inflation rate currently stands at around 4.2% in October 2024 and is expected to close the year at an annual rate of nearly 124%, putting immense pressure on household incomes and business costs. Inflation erodes purchasing power, makes long-term planning difficult for businesses and hampers investment levels. More than half of Argentina’s population (around 20 million people) is living below the poverty line, a striking consequence of years of economic stagnation and inflation. According to the Argentine National Institute of Statistics and Censuses (INDEC), poverty in urban areas stands at 40.1% as of 2023. Currency: The Argentine peso has suffered continuous devaluation, causing even greater instability. This weak currency, along with strict capital controls, has severely affected foreign investment and led to market distortions. Key Sectors for Argentina’s Recovery Despite these daunting challenges, Argentina has several strong sectors that could drive economic recovery. Energy, agribusiness and technology are particularly well-positioned for growth and executives who understand the macroeconomic trends in these sectors will have the upper hand in navigating the country’s evolving landscape. Energy: A Powerhouse of Opportunity Argentina’s energy sector holds significant potential, particularly in oil, gas and renewable energy. The country is home to Vaca Muerta, one of the largest shale oil and gas reserves in the world, which offers substantial export potential. While investment in Vaca Muerta has been stymied by regulatory hurdles and a lack of infrastructure, the opportunities in this sector remain significant. A recent study by the Energy Information Administration estimates that Argentina could become a global energy player, provided it attracts the necessary investments and improves its regulatory environment. Additionally, renewable energy sources such as wind and solar are increasingly drawing attention. The Argentine government’s push for renewable energy, including the RenovAr programme, aims to increase the share of renewable energy in the country’s power matrix, creating further opportunities for growth. Agribusiness: Feeding Global Markets Argentina has long been a major player in the global agribusiness market, with its vast fertile plains and favourable climate for farming. The nation is one of the world’s largest exporters of soybeans, corn and beef. In fact, Argentina’s agribusiness sector accounted for 61% of its exports in 2022. This sector will continue to be a key driver of economic growth, especially as global demand for food remains high. However, the agribusiness sector faces several macroeconomic challenges, including export taxes, volatile commodity prices and currency devaluation. Additionally, logistical challenges such as outdated infrastructure and poor access to financing limit the sector’s growth potential. Technology: A Growing Hub of Innovation Argentina’s technology sector has been a bright spot amidst economic challenges. Buenos Aires, the country’s capital, has earned a reputation as a burgeoning tech hub, producing a number of successful startups and tech firms. The tech sector, bolstered by Argentina’s strong talent pool in software development, fintech and e-commerce, represents one of the fastest-growing industries in the country. The rise of remote work has allowed Argentine tech firms to tap into international markets and compete globally. Despite inflation and currency instability, Argentina remains a relatively low-cost destination for tech talent, which makes it attractive for foreign firms looking to outsource software development and IT services. The Role of Macroeconomics in Leadership For any candidate seeking an executive role in Argentina, understanding the domestic macroeconomic environment is crucial. Macroeconomic knowledge goes beyond understanding inflation rates or GDP growth. It involves interpreting how these factors interact with business operations, talent management and investment strategies. Here are the key reasons why macroeconomic insight is essential for leaders in Argentina: Risk Management: Argentina’s volatile economic environment presents unique risks, from currency devaluation to regulatory changes. Leaders must be able to anticipate and manage these risks effectively. Strategic Decision-Making: In times of economic uncertainty, strategic decisions around investment, pricing and expansion become more complex. A deep understanding of macroeconomic trends allows executives to make informed decisions that align with long-term business goals. Talent Retention: High inflation and economic instability can lead to higher turnover rates as employees seek more stable opportunities abroad. Understanding the macroeconomic context can help leaders craft retention strategies that address employees’ financial concerns. Conclusion: A Path Forward Argentina’s economic challenges are significant, but the country’s potential for recovery is equally promising. The energy, agribusiness and tech sectors are poised for growth, and leaders who understand the domestic macroeconomic environment will be best positioned to guide their companies to success. As Argentina navigates its recovery, the demand for executives with macroeconomic insight will only increase. By preparing leaders who are not only experts in their industries but also attuned to the broader economic picture, Argentina can harness the potential of its strongest sectors to drive sustainable growth. ### Why Soft Skills Are Key in the Age of Artificial Intelligence As artificial intelligence (AI) continues to reshape industries, it’s also redefining the skills companies seek in their workforce. Historically, technical expertise was a primary driver in recruitment and professional success. However, as AI takes over repetitive and data-driven tasks, the focus is shifting towards human-centric abilities—known as soft skills. These include emotional intelligence, creativity, adaptability and communication, skills that are becoming essential in the modern workplace. AI’s Strengths and Limitations AI excels at tasks such as data analysis, automating repetitive processes and optimising operational efficiency. According to a McKinsey report, half of today’s work activities could be automated by 2055, but this could happen up to 20 years earlier or later depending on various factors, in addition to other wider economic conditions. However, while AI is highly effective in rational processes, it lacks the human touch necessary for leadership, interpersonal relationships and creative problem-solving. As a result, these soft skills are now what set professionals apart. The Rise of Soft Skills As the role of AI grows, the importance of soft skills is increasing across industries. These human qualities are crucial for navigating the complexities of modern work environments, where ambiguity, interpersonal relationships and ethical considerations play a central role. 1. Emotional Intelligence (EQ): The ability to understand and manage emotions is essential in leadership. Managers with strong EQ foster trust, resolve conflicts and inspire their teams. In fact, 92% of talent professionals surveyed by LinkedIn in 2023 agreed that soft skills, including emotional intelligence, are as important or more important than technical skills. 2. Creativity: AI can assist in pattern recognition and data interpretation, but creativity is inherently human. In complex situations where answers aren’t immediately clear, creative problem-solving becomes indispensable. Companies like Google recognise this and emphasise creativity during recruitment, looking for candidates who can innovate beyond what AI tools can deliver. 3. Adaptability and Critical Thinking: In an environment of constant change, adaptability is essential. Employees who can quickly pivot and apply critical thinking when unexpected challenges arise are highly valued. McKinsey notes that adaptability and critical thinking are key for navigating today’s ever-changing work environment. 4. Decision-Making in Ambiguity: AI can provide data-driven recommendations, but human decision-making in ambiguous situations remains critical. Leaders are often faced with incomplete information and must consider ethical and emotional factors that AI cannot process. 5. Time and Priority Management: In increasingly fluid environments, human judgment is needed to decide which tasks matter most. AI can manage repetitive tasks, but people must set priorities based on strategic and ethical considerations. How Companies Assess Soft Skills Recognising the growing value of soft skills, many companies are revamping their hiring processes to assess candidates on more than just technical expertise. These evaluations may involve scenario-based interviews, complex simulations and behaviour-focused discussions. • Google: In addition to technical assessments, Google looks at candidates' problem-solving abilities, collaboration skills and adaptability. • Zappos: Famous for its strong company culture, Zappos recruits employees based on cultural fit, prioritising emotional intelligence and teamwork. • IKEA: Interviews at IKEA focus on candidates' alignment with the company’s values, assessing their behaviour and how well they work with others. The Leadership of Tomorrow With AI taking over routine tasks, leadership is being redefined around collaboration, team-building and creativity. Leaders of tomorrow will focus more on guiding teams, fostering innovation and driving human-centered strategies. As AI handles the technical aspects, human leadership will be about inspiring and connecting people. A good example of this shift is Google’s “Search Inside Yourself” programme, which teaches employees mindfulness, emotional intelligence and stress management. This investment in soft skills not only improves individual performance but also strengthens overall team dynamics. Continuous Learning: A Must for Staying Relevant As AI continues to evolve, so must humans. While technical skills remain important, investing in soft skills is critical for staying relevant in the workplace. According to LinkedIn’s 2023 Talent Trends Report, 70% of companies are focusing more on soft skills training for their employees. This training includes leadership development, communication and creative problem-solving. A Look Ahead: Human and AI Collaboration By 2030, as AI and cognitive technologies advance, the most successful professionals will be those who can integrate these technologies into human strategies. Rather than replacing humans, AI will enhance human capabilities. According to the World Economic Forum, over 50% of employees will need reskilling by 2025, with a focus on soft skills to complement technological advancements. Striking a Balance Between Soft and Technical Skills While soft skills are becoming increasingly important, technical skills are still necessary for certain roles, such as engineering, medicine or scientific research. Striking the right balance between technical expertise and interpersonal skills is critical for long-term success in many professions. Conclusion: The Future of Work Is Human AI is changing the workforce, but it’s also highlighting the importance of what makes us uniquely human. While machines can handle repetitive tasks, they cannot replicate emotional intelligence, creativity or leadership. As companies look to the future, those that invest in their employees’ soft skills alongside technology will thrive. The key to success lies in blending human strengths with technological advancements, ensuring a future where both AI and humanity work hand in hand. By focusing on soft skills like emotional intelligence, adaptability and creativity, professionals can not only stay relevant in the age of AI but also thrive in roles that require human insight and connection. ### The 5 Leadership Styles Every Leader Should Master Effective leadership is a critical skill that greatly impacts organisational success.  No one size leadership style fits every situation though - and mastering a range of different styles will help leaders adapt and lead more effectively. By becoming more flexible in terms of how they deploy their leadership, leaders can better inspire their teams, and achieve organisational goals faster. There are multiple ways to lead, but statistics reveal five essential approaches which offer marked benefits to the organisation - these are the core strategies that every leader should possess when considering their leadership style in management. 1. Transformational Leadership Transformational leaders use a clear vision for the future to unite, inspire and motivate their employees and teams. They foster a culture that nurtures innovation and encourages change, creating an environment where workers feel empowered to contribute their ideas. One study, published by the Journal of Leadership & Organisational Studies, found a correlation between transformational leadership and greater employee satisfaction and performance. Organisations that had transformational leaders reported a significant 40% increase in productivity. 2. Servant Leadership This style of leadership flips the traditional model on its head, with the leader serving the team, instead of commanding from the top of the hierarchy. Servant leadership focuses on the advancement and well-being of all team members, which encourages a strong sense of community and co-operation. According to research conducted by the Greenleaf Center for Servant Leadership, organisations who practised servant leadership saw a 10-30% rise in employee engagement. 3. Transactional Leadership As the name suggests, transactional leadership is based on a sharply defined system of rewards and punishments. This approach is effective when it comes to motivating workers to achieve short-term tasks and targets, as it provides clear structure and employer expectations. It’s especially useful in situations where compliance and performance benchmarks will be pivotal to successful project outcomes. Research released by the International Journal of Leadership Studies shows that transactional leadership is capable of boosting team performance by up to 20%, in relevant structured environments. 4. Democratic Leadership Promoting employee participation, cooperation and collaboration are three central hallmarks of Democratic style leaders. These types of leaders value feedback from all team members and encourage discussions before making decisions. This leadership style makes employees feel as if they have more of a stake in the outcome, helping to create a sense of ownership and accountability among team members. Democratic leadership leads to enhanced morale and creativity - with a Gallup poll finding teams employing this approach experiencing 25% greater employee engagement than those with more autocratic leaders. 5. Autocratic (Commanding) Leadership Autocratic leaders typically make decisions on their own from a top-of-the-hierarchy position, without considering much feedback from team members. While this strongman style can be effective in crisis situations, where quick decision-making is vital, overuse leads to a notable lack of team motivation and creativity. Commanding, or, autocratic leadership does have the potential to provide results quickly but it should be used sparingly - as it definitely comes with downsides. One paper published by the Journal of Applied Psychology showed that teams with autocratic leaders in place experienced a 30% drop in long-term job satisfaction. Flexibility is the master key to modern leadership Each of the listed leadership styles has its own strengths and weaknesses but the key for effective leaders is to be adaptable and have more than one approach to leading. Having the intuition to know when to switch between leadership styles, based on context and the needs of their team, will empower leaders to thrive in today’s quickly transforming workplace. If they master these five leadership approaches - transformational, servant, transactional, democratic, and autocratic - leaders will cultivate a more dynamic, engaged, and productive workforce. Embracing a multifaceted leadership style in management approach like this, will not only boost individual leader effectiveness - it will drive the whole organisation on to greater success within a constantly changing market. ### Navigating the Shifting Executive Search Landscape in Asia pacific The executive search market in Asia-Pacific (APAC) is undergoing significant changes driven by rapid economic growth, digital transformation, and a growing demand for specialized leadership talent. Emerging markets in Southeast Asia, alongside established economies such as Japan, Australia, and China, are contributing to a rising need for skilled executives who can navigate complex, evolving business landscapes. Rising Demand for Specialized Talent Key industries such as technology, e-commerce, financial services, renewable energy, and healthcare are fuelling the demand for C-suite leaders. Brian Russell and Noel Rowland of Horton International Australia are noticing this particularly in their market.  The ongoing digital transformation has heightened the need for executives skilled in areas like artificial intelligence (AI), cybersecurity, and big data. Additionally, environmental, social, and governance (ESG) considerations have pushed companies to seek leaders with expertise in sustainability and corporate responsibility. Multinational companies expanding into APAC are also seeking leaders with a combination of global experience and deep local market knowledge. Executives who can successfully operate within culturally diverse environments are increasingly valuable, prompting executive search firms to focus on talent with both global and regional expertise.  In Vietnam, Matthew McKay of Horton Vietnam and Mark Filshie of Horton Thailand both observe that this trend is growing in their countries. India’s Growth as a Global Economic Powerhouse India is poised to become the third-largest economy in the world , driven by innovations in IT, growth in the BFSI , infrastructure, renewable energy, and manufacturing sectors . Key sectors like semiconductors, telecom, and automotive are set for rapid expansion. Dipy Nigam, Managing Partner of Horton India emphasises that this economic transformation demands leadership with strong strategic, digital, and adaptive skills to navigate the complexities of a fast-evolving landscape. Impact of Digital Transformation Digital transformation is reshaping the APAC executive search market. Leadership roles such as Chief Digital Officer (CDO) and Chief Technology Officer (CTO) are becoming more essential as businesses adopt digital-first strategies. Janet Lui of Horton China and Yan Sen Lu of Horton Japan both report that companies are looking for leaders who not only understand technology but also possess the strategic vision to guide their organizations through digital change. Search firms such as ours are adapting by placing a stronger emphasis on leadership qualities that foster innovation and long-term digital success. Karmeli Kintanar of Horton Philippines believes that as technologies such as AI, blockchain, and cloud computing continue to grow in importance, the demand for executives who can integrate these tools into broader business goals will rise. Talent Competition Competition for executive talent in APAC is fierce, with both local firms and global companies seeking to fill leadership roles. The rise of remote work has increased flexibility for executives, intensifying cross-border competition. This environment has driven up compensation packages and made the market increasingly candidate-driven. Kitty Robertson, who handles the Life Sciences sector across APAC, and Matt Grose, in the APAC Insurance sector, both agree that this trend is evident across the region. Outlook The APAC executive search market is expected to grow, with technology, sustainability, and finance continuing to drive demand for leadership. Firms with strong networks and regional expertise will play a critical role in placing leaders who can steer companies through post-pandemic challenges and ongoing transformation efforts.  Horton International works across APAC serving our clients – get in touch if you think we can help you. ### Leading in Uncharted Territory: Preparing Leaders for New and Evolving Roles In a fast-evolving business landscape, leaders are often tasked with navigating uncharted territory. Whether it’s managing digital transformations, responding to global crises or adapting to new technologies, leadership roles are evolving faster than ever before. To thrive in these uncertain environments, leaders must be agile, resilient and committed to continuous learning. Agility: The Key to Fast-Paced Change Agility has emerged as one of the most critical skills for leaders, especially in industries that face rapid technological shifts and market disruptions. Agile leaders are able to pivot quickly, make decisions under pressure and inspire their teams to experiment with new ideas. According to PwC, 74% of executives identify agility as the most important leadership skill when managing uncertain or rapidly changing environments. Agile leadership is particularly effective in helping organisations adjust to new challenges, such as shifting from in-office operations to remote work, or integrating new technologies like AI and cloud-based systems. Leaders who foster a culture of flexibility and iterative problem-solving can help their teams adapt more readily to the demands of a fast-paced world. Tip for Leaders: Encourage experimentation and innovation within your team. Cultivate an environment where learning from failures is embraced and iterative progress is seen as a path to success. Building Resilience in the Face of Challenges While agility is essential, resilience is equally important for leaders to sustain long-term success in volatile environments. Resilience enables leaders to stay focused, maintain composure during crises and continue working toward long-term goals despite setbacks. Resilient leaders are 1.5 times more likely to successfully navigate periods of crisis compared to their less resilient peers. Resilience involves both mental and emotional toughness. Leaders must not only manage their own stress levels but also support their teams through difficult periods, such as economic downturns or major operational disruptions. Effective leaders understand that setbacks are part of the process and use these experiences as opportunities to learn and improve. Tip for Leaders: Develop mental resilience by practicing mindfulness, stress management techniques and maintaining a positive outlook. Implement resilience training programmes to help your teams stay composed and effective during crises. Commitment to Continuous Learning In an ever-changing world, leaders must prioritise continuous learning to stay relevant and effective. As industries and technologies evolve, so too must leadership skills. According to LinkedIn’s 2023 Talent Trends Report, 67% of companies now emphasise digital and technological skills in their leadership training programmes, acknowledging the need for leaders to stay ahead of the curve in managing digital transitions. Leaders who actively seek out learning opportunities, whether through formal education, workshops or mentorship programmes, are better equipped to lead their teams through complex challenges. Continuous learning also encourages leaders to stay informed about emerging trends, helping them make strategic decisions that position their organisations for future success. Tip for Leaders: Stay ahead of industry trends by committing to ongoing education. This could include enrolling in leadership courses, attending industry-specific workshops or seeking mentorship from experienced leaders. Strategies for Leading in Evolving Roles 1. Adopt Agility: Foster a flexible approach within your team that encourages experimentation. Leaders who can pivot quickly in response to change are more likely to achieve success. According to Gartner, 85% of high-performing organisations prioritise agile leadership in their development programmes. 2. Build Resilience: Equip yourself and your team with the mental tools needed to remain calm and focused during crises. Organisations that implement resilience-building programmes experience 30% lower employee turnover in challenging times, according to Deloitte. 3. Commit to Continuous Learning: Leaders who embrace lifelong learning are more successful in navigating digital transformations and other complex challenges. McKinsey reports that companies investing in continuous leadership development see a 22% increase in leadership effectiveness. Conclusion Leading in uncharted territory requires more than just technical skills. Today’s leaders must possess a combination of agility, resilience and a commitment to continuous learning to succeed. By fostering these traits, leaders can effectively guide their teams through periods of uncertainty, adapt to new challenges and drive successful outcomes. As the business world continues to evolve, those who remain flexible, resilient and open to learning will be best equipped to lead their organisations to success. ### Leadership Development Trends: What’s Shaping Executive Training? As businesses evolve in the face of technological advancements, shifting workforce demographics and global competition, the skills needed by leaders must also adapt. Leadership development programmes are undergoing significant transformations to meet these new demands. Here we discuss the most influential trends shaping current executive training and leadership development programmes. Key Trends in Leadership Development 1. Emotional Intelligence (EQ) Training Emotional intelligence (EQ) is increasingly recognised as a critical skill for leaders, as it enables them to manage interpersonal dynamics, resolve conflicts and foster a positive work culture. Studies show that 59% of companies now include EQ training as part of their leadership development programmes. Emotional intelligence helps leaders navigate complex human dynamics, improving team cohesion and productivity. EQ matters because it allows leaders to connect better with their teams, reducing friction and increasing engagement, which ultimately improves business outcomes. Leaders with high EQ are also better equipped to handle stress and make sound decisions under pressure. 2. Digital Leadership and Technological Fluency As companies continue to embrace digital transformation, leadership development must incorporate training on digital skills and technological fluency. PwC’s most recent Annual Global CEO Survey revealed that 68% of executives receive digital leadership training to help them manage remote teams, use data analytics effectively and lead digital projects. Leaders who are digitally savvy can harness technology to make data-driven decisions, enhance operational efficiency and innovate. As businesses increasingly rely on remote work and digital platforms, leaders need to be proficient in using these tools to maintain productivity and engagement across distributed teams. 3. Personalised Learning and Development Paths Personalised learning paths are becoming a cornerstone of leadership development programmes. Instead of generic training, organisations are now tailoring leadership programmes to fit individual strengths, weaknesses and career aspirations. According to McKinsey, personalised development plans result in a 30% improvement in leadership effectiveness. Customising leadership training ensures that each leader receives targeted support to grow in their unique roles. Personalisation also increases engagement with training programmes, as leaders feel their individual needs are being met. 4. Inclusive Leadership Training Inclusive leadership is becoming a priority for companies that are serious about diversity, equity and inclusion (DEI). A Deloitte study found that 69% of organisations are incorporating inclusive leadership into their development programmes. Inclusive leaders are those who actively promote diversity, foster an inclusive work culture and work to eliminate unconscious bias. Companies that emphasise inclusive leadership are more likely to attract and retain diverse talent. Additionally, diverse teams are shown to be more innovative and outperform homogenous teams by 25% in terms of profitability. Why These Trends Matter • Adapting to New Business Challenges: These trends equip leaders with the tools they need to handle modern business challenges, including managing hybrid teams and leveraging technology. • Boosting Leadership Engagement: Personalised learning ensures that leadership development programmes resonate with each participant, leading to higher engagement and retention of leaders. • Enhancing Organisational Diversity: Inclusive leadership training promotes equity, which helps organisations build diverse, high-performing teams. Conclusion The landscape of leadership development is rapidly evolving, with trends like emotional intelligence, digital fluency and personalised learning taking centre stage. As the business world continues to change, organisations must adapt their leadership development programmes to ensure their leaders are equipped to navigate complex challenges. Staying ahead of these trends is essential for maintaining a competitive edge. ### Cultivating Tomorrow’s Leaders: Strategies for Ongoing Leadership Growth Developing leaders is a continuous process that requires long-term investment. Leadership growth is not a one-time achievement but an ongoing journey that evolves as both business needs and individual aspirations change. The Importance of Continuous Leadership Growth Leadership development is critical to organisational success. A PwC report reveals that 60% of CEOs list leadership development as a top priority. Companies that prioritise leadership growth are more likely to drive innovation, boost employee engagement and navigate challenges effectively. Leadership development also plays a crucial role in retaining top talent. Employees who see clear paths for career advancement are 94% more likely to stay with their current employer. Strategies for Leadership Growth 1. Create Personalised Development Plans Leadership development cannot be one-size-fits-all. Each leader has unique strengths, weaknesses and career goals, and their development plan should reflect that. By tailoring development plans to individual leaders, companies can ensure that they’re nurturing leadership skills in a way that aligns with both personal and organisational goals. According to a 2023 Harvard Business Publishing Study, personalised leadership development plans improve leadership effectiveness by 30%. 2. Provide Continuous Feedback and Coaching Feedback is essential for growth and continuous feedback helps leaders stay on track with their development goals. Leaders who receive regular feedback show greater improvements in performance and are more engaged. Combining feedback with coaching allows leaders to receive guidance on how to apply that feedback in their day-to-day leadership practices. 3. On-the-Job Learning and Stretch Assignments One of the best ways to foster leadership growth is through hands-on experience. Assigning future leaders to stretch projects—roles that challenge them and push them beyond their comfort zones—allows them to develop new skills and apply leadership concepts in real time. According to PwC, on-the-job learning is one of the most effective ways to develop leadership capabilities. 4. Facilitate Peer Learning and Leadership Circles Learning from peers can be just as valuable as formal leadership training. Establishing leadership circles where leaders from different departments can share their experiences, discuss challenges and offer solutions helps foster a culture of continuous learning. Peer learning encourages collaboration and provides leaders with diverse perspectives on how to handle leadership challenges. Tips for Fostering Leadership Growth • Personalise Leadership Development: Create individualised development plans that align with each leader’s strengths and career goals. • Encourage Continuous Feedback: Establish a system of regular feedback and coaching to help leaders stay on track and improve. • Provide Hands-On Learning Opportunities: Assign stretch projects and cross-functional roles that push leaders to develop new skills. • Facilitate Peer Learning: Implement leadership circles or peer mentoring programmes to foster collaboration and exchange knowledge, ensuring that leadership growth is a collaborative, ongoing process. Peer learning can also help leaders expand their perspectives and develop strategies for navigating complex challenges within the organisation. Conclusion Cultivating tomorrow’s leaders requires a strategic approach that includes personalised development, continuous feedback, hands-on learning and peer collaboration. By focusing on these strategies, organisations can build a robust leadership pipeline that is ready to face future challenges. Leadership development is not a one-time event but a dynamic and continuous process that evolves alongside the needs of the business. Companies that prioritise leadership growth will be better equipped to navigate uncertainty and drive long-term success. ### Building Future Leaders: Best Practices for Succession Planning Succession planning is critical for ensuring leadership continuity and the long-term success of an organisation. Yet, according to a recent McKinsey & Company report, only 35% of companies have a formal succession plan in place. Without a clear strategy, companies risk leadership gaps that can disrupt operations and affect company morale. Identifying Future Leaders 1. Start Early and Be Proactive One of the most important steps in succession planning is identifying leadership potential early. Companies that assess their talent pipeline proactively can groom future leaders long before leadership vacancies arise. The Center for Creative Leadership recommends using talent assessments and feedback from managers to evaluate leadership potential within the organisation. 2. Use Talent Assessment Tools A proven method for identifying leadership talent is the 9-box grid, which evaluates employees based on their performance and potential. By plotting employees on a grid according to their potential for growth and their current performance, companies can identify those ready for leadership development. This approach ensures that succession planning is data-driven rather than subjective. 3. Focus on Diversity Organisations with diverse leadership teams are more innovative and tend to outperform their peers. A report by McKinsey found that companies with gender-diverse executive teams are 25% more likely to have above-average profitability. Ensuring diversity in your succession pipeline not only improves performance but also reflects a company’s commitment to equity and inclusion. Developing Future Leaders 1. Offer Leadership Development Programmes A comprehensive leadership development programme is essential for preparing high-potential employees for leadership roles. These programmes should include formal training, mentorship and opportunities for practical, hands-on leadership experience. According to PwC, organisations that invest in leadership development are 2.5 times more likely to be industry leaders. 2. Implement Job Rotations and Cross-Departmental Experience One of the best ways to prepare future leaders is to expose them to different aspects of the business. By rotating employees through various departments or roles, they gain a holistic understanding of how the organisation functions. This also allows them to develop a broader skill set, making them more versatile and adaptable as leaders. 3. Encourage Knowledge Transfer As senior leaders prepare to step down, it’s important to facilitate knowledge transfer between outgoing and incoming leaders. Formal mentorship programmes or shadowing opportunities can help ensure that critical institutional knowledge is passed down, making leadership transitions smoother. This practice helps preserve organisational memory and ensures continuity. Tips for Effective Succession Planning • Start Early: Begin identifying potential leaders long before key leadership roles become vacant. Use talent assessment tools to evaluate leadership potential across the organisation. • Diversify Leadership: Ensure that your succession plan includes a focus on diversity to build a leadership team that reflects the diverse perspectives within your workforce and customer base. • Invest in Leadership Development: Provide high-potential employees with opportunities for growth through structured leadership programmes, cross-departmental experience and mentorship. Conclusion Succession planning is critical for building future leaders and ensuring the long-term success of your organisation. By identifying potential leaders early, developing them through structured programmes and focusing on diversity, companies can create a strong leadership pipeline that ensures business continuity. ### From Benefits to Culture: What Today’s Top Talent Really Wants The expectations of today’s workforce have shifted dramatically, with top talent now prioritising more than just salary and traditional benefits. Flexibility, culture and career development opportunities have become essential factors for employees when considering a job. The New Priorities of Top Talent 1. Flexibility Workplace flexibility is no longer a luxury—it’s a necessity. According to a LinkedIn 2023 Report, 76% of employees now consider flexible work arrangements to be one of their top priorities when evaluating job offers. The rise of remote and hybrid work options during the pandemic has permanently shifted employee expectations. Employees value the autonomy that comes with flexibility, as it allows them to maintain a better work-life balance. Example of Success: Companies like Spotify have adopted a ‘Work From Anywhere’ model, which allows employees to choose between working from the office, remotely or a combination of both. This flexibility has not only improved employee satisfaction but also expanded their talent pool globally. 2. Inclusive Culture Today’s workforce is more diverse than ever and employees expect their workplaces to reflect that diversity. A positive, inclusive culture is a major draw for top talent. A report by McKinsey revealed that 82% of employees consider a company’s diversity and inclusion efforts when deciding whether to accept a job offer. Organisations that foster a sense of belonging and promote diversity, equity and inclusion (DEI) are more likely to attract and retain top talent. Example of Success: Tech company Salesforce has made significant strides in promoting diversity and inclusion. The company’s commitment to equal pay, DEI programmes and focus on ensuring equal opportunities and representation across all levels of the company, has made Salesforce one of the most desirable places to work for top talent. 3. Career Growth and Development Opportunities Employees, especially high-performers, are increasingly looking for opportunities to grow within an organisation. A LinkedIn report shows that 94% of employees would stay longer at a company if it invested in their career development. Offering mentorship programmes, leadership development routes and clear paths for career progression, demonstrates that your company values its employees’ long-term success. Example of Success: Google’s Career Development Programme provides employees with resources for continuous learning, including mentorship, online courses and leadership training. This focus on employee growth has contributed to Google’s reputation as one of the best places to work. Tips for Employers • Offer Flexible Work Models: Implement flexible work policies, such as remote work options or hybrid models, to attract talent who value autonomy and work-life balance. • Foster an Inclusive Culture: Create and promote DEI programmes that ensure all employees feel valued and included, regardless of their background. • Invest in Career Development: Provide mentorship opportunities, leadership training and career advancement pathways to ensure employees can grow within the organisation. Conclusion Today’s top talent wants more than just a pay cheque—they’re looking for flexibility, a supportive and inclusive culture, and opportunities for growth. Employers who adapt to these evolving expectations will be better positioned to attract and retain the best in the industry. ### Creating a Compelling Employer Brand to Draw High-Performing Leaders Attracting high-performing leaders is a challenge in the competitive talent market and having a strong employer brand is key to standing out. A compelling employer brand doesn’t just attract talent; it also positions your organisation as a desirable workplace, capable of retaining top-tier leadership over the long term. The Importance of Employer Branding An employer brand refers to your company’s reputation as an employer, which encompasses the values, culture and employee experience you offer. A recent LinkedIn study revealed that 86% of job seekers research a company’s reputation before applying. Having a strong employer brand can also reduce the cost-per-hire by as much as 50%, as talented individuals are more likely to seek out opportunities with reputable companies. Core Elements of a Strong Employer Brand 1. Mission and Values High-performing leaders are more likely to join organisations that align with their personal values and sense of purpose. According to Glassdoor, 75% of candidates are more likely to apply to a company with a clearly defined mission and set of values. For example, companies that emphasise sustainability or social responsibility can attract leaders who are passionate about making a positive impact. 2. Employee Experience A positive employee experience is crucial for attracting top talent. This includes factors like work-life balance, career development opportunities and a supportive work culture. LinkedIn research shows that organisations with a strong focus on employee wellbeing and development see a 41% increase in leadership applications. Offering flexibility—such as remote work options or flexible hours—is also increasingly essential, with 76% of employees citing flexibility as a key factor in their job satisfaction. 3. Leadership Development Opportunities Top-performing leaders are always seeking ways to grow. By offering leadership development programmes, mentoring and clear career progression paths, you demonstrate a commitment to fostering leadership potential within the organisation. According to PwC, companies that invest in leadership development report 59% higher employee retention rates. Tips for Building a Compelling Employer Brand • Define and Promote Core Values: Ensure that your mission and values are clearly communicated on your website, in job postings and throughout your company’s internal communications. • Showcase Employee Success Stories: Use employee testimonials and case studies to illustrate your company’s commitment to growth and leadership development. Highlight stories of current leaders who have risen through the ranks within your organisation. • Offer Competitive Perks: In addition to salary, provide unique perks that resonate with leaders—such as leadership development programmes, mentorship opportunities and the chance to lead high-impact projects. Conclusion Creating a compelling employer brand that attracts high-performing leaders requires more than competitive salaries and benefits. Organisations must focus on aligning their mission with the values of potential leaders, offering a positive employee experience and providing clear pathways for career growth. By strengthening these areas, your company can attract and retain top leadership talent. ### The Traits of Leaders Who Successfully Drive Organisational Change Organisational change is often fraught with challenges, from employee resistance to logistical hurdles. However, the success of any transformation largely depends on leadership. Effective leaders possess specific traits that enable them to guide their organisations through change smoothly. Key Traits of Successful Change Leaders 1. Resilience and Adaptability One of the most critical traits for a change leader is resilience. Change, especially on a large scale, rarely happens without setbacks and resilient leaders can bounce back from failure while keeping their teams motivated. According to a 2023 study by Harvard Business Review, resilient leaders are twice as likely to succeed in change initiatives compared to their less resilient counterparts. Adaptability complements resilience, allowing leaders to modify their approaches in response to new challenges or unexpected outcomes. 2. Clear Communication Leaders who excel at guiding organisations through change are transparent communicators. Research by McKinsey indicates that leaders who regularly update their teams about the change process see 47% higher employee engagement. Effective communication is not only about sharing information but also about listening to employees' concerns and addressing them proactively. Leaders should create open channels for feedback, which helps reduce resistance to change. 3. Emotional Intelligence (EQ) Emotional intelligence is increasingly recognised as a vital trait for leaders navigating change. Leaders with high EQ are better equipped to handle the emotional complexities of change—whether it’s managing their own stress or addressing their team’s anxieties. A 2023 study from MasterClass highlights that 76% of companies now prioritise emotional intelligence in leadership training. Emotional intelligence enables leaders to navigate interpersonal dynamics, resolve conflicts and build trust among their teams during periods of uncertainty. 4. Agility The ability to pivot quickly is crucial for leaders steering an organisation through change. Agility involves both swift decision-making and an openness to innovation. According to PwC’s Global CEO Survey, organisations led by agile leaders report 20% higher performance metrics during periods of change compared to their more rigid counterparts. Agility also fosters innovation, allowing leaders to explore new strategies when traditional approaches fall short. Tips for Leaders Driving Change • Foster Resilience: Build a culture of resilience through stress management techniques and promoting a growth mindset. Leaders can set an example by staying calm and solution-oriented during setbacks. • Enhance Communication: Develop transparent communication channels. Weekly updates, regular town halls and anonymous feedback forms can help keep employees informed and engaged. • Cultivate Emotional Intelligence: Invest in emotional intelligence training for leaders, emphasising empathy, active listening and conflict resolution. • Promote Agility: Create a flexible work environment where teams are empowered to experiment, innovate and adjust their approaches as needed. Conclusion Leaders who can effectively drive organisational change possess a unique combination of resilience, adaptability, emotional intelligence, clear communication and agility. By developing these traits, leaders not only improve their own performance but also ensure smoother, more effective transitions for their organisations. ### The Power of Vulnerability in Leadership Vulnerability is often seen as a weakness in the workplace, particularly in leadership roles. Despite this, when leaders embrace vulnerability, it can be one of the most powerful tools they can wield. By showing their authentic selves, they build trust and foster greater rapport and deeper connections. The outcome?  A more resilient, cohesive workplace culture. Vulnerability has a pivotal part to play when it comes to effective leadership in today’s workplace - and data supports this view, with multiple studies finding that openness and authenticity bring massive workplace rewards. 1. Raising Trust When leaders display vulnerability, they show their employees they are real - and unafraid to communicate authentically. Being open like this nurtures trust among team members, who in turn feel encouraged to share their opinions, ideas and concerns. One study conducted by the University of Binghamton discovered that leaders who were prepared to display vulnerability were 60% more likely to build trust within their teams. 2. Cultivating Team Engagement Leaders who show vulnerability encourage their team members to be more fully engaged. When leaders express their own challenges and uncertainties, it normalises challenges and inspires others to share more openly. Gallup research shows that teams with leaders who display vulnerability saw a 25% increase in employee engagement levels. Higher engagement leads to increased levels of employee productivity and also boosts worker morale. 3. Encouraging Innovation Leaders who show their vulnerability create a workplace culture where team members feel it’s safe to take risks and innovate. When leaders are prepared to admit they don’t have all the answers, it frees others to think creatively and suggest new ways of solving problems. A study in the Harvard Business Review found that companies that regularly promote a culture of vulnerability experience a 30% boost in both innovation and creativity. 4. Boosting Emotional Intelligence Vulnerable leaders frequently show high levels of emotional intelligence. When leaders acknowledge their emotions and challenges, they set an example their teams can follow, which fosters a more supportive work environment. A paper published by the Journal of Organizational Behavior found that leaders who had a high emotional intelligence, which is often characterised by vulnerability,saw a 20% improvement in overall team performance. 5. Strengthening Resilience Having a workplace culture of vulnerability strengthens overall organisational resilience. When leaders are open and honest about setbacks, they better prepare their teams to face challenges with an adaptable outlook and a realistic, growth oriented mindset. Research from the American Psychological Association discovered that organisations who encouraged vulnerability saw a 40% increase in worker resilience, which led to lower turnover rates. Vulnerability as a superpower Embracing vulnerability as a leader doesn’t mean appearing weak or indecisive - instead the focus should be on creating a culture of honesty, trust, engagement and innovation. When they show up as their authentic selves, leaders connect with their teams on a deeper level - and create a workplace where all employees feel empowered and valued. In today’s working environment, change is constant and challenges are multiple and inevitable.  The power of vulnerability is fast becoming a vital asset in leadership and it’s important that leaders fully comprehend, then leverage, this strength. If they do, they’ll see the benefits, as they’ll not only enhance their effectiveness, they’ll cultivate a resilient, adaptable, engaged workforce prepared to pivot and tackle any obstacle.   ### Strengthening Connections and Forging the Future: Highlights from Horton International’s Global Conference in Ireland In the scenic and tranquil setting of Wicklow, Ireland, Horton International hosted its highest-attended global conference in recent years. Over two productive days from Thursday 27th to Friday 28th September 2024, partners from across EMEA, the Americas and APAC, gathered to exchange ideas, share experiences and collaborate on future strategies. “Insightful discussions and a collaborate spirit have been the hallmark of our Partner interactions and this was once again demonstrated during the Partners conference in Ireland. With discussions centred around innovate business development strategies and the use of technology to enhance efficiency, we acknowledge that while technology enhances our capabilities, the human element remains at the heart of what we do: building trust, understanding leadership potential, and fostering relationships.” Maneesh Ajmani, Chairman, Horton International. Building Global Connections: Our Largest Gathering in Recent Years This year’s conference saw the largest turnout we’ve had in recent years, a testament to the growing strength and cohesion across the Horton International group. With partners from across the globe—including first-time attendees from new partners in the UK and Australia —the event created an environment that encouraged collaboration strengthening existing relationships while opening doors to new partnerships. As in past conferences, the underlying theme remained clear: strengthening global bonds. Conversations flowed seamlessly, blending industry insights with genuine moments of personal connection. Whether through formal strategy sessions or casual evening discussions, partners left Wicklow with the feeling that their association with Horton International was more meaningful than ever before. Thought-Provoking Keynotes and Workshops As part of the enriching experience, attendees participated in several keynote presentations and workshops that brought valuable insights to the forefront of executive search. The Power of Networks with Kingsley Aikins: Renowned for his expertise in global networking, Kingsley Aikins led a workshop that explored how networks drive success, both on a professional and personal level. His session was thought-provoking, offering attendees actionable strategies to leverage the power of connections in an increasingly digital and remote world. Effectively Using Ezekia by Joseph Blass: This practical session explored how the Ezekia database and CRM platform is streamlining executive search processes. Joseph demonstrated the platform’s robust features and how they can be used to improve efficiency and effectiveness in the search cycle. AI for Executive Search: Given the rise of Generative AI, there was great interest in sharing how AI can be leveraged to enhance executive search processes. Partners shared their use cases on how they are leveraging Gen AI for improving recruitment outcomes. The Future of Executive Search: Global Market Trends by Clare Mahon, AESC: Clare Mahon’s presentation offered a deep dive into the trends shaping the executive search industry globally, based on surveys conducted across clients and members.   Collaborative Strategy Sharing Throughout the two days, partners also took part in strategy-sharing sessions, led by Josh Hollander, Regional Director, Americas. These sessions encouraged open dialogue, allowing partners to present innovative approaches they had implemented in their own countries. The collaborative atmosphere allowed for a cross-pollination of ideas, leading to actionable strategies that partners could take back to their respective regions. We all left with fresh ideas to implement in our home markets. Moving Forward: Reaffirming Our Commitment The conference ended on a high note, leaving everyone inspired and invigorated. The two days of workshops, presentations and collaborative discussions reaffirmed the strength of Horton International’s global brand. More than just a meeting, the conference served as a reminder of why partners choose to be part of this dynamic and growing organisation.   "Organizing the conference is always a labour of love for my team, the Board and I, especially with partners coming from all corners of the globe – It really does have to be a meaningful event. Seeing everyone come together to collaborate and genuinely enjoy themselves makes it all worthwhile. The connections and shared insights we’ve built here are what truly strengthen our global network.” – Gemma Van Rooyen, Director of Global Projects, Horton International Until Next Time... As we reflect on the success of this year’s conference, it’s clear that Horton International is positioned to grow stronger as a global community. We look forward to the next opportunity to come together, share and learn from one another. https://youtu.be/IQRcOJ9kBHE   ### How Do You Assess Potential for Succession Planning? Most companies get it wrong when assessing people for succession planning. They rely too much on current performance, thinking it guarantees future leadership success. Spoiler: it doesn’t! How do you assess potential for succession planning? You need to look beyond what someone’s doing today and focus on their capacity to grow, adapt, and lead tomorrow. It’s not about filling a gap—it’s about building a future. Let’s break down how to truly assess leadership potential, so you’re not left scrambling when it’s time for a change. Focus on Leadership Qualities, Not Just Skills When figuring out "How do you assess potential for succession planning?" it’s tempting to focus on skills. After all, skills can be measured and checked off a list. But here’s the catch: skills don’t guarantee leadership success. True leaders are defined by qualities like vision, resilience, and emotional intelligence. You can teach someone a skill, but you can’t always teach them how to lead effectively. Here’s what to prioritize: Vision: Can they see the bigger picture and align teams with it? Emotional intelligence: Do they understand and manage their own emotions and those of others? Adaptability: How well do they handle change and uncertainty? Instead of just checking off technical competencies, focus on these leadership traits. A leader who can inspire, guide, and adapt is far more valuable for the future than someone with the best skills but no leadership instincts. Evaluate Drive for Growth and Development When asking, "How do you assess potential for succession planning?" the answer often lies in a candidate’s drive for growth. Future leaders should have a natural hunger to develop and expand their skill set, not just maintain the status quo. Here’s what to look for: Self-motivation: Do they take on new challenges without being prompted? Lifelong learning: Are they pursuing additional training or mentorship to grow? Curiosity: Do they consistently seek feedback and explore new ideas? If a candidate shows these traits, they’re signaling a strong commitment to personal development. Those who actively push their own growth are the ones who will continue evolving into bigger leadership roles. It’s not just about what they can do now, but about how eager they are to keep improving. Without that drive, succession is just a title, not real leadership potential! Test Problem-Solving and Decision-Making Skills When answering the question, "How do you assess potential for succession planning?" one critical area is problem-solving and decision-making. Leaders face pressure daily, and their ability to navigate tough situations is what sets them apart. It's not just about making decisions—it's about making the right ones under pressure. For a demonstration, put candidates in a real-world scenario, like a sudden budget cut. How do they respond? Do they make snap decisions or think strategically about the long-term impact? The goal is to assess not just their speed but their ability to weigh pros and cons effectively. Look for: Strategic thinking: Do they focus on immediate solutions or think about long-term implications? Calm under pressure: How well do they handle stress when decisions need to be made quickly? Accountability: Do they own their choices, even when the outcome isn’t ideal? Testing these skills in real situations gives you a clear picture of how they’ll handle leadership responsibilities in the future. Measure Cultural Fit and Alignment with Company Values When considering "How do you assess potential for succession planning?" one key factor is cultural fit and alignment with your company's values. It's not just about what they can do but how well they embody the principles that drive your business. For example, if your company values innovation, does the candidate push boundaries and bring new ideas to the table? Or, if teamwork is central, do they collaborate effectively or operate in silos? A leader who doesn’t align with company values can disrupt the organization’s direction, no matter how skilled they are. To measure cultural fit, ask: Do their actions reflect the company’s mission? Have they demonstrated commitment to core values in past roles? How do they approach teamwork, communication, and leadership in ways that align with company culture? Leaders who align with your organization’s values will not only maintain continuity but also help drive its future success. Without that alignment, succession plans often fail. Final Insight: A Forward-Looking Approach to Succession The answer to the question, “How do you assess potential for succession planning? Lies in understanding that it’s about more than just filling roles—it’s about building a future. Look for leadership qualities, growth mindset, problem-solving skills, and cultural alignment. These traits ensure your next leaders aren’t just placeholders but drivers of long-term success. Assess wisely today, and you’ll secure your company’s leadership pipeline for years to come. Why take my word for it? I’ve mastered what others are still figuring out. I’m Paul van Eck. With over 30 years of experience at the Executive and C-Suite levels, I’ve seen firsthand what it takes to assess true leadership potential. I’ve done more than just talk about leadership—I’ve lived it. I understand how to identify the right talent, build high-performing teams, and secure long-term success. When it comes to succession planning, talent acquisition, and leadership strategies, I’m not offering theories—I’m sharing what actually works in the real world. ### Norway leads the way in ensuring female participation in business The Norwegian government's proposal to introduce a requirement for at least 40 per cent gender balance on boards was adopted on 22 December 2023. The change in law came into force on 1 January 2024. Companies of a certain size must comply with new regulations that impose requirements for gender balance on boards. The aim of the change in law is to promote equality in the management of Norwegian companies and will eventually cover around 20,000 businesses. The proposal has been prepared in collaboration with NHO and LO. Efforts are constantly being made to achieve a better gender balance on the boards of Norwegian companies. Historically speaking, there has been development, but in 20 years, for example, the proportion of women on the boards of Norwegian joint-stock companies has only increased by 5 per cent. In order to speed up the development, the government wants to introduce requirements for the gender composition of Norwegian boards. The change has been debated, as some women themselves believe they will be elected because of their competence, and not because of a legal rule. However, the legislator is of the opinion that this is the best way to strengthen equality and diversity in the business world. The requirements must ensure a better gender balance in the companies' management, and the overall competence must be used as a resource in the business world. In this way, the government conducts an offensive equality policy, which aims to smooth out the power structures in society.   What does the requirement for a 40% gender balance on boards mean? The change in law means that requirements will be introduced for the gender composition of the boards of Norwegian companies. Today, only public limited companies (ASA) have introduced a requirement of at least 40 per cent gender representation. The government will make similar demands on several companies: There shall be a requirement for representation of both sexes on the board in both joint-stock companies, responsible companies, foundations, housing associations and cooperatives. In companies with at least three board members, a maximum proportion of between 67 and 50 per cent of the same gender must be required, which in practice amounts to a 40 per cent requirement. Public limited companies' rules on gender representation are continued.   Which companies are covered by the new rules? Those who already have such requirements according to the regulations today. Limited companies, cooperatives or housing associations that either have more than NOK 50 million in total operating and financial income, or more than 30 employees. The same applies to responsible companies that only have legal persons as participants. Cooperatives or housing associations with more than 500 members/unit owners. Foundations that are in business or whose purpose is distribution, or where a public authority elects at least one board member.   The requirements mean that several companies must make changes to the composition of the board. Norway is the first country in the world to introduce such requirements. Through such an introduction, within a few years there will be broad gender representation in the management of Norwegian companies, which has a significant impact on value creation in Norwegian society.   When will the change in law be introduced? The requirement will be gradually introduced in the respective enterprises from next year onwards. Where there are requirements for the composition today, the rules enter into force without transitional rules. The introduction will be carried out in five stages, over a period of around four years. First stage: to be fulfilled no later than 31 December 2024. Introduction for companies with more than NOK 100 million in total operating and financial income. Second stage: must be fulfilled no later than 30 June 2025. Includes enterprises with more than 50 employees, cooperatives and housing associations with more than 500 members and unit owners, and foundations that are in business or whose purpose is distribution. Third stage: to be fulfilled no later than 30 June 2026. Includes enterprises with more than 30 employees. Fourth step: must be fulfilled no later than 30 June 2027. Includes enterprises with more than NOK 70 million in total operating and financial income. Fifth step: to be fulfilled no later than 30 June 2028. Includes enterprises with more than NOK 50 million in total operating and financial income. On 1 July 2028, the transition period has expired, and the gradual implementation must be introduced. What sanctions can the companies receive if the new rules are not complied with? If the companies do not comply with the new rules, they are not a valid composite board. A board that is not validly elected will not have the authority to represent the company externally, or to take legal action on behalf of the company. This means that decisions made by the board during the period in which it has not been legally constituted will not be considered valid. Violations of the new rules could therefore have serious consequences for the companies themselves and their co-contractors. In the extreme, a breach of the requirements may lead to forced dissolution of the companies. In order to correct an illegally composed board, a new general meeting must be held, where a board that meets the requirements for the gender composition is elected, before a new registration notice can be submitted.   Written in cooperation with Ingjer Ofstad, Director BDO Lawyers ### Do CEOs Have Time for Families? The stereotype of a CEO is someone who’s constantly on the move, attending endless meetings, with little time left for anything—especially family. But is this really the case? Do CEOs have time for families, or is this just an overblown myth? While it’s true that CEOs face intense demands, the reality might surprise you. Many leaders manage to balance work and personal life through careful time management and delegation. Stick around, and you’ll learn exactly how it’s done. The All-Consuming CEO Role There’s no denying that being a CEO is demanding. The Harvard Business School 2018 study revealed just how intense their schedules are: 62.5 hours per week on average. 9.7 hours per weekday and even 2.4 hours on vacation days. 72% of their time spent in meetings, mostly in small-group or one-on-one settings. This all-consuming role is why many believe CEOs have no time for family. But here’s the catch—75% of a CEO’s time is pre-scheduled, meaning they have control over much of their day. So, do CEOs have time for families? The answer? Not as simple as it seems. Sure, the demands are sky-high, but savvy CEOs have ways of pulling off both. Think it’s all work and no family? Think again. As we dig in, you’ll see how some of these leaders manage to keep strong family ties without missing a beat in the boardroom. CEOs Who Make Family Time a Priority Despite the intense pressures of leading global companies, many CEOs manage to carve out time for their families. It’s not unusual to see famous CEOs from giant tech firms making public appearances with their families—whether at restaurants, parks, events or even on vacations. These leaders may be juggling demanding schedules, but they don’t always sacrifice family life for work. So, do CEOs have time for families? It comes down to strategy. Many CEOs use the following methods to maintain balance: Delegation: They rely on trusted team members to handle day-to-day responsibilities so they can focus on big-picture decisions. Setting boundaries: Some CEOs avoid early morning or late-night meetings to protect personal and family time. Time-blocking: Scheduling specific times for family activities ensures work doesn’t consume all hours of the day. Some CEOs cleverly weave their personal and professional worlds together—whether it’s taking their kids to major events or turning business trips into family vacations. It’s a smooth way to stay connected without missing a beat at work. No need to pick one over the other. The real trick? Crafting a setup where both thrive. Smart planning, bold choices, and the willingness to mix things up allow CEOs to enjoy both their family and their leadership role, proving you don’t have to sacrifice one for the other. The Myth of Work-Life Balance Let’s face it—“work-life balance” may be a thing of the past. For many CEOs, the new reality is work-life integration. Instead of rigidly separating work and personal time, CEOs are blending the two. Here’s how integration works: Meetings from the home office: Juggling professional calls while being present at home. Business calls during family outings: Finding moments to handle work even in personal settings. Weaving responsibilities into everyday life: Merging work tasks into the rhythm of family time. So, do CEOs have time for families? With integration, the answer leans toward yes. It allows them to stay involved with both worlds without needing strict boundaries. For some, it’s a more practical, flexible approach than the elusive work-life balance. But there’s a downside—this approach often means never fully switching off. While family dynamics may improve with increased involvement, the risk of burnout or feeling perpetually “on” remains high. Ultimately, integration offers a more realistic way for CEOs to stay connected with their families, but it comes with its own challenges. Final Word: Can CEOs Really Have It All? Balancing family and the role of a CEO is possible, but it requires conscious effort and smart decision-making. Delegating, setting boundaries, and integrating work with family life are all strategies that help make it work. However, do CEOs have time for families? The answer really depends on individual priorities and the personal choices CEOs make. Not all leaders find the balance they need, and for some, work takes precedence. But the myth of the always-too-busy CEO doesn’t apply across the board. In today’s world, many CEOs are finding creative ways to stay connected with their families, proving that leaders can, in fact, have it all—or at least a version of it that works for them. Balancing the chaos of leadership and family life isn’t just possible—it’s a matter of playing it smart. Why take my word for it? I’ve mastered what others are still figuring out. I’m Paul van Eck. With over 30 years of experience at the Executive and C-Suite levels, I’ve lived the balance between high-stakes leadership and personal life. I know what it takes to drive business success without sacrificing the things that matter most. When it comes to leadership and managing time for family, I’m not offering theories—I’m sharing what actually works. ### From Learning to Leading: How Upskilling Transforms Careers In our swiftly evolving job market, organisations that have the ability to adapt and grow will be best placed to thrive. These companies will also be leading the pack when it comes to optimising their employee’s productivity and loyalty. Upskilling, or providing training that boosts employees' skills, is becoming a pivotal strategy for organisations who want to nurture a culture of continual learning, as well as solid leadership development. Offering upskilling opportunities is no longer optional. The companies that make the effort to do this going forward, will have a transformative impact on their employee’s careers, as recent research demonstrates.   The Upskilling Imperative   According to a report published by the World Economic Forum, almost 50% of the workforce will require reskilling by 2025, as workplaces evolve with technology. This figure highlights the urgent need for companies to create viable ways to upskill. Fostering a company culture that encourages learning, not only prepares employees with the necessary key skills to perform their roles optimally -  it nurtures engagement and innovation - and encourages higher levels of employee retention.   Why Upskill? Investing in upskilling frequently provides companies with significant returns. Research released by the Association for Talent Development (ATD) shows that organisations that have robust learning cultures are 92% more likely to innovate - and 46% more likely to be first to market with new products. Their insight also reveals that companies who invest in employee training experience a 24% higher profit margin, in contrast with those that failed to do the same. Creating an upskilling culture also encourages leadership - as workers acquire new skills, they’re more likely to be self-starting, making decisions and leading projects with confidence. This transformative shift doesn’t just benefit individual employees, it enhances the entire organisation’s cohesion and performance.   5 Core Strategies to Cultivate a Culture of Continual Upskilling   Evaluate Employee Skills Needs - Begin by identifying the key skills gaps that lie within the organisation. Performing regular assessments can assist any existing training programs and will ensure alignment and harmony with the business’s objectives.   Encourage Continual Learning - Leaders should make an effort to promote a mindset of lifelong learning within the workplace environment. Encourage workers to enrol in relevant courses, attend workshops, and participate in industry conferences. Hugely successful organisations, such as Google and Amazon, are renowned for providing their employees with the resources required to boost their skills on a continuous basis.   Provide Diverse Learning Opportunities - Offer employees a broad choice of learning formats - including online learning material,one-to- one mentorship, and hands-on practical workshops. One study published by LinkedIn Learning discovered that 94% of employees said they would stay at a company longer, if it invested properly in their careers.   Recognize and Reward Learning - Provide desired incentives for workers who take up additional training opportunities. Recognising employee achievements not only boosts individual morale, it also motivates others to follow a similar course of action.   Create Pathways to Leadership - Companies must take the relevant steps to ensure that upskilling opportunities align well with leadership development. Organisations should establish clearly mapped out routes for career advancement, and equip their employees with all the tools they will need to lead.   The Outcome of Upskilling The significant impact of upskilling on career transformation is profound, as recent statistics demonstrate.  One report published by McKinsey found that organisations who prioritise reskilling saw an average 30% rise in employee productivity. On top of this, a 2022 LinkedIn survey discovered that workers who undergo training are more engaged and less likely to leave, with 70% of them stating that learning opportunities increase their job satisfaction. The workforce is continuing to evolve and creating a culture of upskilling is no longer optional - it’s vital. Organisations that invest in their employees’ development now, will not just prepare them well for the challenges that tomorrow will bring, they’ll pave the way for innovation and sustained company success. By prioritising learning within the workplace, companies can radically transform careers - and, ultimately, improve their entire business landscape. The time to embrace upskilling is now - and the organisations that do this will not merely be investing in their workforce - they’ll be creating a sustainable future for themselves within a rapidly transforming marketplace.   ### How the Findings of the 2024 Future of Work Study Can Help Leaders Adapt for the Future The workplace is evolving rapidly, and leadership must keep pace with these changes. The 2024 Future of Work Study provides critical insights into how AI, flexible workforces, and emerging trends are reshaping leadership roles. These findings offer leaders valuable strategies for adapting to the new world of work, enabling them to stay ahead of the curve and ensure their organisations thrive. 1. Embrace the Shift from Traditional Leadership to Coaching The study highlights a fundamental shift from the traditional "boss" model of leadership towards a coaching mindset. Leaders must now focus on mentoring and empowering their teams rather than merely directing them. The old command-and-control model is becoming obsolete as workforces become more decentralised and technology enables greater autonomy. What leaders can do: Transition to a coaching role, where the focus is on guidance, support, and personal development. Encourage continuous learning and foster an environment of psychological safety where employees can innovate and experiment without fear of failure. 2. Leverage AI to Drive Decision-Making and Productivity AI is reshaping the way leaders make decisions and manage teams. The study emphasises that AI can provide leaders with predictive insights, automate routine tasks, and offer data-driven support for complex decisions. Leaders who integrate AI effectively can focus on high-value tasks while improving efficiency across their organisations. What leaders can do: Incorporate AI tools to streamline decision-making processes and identify emerging trends. Use AI-driven data analysis to tailor leadership strategies to the specific needs and preferences of team members, enhancing engagement and performance. 3. Adopt Flexible Workforce Models Flexible and remote work arrangements are here to stay. The study notes that flexible workforce models - such as talent clouds and elastic teams - are becoming essential. These allow organisations to tap into a global pool of freelancers, contractors, and remote employees, offering greater agility and cost-effectiveness. What leaders can do: Develop a strategy for blending full-time employees with freelancers, contractors, and gig workers to maximise operational efficiency. Embrace remote collaboration tools and establish clear communication channels to maintain team cohesion across geographical locations. 4. Prioritise Lifelong Learning and Skill Development With rapid advancements in AI and automation, the demand for upskilling and reskilling has never been greater. Leaders must ensure that their teams, and themselves, are continually developing new skills to remain competitive in the evolving marketplace. What leaders can do: Encourage a culture of lifelong learning within the organisation, offering access to training, mentorship, and professional development opportunities. Invest in technology-driven learning platforms that can provide on-demand skill-building tailored to individual needs. 5. Foster a Purpose-Driven Leadership Approach The study highlights that businesses are increasingly shifting from profit-driven to purpose-driven models, with a focus on sustainability, corporate responsibility, and employee well-being. Leaders who embrace this shift will build stronger relationships with stakeholders and foster more engaged, loyal teams. What leaders can do: Align leadership strategies with organisational values, focusing on purpose and long-term impact rather than short-term profit. Promote diversity, inclusion, and well-being initiatives that create a positive work environment and attract top talent. 6. Prepare for Hybrid and Remote Team Dynamics The rise of hybrid and remote work has fundamentally changed how teams operate. Leaders must adapt to managing distributed teams, ensuring productivity and engagement while avoiding the pitfalls of isolation and disengagement. What leaders can do: Set clear expectations and communication norms for hybrid teams to maintain transparency and accountability. Build trust by empowering teams to work autonomously while offering regular feedback and support. It’s time to adapt for the future of leadership! The findings of the 2024 Future of Work Study underscore the importance of adaptability for modern leaders. By embracing AI, flexible workforces, and a coaching mindset, leaders can effectively navigate the challenges of the evolving workplace. Those who prioritise continuous learning, purpose-driven leadership, and effective remote team management will not only survive but thrive in the future of work.   ### The 5 Pillars of Remote Leadership Success As remote work continues to expand, effective leadership in a virtual environment has become critical. Leading remote teams comes with its own set of challenges, but by focusing on five key areas, leaders can foster a productive, motivated and engaged team. These 5 Pillars of Remote Leadership Success will help guide you toward managing a thriving, high-performing team, even from a distance. Clarity Without in-person interactions, clear communication becomes even more essential. Remote teams need to know exactly what’s expected of them, from individual responsibilities to overarching goals. Regular check-ins, clear instructions and setting precise deadlines help prevent confusion and ensure that everyone stays on the same page. Solution: Use tools like Slack or Microsoft Teams to maintain clear and open lines of communication. A team survey from Remote.com found that 57% of remote employees feel disconnected due to poor communication​. Consistency Consistency in leadership builds trust. Remote workers need to feel that their leaders are reliable and available when needed. This means being consistent in communication, feedback and even in how decisions are made. A consistent approach to leadership helps remote employees feel supported and confident in their roles. Solution: Set regular virtual meetings and provide ongoing feedback. Consistent leadership has been shown to improve remote team engagement by 30%, according to HubSpot. Connection Human connection is key, even when physical presence isn’t possible. Remote work can sometimes feel isolating and it’s a leader's responsibility to ensure employees still feel like part of a cohesive team. Building a strong sense of team spirit and connection helps boost morale and retain top talent. Solution: Incorporate virtual team-building activities, such as weekly virtual coffee chats, to encourage engagement. Studies show that social connections within teams lead to a 29% reduction in absenteeism. Compassion Remote work blurs the boundaries between personal and professional life. Leaders who show compassion by understanding the challenges their employees face (e.g., managing work while homeschooling or dealing with isolation) are more likely to earn their team’s loyalty and trust. Compassionate leadership fosters a more engaged and committed workforce. Solution: Provide mental health support through access to resources such as virtual wellbeing programmes. According to Forbes, companies with mental health initiatives see a 22% decrease in burnout​. Control Empowering remote employees by giving them control over their schedules and workflows can greatly enhance productivity. Trusting your team to manage their own time and tasks without micromanagement boosts morale and creates a culture of accountability and autonomy. Solution: Adopt a results-oriented approach by focusing on outcomes rather than hours worked. A study by Remote.com shows that 67% of remote workers feel more productive when given the autonomy to manage their time​. Conclusion By embracing these five pillars—Clarity, Consistency, Connection, Compassion and Control—remote leaders can navigate the unique challenges of leading from afar. These strategies will not only increase productivity but also foster a sense of belonging, which is crucial for long-term team success in a remote work setting. ### How AI is Transforming Employee Retention Strategies Employee retention has always been a challenge for businesses, but with the advent of Artificial Intelligence (AI), companies are finding innovative ways to keep their top talent engaged and satisfied. AI is reshaping traditional retention strategies by providing data-driven insights that allow organisations to predict turnover, personalise employee development and boost overall job satisfaction. One of the most powerful applications of AI in retention is predictive analytics. AI systems can analyse vast amounts of employee data, from performance reviews to engagement surveys, to identify patterns and trends that signal when an employee might be at risk of leaving. These systems can predict turnover risks with a 20-30% accuracy, giving managers a chance to intervene early. By addressing issues before they escalate, companies can reduce turnover and improve employee retention rates. Another key benefit of AI is its ability to create personalised employee development plans. AI-powered platforms can assess an employee’s strengths, weaknesses and career aspirations, then recommend tailored learning paths and development opportunities. This personalised approach makes employees feel valued and invested in, which can significantly boost retention. In fact, research by LinkedIn Learning shows that 94% of employees are more likely to stay with a company that invests in their personal development. AI also enhances the way companies gather and act on employee feedback. Sentiment analysis tools powered by AI can scan written feedback, emails and other communications to gauge employee morale in real time. These tools provide managers with actionable insights, helping them identify potential issues before they turn into bigger problems. Companies using AI-driven feedback tools have reported a 25% improvement in employee satisfaction by addressing concerns promptly. Recognition plays a crucial role in keeping employees engaged and AI has streamlined this process. AI-driven recognition programmes can automatically track employee achievements and send real-time acknowledgments. Whether it's hitting a project milestone or showing exceptional teamwork, these systems ensure that employees feel appreciated. 69% of employees report that receiving regular recognition from their employers would motivate them to work harder and stay longer. Mental health has become a top priority for businesses and AI offers solutions here as well. AI-powered mental health tools, such as chatbots, can provide immediate support to employees dealing with stress, anxiety or burnout. These tools can offer resources, suggest coping strategies, or direct employees to professional help when needed. According to Forbes, 92% of workers say they are more likely to stay with a company that provides access to mental health resources. In summary, AI is transforming employee retention by offering tools that go beyond traditional strategies. From predictive analytics to personalised development and mental health support, AI allows companies to better understand and meet the needs of their employees, resulting in a more engaged, satisfied and loyal workforce. ### DEI in the Workplace: Fostering an Inclusive Culture In the current dynamic and interconnected business landscape,  fostering an inclusive culture is not just a moral imperative—it’s a business necessity. Diversity, Equity and Inclusion (DEI) initiatives have moved beyond being a “nice-to-have” feature to becoming a critical driver of business success. As companies strive to create environments where all employees feel valued, respected and empowered, DEI strategies are evolving to meet the demands of the modern workplace. One of the key reasons to invest in DEI is the undeniable link between diverse teams and innovation. A McKinsey study found that companies in the top quartile for ethnic and cultural diversity were 33% more likely to outperform their peers on profitability. Diverse perspectives fuel creativity and innovation, leading to better decision-making and ultimately driving financial performance. When employees from different backgrounds come together, they bring unique experiences, ideas and approaches that broaden a company’s ability to solve problems and serve a wider market. However, it’s not enough to simply hire a diverse workforce—leadership must actively foster an inclusive environment. Inclusive leadership is critical to making DEI efforts successful. According to research by Harvard Business Review, 80% of employees believe that inclusive leadership is crucial in promoting a sense of belonging and engagement in the workplace. Inclusive leaders encourage open dialogue, listen to diverse perspectives and ensure that every employee feels heard and valued. Another important aspect of DEI is empowering employees through Employee Resource Groups (ERGs). These groups, often formed by employees, serve as support networks for underrepresented groups in the organisation, such as women, LGBTQ+ employees and people of colour. Studies by Deloitte show that companies with active ERGs report a 70% increase in employee engagement and satisfaction. These groups not only provide a safe space for employees to share their experiences but also help shape inclusive policies and initiatives. Blind recruitment is another effective strategy that helps reduce unconscious bias in hiring. By removing names, photos and other identifying information from CVs, companies can evaluate candidates purely on their qualifications. This practice has led to a 46% improvement in diversity during the hiring process, allowing organisations to hire based on merit rather than unconscious bias. Finally, flexibility plays a key role in fostering an inclusive environment. Offering flexible work arrangements, such as remote work or adjustable hours, can help meet the diverse needs of employees. Businesses that offer flexible work policies report a 30% increase in employee retention, particularly among underrepresented groups. In conclusion, fostering an inclusive workplace requires more than just good intentions. It demands a strategic approach that integrates diverse hiring, inclusive leadership, employee support groups and flexible policies. Companies that invest in DEI are not only creating a more just and equitable workplace, but they are also positioning themselves for long-term success in 2024 and beyond. ### How to Build an Effective Online Presence for Leadership Roles In today’s digital landscape, having a strong online presence isn’t just optional for leaders—it’s a necessity. As a leader, your personal brand and visibility can significantly impact not only your career trajectory but also the reputation and success of the organisation you represent. With platforms like LinkedIn, X, and other social media outlets offering endless opportunities for connection and influence, establishing a powerful digital presence is more important than ever. So, how can you, as a leader, build and maintain an effective online presence that showcases your expertise, attracts valuable connections, and strengthens your leadership role? Let’s break it down. Optimise Your LinkedIn Profile: Your Digital Business Card For leaders, LinkedIn is the foundation of any strong online presence. Think of your LinkedIn profile as your professional digital business card—a place where potential clients, business partners, employees, and even competitors come to learn about you. Here’s how to make it stand out: Professional Headshot Your photo is the first thing people see, so ensure it's professional and approachable. Leaders should invest in a high-quality headshot that conveys confidence, competence, and warmth. Headline that Reflects Your Expertise Your headline should go beyond just your job title. Highlight what you’re known for or what you're passionate about. For example, instead of just "CEO at XYZ Company," try something like "Driving Innovation in the Tech Industry | CEO of XYZ Company." Compelling Summary Use the summary section to tell your professional story. This is your chance to showcase your leadership journey, key accomplishments, and what drives you. Make sure it’s authentic and personal, giving readers insight into who you are as a leader. Highlight Key Achievements and Skills Ensure your profile details your major achievements, especially those related to leadership and strategic vision. Add endorsements for your leadership skills, and make sure to include any notable recognitions. Share Thought Leadership Content To build a strong leadership presence, it’s important to position yourself as a thought leader in your industry. Sharing your insights, opinions, and expertise online not only helps boost your credibility but also attracts meaningful connections and opportunities. Write LinkedIn Articles One of the best ways to demonstrate thought leadership is by writing articles that dive deep into your industry’s trends, challenges, and innovations. Focus on offering solutions and thought-provoking ideas that can add value to your audience. Post Regular Updates Stay active by sharing articles, news, or your own experiences related to leadership and your industry. Regular updates keep you top of mind with your connections and position you as someone who is engaged and knowledgeable. Engage with Others’ Content Don’t just focus on your own content—engage with others by commenting, liking, and sharing posts from colleagues or thought leaders in your field. Offering insightful comments on relevant posts can broaden your reach and open up new conversations. Build and Nurture Your Network As a leader, your network is one of your most valuable assets. It’s not just about having a large number of connections; it’s about having meaningful relationships with people who can offer insights, support, and opportunities. Quality over Quantity Be selective with your connections. Aim to build a network of professionals who inspire you, challenge your thinking, and are aligned with your goals. A smaller, high-quality network can often be more powerful than thousands of superficial connections. Personalise Connection Requests When reaching out to connect with someone new, take the time to personalise your request. Mention a shared interest or experience, and explain why you’d like to connect. This approach increases the likelihood of forming meaningful relationships. Stay Engaged Once you’ve built your network, don’t let it go cold. Regularly engage with your connections by commenting on their updates, congratulating them on their milestones, or sending a quick message to stay in touch. Leverage Other Social Media Platforms While LinkedIn is essential for professionals, platforms like X and even Instagram can also play a role in building a well-rounded online presence. X for Real-Time Thought Leadership X is a great platform for sharing quick insights, engaging in industry discussions, and staying up-to-date with the latest news. Leaders can use X to share snippets of wisdom, industry trends, or personal leadership experiences in real-time. Instagram for Personal Branding Instagram may seem unconventional for leadership roles, but it offers a unique opportunity to show a more personal side of your life. Use Instagram to highlight behind-the-scenes moments, such as team-building activities or events, and offer a glimpse into your leadership style. Engage Authentically Authenticity is the cornerstone of building trust in any leadership role. As you develop your online presence, it’s crucial to engage in ways that feel genuine and true to who you are. Share Personal Stories People connect with people, not titles. Sharing personal stories about your leadership journey—both successes and challenges—can humanise you and make you more relatable. This can be especially powerful on platforms like LinkedIn or in blog posts. Be Transparent and Accessible Leaders who are open and transparent with their communication build stronger connections. Be approachable online by responding to comments, messages, and discussions. Showing that you are accessible and engaged with your network creates a sense of community around your leadership. Track Your Progress and Adjust Finally, as with any leadership strategy, it’s important to measure the effectiveness of your online presence. LinkedIn, X, and other platforms offer analytics tools that allow you to track how your content is performing. Review Analytics Pay attention to engagement metrics like likes, shares, comments, and views. If certain types of content perform better than others, adjust your strategy to include more of what resonates with your audience. Evolve Your Strategy Building an online presence isn’t a one-time effort. As you grow in your leadership role, your online presence should evolve with you. Regularly update your profile, adjust your content strategy based on feedback, and always look for new ways to engage with your network. It’s time to get started! Building an effective online presence as a leader requires more than just having a LinkedIn profile. It’s about being intentional with your content, networking strategically, and engaging authentically. A well-crafted digital presence enhances your leadership brand, builds trust with your audience, and opens up new opportunities for both personal and organisational growth. As the world continues to shift toward digital-first communication, investing in your online presence is one of the smartest moves you can make as a leader. ### Bridging the Soft Skills Gap: Equipping Gen Z for the Modern Workplace Generation Z is now entering the workplace and it’s clear that their impressive technical skills and native digital fluency are both huge assets. At the same time, a noticeable issue is emerging - the gap in soft skills that will be vital for professional success. Bridging this gap is pivotal, both for Gen Z’ers and the companies they join. Recent UK statistics highlight the full scope of this problem, making it crucial for businesses to implement effective strategies that will equip Gen Z with the soft skills they’ll need in the modern workplace. The Soft Skills Gap in Statistics A 2023 report released by the UK Commission for Employment and Skills revealed that 62% of employers believe the dearth of soft skills among the Gen Z cohort presents a major barrier to their workplace success. Possessing soft skills, such as communication, collaboration, problem-solving, and emotional intelligence, helps optimise individual performance -  but it’s also a critical factor in boosting general organisational effectiveness. Recent data from the Office for National Statistics (ONS) demonstrates that while 82% of Gen Z’ers are confident about their technical abilities, only 45% feel they are effective communicators. Other research, from the Chartered Management Institute (CMI), reveals that 70% of employers find young professionals lacking in leadership skills, while 55% believe they struggle to adapt well. These statistics underscore a major problem - despite their fluency with technology and the digital landscape, Gen Z workers lack crucial interpersonal and organisational skills. Part of this is owing to the pandemic and a rise in remote working, yet the modern workplace is becoming increasingly collaborative and dynamic, making soft skills more important than ever. Why are Soft Skills so Important in Today's Workplace? In our current work environment, soft skills are essential for several reasons: Communication - There’s been a huge increase in remote working and virtual teams, making clear and effective communication essential. Misunderstandings can easily lead to errors and costly inefficiencies, making strong communication skills a top priority. Teamwork and Collaboration - Today’s workplace often requires employees to work in diverse, cross-functional teams. Being able to collaborate, negotiate, and manage conflicts well is directly correlated with having successful project outcomes. Flexibility - The rapid pace of development in technology and ever-changing market conditions means that employees need to know how to adapt quickly. Those with strong problem-solving skills and good resilience will be better equipped to handle the current working environment. Leadership and Initiative - Even at entry level, having the ability to take the initiative and demonstrating good leadership skills sets employees apart and will prepare them well for future advancement. 10 Tips to help Employers Bridge the Soft Skills Gap If employers want to address the soft skills gap and better prepare their Gen Z personnel for the modern workplace, there are several effective strategies they can implement: 1 - Integrate Soft Skills Training into the Onboarding Process One way to do this is to create onboarding programmes that include training in essential soft skills. These can cover core areas, like effective communication, collaboration, and problem-solving. Hosting interactive workshops, creating role-playing scenarios, and implementing mentorship schemes can enhance this approach and make training more engaging and practical. 2 - Provide Ongoing Opportunities to Learn Establish a culture of continual learning by providing ongoing training and upskilling opportunities. These can include workshops and online courses, or seminars focused on soft skills. Encouraging workers to pursue personal development helps with their wellbeing and ensures they stay adaptable and prepped for numerous challenges. 3 - Implement Mentorship and Coaching Programs Matching younger employees with more experienced, older mentors provides them with invaluable guidance and feedback on their soft skills. Establishing regular coaching sessions will help workers to develop their skill sets more effectively, while receiving constructive criticism. 4 - Promote a Feedback-Positive Environment To help workers continuously develop their soft skills, employers must first create a workplace culture where they feel listened to - and where regular, constructive feedback is valued. Encouraging feedback helps employees stay loyal and lets them understand their strengths, as well as the areas where they might need improvement. 5 - Encourage Cross-Functional Projects Involving Gen Z employees in cross-functional teams and projects helps expose them to diverse working styles and different challenges. Having these experiences will not only enhance their teamwork and communication, it will also heighten their problem-solving abilities. 6 - Foster a Culture of Collaboration Create opportunities for employees from differing age sectors to come together on projects and initiatives. Holding activities like team-building exercises and creating collaborative tasks improves interpersonal skills and cements strong team dynamics. 7 - Use Technology to Help Employees Upskill Leverage the use of digital tools and platforms that facilitate skill development. Online learning platforms, virtual reality environments, and interactive apps all offer innovative ways for workers to practise, and enhance key soft skills. 8 - Clarify Expectations and Goals Lay out the soft skills needed for different company roles and set clear, specific goals that employees can visualise and then work towards. Regularly review their progress and provide the support they will require to help them reach these targets. 9 - Recognise and Reward Soft Skill Development Acknowledge and reward employees who develop strong soft skills. Employee recognition is a powerful motivator and reinforces the importance of these skills to the whole workplace. 10 - Encourage Networking and Professional Development Enable younger employees to attend relevant industry events, networking opportunities, and professional development workshops. Having these experiences helps them build confidence and fine tunes their communication and leadership skills. Conclusion Addressing the soft skills gap is critical for both Generation Z and their employers, as this demographic continues to enter and shape today’s work environment. Recognising the importance of soft skills, then implementing strategies to develop them, will allow organisations to bridge the skills gap and create a more effective, flexible, and co-operative workplace. Investment in the soft skills development of younger employees will not only enhance their individual performance - it directly contributes to the overall success of the organisation. If they have access to the right support and resources, Gen Z can thrive in the modern workplace, leveraging their already high technical prowess alongside a strong set of soft skills. ### Navigating the Changing Landscape of Leadership Talent in 2024 In the rapidly evolving landscape of 2024, staying ahead in leadership talent recruitment is more crucial than ever. As organizations navigate the complexities of technological advancements, global economic shifts, and the changing workplace, the qualities that define effective leadership are being redefined. Key Trends Shaping Leadership in 2024: Innovation and Stability: Leaders adept at balancing innovation with stability are essential in today’s fast-paced business environment. 85% of Fortune 500 companies cite innovation as a key leadership trait, up from 70% in 2020. (Source: PwC) Emotional Intelligence and Cultural Awareness: Leaders with high emotional intelligence and cultural fluency are in demand to build strong, inclusive teams. A 2023 LinkedIn report found that 78% of hiring managers consider emotional intelligence a critical skill for leadership roles. Human Skills in an AI-Driven World: While AI transforms business landscapes, human skills like creativity and empathy remain irreplaceable. 67% of executives believe that creativity and emotional intelligence are as important as technical skills in an AI-driven world.  (Source: McKinsey 2023) The Global Talent Pool: Remote and hybrid work models have broadened the talent pool, requiring compelling value propositions to attract top talent. 74% of companies plan to permanently shift to remote work for part of their workforce.  (Source: Gartner 2023) Sustainability in Corporate Strategy: Sustainability is no longer a peripheral concern; it is central to corporate strategy. 84% of executives believe that integrating sustainability into their corporate strategy is essential for long-term success. (Source: Deloitte 2023) CEO Perspective: As the business world becomes more dynamic, leaders who can deftly balance the need for innovation with the stability of core operations are increasingly valued. This balance ensures that companies can remain competitive without sacrificing their foundational strengths. In a globalized market, the ability to understand and respect cultural differences, combined with emotional intelligence, sets leaders apart. These skills allow leaders to foster inclusive environments where diverse teams can thrive, leading to better decision-making and innovation. Despite the rise of AI and automation, the human touch remains irreplaceable. Leaders who excel in creativity, empathy, and complex problem-solving will lead the charge in integrating AI while keeping teams motivated and aligned with company values. The shift towards remote work has expanded the talent pool beyond geographical boundaries, offering organizations access to a more diverse and skilled workforce. However, it also means that companies must compete globally for top talent, requiring innovative approaches to recruitment and retention. The emphasis on Environmental, Social, and Governance (ESG) factors is reshaping corporate strategies. Leaders today must not only drive profitability but also ensure that their organizations contribute positively to society and the environment, which is increasingly linked to long-term success. As we navigate these transformative times, it’s clear that the qualities we seek in leaders are evolving and we are committed to helping organizations identify and develop leaders who can thrive in this new era. By leveraging our global network and staying attuned to these emerging trends, we continue to connect visionary talent with forward-thinking companies ### The Philippines: A Rising Star in the Global Innovation Economy The Philippines, an archipelago of over 7,000 islands, is often overlooked in discussions of global economic powerhouses. Yet, this Southeast Asian nation is quietly emerging as a significant player in the world economy, particularly in the realm of technology and innovation. At the heart of this transformation is the Information Technology and Business Process Management (IT-BPM) sector. This industry has been a cornerstone of the Philippine economy for years, but its recent evolution is nothing short of remarkable. Once primarily known for its voice-based services, the Philippine IT-BPM sector has dramatically expanded its capabilities. Today, the country has become the global hub of many Fortune 500 companies managing a wide range of processes, including: Finance, HR, Supply Chain Management, High end analytics, Software development, Game development, Healthcare IT, among others. Some examples of such companies that have set up global hubs in the Philippines include: Technology: Accenture, IBM, Intel, Cisco, and Google have established robust IT delivery and R&D centers in the Philippines. Finance: Citibank, HSBC, and JPMorgan Chase maintain significant operations for back-office processes, customer support, and IT services. Healthcare: UnitedHealth Group and Kaiser Permanente have set up healthcare-related IT and support functions in the Philippines. Consumer: Unilever, Johnson & Johnson, Nestle, and Procter & Gamble have established shared service centers for finance, HR, and supply chain management. These global hubs play a critical role in supporting their parent companies' operations by: Cost optimization: Leveraging the Philippines' competitive cost structure for back-office functions. Talent acquisition: Accessing a large pool of skilled and English-proficient professionals. Innovation: Contributing to product development, research, and process improvement initiatives. Market expansion: Serving as a base for expanding into the Southeast Asian market. These are just a few examples of the IT-BPM sector's growth and diversification. This expansion is driven by several factors, including: A highly skilled workforce: The Philippines boasts a young, English-proficient population with a strong work ethic. Competitive operating costs: Compared to other outsourcing destinations, the Philippines offers a cost-effective business environment. Strong government support: The Philippine government has consistently prioritized the IT-BPM sector, providing incentives and infrastructure to support its growth. Fueling Innovation Globally The Philippines' IT-BPM sector is not merely a service provider; it's a catalyst for innovation. By handling complex and specialized tasks, Filipino professionals are freeing up resources for companies to focus on core competencies and groundbreaking research. For instance, Philippine-based analytics teams are helping global corporations identify new market opportunities and optimize operations. Software developers in the country are contributing to cutting-edge applications that are transforming industries. The Economic Impact The IT-BPM sector's growth is having a profound impact on the Philippine economy. It's a major source of jobs, foreign exchange, and tax revenue. Moreover, the industry is driving economic activity in other sectors, such as real estate, retail, and transportation. With its strategic location, skilled workforce, and supportive government, the Philippines is well-positioned to become a global innovation hub. The country's IT-BPM sector is not just a story of economic growth; it's a testament to the Philippines' potential as a dynamic and forward-thinking nation. ### The New Power Dynamics: Leading in an Age of Employee Empowerment The Shift in Power In the past, workplace power dynamics were simple: leaders led and employees followed. The organisational hierarchy was clear and the flow of authority was top-down. But times have changed. Today, the balance of power is shifting as employees demand a greater voice, more agency and a seat at the table. This shift has far-reaching implications for how leadership is defined and executed. Leaders who recognise and adapt to these new dynamics are not only more effective but are also more likely to build resilient, innovative organisations that thrive in the modern era. The Rise of Employee Activism: A New Force in the Workplace Employee activism is no longer a fringe phenomenon—it’s a powerful force reshaping workplaces across industries. From tech giants like Google and Amazon to traditional companies like McDonald’s, employees are increasingly willing to speak out on issues ranging from working conditions to social justice. This activism isn't just about wages and benefits; it’s about values, ethics and corporate responsibility. What’s driving this surge in employee activism? A few key factors include: Generational Shifts: Millennials and Gen Z, who now make up a significant portion of the workforce, are more likely to demand that their employers reflect their values. These generations expect transparency, social responsibility and a genuine commitment to diversity and inclusion. Social Media Influence: The rise of social media has given employees a platform to voice their concerns publicly and organise collective actions. This has amplified their ability to influence not just internal company policies but also public perception. Increased Awareness: There’s a growing awareness among employees of their rights and the power they hold. They understand that in a tight labour market, especially one where skilled talent is in high demand, they have leverage. The Impact on Leadership: Adapting to Empowered Employees As employees gain more power, the traditional model of leadership is being upended. Leaders can no longer rely solely on authority and hierarchy to drive performance and achieve organisational goals. Instead, they must navigate this new landscape by fostering an inclusive and collaborative environment where employees feel heard, valued and engaged. 1. Moving from Command-and-Control to Facilitation and Support In the past, leadership was often about issuing directives and expecting compliance. Today, effective leaders act more as facilitators and supporters, guiding their teams rather than dictating to them. This means: Listening Actively: Leaders need to genuinely listen to their employees’ concerns, ideas and feedback. This requires creating open channels of communication and being approachable. Empowering Decision-Making: Instead of making all the decisions, leaders should empower employees to take ownership of their work. This can involve decentralising decision-making processes and giving teams the autonomy to innovate and solve problems on their own. 2. Embracing Transparency and Trust Transparency is no longer a luxury—it’s a necessity. Empowered employees expect to be informed about decisions that affect them and they want to trust that their leaders are acting in the best interests of both the company and its workforce. To build this trust, leaders should: Be Transparent About Decisions: Explain the rationale behind decisions, especially those that impact employees directly. This can help reduce uncertainty and build trust. Involve Employees in Decision-Making: Whenever possible, include employees in the decision-making process. This doesn’t mean turning every decision into a vote, but it does mean seeking input and considering the perspectives of those who will be affected. 3. Leading with Empathy and Emotional Intelligence In an age of employee empowerment, emotional intelligence is a critical leadership skill. Leaders need to understand and respond to the emotions and concerns of their employees. This involves: Showing Empathy: Understand the challenges your employees face, both professionally and personally. Empathetic leaders are better equipped to build strong relationships and create a supportive work environment. Managing Conflicts Constructively: Empowered employees are more likely to voice their concerns, which can sometimes lead to conflict. Leaders need to handle these situations with care, ensuring that all parties feel heard and respected while working towards a resolution that aligns with organisational goals. Balancing Authority with Empowerment: The Leadership Tightrope One of the biggest challenges leaders face in this new power dynamic is balancing their authority with the need to empower employees. It’s a delicate act that requires both confidence and humility. Here’s how leaders can walk this tightrope effectively: 1. Set Clear Boundaries and Expectations While empowerment is crucial, it doesn’t mean that anything goes. Leaders must set clear boundaries and expectations to ensure that empowerment doesn’t lead to chaos. This involves: Defining Roles and Responsibilities: Make sure employees understand their roles and what is expected of them. Clarity in roles helps prevent overlaps, confusion and frustration. Establishing Accountability: Empowerment should go hand-in-hand with accountability. Employees should be held accountable for their decisions and actions, which reinforces the importance of their contributions and the seriousness of their empowerment. 2. Align Empowerment with Organisational Goals Empowering employees is not just about giving them freedom—it’s about aligning their efforts with the broader goals of the organisation. Leaders should: Communicate the Vision: Ensure that employees understand the organisation’s mission, vision and strategic objectives. This helps them make empowered decisions that are in line with the company’s direction. Provide Resources and Support: Empowerment is most effective when employees have the resources they need to succeed. Leaders should ensure that their teams have access to the tools, training and support necessary to achieve their goals. 3. Be Willing to Let Go—But Stay Connected Empowerment sometimes means letting go of control, which can be difficult for leaders used to making all the decisions. However, letting go doesn’t mean disengaging. Leaders should: Delegate Effectively: Trust your team to take on responsibilities, but remain available to provide guidance when needed. Stay Informed Without Micromanaging: Keep yourself informed about what’s happening in your team, but avoid the temptation to micromanage. This shows that you trust your employees while still being engaged. Conclusion As the balance of power in the workplace continues to shift, leaders must evolve to meet the challenges and opportunities of this new era. Employee empowerment is not just a trend—it’s a fundamental change in how work is done and how organisations are led. Leaders who embrace this change, who listen, empower and engage with empathy and transparency, will not only navigate these new dynamics successfully but will also create workplaces where innovation, collaboration and trust thrive. The age of employee empowerment is here and with it comes a new kind of leadership—one that is adaptive, inclusive and ready to share the reins. ### The Entrepreneurial Leader: Cultivating Startup Mindsets in Established Companies In the high-stakes world of business, the term "entrepreneurial mindset" often conjures up images of innovative startups, disruptive thinkers, and fearless risk-takers. But what happens when this startup spirit is infused into the bloodstream of an established corporation? The answer is transformative: a blend of agility, innovation and renewed energy that can drive sustained growth. In this article, we delve into how leaders in well-established companies can foster an entrepreneurial mindset within their teams, explore the benefits of this approach and offer practical advice on how to encourage risk-taking and experimentation in corporate settings. The Entrepreneurial Mindset: A Catalyst for Corporate Innovation The entrepreneurial mindset is more than just a buzzword; it’s a philosophy that values agility, creativity and the willingness to take calculated risks. In startups, this mindset is often a necessity—resources are limited, the market is uncertain and success depends on the ability to innovate and pivot quickly. However, these same qualities can be equally valuable in established companies, where processes and hierarchies can sometimes stifle innovation. So, why should a company with decades of success under its belt bother adopting a startup mentality? The answer lies in the rapidly changing business environment. Markets are evolving faster than ever, driven by technological advancements, shifting consumer preferences and global competition. In this context, companies that cling to traditional ways of doing business risk becoming obsolete. An entrepreneurial mindset can help established companies remain competitive by fostering a culture of continuous innovation and adaptability. Benefits of an Entrepreneurial Mindset in Corporate Settings Increased Agility: Large corporations often struggle with agility, weighed down by bureaucratic processes and risk-averse cultures. By adopting a startup mindset, leaders can break down silos, streamline decision-making and empower teams to act quickly on new opportunities. Enhanced Innovation: Innovation is the lifeblood of startups and it’s no different for established companies looking to stay ahead. Encouraging an entrepreneurial approach allows employees to think creatively, experiment with new ideas and bring fresh perspectives to old problems. Employee Engagement and Ownership: When employees are encouraged to think and act like entrepreneurs, they feel a greater sense of ownership over their work. This leads to higher engagement, job satisfaction and ultimately, better performance. Resilience and Adaptability: Startups are known for their ability to pivot in response to market changes. Cultivating this same resilience within a larger organisation ensures that the company can weather disruptions and seize new opportunities as they arise.   Blending Startup Culture with Corporate Structure: Success Stories Some established companies have successfully embraced an entrepreneurial mindset, blending the best of both worlds—startup dynamism and corporate stability. Here are a few examples: Google’s “20% Time”: Google, despite its size, has long championed the idea of fostering entrepreneurship within its ranks. One of its most famous initiatives is the “20% Time” policy, where employees are encouraged to spend 20% of their time working on passion projects that may not be directly related to their job. This policy has led to the creation of some of Google’s most successful products, including Gmail and AdSense, proving that innovation thrives when employees are given the freedom to explore new ideas. 3M’s “15% Rule”: Similar to Google, 3M has a “15% Rule” that allows employees to dedicate 15% of their working time to pursue projects of their choosing. This approach has been instrumental in fostering a culture of innovation at 3M, leading to breakthroughs such as Post-it Notes and Scotch Tape. By giving employees the autonomy to experiment, 3M has remained at the forefront of innovation for decades. Intuit’s Lean Startup Methodology: Intuit, a financial software company, has embraced the principles of lean startup methodology within its corporate structure. This involves running small-scale experiments to test new ideas before rolling them out on a larger scale. This approach has allowed Intuit to stay agile and innovative, continuously adapting to meet the needs of its customers. Practical Advice for Leaders: Cultivating an Entrepreneurial Spirit So, how can leaders in established companies foster an entrepreneurial mindset within their teams? Here are some practical tips: Encourage Risk-Taking: Innovation rarely happens without risk. Leaders should create an environment where calculated risks are not only tolerated but encouraged. This means reframing failure as a learning opportunity rather than a setback. Recognise and reward employees who take bold steps, even if they don’t always succeed. Flatten the Hierarchy: One of the advantages of startups is their flat organisational structures, which allow for faster decision-making and greater collaboration. While completely flattening a large corporation might not be feasible, leaders can take steps to reduce bureaucratic hurdles and empower employees at all levels to contribute ideas and make decisions. Promote Cross-Functional Collaboration: In a startup, employees often wear multiple hats, collaborating across functions to get things done. In a corporate setting, fostering cross-functional teams can bring diverse perspectives to the table and spark creativity. Leaders should actively encourage collaboration between departments that might not typically interact. Provide Resources for Experimentation: Innovation requires resources—time, money and support. Leaders should allocate resources specifically for experimentation and innovation projects. This could include setting up innovation labs, offering seed funding for employee-led initiatives or simply providing time for employees to work on passion projects. Lead by Example: Finally, leaders need to embody the entrepreneurial mindset themselves. This means being open to new ideas, willing to take risks and unafraid of change. When employees see their leaders embracing innovation, they’re more likely to follow suit. Conclusion: The Future is Entrepreneurial As the business landscape continues to evolve, the ability to think and act like an entrepreneur is becoming increasingly valuable—even, and perhaps especially, within established companies. By fostering an entrepreneurial mindset, leaders can drive innovation, increase agility and build a more engaged and resilient workforce. The entrepreneurial leader is not just a visionary but a catalyst for change, someone who sees opportunities where others see obstacles and who inspires their team to take bold steps into the unknown. In this new era of business, the fusion of startup energy with corporate strength is not just a strategy—it’s a necessity. The future belongs to those who dare to innovate, adapt and lead with an entrepreneurial spirit. ### Creating a Culture of Psychological Safety in the Workplace As the work environment continues to evolve, psychological safety has emerged as a crucial element in shaping a healthy and productive work culture. Harvard professor Amy Edmondson defines psychological safety as an environment where people feel comfortable expressing ideas, questions, or concerns without fear of judgment or repercussions. As organisations strive to build inclusive, innovative and collaborative cultures, fostering psychological safety becomes paramount. But how does this concept intertwine with recruitment practices and what are its broader implications? The Importance of Psychological Safety Psychological safety plays a fundamental role in successful organisations by encouraging open communication, driving innovation, promoting inclusion, reducing turnover and enhancing performance. When employees feel safe to express their thoughts, they freely share ideas and challenges, leading to better decision-making and problem-solving. Innovation flourishes as individuals can confidently experiment, share bold ideas and risk failure without fear of backlash. In addition to fostering open communication, psychological safety promotes inclusion. Diverse voices and perspectives can be shared and appreciated in a supportive environment. This culture of respect and acceptance results in stronger loyalty and lower turnover rates, as employees feel valued and choose to stay longer. Teams with high levels of psychological safety tend to perform better due to increased collaboration and shared accountability. Psychological Safety and Recruitment Integrating psychological safety into recruitment practices is essential because the hiring process sets the tone for a candidate's experience within an organisation. An inclusive hiring process that eliminates biases ensures all candidates have an equal opportunity to showcase their qualifications. Structured interviews and language-neutral job descriptions help build this foundation, while transparent communication during the recruitment stages builds trust. Candidates appreciate organisations that encourage open dialogue during interviews. By creating space for them to express thoughts and concerns, candidates can better understand the psychologically safe environment they might work in. Moreover, assessing cultural fit is crucial. Ensuring candidates align with your organisation's values is key to creating a positive company culture and evaluating their approach to teamwork, collaboration and inclusion is essential. It's important to showcase supportive practices through employer branding, job postings and social media. Candidates seeking psychologically safe environments will be attracted to organisations that emphasise their commitment to a respectful, inclusive work culture. Building Psychological Safety Post-Recruitment Psychological safety must be nurtured beyond the recruitment process and leaders play a vital role in setting the tone. Leadership training programmes should emphasise active listening, empathy and conflict resolution to foster a culture of safety. Leaders can encourage vulnerability by admitting mistakes and sharing challenges, which helps break down hierarchical barriers and normalises learning from failure. Regular, constructive feedback helps employees feel secure and understand how they can improve without fear of judgment. Recognising and celebrating unique contributions strengthens inclusion, while regular surveys, focus groups and discussions gauge psychological safety levels and highlight improvement areas. Incorporating psychological safety metrics provides valuable insights into the organisation's progress. Anonymity in surveys encourages honest responses, helping the company adjust its strategies accordingly. Psychological Safety Benefits for Recruitment Investing in psychological safety offers numerous benefits for recruitment. Companies that embrace this concept enhance their employer branding and attract high-calibre talent aligned with their values. Employees who feel respected are more likely to refer others, creating a strong referral pipeline and reducing recruitment costs. Moreover, a psychologically safe environment appeals to diverse candidates who can confidently apply for jobs in supportive organisations. Candidates exposed to psychological safety during the recruitment process remain engaged and committed after joining the company. Conclusion Psychological safety is a powerful driver of successful, sustainable work cultures, encouraging open communication, innovation and employee loyalty. In recruitment, this practice attracts diverse, high-calibre talent while ensuring a positive candidate experience. Integrating psychological safety into every stage of recruitment and onboarding solidifies an organisation's reputation as an inclusive, collaborative and secure workplace. This culture enables employees to share ideas confidently and build a resilient future together, ready to thrive in an ever-changing business landscape. ### Preparing for Tomorrow's Job Market: Strategies for AI-Resilient Careers Automation has been a driving force in economic history since the Industrial Revolution, replacing physical labour with mechanization. However, recent advances in artificial intelligence (AI) are different. Unlike previous waves, AI is poised to impact high-skilled, professional jobs central to the 21st-century knowledge economy and has been seen as secure from automation. These upcoming changes are expected to be both profound and unprecedented. AI will impact a wide range of roles by enhancing worker productivity and redefining job roles rather than simply automating tasks. While workforce reductions may occur, they will likely stem from productivity outpacing economic growth, leading to overstaffing. According to Burningglass, early adopters of AI will benefit from increased productivity, but a mismatch between output and demand could necessitate mitigation strategies like hiring freezes. Although these disruptions will have a temporary human cost, the hope is that they will eventually lead to higher corporate profits, price reductions, and a partial rebound in employment. The Shifting Sands of the Work Landscape The advent of AI is undoubtedly transforming the work landscape at an unprecedented pace, and in the process, it is introducing both opportunities and challenges. As automation continues to impact traditional job roles, understanding what constitutes an AI-proof career and how to maintain relevance in this new era becomes essential. Here, we explore the characteristics of AI-proof careers and provide strategies designed to secure your professional future while navigating the automation revolution. Characteristics of AI-Proof Careers What do we mean by an AI-proof career? In the context of this article, an AI-proof career refers to a profession that is resilient to the disruptive impacts of AI and automation. These careers possess characteristics that make it difficult for AI to replicate or replace human involvement fully. The concept encompasses jobs that rely on uniquely human traits and skills that AI struggles to mimic, at least in its current state of development. Such careers are likely to have certain key elements that protect them from the advances in AI. Creativity and Innovation AI is less likely to supplant careers that demand creativity and innovation. While AI excels at data processing and repetitive tasks, it still struggles with original thought and complex problem-solving that requires human ingenuity. Roles in the arts, design, marketing, and research are prime examples where human creativity remains indispensable. Emotional Intelligence Professions that rely on emotional intelligence involve understanding and responding to human emotions, which AI cannot genuinely replicate. These include jobs in healthcare, counselling, social work, and roles requiring significant customer interaction. Emotional intelligence means empathy, interpersonal skills, and the ability to manage human relationships effectively. Complex Problem-Solving Careers that involve solving complex problems, making nuanced decisions, and exercising judgment are more resistant to AI takeover. Such roles require a deep understanding of context, ethics, and the ability to navigate ambiguity. Fields such as law, strategic consulting, and advanced engineering often fall into this category. Management and Leadership Leadership roles that involve strategic decision-making, inspiring and managing teams, and fostering organizational culture are difficult for AI to replicate. Effective leadership requires vision, motivation, and the ability to manage complex interpersonal dynamics, which are inherently human skills. Technical Expertise and Adaptability Jobs that involve developing, managing, and improving AI and other advanced technologies are inherently AI-proof because they are at the cutting edge of technology. Additionally, roles that require adapting to new technologies and continuous learning are resilient because they evolve alongside technological advancements. Careers in technology, AI development, and data science are examples. Human-Centric Roles Jobs that require a human touch, such as those in healthcare, education, and customer service, are less likely to be automated. These roles often involve direct human interaction, care, and support, which AI cannot fully replicate. Which Jobs Are the Most AI-Proof? While many jobs encompass various sets of these characteristics, some careers are significantly more AI-proof than others. We asked the famous AI ChatGPT-4 which jobs it considered the most AI-proof, and it came up with the following list. Of course, the software is notorious for getting things wrong, but this fits our current thoughts. Healthcare Providers Doctors: Diagnosing and treating illnesses requires a deep understanding of human physiology and the ability to make complex, context-specific decisions. Nurses: Provide patient care, which involves empathy, physical care, and complex decision-making in dynamic environments. Therapists and Counselors: Offer psychological support and therapy, relying heavily on emotional intelligence and interpersonal skills. Creative Professionals Artists and Designers: Create original works of art, design innovative products, and develop creative solutions to visual problems. Writers and Authors: Produce original written content, including novels, articles, and scripts, requiring creativity and unique perspectives. Marketing and Advertising Specialists: Develop creative campaigns that capture attention and connect with audiences emotionally. Education and Training Teachers and Professors: Educate and mentor students, adapt teaching methods to individual needs, and inspire critical thinking. Educational Counselors: Provide academic and career guidance, requiring strong interpersonal and motivational skills. Social Services Social Workers: Assist individuals and families in need, requiring empathy, problem-solving skills, and the ability to navigate complex social systems. Community Service Managers: Plan and coordinate social service programs, requiring leadership and a deep understanding of community needs. Management and Leadership Executives and Managers: Make strategic decisions, manage teams, and drive organizational culture, requiring vision, leadership, and complex problem-solving. Human Resources Managers: Oversee employee relations, recruitment, and organizational development, relying on interpersonal skills and emotional intelligence. Technical and Engineering Fields Engineers: Design and develop new products, systems, and technologies, requiring innovative thinking and complex problem-solving. AI and Machine Learning Specialists: Develop and maintain AI systems, ensuring continuous advancement and ethical implementation of technology. Cybersecurity Experts: Protect information systems from cyber threats, requiring deep technical knowledge and adaptive problem-solving skills. Customer Service and Sales Customer Service Representatives: Provide personalized assistance and solve customer issues, requiring empathy and effective communication. Sales Professionals: Build relationships with clients, understand their needs, and offer tailored solutions, requiring strong interpersonal skills and negotiation abilities. Legal Professionals Lawyers: Provide legal advice, represent clients, and navigate complex legal systems requiring analytical thinking and ethical judgment. Judges: Interpret and apply laws, make decisions on legal cases, and ensure justice, requiring deep legal knowledge and impartial decision-making. Research and Development Scientists and Researchers: Conduct original research, develop new theories, and solve complex problems requiring critical thinking and innovation. Pharmaceutical Researchers: Develop new medications and treatments, requiring specialized knowledge and rigorous scientific methodology. Arts and Entertainment Actors and Performers: Engage and entertain audiences through performance, requiring creativity, emotional expression, and unique talent. Directors and Producers: Oversee the creation of films, television shows, and theatre productions, requiring visionary leadership and creativity. That appears to be a reasonably extensive list, so if we tailor our careers to fit these suggestions, will we be safe from an AI takeover? Unfortunately, the answer is negative. AI is progressing so rapidly that few jobs can be considered AI-proof in the longer term. As we have already indicated, AI is increasingly significant in many of these areas. For instance, doctors are working hand-in-hand with AI diagnostics, AI is assuming various educational roles, drug discovery is becoming dependent on AI, and AI is even making inroads into arts and entertainment. Best Strategies for AI-Resilient Careers So, how do you ensure a robot doesn't take over your job? While there are no guarantees, the following strategies should keep you ahead of an AI job takeover. Embrace Lifelong Learning This strategy is crucial: never stop learning. AI is evolving, and so should you. Whether picking up a new skill or diving into a new field, staying curious and constantly updating your knowledge is vital. Online courses, workshops, and even YouTube tutorials can help you stay ahead of the curve. Remember, the more you know, the harder it is for AI to replace you. Develop Your Soft Skills While AI is great at crunching numbers and analyzing data, it falls short regarding soft skills. Things like communication, empathy, teamwork, and leadership are areas where humans excel. While AIs might appear to incorporate those very human qualities, they are simply pretending to. Focus on honing these skills, as they are crucial in roles that involve managing people, teaching, counselling, and any job that requires a human touch. Get Creative Creativity is one thing that AI can't replicate (at least not yet). Whether in writing, design, marketing, or even problem-solving, tapping into your creative side can set you apart. Think outside the box, develop new ideas, and don't be afraid to innovate. Creative roles are much more complicated for AI to automate because they require original thought and unique human perspectives. Embrace Technology Instead of seeing AI as the enemy, learn to work alongside it. Familiarize yourself with AI tools and technologies that can enhance your productivity. Understanding how AI works and leveraging its strengths can make you more efficient and valuable in your role. Think of AI as a powerful assistant that can handle mundane tasks, freeing you to focus on more complex and strategic work. Build a Strong Network Networking is about building meaningful relationships with people in your industry. Join professional associations, attend conferences, and engage with peers on social media. A strong network can provide support, offer opportunities, and keep you informed about your field's latest trends and developments. Explore New Fields AI is creating new job opportunities as it disrupts old ones. Be open to exploring new career paths that are emerging due to AI advances. Fields like AI ethics, AI policy, and AI implementation consultancy are growing and need human expertise. You can find unique and valuable career opportunities by positioning yourself at the intersection of AI and another domain. Stay Adaptable The future of work is uncertain, and being adaptable is one of the best ways to stay relevant. Be open to change, learn to pivot when necessary, and be willing to step out of your comfort zone. Adaptability means quickly learning new skills, taking on different roles, and navigating the ever-changing job market. Conclusions The work landscape is evolving rapidly due to the transformative power of AI. While AI's capabilities are expanding and its role in various industries is increasing, this does not spell doom for human workers. Instead, it necessitates a proactive approach to career development and job security. Individuals can confidently navigate the shifting job market by understanding the traits that make specific careers more resistant to automation and adopting strategies to enhance those traits. To prepare for tomorrow's job market, it is essential to embrace lifelong learning and continuously update one's skills to stay ahead of technological advancements. Developing soft skills such as communication, empathy, and leadership is crucial, as these human-centric abilities are difficult for AI to replicate. Creativity remains a significant advantage, as AI struggles with generating original ideas and innovative solutions. Rather than viewing AI as a competitor, learning to collaborate with it can enhance productivity and open new opportunities. Building a robust professional network provides support and informs individuals about industry trends. Exploring new fields, particularly those emerging due to AI advancements, can offer unique and valuable career paths. Finally, adaptability is critical. The ability to pivot, learn new skills, and step out of comfort zones will be invaluable as the job market evolves. While no job can be deemed entirely AI-proof in the long term, adopting these strategies can make one's career more resilient and secure in an AI-driven future.   ### Navigating Leadership Overwhelm in the Age of AI and Modern Workforce Dynamics In the ever-changing sphere of modern leadership, leaders are often inundated with a deluge of data or suffer from a scarcity of it. Both extremes can paralyse decision-making and exacerbate feelings of overwhelm. With the advent of AI-powered leadership, the potential for data-driven decision-making has increased exponentially, yet so has the complexity. As leaders strive to adapt to hybrid leadership models, lead with kindness and foster psychological safety, the need for evolving leadership styles becomes evident. AI-Powered Leadership: Navigating the Data Deluge AI has revolutionised how leaders access and interpret data. With machine learning algorithms and predictive analytics, leaders can make more informed decisions, but the sheer volume of data can be overwhelming. The challenge lies in distinguishing between valuable insights and irrelevant noise. Leaders must develop skills to leverage AI tools effectively. This includes understanding the basics of data science, recognising patterns and interpreting AI-generated reports. The key is not just having data but knowing how to use it strategically. According to a report by McKinsey, organisations that leverage data-driven decision-making are 23 times more likely to acquire customers, six times as likely to retain customers and 19 times as likely to be profitable. Data-Driven Decision-Making for Leaders Data-driven decision-making is not a new concept, but the tools available today have transformed its potential. Leaders must cultivate a culture that values data and analytics. This involves investing in training for both themselves and their teams to understand and utilise data effectively. However, too much data can lead to analysis paralysis. Leaders must learn to identify key metrics that align with their strategic goals. Setting clear priorities and focusing on relevant data can help in making timely and effective decisions. As Harvard Business Review points out, the ability to make quick, data-driven decisions can differentiate successful leaders from those who struggle to adapt. Hybrid Leadership: Balancing Flexibility and Structure The hybrid work model, a blend of remote and in-office work, has become a staple in the modern workforce. While it offers flexibility, it also presents challenges in maintaining team cohesion, communication and productivity. Leaders must navigate these challenges by adopting a hybrid leadership style that balances flexibility with structure. Effective hybrid leadership involves setting clear expectations, maintaining regular communication and fostering a sense of belonging among remote and in-office employees. Leaders must also be adept at using digital collaboration tools and creating an inclusive environment that supports diverse working styles. According to a report by the ONS; between 22 May and 2 June 2024, only 14% worked from home (compared to 38% in June 2020) and 26% both travelled to work and worked from home, highlighting the need for effective hybrid leadership strategies. Leading with Kindness: The Human Touch In an era where technology dominates, the human touch remains irreplaceable. Leading with kindness involves showing empathy, compassion and understanding towards employees. This approach can significantly enhance employee engagement, satisfaction and loyalty. Kind leadership does not imply leniency but rather a balanced approach that combines high expectations with support and encouragement. Leaders who lead with kindness are more likely to inspire their teams, foster innovation and create a positive work culture. Research by the Center for Creative Leadership found that leaders who demonstrate kindness are more effective in managing teams and achieving organisational goals. Psychological Safety: A Safe Bet Creating psychological safety in the workplace is crucial for fostering innovation and productivity. When employees feel safe to express their ideas, take risks and make mistakes without fear of punishment, they are more likely to be engaged and contribute to the organisation’s success. Leaders play a pivotal role in creating and maintaining psychological safety. This involves actively listening to employees, encouraging open communication, and demonstrating respect for diverse perspectives. Google’s Project Aristotle identified psychological safety as the most important factor in building effective teams. The Challenge of Evolving Leadership Styles Many leaders adhere to traditional leadership models, such as those proposed by Daniel Goleman, which focus on specific styles like authoritarian or democratic leadership. While these models have their merits, they often fail to address the complexities of the modern workforce. Evolving leadership styles require flexibility, adaptability and a willingness to learn and grow. Leaders must be open to feedback and continuously seek opportunities to develop their skills. This might involve embracing new leadership frameworks, such as transformational or servant leadership, which emphasise collaboration, empowerment and ethical behaviour. Practical Strategies for Overcoming Leadership Overwhelm Embrace Continuous Learning Leaders should commit to ongoing education and training in areas such as AI, data analytics and modern leadership theories. This equips them with the knowledge to navigate the complexities of today’s business environment. Delegate and Empower Effective delegation not only reduces overwhelm but also empowers team members. Leaders should trust their teams and delegate tasks that align with employees’ strengths and skills. Prioritise Self-Care Overwhelmed leaders are less effective. Prioritising self-care, including regular breaks, exercise and mindfulness practices, can enhance resilience and decision-making capabilities. Foster a Collaborative Culture Encouraging collaboration and open communication can distribute the leadership load and foster a sense of shared responsibility. This can be achieved through regular team meetings, collaborative projects and a culture of mutual support. Set Clear Boundaries: Leaders must set boundaries to avoid burnout. This includes defining work hours, minimising unnecessary meetings and prioritising tasks that align with strategic goals. Conclusion Leadership in the modern era is fraught with challenges, from data overwhelm to evolving workforce dynamics. However, by embracing AI-powered tools, adopting hybrid leadership models, leading with kindness and fostering psychological safety, leaders can navigate these complexities effectively. The key lies in continuous learning, adaptability and a genuine commitment to supporting and empowering their teams. As the business landscape continues to evolve, leaders who can balance technology with the human touch will be best positioned to inspire their teams and drive organisational success. ### Japan's Unique Economic Landscape: A Deep Dive into Opportunities and Challenges Japan, often referred to as the "Land of the Rising Sun," presents a fascinating economic case study. Unlike many Western nations grappling with high inflation and rising interest rates, Japan experiences low inflation and low-interest rates, largely attributed to its ongoing monetary easing policies. These policies have led to the depreciation of the yen against the dollar, making Japan an attractive destination for international tourists, leading to a surge in shopping sprees while encouraging Japanese citizens to travel within the country rather than abroad – due to the increased cost of international travel. This unique economic environment is shaped by Japan's corporate culture, consumer behaviour and evolving workforce dynamics. However, these benefits come with challenges. The depreciation of the yen can increase import costs, affecting businesses reliant on foreign goods. Corporate Culture and Consumer Behaviour Japanese corporate culture plays a significant role in maintaining economic stability. Unlike Western companies that often raise prices to offset rising costs, Japanese firms strive to keep prices stable. This commitment to stability is exemplified by incidents such as a popsicle maker apologising for a minor price increase, the first rise since 1991. This price sensitivity reflects a broader consumer behaviour trend in Japan, where consumers often delay purchases anticipating price drops, demonstrating a high level of patience and prudence. Employment Trends and Challenges Japan's employment landscape is unique, marked by a rise in gig and short-term temporary work. While this has contributed to increased workforce productivity, it still faces demographic challenges. As such, the number of foreign workers in Japan has exceeded 2 million for the first time, marking a record high as the country struggles with a worsening labour shortage. By the end of October 2023, the foreign workforce had grown to 2,048,675, an increase of 225,950 from the previous year. This growth also reflected a rise in the number of technical trainees, a figure that had previously declined during the COVID-19 pandemic. Additionally, the number of workplaces employing foreign workers reached 318,775, up by 19,985 from the previous year, setting another record high. While Japan transitions towards greater automation and robotics, a significant shift in immigration policy may be necessary to address labour shortages. The OECD Employment Outlook 2024 highlights that Japan's labour market has been resilient and remains tight, with historically high employment levels and low unemployment rates. As of May 2024, Japan's unemployment rate stood at 2.6%, projected to decline to 2.4% by 2025. This stability is partly due to the increased employment of older individuals, offsetting the decline in the working-age population. Notably, the female employment rate has continued to rise, reaching 73.7% in May 2024, reflecting ongoing efforts to integrate women more fully into the workforce. However, gender inequalities persist. Japan has the fourth-highest gender pay gap among OECD countries at 21.3%, and women continue to bear a disproportionate burden of unpaid care and domestic work. The Basic Policy on Gender Equality and Empowerment of Women 2024 aims to address these issues, including expanding wage transparency rules to smaller firms. Real Wages and Economic Reforms Real wages in Japan have been affected by various factors, including global economic conditions and domestic inflation. From Q4 2019 to Q4 2023, real hourly wages in Japan dropped by 2%. The war in Ukraine and the weakened yen have pushed headline inflation above 2% since April 2022, leading to a continuous decline in real wages for 25 months up to April 2024. However, recent annual spring wage negotiations showed greater momentum, with the Japan Trade Union Confederation (Rengo) reporting a nominal pay rise increase from 3.6% to about 5%. To mitigate the impact of rising prices, the Japanese government introduced a new tax deduction of JPY 40,000 per person from June 2024 and plans to reinstate subsidies for electricity and gas bills from August to October 2024. Despite these measures, inflationary pressures are expected to continue affecting nominal wage growth. Digital and Green Transformation Digital and green transitions are key drivers of Japan's future growth. Promoting digital transformation across sectors is essential to enhancing productivity and innovation. The demand for digital and AI-related skills is projected to grow significantly, with over 3 million workers needed in this area by 2028. Focusing on sustainability goals, Japan is transforming sectors such as energy and transportation. Skills related to environmental sustainability will be in high demand, with over 2.5 million workers needed to support green initiatives. Japan is embracing digital and green transitions as key drivers of future growth. The government's focus on economic and structural reforms, increasing private sector involvement, boosting domestic production and expanding national infrastructure sets the stage for significant economic advancement. Investments in transportation networks, digital infrastructure and sustainable energy projects are expected to create numerous job opportunities and support economic growth. Employment Outlook: Growth Opportunities and Challenges Japan's employment landscape is undergoing significant changes due to global megatrends and recent adverse shocks, including the COVID-19 pandemic and geopolitical tensions. The transition to net-zero emissions by 2050 is expected to lead to substantial job reallocation. Some jobs will disappear, new opportunities will emerge and many existing jobs will be transformed. Japan displays a higher-than-average share of green-driven occupations and a lower-than-average share of greenhouse gas (GHG)-intensive occupations. This suggests potentially high demand for skills relevant to green-driven occupations and lower costs of job replacement from GHG-intensive occupations. Government Initiatives Boosting Growth In June 2023, the Japanese government unveiled an updated plan for Prime Minister Fumio Kishida's 'new capitalism' initiative, aiming to boost investments in people, start-ups, green and digital transformations and innovation to drive economic growth and tackle societal issues such as wage stagnation and climate change. This revised strategy emphasises increasing wages and productivity to create a cycle of sustainable growth and fair income distribution. Key aspects include labour market reforms focused on reskilling, career flexibility and mobility into high-growth sectors. The plan also includes significant measures to support start-ups, enhance household incomes through diversified investments and improve the overall socio-economic system with effective government mobilisation of private sector efforts. Conclusion Japan's strategic investments, robust economic performance and favourable global trends make it well-positioned for substantial economic growth. By embracing digital and green transformations, investing in infrastructure and implementing active labour market policies, Japan is poised to create a dynamic and inclusive labour market that supports sustainable growth and resilience against future challenges. This blend of traditional corporate culture with forward-thinking policies makes Japan a unique and compelling economic model for the rest of the world. ### Sustaining Growth Through DEI: Navigating Challenges and Implementing Best Practices In today's evolving corporate landscape, Diversity, Equity, and Inclusion (DEI) have become crucial components of business strategy. However, economic challenges have led some organizations to scale back these initiatives. The Horton International blog of August 3rd 2024 “The Rise and Fall of DEI: Navigating the Shifting Landscape”, described that even though Diversity, Equity and Inclusion (DEI) initiatives have been at the forefront of global corporate strategies in recent years, the current uncertain time with slashed budgets as organisations grapple with economic challenges has entailed a significant decline in the DEI efforts.   The McKinsey & Company report of December 2023, "Diversity matters even more: The case for holistic impact" concluded that the business case for DEI was the strongest it has been since they had been tracking. It also concluded that leadership diversity was "associated with holistic growth ambitions, greater social impact, and more satisfied workforces”, i.e. essential factors for global overall organisational success.   Therefore, DEI is as important as ever even in uncertain times with economic challenges, and consequently, it cannot be emphasized enough how critical DEI is to the well-being, innovation ability, productivity and success of companies and organizations.   DEI is often prioritized and professionally managed by HR but is so business critical that the commitment from top management must be most genuine. DEI needs to be an overarching ambition throughout the company and permeate all business decisions, as it drives engagement, innovation and foresight, and is crucial to attracting and retaining the skills needed in an ever-changing world and ever-ongoing transformation of business.   Diversity does certainly not only include the parameters of gender and ethnicity. Diversity has to be seen in a broader perspective also including additional parameters such as age, religion, competence and skills, experience, personal characteristics, etc. Equity can be regarded as a prerequisite for diversity in organizations to flourish. Inclusion can be considered as the glue, or the embracement of all individuals in the organization, that enables the entire organization to reach its full potential.   To achieve the DEI success factors that drives sustainable growth and long-term success as well as creates agile, flexible organizations capable of withstanding global risks and future challenges in your company, we summarize some key recommendations:   Anchor a well-defined inclusive leadership, a leadership that continuously strives for openness, sensitivity and curiosity for diversity and broader perspectives. Secure a long-term strategy with requirements and goals for your future management composition and management supply. Make sure that individuals in the organization have equal opportunities and support to identify their strengths and potentials. Ensure the high quality and professionalism of your recruitment processes to include the entire skill and competence base on the market, even outside your own industry. When using external executive search, request a deep understanding of your company’s situation, goals, needs, challenges and opportunities, and require a distinct diversity of relevant candidates. Then great business success will be within reach! ### The Transformative Impact of Social Recognition: A Key to Employee Retention, Productivity and Happiness Attracting and retaining top talent is a priority for organisations striving for success. Beyond traditional compensation and benefits, a key factor influencing employee satisfaction and loyalty is social recognition. This blog will delve into the profound impact of heart-centered leadership and social recognition in the workplace, exploring its role in employee retention, increased productivity and how it contributes to overall workplace happiness. The Power of Social Recognition Attracting and Retaining Top Talent Attracting and retaining skilled employees is an ongoing challenge for organisations. The problem is clear: according to a report by Gallup more than half (55%) of employees receive poor quality recognition or no recognition whatsoever. This underscores the missed opportunities for organisations to create a positive and engaging work culture through the simple act of acknowledgement. Social recognition addresses this gap by creating a positive and appreciative work culture, making employees feel valued for their contributions. Implementing a robust social recognition programme not only attracts potential candidates but also serves as a powerful retention tool. When employees feel acknowledged and appreciated, they are more likely to stay committed to their current employer, reducing turnover rates and associated costs. Heart-Centered Leadership Recognition programmes find their greatest success when they align with heart-centered leadership principles.  Heart-centered leadership, characterised by empathy, compassion and a focus on employee wellbeing, is closely linked to the success of social recognition initiatives. Leaders who prioritise empathy, compassion and employee wellbeing help to build emotional connections within teams and create an environment where social recognition can flourish. Recognising and celebrating achievements becomes a shared experience, strengthening the bonds between leaders and their teams. This emotional connection is a cornerstone for fostering a positive work environment. According to the Gallup report, when employees strongly agree that their supervisor recognises their accomplishments, they are more likely to be engaged at work. This engagement translates into improved productivity, job satisfaction and a stronger emotional connection to the organisation.   The Impact on Employee Retention Fostering a Positive Work Culture Social recognition creates a positive work culture where acknowledgement and appreciation become integral components of everyday interactions. When employees feel seen and valued, they are more likely to form strong emotional connections with their colleagues and the organisation, making them less inclined to explore alternative job opportunities. Reducing Turnover Costs Employee turnover is a significant cost for organisations. The hiring process, onboarding and training of new staff members require time and resources. The Gallup study reveals a direct correlation between recognition and turnover in that employees who feel unappreciated are twice as likely to say they'll quit in the next year. Implementing social recognition programmes mitigates this risk, emphasising the tangible impact of recognition on reducing turnover costs, as employees are more likely to remain loyal when their efforts are acknowledged and celebrated.   Driving Productivity Through Recognition Boosting Employee Morale Recognition has a direct impact on employee morale. When individuals feel their efforts contribute to the organisation's success and are recognised accordingly, their motivation and commitment increase. This heightened morale translates into improved productivity, as employees are more likely to go above and beyond to achieve shared goals. Fostering a Growth MindsetRecognition not only celebrates achievements but also encourages a growth mindset within the organisation. When employees feel supported and acknowledged for their efforts, they are more likely to embrace challenges and see them as opportunities for learning and development. This mindset shift contributes to a more resilient and adaptable workforce.   Happiness in the Workplace Creating a Positive Feedback Loop Social recognition creates a positive feedback loop, where acknowledgement begets motivation, leading to improved performance. According to Gallup, when employees strongly agree that they receive adequate recognition, they are more likely to report better physical health, higher job satisfaction and lower stress levels. Building a Sense of Belonging Recognition fosters a sense of belonging within the workplace. When employees feel connected to their team and recognised for their unique contributions, they are more likely to experience job satisfaction and overall happiness. This emotional connection is a powerful factor in employee wellbeing.   Conclusion In conclusion, social recognition emerges as a transformative force in the workplace, with far-reaching implications for employee retention, productivity and happiness. The implementation of social recognition programmes is not merely a trend but a strategic imperative for organisations aiming to thrive in a competitive business environment. The integration of social recognition is a cultural shift that aligns with the principles of heart-centered leadership. By acknowledging and celebrating employees' efforts, organisations can attract and retain top talent, drive productivity and create a workplace culture characterised by happiness and fulfillment. As organisations continue to prioritise employee wellbeing, the integration of social recognition into leadership practices is a key step towards building a workplace that not only survives but thrives in the dynamic landscape of the modern professional world. ### Building a Future-Ready Workforce: The Essential Role of Diversity in Leadership In recent years, the push for diversity, equality, and inclusion (DEI) in leadership roles has garnered significant attention. This focus has only intensified following high-profile social movements and a growing body of research demonstrating the tangible benefits of diverse leadership. Despite these advances, some companies are beginning to pull back on their DEI commitments due to various economic pressures. However, the evidence overwhelmingly supports the case for maintaining and even strengthening these initiatives. The Benefits of Diverse Leadership Diverse companies consistently outperform their less diverse counterparts. According to McKinsey & Company, organisations in the top quartile for gender diversity on executive teams are 25% more likely to experience above-average profitability than companies in the fourth quartile. Similarly, those with high ethnic and cultural diversity on executive teams are 36% more likely to outperform in profitability. This correlation suggests that diverse leadership teams bring varied perspectives that lead to more innovative solutions and better decision-making​. Diverse teams have been shown to make better decisions up to 87% of the time compared to individuals. This statistic, cited by People Management, underscores the value of diverse perspectives in avoiding groupthink and fostering a culture where all voices are heard and considered​. Companies with inclusive cultures are 1.7 times more likely to be innovation leaders in their market, according to research by Josh Bersin. Innovation is critical for staying competitive in today’s fast-paced business environment, and diverse teams are better positioned to understand and meet the needs of a broad customer base​​. Diverse management teams generate 19% higher revenue due to innovation. This finding by the Boston Consulting Group (BCG) highlights the direct link between diversity, creative problem-solving, and financial performance. Inclusive companies also achieve 2.3 times higher cash flow per employee, demonstrating the efficiency gains that can come from diverse leadership. The Current State of Diversity in Leadership Despite these benefits, the representation of women and minorities in leadership roles remains limited. As of 2023, only 6.6% of Fortune 500 companies have female CEOs, and women make up just 23% of C-suite executives​​. According to McKinsey & Company, ethnic diversity also lags, with only 39% of leadership positions in top-performing U.S. companies being held by individuals from historically underrepresented groups​​. A significant challenge is the retention of diverse talent. Organisations risk losing highly talented women and minority leaders due to inadequate follow-through on DEI commitments. Companies that fail to deliver on their promises to create inclusive environments are likely to see a turnover of diverse employees, which can erode the progress made in building a diverse leadership team​. Strategies for Building and Sustaining Diverse Leadership To harness the benefits of diverse leadership, companies need to implement effective DEI strategies that go beyond mere lip service. Here are some key steps: Top executives must be visibly committed to DEI goals. This includes setting clear, measurable objectives for diversity and holding leaders accountable for meeting these targets. Companies like Shiseido have shown success by integrating DEI metrics into performance evaluations and tying these metrics to compensation​.   Providing training on unconscious bias, cultural competence, and inclusive leadership can equip leaders with the skills needed to foster a diverse workplace. Programmes that focus on upskilling and promoting social mobility, such as Walmart’s initiative to support frontline workers, can also drive internal diversity​.   Creating an environment where all employees feel valued and included requires policies that support diverse needs. This can include flexible working arrangements, equitable pay practices, and support for employee resource groups.   Utilising data to track progress and identify areas for improvement is essential. Regularly analysing demographic data, employee feedback, and DEI metrics can help organisations stay on track and make informed decisions about their DEI initiatives.   Fostering an inclusive culture where diverse voices are encouraged and respected is crucial. This involves not only promoting diversity in hiring but also ensuring that diverse employees have opportunities for advancement and leadership. Conclusion While some companies are scaling back their DEI efforts in the face of economic challenges, the business case for diversity in leadership remains strong. Diverse leadership teams not only drive better financial performance and innovation but also create more resilient and adaptable organisations. By committing to comprehensive DEI strategies, companies can ensure they are not just meeting the demands of today’s business environment but also building a stronger, more inclusive future. Maintaining a focus on diversity in leadership is not just a moral imperative but a strategic advantage that can lead to sustained success and growth. As we move through 2024, the evidence is clear: companies that prioritise diversity and inclusion are better positioned to thrive in a rapidly changing world. ### The Rise and Fall of DEI: Navigating the Shifting Landscape Diversity, Equity and Inclusion (DEI) initiatives have been at the forefront of corporate strategies in recent years. However, amidst economic uncertainties and changing priorities, DEI efforts have faced significant setbacks. This blog delves into why DEI, once on the rise, is now on the decline. The Fair-Weather Friend Syndrome Amid economic uncertainty, many companies have demonstrated a lack of consistent commitment to DEI. Facing challenges, they have often reduced resources, dismissed Chief Diversity Officers and significantly cut DEI budgets, thereby undermining previous advancements. Culture Amp's 2024 report on Workplace Diversity, Equity and Inclusion highlights this troubling trend. The report aggregates data from nearly 400 companies and 175,000 employees in the US, revealing that 71% of HR professionals reported their organisations extended DEI efforts beyond basic compliance in 2021, but this number dropped to 60% in 2023. The Impact of Leadership Support DEI leadership roles have also seen a significant decline. In 2021, 56% of organisations had a leadership role dedicated to DEI, but this dropped to 41% in 2023. Without internal champions, overall support from senior leadership wanes, making it difficult to sustain momentum in DEI initiatives. The number of companies hiring external DEI consultants also fell from 66% in 2021 to 47% in 2023. The absence of robust leadership and the necessary expertise hampers the development and implementation of effective DEI strategies. The Role of Data in DEI Initiatives Data is crucial for driving DEI efforts, yet many organisations lack the necessary metrics to make informed decisions. In 2023, 42% of organisations reported that they don’t have or report on DEI metrics at all. Without data, tracking progress, making data-driven decisions and gaining executive support becomes challenging. Addressing these data gaps is essential for understanding the impact of DEI initiatives and fostering continuous improvement. The Business Case for DEI Despite these setbacks, the business case for investing in DEI remains strong. Companies that hire DEI consultants scored 8% higher on building diverse teams. Employees who strongly believe their company values diversity are 84% engaged, compared to just 20% engagement among those who strongly disagree. Employees who feel their organisation doesn’t value diversity are more than three times more likely to leave within a year. Additionally, companies that prioritise diversity have a 6.8% higher stock price than those that don’t. According to McKinsey & Company‘s 2023 report, companies committed to diversity show a 39 percent increased likelihood of outperformance for those in the top quartile of ethnic representation versus the bottom quartile. The penalties for low diversity on executive teams are also intensifying. Companies with representation of women exceeding 30 percent (and thus in the top quartile) are significantly more likely to financially outperform those with 30 percent or fewer. Similarly, companies in the top quartile for ethnic diversity show an average 27 percent financial advantage over others. Meanwhile, those in the bottom quartile for both (ethnic and gender diversity) are 66 percent less likely to outperform financially on average, up from 27 percent in 2020, indicating that lack of diversity may be getting more expensive. These statistics underscore the importance of robust DEI actions for overall organisational success. Addressing the Challenges: A Roadmap for Improvement To rebuild and enhance DEI efforts, organisations need to address the identified challenges strategically. Here are some key steps: Invest in DEI Expertise Hiring or retaining DEI consultants and professionals is crucial. These experts bring valuable insights and strategies that can help organisations navigate the complexities of DEI initiatives effectively. Strengthen Leadership Support Leadership buy-in is essential for the success of DEI programmes. Organisations should ensure that senior leaders are committed to DEI, visibly support these initiatives and integrate DEI goals into the overall business strategy. Leverage Data and Metrics Implementing robust DEI metrics allows organisations to track progress, identify areas for improvement and make data-driven decisions. Regular reporting on DEI outcomes can also help in gaining and maintaining executive support. Foster an Inclusive Culture Creating an inclusive culture requires more than just policies; it involves changing behaviours and mindsets. Organisations should focus on continuous DEI training, promoting inclusive behaviours and ensuring that all employees feel valued and included. Engage Employees Employee engagement is key to successful DEI initiatives. Involving employees in the development and implementation of DEI strategies can enhance their commitment and ensure that the initiatives are relevant and impactful. Global Perspectives on DEI The decline in DEI efforts is not isolated to a single region but is a global phenomenon. For instance, in the UK where the vast majority of HR Directors believe DEI is highly valued, they also admitted that it’s the first thing to go when budgets are slashed as organisations grapple with economic challenges. Similarly, in Australia, there has been a noticeable decline in the hiring of DEI consultants and a reduction in DEI-focused roles within organisations. According to a report in 2023 by the Australian HR Institute (AHRI); there is a clear gap between employer awareness, intent and action. The vast majority (84%) of HR professionals say that DEI is critical to the future success of their organisation. However, only half (50%) of HR professionals say that their leaders see DEI as a priority for their organisation, while a similar proportion (49%) of HR professionals also that say that their organisation is not placing enough focus on DEI. These trends highlight the widespread nature of the issue and the need for a concerted effort to revive and sustain DEI initiatives globally. Conclusion The current economic climate has posed significant challenges to DEI efforts worldwide. However, the importance of DEI in fostering a productive, innovative and engaged workforce cannot be overstated. Organisations must recognise the value of DEI and take strategic steps to overcome the identified challenges. By investing in DEI expertise, securing leadership support, leveraging data, fostering an inclusive culture and engaging employees, businesses can rebuild their DEI momentum and ensure long-term success. ### The Impact of Remote Working on Mental Health: Pros and Cons The rise of remote working has transformed the traditional office environment, offering employees greater flexibility and autonomy. However, this shift also brings significant implications for mental health. While remote work can enhance wellbeing by reducing commute times and providing a better work-life balance, it can also contribute to feelings of isolation and burnout. This blog explores the pros and cons of remote working on mental health, supported by current research and statistics. The Pros of Remote Working on Mental Health Improved Work-Life Balance One of the most significant benefits of remote work is the potential for a better work-life balance. Without the need for a daily commute, employees have more time to spend with family, engage in hobbies, and rest. A survey by FlexJobs found that 73% of respondents reported an improved work-life balance as a key benefit of remote work. This flexibility allows individuals to tailor their work schedules to their personal lives, reducing stress and improving overall happiness. Increased Productivity and Autonomy Remote working often leads to increased productivity. According to a study by Stanford University, remote workers are 13% more productive than their in-office counterparts. This boost in productivity is partly due to fewer distractions and the ability to create a personalised work environment. Additionally, remote work provides employees with greater autonomy, empowering them to manage their tasks and time more effectively. This sense of control can enhance job satisfaction and reduce stress levels. Reduction in Commute Stress The daily commute can be a significant source of stress for many employees. Long hours spent in traffic or on crowded public transport can lead to physical and mental fatigue. Remote work eliminates this daily grind, allowing employees to start their day fresh and energised. Long commutes are associated with increased stress and lower life satisfaction. By working remotely, employees can avoid these negative effects and enjoy a more relaxed start to their day. Access to a More Comfortable Work Environment Working from home allows employees to create a comfortable and personalised workspace. This can include ergonomic furniture, preferred lighting, and a quiet environment free from office distractions. A comfortable work environment can reduce physical strain and improve mental wellbeing. Having control over one’s work environment can lead to higher job satisfaction and lower stress levels. The Cons of Remote Working on Mental Health Social Isolation One of the most significant downsides of remote work is the potential for social isolation. The lack of face-to-face interaction with colleagues can lead to feelings of loneliness and disconnection. A report by Buffer found that 20% of remote workers cited loneliness as their biggest struggle. This isolation can negatively impact mental health, leading to depression and anxiety if not addressed. Blurred Work-Life Boundaries While remote work can enhance work-life balance, it can also blur the boundaries between personal and professional life. Without a clear separation between work and home, employees may find it challenging to switch off from work, leading to longer hours and increased stress. Remote workers often struggle to establish boundaries, resulting in burnout and decreased overall wellbeing. Overworking and Burnout The flexibility of remote work can sometimes lead to overworking. Without the physical separation of an office, employees may feel pressured to be constantly available, leading to longer working hours. According to TravelPerk, 38% of employees suffer remote work burnout because they feel pressured by management to work more hours and 86% of remote employees have experienced high levels of exhaustion. This overworking can exacerbate stress levels and negatively impact mental health. Limited Access to Resources In an office setting, employees have easy access to resources such as IT support, ergonomic furniture, and collaborative spaces. Remote workers may lack these resources, leading to frustration and decreased productivity. Additionally, the absence of immediate support from managers and colleagues can make it difficult to resolve work-related issues promptly, increasing stress and anxiety. Strategies to Mitigate the Cons of Remote Working To maximise the benefits of remote work while mitigating its downsides, both employers and employees can adopt several strategies: Encourage Regular Social Interaction Employers can organise virtual social events, team-building activities, and regular check-ins to foster a sense of community among remote workers. Employees can also join online groups and forums to connect with peers and build supportive networks. Set Clear Boundaries Establishing a dedicated workspace and setting clear working hours can help remote workers maintain a balance between personal and professional life. Employers should encourage employees to take regular breaks and avoid working beyond their scheduled hours. Promote Mental Health Resources Employers can provide access to mental health resources such as counselling services, wellness programs, and mental health days. Educating employees about the importance of self-care and stress management can also help reduce the risk of burnout. Provide Necessary Tools and Support Ensuring that remote workers have access to necessary tools and resources is crucial. This includes providing ergonomic furniture, reliable technology, and IT support. Employers should also create clear channels for communication and support to help employees resolve issues quickly. Conclusion Remote working has brought significant changes to the traditional work environment, offering numerous benefits for mental health. Improved work-life balance, increased productivity, and reduced commute stress are some of the key advantages. However, the potential for social isolation, blurred work-life boundaries, overworking, and limited access to resources presents challenges that need to be addressed. By adopting strategies to foster social interaction, set clear boundaries, promote mental health resources, and provide necessary support, employers and employees can create a remote work environment that supports mental wellbeing. As remote work continues to evolve, it is essential to recognise its impact on mental health and take proactive steps to ensure a healthy and productive remote workforce. ### The Rise of Digital Nomadism in Remote Working The advent of remote work has transformed the traditional office landscape, giving rise to a new breed of professionals known as digital nomads. These individuals leverage technology to perform their jobs from anywhere in the world, combining work with travel and exploration. This lifestyle, once the domain of freelancers and tech enthusiasts, has now entered the mainstream, attracting a diverse array of workers from various industries. The rise of digital nomadism is reshaping the way we think about work, travel, and life balance. A New Work Paradigm The digital nomad lifestyle is fundamentally changing the conventional 9-to-5 work paradigm. Instead of being tethered to a specific location, digital nomads use laptops, smartphones, and internet connectivity to perform their jobs from cafes, co-working spaces, or beachside bungalows. This shift is largely driven by the widespread adoption of remote work policies during the COVID-19 pandemic. Companies worldwide recognised that employees could maintain productivity and contribute effectively from home or any location with reliable internet access. The flexibility offered by remote work has empowered many professionals to seek a better work-life balance. According to a study by Buffer, 98% of remote workers want to continue working remotely at least some of the time for the rest of their careers. This desire for flexibility has fuelled the digital nomad movement, allowing individuals to escape the monotony of traditional office environments and explore new cultures and destinations. Economic and Cultural Impact The rise of digital nomadism has significant economic and cultural implications. Countries and cities worldwide are adapting to attract digital nomads by offering specialised visas, creating co-working spaces, and promoting local amenities that cater to this new workforce. For instance, Estonia launched a Digital Nomad Visa in 2020, allowing remote workers to live in the country for up to a year. Similarly, cities like Bali, Chiang Mai, and Medellin have become hotspots for digital nomads due to their affordable living costs, vibrant communities, and high-quality internet infrastructure. Digital nomads contribute to local economies by spending on accommodation, food, and services. They often bring valuable skills and global perspectives to the regions they inhabit, fostering cross-cultural exchange and innovation. This influx of remote workers can also spur economic development in less urbanised areas, promoting a more distributed and resilient economic model. Challenges and Considerations Despite the many benefits, the digital nomad lifestyle is not without its challenges. One of the primary concerns is the issue of stability and routine. Constant travel can disrupt daily routines, making it difficult to maintain a consistent work schedule and personal habits. Digital nomads must develop strong self-discipline and time management skills to balance work and travel effectively. Another significant challenge is the potential for isolation. While digital nomads enjoy the freedom of working from anywhere, they often miss out on the social interactions and support networks found in traditional office settings. To combat this, many digital nomads seek out co-working spaces and digital nomad communities, where they can connect with like-minded individuals and build supportive networks. Healthcare and insurance are also critical considerations for digital nomads. Access to quality healthcare can vary significantly from one location to another, and navigating international health insurance policies can be complex. It is essential for digital nomads to research healthcare options in their chosen destinations and secure comprehensive insurance coverage that caters to their mobile lifestyle. Technology as an Enabler The digital nomad movement would not be possible without advancements in technology. High-speed internet, cloud computing, and collaboration tools have made it feasible for remote workers to stay connected and productive from virtually anywhere. Platforms like Zoom, Slack, and Asana facilitate seamless communication and project management, while VPNs (Virtual Private Networks) ensure secure access to company networks and sensitive data. Moreover, the proliferation of digital tools and resources tailored to remote work has simplified various aspects of the digital nomad lifestyle. Websites like Nomad List provide valuable information on the best destinations for digital nomads, including cost of living, internet speed, and safety ratings. Additionally, platforms like Upwork and Fiverr offer freelance opportunities, allowing digital nomads to find work that suits their skills and preferences. The Future of Digital Nomadism As remote work continues to evolve, the digital nomad movement is expected to grow. Companies are increasingly adopting flexible work policies to attract and retain top talent, and technological advancements will continue to enhance the feasibility of remote work. Furthermore, as more destinations recognise the economic benefits of attracting digital nomads, we can expect to see an expansion of digital nomad visas and supportive infrastructure. However, the future of digital nomadism will also depend on how well this lifestyle can address its inherent challenges. Solutions such as improved access to healthcare, streamlined visa processes, and enhanced digital infrastructure will be crucial in supporting the growing community of digital nomads. Additionally, fostering inclusive and supportive digital nomad communities can help mitigate the risks of isolation and burnout. Conclusion The rise of digital nomadism represents a significant shift in the way we approach work and life. By embracing the flexibility and freedom offered by remote work, digital nomads are redefining traditional work paradigms and exploring new possibilities for personal and professional growth. While the lifestyle presents unique challenges, the benefits of cultural exchange, economic contribution, and enhanced work-life balance make it an appealing option for many. ### Three Simple Reasons Why Paying For Executive Search Saves You Money Three simple reasons why paying for executive search saves you money:   2. Return on Investment: the difference between Executive Search and Recruitment.A few years ago we were engaged to find a Tax Leader for our European client; the fee was around $30,000. In her first year, the new Tax Leader saved the company over $500,000 – an excellent ROI.  A recruiter could have found a ‘good’ Tax Leader, and he/she might have saved $150,000 – a decent result and everyone would have been happy. But, by investing in executive search, they have a great Tax Leader who continues to outperform.That's the difference in your Return on Investment.   2. Opportunity Cost: the Silent Thief.Some might not know the term but understand the concept.  As an economics student, opportunity cost was drilled into me.  Put simply, it’s the value of what could have been, as opposed to what did.  Or, more formally, benefits foregone by not choosing an alternative course of action.A client’s HR department advertised a sales position on linked in. For five months.  Hundreds of (unqualified) applicants: all had to be assessed (and, I hope, replied to), and considerable management time to interview the best of them. HR insisted they would find the ideal applicant; they didn’t.  The regional manager finally gained approval to engage us: we closed it in five weeks with a superb candidate.The opportunity cost was five months of inaction (and wasted action).  No sales; no building business contacts; no market surveying or networking; no revenue; and no profits.  Add the cost of the wasted hours and hours of HR’s and senior management’s time and so on.But few companies account for this. They shrug and think, ‘Oh well, now we have someone’.  But if they held those involved responsible for the (easily measured) opportunity cost, views might change.  HR and line managers should work together to minimise time-to-hire.  Repeatedly trying the same method and expecting different results is, as a famous scientist probably said, the definition of insanity. When you look at opportunity cost, our fees are small by comparison.   3. Post-Sales Service: aka Follow-UpWe aren’t hit-and-run recruiters; we have systems in place to stay in touch with candidates and clients, making sure all is well. And, sometimes, we offer complimentary coaching for the first year (typically six sessions).   These steps, combined, are significant – for clients and candidates – to smooth the onboarding process as well as bringing out the best in both parties.  No-one ever hired someone to fail, only ever to succeed, so why not spend a little extra to maximise the possibility of that?   Our job isn’t finished when the candidate starts work.  We stay in touch to ensure that the recruitment is a success.   ### Balancing Ethics and Efficiency in AI-Driven Recruitment Ethical considerations in AI-based recruitment extend beyond addressing bias. These include privacy concerns, transparency, accountability, the impact on employment, and the potential for dehumanising the hiring process. Addressing these concerns is vital to ensure that AI-driven recruitment systems are used responsibly and ethically. Privacy Concerns A crucial ethical consideration is the protection of candidate privacy. AI systems often collect and analyse vast amounts of personal data from job applicants, including their resumes, social media profiles, and even online behaviour. This data collection raises significant privacy concerns. Candidates may not be fully aware of the extent of the data gathering or how it is used. Companies require robust data protection policies that are transparent about their data collection practices. It is vital to obtain consent from candidates and allow them to opt out of data collection. Transparency Transparency in AI-driven recruitment systems is another critical ethical consideration. The decision-making processes of AI systems are often opaque, and make it difficult for candidates to understand why they were selected or rejected. This lack of transparency is likely to undermine trust in AI systems and lead to perceptions of unfairness. To address this issue, companies should strive to make their AI systems as transparent as possible. For instance, it is critical to provide candidates with clear explanations of how their data is used and the criteria for hiring decisions. Additionally, offering feedback to candidates can help them understand the strengths and weaknesses of their applications. Accountability Accountability is also crucial. When an AI system makes a hiring decision, it is essential to determine who is responsible for that decision - the AI developer, the company using the AI, or another party. Clear lines of accountability can ensure recourse for candidates who feel unfairly treated. Ideally, mechanisms should be in place to review and challenge AI-driven decisions. Companies should also regularly audit their AI systems to ensure they function as intended and do not cause harm. Impact on Employment The impact of AI-driven recruitment systems on employment is another important ethical consideration. While these systems can enhance efficiency and reduce costs, they also have the potential to displace human recruiters and other personnel involved in the hiring process. This displacement can lead to job losses and economic instability for those affected. Companies should consider the broader implications of adopting AI-driven recruitment systems and take steps to mitigate adverse impacts on employment. Dehumanisation of the Hiring Process The dehumanisation of the hiring process is a significant ethical concern in AI-driven recruitment. Relying too heavily on AI can lead to a sterile and impersonal recruitment experience, where candidates feel like machines rather than humans are evaluating them. This impression can diminish the importance of human qualities such as empathy, intuition, and interpersonal skills, which are crucial in many job roles. To counteract this, companies should aim to balance AI and human interaction in the recruitment process, such as the hybrid approach mentioned previously. Alignment with Social Values Ethical considerations also ensure that AI-driven hiring practices align with broader societal values and legal frameworks. Taken as a whole,  companies should be committed to ethical standards, such as respecting candidates' privacy and ensuring that AI systems do not inadvertently discriminate against protected groups. Regulatory frameworks are crucial in guiding the ethical use of AI in recruitment. Governments and regulatory bodies increasingly recognise the need to oversee AI applications in hiring to prevent discriminatory practices. Companies must stay informed about these regulations and ensure their AI systems comply with legal and societal requirements. Conclusions The benefits of AI in recruitment are substantial, offering improved efficiency, standardised evaluations, and the potential to mitigate human biases. AI systems can process huge volumes of data swiftly and impartially, providing recruiters with valuable insights and enabling more informed decision-making. Additionally, AI's ability to anonymise applications and flag potential biases can further promote ethical hiring practices. However, AI is not without its challenges. Bias can enter AI systems through training data and algorithmic design, potentially perpetuating existing disparities. Addressing AI bias requires a nuanced approach, including diverse and representative training data, algorithmic transparency, continuous monitoring, and the integration of human oversight. Beyond bias, ethical considerations in AI-based recruitment encompass privacy concerns, transparency, accountability, the impact on employment, and the risk of dehumanisation. Protecting candidate privacy, ensuring transparent decision-making processes, establishing clear lines of accountability, considering the broader employment implications, and maintaining a human touch in recruitment are all critical. Ultimately, ethical considerations must be prioritized in the development and deployment of AI to ensure these technologies support fair hiring practices. By implementing effective strategies ### Addressing Bias and Fairness in AI-Driven Hiring Practices The integration of artificial intelligence (AI) into recruitment processes has significantly changed the hiring landscape. AI-driven hiring systems promise to streamline the recruitment process, offering efficiency and the potential to reduce human biases. However, AI bias in hiring presents significant ethical challenges that must be addressed to ensure fairness and equity in hiring practices. Here we examine: The benefits of using AI in recruitment The associated challenges Addressing AI Bias in recruitment The ethical considerations in AI-based recruitment beyond bias Benefits of Using AI in Recruitment The advantages of incorporating AI into recruitment are considerable. AI-powered systems can swiftly handle large volumes of data, making candidate identification and screening more efficient than traditional human methods. These systems are programmed to assess candidates based on particular criteria, which can help minimize subjective biases. Additionally, by automating repetitive tasks, AI enables recruiters to concentrate on strategic endeavors, such as fostering relationships with candidates and enhancing the overall recruitment process. Furthermore, AI can be programmed to eliminate certain human biases. For example, AI algorithms can be trained to disregard irrelevant factors such as a candidate's name, age, or gender, often sources of unconscious bias in human recruiters. Thus, at least theoretically, AI can be a tool to promote ethical hiring practices by focusing solely on the qualifications and skills pertinent to the job. Bias in Recruitment Bias in hiring can take many forms, including gender, race, age, and socioeconomic biases. These biases often arise from unconscious prejudices recruiters hold, historical hiring practices, and systemic inequalities. They can emerge in various stages of the recruitment process, from job descriptions and CV screening to interviews and final hiring decisions. Biases can lead to the exclusion of qualified candidates, perpetuate workplace inequality, and hinder organisational diversity and innovation. Over time, bias can have a detrimental effect on the whole workforce as it can lead to distortions such as lack of diversity and a homogenous workforce structure, ultimately stifling innovation and creativity. How Bias Arises There are many forms of bias, so we will review some of those that we commonly see; for instance: Cultural Fit - Hiring managers might prefer candidates who resemble the existing team in terms of personality, background, or values, potentially excluding diverse talent. Affinity Bias - Recruiters may favour candidates who share similarities, such as the same alma mater, hobbies, or socioeconomic background. Stereotypes and prejudice bias might occur when recruiters have preconceived notions about certain groups (e.g., gender, race, age, or ethnicity), which can influence hiring decisions. Halo effect - a single positive trait (e.g., attending a prestigious university) can overshadow other aspects, leading to overestimating a candidate's overall qualifications. Confirmation bias occurs when recruiters seek information confirming their initial impressions and ignore contradictory evidence. Groupthink is when a hiring team prioritises consensus over diverse viewpoints, potentially leading to homogenised decision-making. Algorithmic and AI-driven automated systems can perpetuate existing biases if trained on historical data reflecting past discrimination. AI and Bias – a Double-edged Sword AI can potentially eliminate bias from the hiring process while reproducing the kinds of human bias we have identified through the use of biased training data and other mechanisms. We will look at both of these. Using AI to Eliminate Hiring Bias A significant feature of AI in hiring is its potential to eliminate bias. However, doing so requires careful design, implementation, and continuous monitoring to ensure the technology fulfils its promise without introducing new forms of discrimination. For instance, AI can standardise the initial screening process by evaluating candidates based on predefined criteria related to job performance rather than subjective judgments. Algorithms can objectively assess qualifications, skills, and experiences, reducing personal biases' influence. AI systems can also anonymise applications by removing identifying information such as names, gender, age, and ethnicity. This approach, known as blind recruitment, helps ensure that candidates are evaluated for their qualifications and suitability for the role. Unlike human recruiters, who may inadvertently apply different standards to different candidates, AI can consistently use the same criteria for all applicants. AI can also analyse large datasets to identify patterns and trends indicating bias. For example, if certain demographic groups are consistently underrepresented in hiring outcomes, AI can flag these discrepancies for further investigation. AI Bias One of the more significant challenges of AI in recruitment is AI bias. Bias can enter AI systems through the data used to train them. If the training data reflects historical biases, the AI will learn and perpetuate those biases. For example, if an AI system is trained on data from a company that has historically favoured male candidates, the AI might replicate this bias, disadvantaging female applicants. Additionally, the algorithms themselves can be inherently biased. The criteria and decision-making processes programmed into AI systems are developed by humans who may unintentionally embed their biases into the algorithms. Addressing AI Bias in Recruitment To combat AI bias in recruitment, it is essential to implement robust measures at various stages of the AI development and deployment process. A critical step is ensuring that the training data is diverse and representative. By including a wide range of demographic data, AI systems can be trained to recognise and value diversity, reducing the risk of biased outcomes. Another critical measure is algorithmic transparency. Companies should make the operation of their AI systems transparent and understandable to stakeholders, including candidates and hiring managers. This transparency allows for identifying and correcting biases and builds trust in the system. Continuous monitoring and auditing of AI systems is required. Regularly testing AI algorithms for biased outcomes and making adjustments can help maintain fairness. Engaging external auditors or ethical committees can provide an unbiased assessment of the AI systems and their impacts. A Hybrid Approach Combining AI with human oversight can mitigate the risks associated with AI bias in hiring. While AI can handle the initial stages of recruitment, final hiring decisions should involve human judgment to ensure a holistic evaluation of candidates. This hybrid approach leverages the strengths of AI and human intuition, enhancing the overall fairness of the hiring process. ### The Importance of Truly Switching Off on Holiday In today's fast-paced world, the demands of work can be relentless. With the advent of technology, the boundaries between work and personal life have blurred, making it increasingly difficult for people to truly switch off. However, the importance of taking a real break cannot be overstated. Truly disconnecting during a holiday is crucial for mental health, productivity and overall wellbeing. The Busier You Are, The More You Need Time Off The notion that the busier you are, the more you need time off, holds significant truth. Constant engagement in work without sufficient breaks can lead to burnout, a state of physical, emotional and mental exhaustion caused by prolonged stress. This phenomenon is increasingly recognised by the next generation of leaders who emphasise the need for work-life balance. According to a study by the American Psychological Association, taking time away from the office helps reduce stress by removing people from the activities and environments that contribute to their stress levels. Furthermore, holidays have been shown to decrease the risk of heart disease, improve reaction times and increase productivity upon returning to work. The Individual Nature of Recuperation The amount of time needed for effective recuperation varies from person to person. While some may feel rejuvenated after a short break, others might need an extended period to recover fully. Passion for one's work can sometimes mask the need for breaks, as the joy derived from work can lead to overcommitment and eventual burnout. It’s crucial to recognise and respect one's personal limits, and to understand that needing a break is not a sign of weakness but a necessary component of maintaining long-term productivity and health. The Finnish Approach to Holidays Finland offers a prime example of the benefits of  holiday time. In Finland, it’s customary to have about four weeks of summer holiday and one week in the winter, allowing people to enjoy extended breaks from work. This practice is rooted in the country's culture, where both men and women participate equally in the workforce and childcare is a shared responsibility. Such extended holidays are not merely a luxury but a necessity for maintaining family bonds and personal wellbeing. One noteworthy aspect of the Finnish holiday culture is the emphasis on truly disconnecting from work. As mentioned in this article by Ani Närhi, Horton International’s Managing Partner in Finland.  Hopefully all the people taking a longer Finnish style holiday or a shorter version can concentrate on “the task at hand”. Just leave the work behind! Give the holiday your 100%. No multitasking with your holiday and work! I love the out-of-office-message I got from a client: I’m having a holiday and won’t be checking my emails! The Reality of PTO Usage In contrast and despite the clear benefits of taking time off, in the US, many employees struggle to fully utilise their paid time off (PTO). Over half (52%) of employees report working while on PTO. Some might check their emails or hop on conference calls occasionally, while others may put in hours of work. This behaviour undermines the purpose of taking time off, which is to recharge and disconnect from work stress. Furthermore, over 765 million vacation days have gone unused by Americans. This may be because they forget to use them, don’t want to use them or believe they can’t use them because they’re overwhelmed with work or feel like they have too much to get done. Remote working is also impacting the usage of PTO with 63% of Americans reporting that it is harder to take time off when working from home. In 2018, 55% of Americans reported having unused vacation days, up from 52% the year prior. Mandatory PTO is one way some companies are trying to address this issue. According to a survey conducted by Forbes Advisor, nearly a third (31%) of employees report mandatory paid time off as a top benefit to offer. This means workers are required to take a certain amount of time off, ensuring they get the necessary break from work. The Role of Effective Disconnection Effective disconnection means more than just not physically going to work. It involves a mental and emotional break from work-related thoughts and activities. This level of disconnection is essential for allowing the brain to rest and reset. The inability to switch off can lead to chronic stress, which impairs memory, decreases cognitive flexibility and hampers the ability to make sound decisions. Creating a True Holiday Environment To ensure that holidays serve their purpose of rejuvenation, it's important to create an environment that facilitates true relaxation. Here are some practical steps: Set Clear Boundaries: Inform colleagues and clients about your holiday in advance and set clear expectations that you will not be available. This can be done through out-of-office messages and direct communication. Digital Detox: Limit the use of digital devices. If possible, avoid checking work emails and messages. Use this time to reconnect with yourself and your loved ones. Engage in Relaxing Activities: Plan activities that help you unwind and relax. This could include reading, hiking, spending time with family or simply enjoying nature. Mindfulness and Meditation: Practices like mindfulness and meditation can help reduce stress and increase your ability to be present, making your holiday more enjoyable and restorative. Physical Exercise: Engage in physical activities that you enjoy. Exercise is known to boost mood, reduce stress, and improve overall health. The Broader Impact of Taking a Break Beyond personal benefits, taking a break has broader implications for workplace culture and productivity. When leaders take holidays and respect their time off, they set a positive example for their teams. This can create a more supportive and balanced work environment where employees feel encouraged to take the time they need to recharge. A study by the Society for Human Resource Management (SHRM) found that organisations that encourage holidays see higher levels of employee engagement, productivity and retention. Employees who take regular holidays are less likely to experience burnout and are more likely to remain loyal to their employers. Conclusion In conclusion, truly switching off on holiday is not just a luxury but a necessity in today’s high-pressure work environment.  Whether it's a short break or an extended holiday, giving yourself the gift of true rest and relaxation is essential for sustaining long-term health, happiness and success. ### The 5 Cs of Employee Engagement Employee engagement is a crucial element for the success of any organisation. Engaged employees are more productive, satisfied and loyal to their company. They are the driving force behind innovation, efficiency and a positive workplace culture. To foster this level of engagement, leaders can focus on the 5 Cs: Care, Connect, Coach, Contribute and Congratulate. This article delves into each of these pillars and explores how they contribute to creating an engaged and motivated workforce.   1. Care: Show Employees You Care About Their Wellbeing The first step in employee engagement is demonstrating genuine care for your employees’ wellbeing. This goes beyond offering competitive salaries and benefits. It involves understanding and addressing their physical, emotional and mental health needs. Mental Health Support: Implement programmes that support mental health, such as access to counselling services, stress management workshops and mental health days. A study by the World Health Organization found that for every $1 invested in mental health treatment, there is a return of $4 in improved health and productivity​​. Work-Life Balance: Encourage a healthy work-life balance by offering flexible working hours, remote work options and adequate vacation time. According to a survey by FlexJobs, 72% of employees say that work-life balance is a crucial factor when considering job opportunities. In fact, 63% of the 4,000 respondents stated they would choose better work-life balance over better pay—only 31% would choose better pay over work-life balance. Physical Health Initiatives: Promote physical wellbeing through health programmes, gym memberships and regular health check-ups. Companies like Google and Apple are known for their comprehensive health and wellness programmes, which contribute to high levels of employee satisfaction and productivity. 2. Connect: Build Relationships and Foster a Sense of Togetherness Creating a sense of connection within the workplace is vital for fostering teamwork and collaboration. Employees who feel connected to their colleagues and leaders are more likely to be engaged and committed to their work. Team Building Activities: Organise regular team-building activities, both virtual and in-person, to strengthen bonds among team members. Activities such as workshops, retreats and social events can enhance interpersonal relationships. Open Communication Channels: Encourage open and honest communication between employees and management. Regular town hall meetings, feedback sessions and an open-door policy can help bridge the gap between different levels of the organisation. Inclusive Culture: Promote an inclusive culture where diversity is celebrated. Ensure that all employees feel valued and included, regardless of their background or position. Diversity drives innovation and creativity, leading to better decision-making and problem-solving. 3. Coach: Guide Your Employees to Be the Best They Can Be Coaching and development are essential for employee growth and engagement. Employees who receive regular coaching are more likely to feel valued and motivated. Personal Development Plans: Create personalised development plans for each employee, focusing on their strengths, weaknesses and career aspirations. This shows that the organisation is invested in their growth and success. Regular Feedback: Provide regular, constructive feedback to help employees improve their performance. According to Gallup, employees who receive regular feedback are 3.6 times more likely to be engaged at work. Training and Development Programmes: Offer continuous learning opportunities through training programmes, workshops and seminars. Encourage employees to pursue further education and certifications related to their field. 4. Contribute: Encourage Employees to Contribute Their Thoughts and Ideas Empowering employees to contribute their ideas and suggestions fosters a sense of ownership and accountability. When employees feel that their input is valued, they are more likely to be engaged and committed to their work. Idea Platforms: Create platforms where employees can share their ideas and feedback. This could be through suggestion boxes, online forums or regular brainstorming sessions. Participative Decision Making: Involve employees in decision-making processes, especially those that affect their work. This can lead to more innovative solutions and a greater sense of ownership. Recognition of Contributions: Acknowledge and implement valuable employee suggestions. Publicly recognise individuals who contribute positively to the organisation. This not only motivates the individual but also encourages others to share their ideas. 5. Congratulate: Celebrate Employees for the Great Work They Do Recognition and appreciation are powerful motivators. Celebrating employees’ achievements and milestones fosters a positive work environment and reinforces desired behaviours. Recognition Programmes: Implement recognition programmes that highlight employees’ achievements. This could include Employee of the Month awards, peer recognition programmes and annual awards ceremonies. Timely Acknowledgement: Ensure that recognition is timely and specific. Recognise employees as soon as possible after their achievement to reinforce the behaviour. Be specific about what they did well and how it contributed to the organisation. Celebrate Milestones: Celebrate both professional and personal milestones of employees, such as work anniversaries, project completions and personal achievements. This helps to build a supportive and celebratory work culture. Conclusion Employee engagement is a multifaceted concept that requires a strategic and ongoing effort from leadership. By focusing on the 5 Cs—Care, Connect, Coach, Contribute and Congratulate—organisations can create an environment where employees feel valued, motivated and engaged. This not only enhances individual performance but also drives organisational success. Investing in these five pillars of engagement is not just a best practice; it is essential for building a thriving, dynamic and resilient workforce.   ### Are the Management Challenges in Czechia and Germany Different? Our recent experience working on assignments for German companies operating in the Czech Republic and also on cross border assignments with our colleagues in Horton Germany, has sparked discussion about the challenges faced by managers in our two countries. As we navigate these assignments, it becomes increasingly clear that while some challenges are universally encountered, others are distinctly shaped by local business cultures and market dynamics. Both Czech and German managers deal with the overarching pressures of globalization, technological advancement, and regulatory changes. However, cultural nuances significantly influence managerial approaches and workplace dynamics in each country. In Czechia, managers often navigate a business environment characterized by rapid economic growth and a still transitioning corporate culture (still shedding its post-communist legacy in some cases). This scenario demands a blend of flexibility and innovation from Czech managers. They must balance traditional management practices with the need to foster a more dynamic and competitive business atmosphere. Small domestic market of Czech Rep. became often too small and companies are focusing on international expansion. Demographic challenges are present in Czechia, with a median age of approximately 43 years, but not to the extent of Germany. Conversely, German managers operate in one of the world’s most robust economies, with well-established industrial sectors and a highly regulated environment. The German emphasis on structure and planning is evident in management styles, which may contrast with the more fluid and adaptive approaches seen in Czechia. German managers excel in precision and long-term strategic planning, supported by a strong framework of rules and a focus on efficiency and productivity. As my colleagues from Frankfurt office add There are also some challenges related to digitalization strategies/measures within the industrial companies. In well established middle sized companies the management is either a bit cautious on digitalization of the processes or slightly remaining behind other European players. That is why the experts in this area are highly demanded on the local market. Andrei Vasilachi - Senior Consultant Automotive, Mobility and Industrial, Horton International Germany   With a median age of about 46 years, Germany faces significant demographic challenges, particularly in terms of an aging workforce and the critical need for succession planning in its industrial sectors. While both countries face talent shortages, the nature of these shortages can vary. In Czechia, there is a growing demand for skilled workers in newly developing sectors, whereas in Germany, the aging population intensifies the need for succession planning in aging industries and integrating a diverse workforce in an inclusive work environment. Therefore it seems that while some managerial challenges are universal, others are deeply rooted in the cultural, economic, and historical contexts of each country. Understanding these differences is crucial for developing effective management strategies that are sensitive to local needs while leveraging global opportunities. I invite you to share your thoughts and experiences on this topic. Do you think the differences in management challenges are significant enough to affect how businesses operate in Czechia and Germany? ### Safety Cues: Building a Trusting and Authentic Workplace Environment Creating a safe and supportive environment in the workplace is crucial for fostering trust, encouraging authentic self-expression and retaining top talent. This is achieved through the exuding of genuine safety cues by leaders, which the human nervous system instinctively recognises. Here’s how leaders can create such an environment and why it’s essential. The Importance of Safety Cues The concept of safety cues is deeply rooted in human psychology. Our nervous systems are constantly assessing whether an environment is safe or dangerous. This instinctual process influences our ability to relax, engage and perform effectively. When employees perceive their workplace as safe, they are more likely to be engaged, productive and loyal. Conversely, cues of danger can lead to stress, disengagement, and high turnover rates. Authenticity in Leadership and Creating a Culture of Trust One of the most critical aspects of exuding safety cues is authenticity. Employees can quickly detect when a leader is pretending to care or is insincere. Authenticity involves being genuine, transparent and consistent in actions and words. Trust is the foundation of effective leadership. Without it, there can be no genuine connection or relationship between a leader and their team. Trust is built through consistent actions that align with words, ensuring that employees can rely on their leaders to follow through on commitments. Authentic relationships, built on trust and respect, are essential for creating a productive and innovative workplace. Professor Frances Frei, from Harvard Business School, identifies three essential pillars of building trust: authenticity, empathy and logic. Authenticity involves being genuine and transparent, ensuring that actions align with words and demonstrating integrity in all dealings. Listening with empathy is a powerful way to make employees feel valued and heard. This involves more than just hearing words; it’s about understanding and sharing the feelings of others. Empathetic listening fosters a sense of safety and inclusion, encouraging employees to express themselves without fear of judgment or repercussions. When leaders actively listen and respond with empathy, it reinforces that their concerns and ideas are valued. Logic pertains to having a sound reasoning process that is clear and understandable, ensuring that decisions are based on solid, rational foundations. Together, these pillars create a robust framework for trust, critical for effective leadership and fostering a positive organisational culture.   "My life journey has not only taught me but also demonstrated that authenticity—showing your true self—is essential not just in business but in all aspects of life. In the corporate world, transparency builds trust, fosters genuine relationships, and drives sustainable success. Personally, it enriches our interactions, nurtures deeper connections, and leads to a fulfilling and meaningful existence. Embracing openness transforms not only our professional achievements but also our personal fulfilment." Guillermo Cepeda Partner Horton International Mexico   Presence and Engagement Being present and genuinely engaged in interactions with employees is another critical component. This means giving full attention during conversations, avoiding distractions, and showing interest in their contributions. Presence demonstrates that leaders value their time and input, which strengthens trust and fosters a supportive environment. Heart-Centered Leadership The term "heart-centered leadership" might sound like jargon, but its essence is crucial. Heart-centered leadership is about creating a safe space where employees feel free to express themselves and take risks. This approach is not about being overly sentimental; it’s about being empathetic and authentic while also holding people accountable. Employees in such environments feel valued and are more willing to meet high expectations because they trust that their contributions are meaningful. Practical Steps for Leaders To develop and deepen the ability to exude safety cues, leaders can take several practical steps: Model Vulnerability: Show that it’s okay to make mistakes and learn from them. This encourages employees to take risks and innovate without fear of harsh judgment. Encourage Open Communication: Create channels for feedback and make it clear that all voices are valued. This can be through regular check-ins, anonymous surveys, or open-door policies. Recognise and Celebrate Achievements: Publicly acknowledge the contributions and successes of team members. This not only boosts morale but also reinforces a culture of appreciation. Provide Support: Ensure that employees have the resources they need to succeed. This includes professional development opportunities, mental health resources and a supportive work environment. Maintain Consistency: Be reliable in actions and decisions. Consistency builds trust, as employees know what to expect and can rely on their leaders. Conclusion Creating a workplace where employees feel safe and valued is not just a nicety; it’s a necessity for retaining top talent and fostering a productive, innovative environment. Leaders who exude genuine safety cues through authenticity, empathetic listening, presence and trust-building can transform their organisations. This approach moves beyond the outdated transactional leadership model and embraces a more empathetic and attentive style, ultimately leading to greater success and satisfaction for both leaders and their teams.   ### WEBINAR - Employee Retention Masterclass: Strategies Every CEO Should Know In the current dynamic realm of business, retaining top talent is critical for organizations looking to thrive. Companies are redefining their employee retention strategies to adapt to changing expectations and evolving workplace dynamics. Join our upcoming webinar to gain essential insights from industry experts. Hosts Guillermo R. Cepeda and Larry Silverberg will explore: Engagement Strategies: Learn how genuine engagement and presence can transform your organization. Heart-Centered Leadership: Discover ways to attract and retain top talent through empathetic and authentic leadership. Trust Building: Understand how to foster trust within your team to drive innovation. Creating Safe Environments: Explore methods to create a workplace where employees feel valued and want to stay. And much, much more!Sign up to secure your spot: https://hortonlive.carrd.co/ Scan to register for the webinar           Webinar Hosts Guillermo R Cepeda With over 20 years of experience in executive search consultancy, Guillermo R. Cepeda has been instrumental in driving growth and innovation for a diverse array of organizations across the U.S. and Latin America. As a Global Shareholder at Horton International and as a Partner at Horton International in Mexico, Guillermo has showcased unparalleled leadership qualities, strategic vision, and a remarkable ability to successfully execute sophisticated and complex high-level executive search projects.Prior to his tenure at Horton International, Guillermo's entrepreneurial spirit and strategic acumen were evident in his role as Managing Partner of eVision Partners, a private venture capital group focused on Latin America and emerging markets. He also co-founded DeRemate.com, the leading online C2C trading platform in Latin America, and served as Senior Manager Latin America for Siebel Systems, playing a crucial role prior to its acquisition by Oracle, among other senior managerial positions in Mexican companies in the manufacturing, finance, and hospitality industry sectors.Guillermo holds an MBA from Harvard Business School. He actively advises several institutions and is an LP at Angel Ventures, Soldiers Field Angels, and at AVP Ventures. Guillermo's profound positive impact on the organizations he collaborates with is a testament to his dedication, expertise, strategic vision, and results. Larry Silverberg Larry has toured the world for 30 years as a specialist in the Art of Inspired Communication, working with corporate leaders, founders, teams, trial attorneys and professional athletes in his revolutionary techniques for greater authenticity, creativity, resiliency, innovation and humanity.Larry is also the foremost authority on the Sanford Meisner technique of acting and he is the world's most published acting coach with 18 published books on the craft of acting.Midwest Books said, "Larry Silverberg is arguably the foremost master acting teacher of our time."Larry has trained thousands of actors in Hollywood, on the Broadway stage and acting teachers from around the globe. ### Navigating the Challenges of Remote Work: Strategies for CEOs and Leaders In recent years, workplaces have undergone significant changes due to the COVID-19 pandemic. Maintaining business continuity amidst lockdowns and social distancing became essential, making remote work a widespread norm rather than a niche privilege. This seismic change has altered workplace physicality and upgraded operational dynamics globally. While organisations are embracing the flexibility and cost savings associated with remote work, they are also facing growing challenges. CEOs and senior leaders must navigate these challenges to ensure productivity, security and team cohesion in a remote-first world. Security Issues with Remote Work One of the most pressing challenges is the heightened security risks associated with remote work. A Forbes study highlights the rise in cyber threats targeting remote workers, with 73% of executives believing it poses a greater security risk. Employees often access sensitive company data from personal devices and unsecured networks, increasing vulnerability. CEOs must invest in robust cybersecurity measures, such as VPNs, multi-factor authentication and comprehensive employee training programmes, to mitigate these risks. Communication and Collaboration Challenges Employee communication and collaboration are common challenges in remote teams. The lack of face-to-face interaction can lead to misunderstandings, reduced information flow and a sense of isolation among team members. According to Forbes, 53% of remote workers find it hard to feel connected to their co-workers, while 37% believe remote work neither helps nor hurts communication and collaboration. A Gallup report found that employees who do their work remotely have an eroding connection to their organization’s mission or purpose.  Only 28% of fully remote employees strongly agree they feel connected to their organization’s mission and purpose*. (*This doesn't mean remote work can't be effective — but it does require exceptional managers. Leaders must clearly articulate the organization’s mission and purpose, connecting them to each team member’s daily tasks.) Effective communication and team-building strategies are crucial. CEOs should foster robust digital communication strategies using tools like Slack, Zoom and Microsoft Teams, and encourage regular virtual check-ins and team-building activities to maintain a cohesive work environment. Supporting Diverse Company Culture Valuing a company's diverse culture in a remote environment is another significant challenge. It’s an inescapable reality of the remote workforce. In physical offices, informal interactions and spontaneous conversations significantly contribute to a company's culture. Without these, remote employees can feel disconnected from the organisation's values and mission. Deloitte identifies engagement as a top concern in remote work settings, necessitating intense efforts to ‘connect’ and ‘produce’. Leaders must find innovative ways to create virtual workspaces that foster informal connections through regular virtual team-building activities, social hours and "get to know you" sessions. Recognising achievements through virtual ceremonies can also reinforce a sense of shared purpose. Clear and consistent communication of the company's mission, vision and values ensures all team members feel aligned with organisational goals. Productivity and Accountability Challenges Monitoring productivity and ensuring accountability can be challenging when employees are not physically present. While some thrive in a remote setting, others struggle with distractions and time management. Forbes reports that only 35% of remote workers feel more productive in a fully remote workspace, citing reduced commute times and fewer in-person distractions as benefits. However, many employees do not agree. CEOs can address this by implementing performance management tools, setting clear goals and maintaining regular one-on-one meetings to track progress and provide necessary support. Mental Health and Wellbeing The mental health of employees is another critical concern. Isolation and a lack of separation between work and personal life can lead to burnout and decreased wellbeing. Forbes highlights that 69% of remote workers report increased burnout from digital communication tools. The constant stream of digital communication can lead to mental fatigue, underscoring the need for proper work boundaries and digital wellness strategies. Leaders must prioritise mental health by offering resources such as counselling services, wellness programmes and promoting a healthy work-life balance. Addressing the Challenges In today's evolving corporate landscape, the permanence of remote work demands strategic leadership. CEOs are tasked with transforming their organisations through the complexities of a distributed workforce. Investing in cybersecurity is imperative to safeguard sensitive data and maintain operational integrity. Equally important is the cultivation of enhanced communication channels to facilitate seamless collaboration and foster a sense of community among remote employees. Conclusion The future of work is undeniably remote, presenting a unique opportunity for visionary leaders. Those who embrace and adapt to the situation with agility and foresight can position their organisations at the forefront of industry innovation. By addressing the challenges of remote work—security, communication, culture, productivity and mental health—leaders can create a resilient and engaged workforce ready to thrive in the new era. ### The Qualities of an Effective Change Leader in Today's World Navigating change is one of the most significant challenges organisations face today. Effective change management is essential for businesses in order to adapt to rapidly evolving market conditions, technologies and customer preferences. Without embracing change, businesses risk becoming obsolete in this competitive landscape. Consequently, adapting to change is not optional but imperative. Senior leaders must develop the critical skill of leading through change. According to Gallup's 2021 Work Experience Communication Survey, nearly 7 out of 10 employees experience burnout at least sometimes. This highlights the critical role of change leaders, who can potentially adapt practices to reduce employee stress and foster a healthier work environment. What Is Change Leadership? In a 1995 Harvard Business Review article, John P. Kotter said change requires creating a new system and always demands leadership. Therefore, leadership for change is about guiding an organisation through significant disruptions, transitions or other transformations. It's not just about managing the mechanics of change; it’s about inspiring and guiding the organisation's people through the change. A successful leader has the required change management skills to lead a group of people, promote cross-functional collaboration and unite teams with a shared vision. Deloitte observed that "Employee experience is a key differentiator in retaining talent". Change leaders can increase employee engagement by involving them in decision-making and encouraging them to plan and implement changes, thereby enhancing their professional experience and commitment level. Change Management Vs. Change Leadership Change management focuses on processes, tools and mechanisms to achieve specific outcomes. In contrast, change leadership is about adding an engine to the whole process to make it go faster and smarter. A change-leading person is all about vision, influence and emotional intelligence. Change management leadership skills are essential to successfully implement these changes. Change leadership means influencing and focusing on change, while change management is the process for achieving change. Without change leadership, employees may not support or understand the organisation's vision and the process for achieving it may not happen effectively. Qualities of Successful Change Leaders 1. Visionary Mindset: Effective change leaders have a clear vision of the future and can communicate this vision. The vision acts as a guiding star, aligning the organisation's efforts and inspiring stakeholders to commit to the change journey. Organisations with more visionary leadership are more likely to succeed in their transformations. 2. High Emotional Intelligence: Change often brings uncertainty and resistance. Leaders with high emotional intelligence (EQ) navigate these challenges easily. Their ability to understand and manage their own emotions, as well as empathise with the feelings of others, create a supportive environment that fosters trust and collaboration. 3. Adaptability: In a landscape characterised by constant change, adaptability is essential. Effective change leaders are flexible and open to new ideas. They can pivot strategies as needed and are unafraid to take calculated risks. Adaptive leadership drives organisational resilience, involving the ability to identify and respond to both external and internal changes. 4. Good Communication Skills: Transparent and consistent communication is vital during times of change. Leaders must explain the reasons for change, the benefits it can bring, and the roles everyone plays in the transition. Clear communication can significantly boost employee engagement during change initiatives. 5. Effective Listening Skills: Leaders should be able to explore perspectives and consider them when looking for solutions. This starts with listening. Leaders who listen to their people develop stronger relationships by gaining trust and showing that change is a collective effort. 6. Strategic Thinking: Strategic thinking means looking beyond immediate tasks to understand the broader implications of change. Influential change leaders align change initiatives with the organisation's long-term goals, ensuring that each step taken today builds towards a sustainable future. 7. Decisiveness: During times of change, indecisiveness can paralyse progress. Effective change leaders must make informed decisions swiftly to maintain momentum, reassuring the organisation and keeping the change process on track. 8. Resilience: Change management often involves setbacks and challenges. Resilient change leaders remain steadfast and optimistic, motivating themselves and their teams. This resilience gives confidence and assurance that obstacles can be overcome together. 9. Accountability and Responsibility: People respect courage and accountability. Effective change leaders hold themselves responsible for their team's performance. They may need to make tough decisions, even against dissenting opinions, but doing so with ownership of the consequences demonstrates commitment to the organisation's best interests and builds trust. Assessing Own Strengths Effective leadership skills for change management do not develop overnight. They require an iterative process of assessing strengths and weaknesses. For CEOs, board members and senior executives, adopting new leadership approaches is essential. Change leadership is a critical trend in the modern world of work. Change leaders must recognise that guiding people through complex change is not easy. Every kind of change, even positive ones, come with challenges. Therefore, successful change leadership requires resilience to manage setbacks, uncertainty and pressure. Conclusion In today's rapidly evolving world, effective change leadership skills are essential for organisational success. Leaders who possess qualities such as a visionary mindset, high emotional intelligence, adaptability, strong communication and listening skills, strategic thinking, decisiveness, resilience and accountability can navigate their organisations through significant change. By fostering an environment of trust and collaboration, these leaders can inspire their teams to embrace change and work towards a shared vision, ensuring long-term success and sustainability. ### Employment in Italy from Today to 2028: Growth and Challenges The Italian economy is currently undergoing a period of significant change, influenced by global megatrends and adverse shocks. Key megatrends include the digital transition, the green transition, and demographic changes. Digitalization is revolutionizing business models and production processes, while the green transition, driven by sustainability goals, is transforming sectors such as energy and transportation. Concurrently, an aging population is placing pressure on the labor market and welfare systems. Complicating this scenario further are the adverse shocks that have impacted Italian and international economic activities over the past three years: the pandemic, the outbreak of the war in Ukraine, and the escalation of the Israeli-Palestinian conflict. These events have led to the worst recession since World War II, followed by a surge in inflation driven by the post-pandemic recovery and rising energy prices. This situation has prompted central banks to raise interest rates, thereby slowing economic growth consolidation and exerting additional pressure on businesses and workers. The combination of all these factors is redefining the employment landscape, necessitating a strategic response to ensure real, sustainable, and inclusive growth. Three Employment Scenarios All these considerations are addressed in the comprehensive Excelsior Report “Forecasts of Employment and Professional Needs in Italy in the Medium Term (2024-2028),” prepared by Unioncamere in collaboration with the Ministry of Labor and Social Policies, which outlines employment forecasts for the coming years across three scenarios: positive, average, and negative. In the best-case scenario, the total employment demand is estimated to be around 3.6 million units, while in the worst-case scenario, it will be about 3.1 million units. This translates to an annual average forecast of 630,000-730,000 jobs. The resources from the National Recovery and Resilience Plan (PNRR) will play a crucial role in this context. The PNRR aims to stimulate economic growth through investments in infrastructure, digitalization, and environmental sustainability, significantly contributing to job creation and thus increasing the “expansion demand,” which is the demand for new jobs generated by economic growth. Conversely, the demographic challenge is becoming increasingly impactful on the Italian system. With an aging active population, the need for “replacement demand” is growing, which is the demand for workers needed to replace those retiring. This component is essential for maintaining labor market stability, especially in sectors like healthcare and education, where replacing retiring workers is critical. More generally, to better understand the pressure exerted by the demographic issue on employment needs, it is sufficient to consider that for the five-year period 2024-2028, the “replacement demand” will account for between 80% and 92%, depending on the scenario considered. Digital and Green: Skills for the Present At the beginning, we mentioned the megatrends most influencing global economies, directly leading to the skills increasingly required by today’s and tomorrow’s workers. We refer, of course, to digital and green skills, whose growing importance is reflected in medium-term estimates. Between 2024 and 2028, it is projected that digital skills will be required by over 2.1 million workers, representing more than 58% of the total demand in the positive scenario. Skills related to environmental sustainability, on the other hand, will be required to at least an intermediate level by over 2.3 million workers, nearly two-thirds of the total. Particularly significant in the digital arena will be the impact of Artificial Intelligence (AI) on the labor market. Despite uncertainties related to the rapid evolution of this technology, AI is expected to profoundly transform many sectors. To confirm this, a study by the International Monetary Fund estimates that in the future, AI could affect nearly 40% of jobs globally, with a greater impact, up to 60%, in advanced economies. Specifically regarding Italy, the demand for AI-related skills is already increasing, although, using online job postings as a benchmark, there is a noticeable lag compared to other European countries such as Germany, Spain and France. The Future: Challenges and Opportunities From the data in the Excelsior Report “Forecasts of Employment and Professional Needs in Italy in the Medium Term (2024-2028),” both the significant challenges of our time and the opportunities they can generate in the labor market are evident. It is crucial to invest in digital and green skills, promote innovation, and continue the transition toward more sustainable business models. Additionally, it is essential to develop active labor market policies that facilitate the matching of supply and demand, also to reduce the “mismatch” between the skills required by companies and those possessed by workers. Only in this way can Italy successfully face the challenges of our time and ensure an inclusive and dynamic labor market. ### Leveraging LinkedIn: The Organizational Benefits of Increased Activity In today’s digitally-driven professional world, LinkedIn stands as the premier platform for career development, networking, and organisational growth. Whether you're a seasoned executive, a rising leader, or managing a team, leveraging LinkedIn effectively can yield significant benefits for both your career and your organisation. Here’s why you should be more active on LinkedIn and how it can positively impact your professional trajectory and your company’s success. 1. Enhancing Your Professional Brand Build Your Personal Brand Being active on LinkedIn allows you to curate and enhance your professional brand. Regularly updating your profile with recent achievements, skills, and endorsements can help you establish a strong online presence. By sharing your insights through posts and articles, you position yourself as a thought leader in your field, gaining recognition and respect from peers and industry leaders alike. Showcase Your Expertise LinkedIn provides a platform to showcase your expertise through various content forms; posts, articles, videos, and more. Sharing industry insights, commenting on relevant news, and engaging in professional discussions not only demonstrates your knowledge but also keeps you at the forefront of your industry’s latest trends and developments.   2. Expanding Your Network Connect with Industry Leaders Active participation on LinkedIn helps you connect with influential leaders and professionals in your industry. Building a diverse and robust network can open doors to new opportunities, collaborations, and partnerships. It’s not just about quantity; cultivating meaningful connections with key players can significantly enhance your professional growth and reputation. Engage with a Global Audience LinkedIn’s global reach allows you to engage with professionals from around the world. This international exposure can lead to diverse perspectives, innovative ideas, and potential opportunities that you might not encounter within your local network.   3. Supporting Organisational Goals Attract Top Talent For organisations, an active LinkedIn presence is crucial for attracting top talent. Leaders who share their company’s vision, culture, and successes on LinkedIn can create a positive employer brand. Potential candidates are more likely to be drawn to organisations that have a strong, active presence on LinkedIn, showcasing an engaged and dynamic workplace. Enhance Company Visibility When leaders and employees actively participate on LinkedIn, they collectively amplify the company’s visibility. Sharing company updates, milestones, and thought leadership content helps in building a reputable and recognisable brand. This visibility can attract not only talent but also clients, partners, and investors.   4. Leveraging LinkedIn for Market Insights Stay Informed on Industry Trends LinkedIn is a treasure trove of industry insights and trends. By following key influencers, companies, and groups relevant to your field, you can stay informed about the latest developments and innovations. This knowledge enables you to make strategic decisions and keep your organisation ahead of the curve. Competitive Intelligence Engaging with LinkedIn helps you keep an eye on your competitors. Observing their activities, content, and engagement strategies can provide valuable competitive intelligence. This information can be used to refine your own strategies and identify opportunities for differentiation.   5. Boosting Employee Engagement Encourage Employee Advocacy Encouraging employees to be active on LinkedIn can significantly boost your company’s reach and reputation. Employee advocacy programs where team members share content about their work and company achievements can create a powerful ripple effect, amplifying your brand’s message. Foster a Learning Culture LinkedIn Learning offers a plethora of courses and resources that can benefit employees at all levels. Promoting a culture of continuous learning through LinkedIn can enhance skills, improve job satisfaction, and drive innovation within your organisation.   6. Maximising LinkedIn Features Utilise LinkedIn Groups LinkedIn Groups offer a space for like-minded professionals to discuss industry-specific topics. Joining and participating in these groups can help you build relationships, gain insights, and establish yourself as a knowledgeable contributor in your field. Optimise LinkedIn Analytics For organisations, LinkedIn’s analytics tools provide valuable data on engagement and reach. By analysing these metrics, you can refine your content strategy, understand what resonates with your audience, and optimise your posts for maximum impact.   Practical Tips for Increasing LinkedIn Activity   Consistent Posting Aim to post regularly; whether it’s sharing an article, commenting on industry news, or updating your status. Consistency is key to maintaining visibility and engagement. Engaging Content Share a mix of content types including articles, videos, infographics, and personal stories. Engaging and varied content can attract a wider audience and keep your network interested. Authentic Interaction Authenticity is crucial on LinkedIn. Engage genuinely with others by commenting on their posts, congratulating them on their achievements, and offering insightful feedback. Building authentic relationships can lead to more meaningful professional connections. Profile Optimisation Ensure your LinkedIn profile is complete and up-to-date. Use a professional photo, write a compelling summary, and highlight key skills and experiences. A well-optimised profile enhances your credibility and appeal. Leverage Recommendations Request and give recommendations. Positive endorsements from colleagues and clients can significantly boost your profile’s credibility and attract new opportunities.   Being more active on LinkedIn is not just about personal gain; it’s about leveraging a powerful platform to enhance your professional brand, expand your network, support organisational goals, and stay ahead in a competitive market. By integrating these strategies into your LinkedIn activity, you can unlock numerous benefits for both your career and your organisation. Embrace the potential of LinkedIn and watch as it transforms your professional journey and drives your company’s success. ### Bridging the Generation Gaps: Practical Tips for Workplace Harmony Today's workplace frequently sees multiple generations working together, with Baby Boomers, Gen X, Millennials, and Gen Z all now contributing to the workforce. Yet the vast diversity in age and experience present in the modern workplace brings both opportunities and challenges. If the company is to thrive, it will be essential to learn how to bridge the generation gap and manage generational differences in the workplace, in order to create a harmonious and productive work environment. In this article, we will outline some core practical tips that will help employers working with different generations to achieve this goal. How to manage different generations in the workplace 1) What is the generation gap? One of the first steps in bridging the generation gap lies in understanding the different benefits, characteristics and values that each age demographic has to offer. Baby Boomers (born 1946-1964) - Have a strong work ethic, high company loyalty, and prefer in-person communication. Generation X (born 1965-1980) - Are entrepreneurial, resourceful and adaptable and prioritise independence, flexibility, and a good work-life balance. Millennials (born 1981-1996) - Tend to seek meaningful work and are tech-savvy, valuing collaboration with colleagues. They usually prefer digital communication methods. Generation Z (born 1997-2012) - Are digital natives that are used to fast-paced environments and continuous learning. They often value diversity, inclusivity, and social responsibility above status and financial compensation.. Recognizing generational differences in the workplace will allow employers to better tailor their communication and management strategies, so they can best suit the needs of each age group. 2) Encourage Open Communication Effective communication is pivotal when it comes to bridging the gap between generations. Employers should foster a continuously open dialogue where all employees feel comfortable giving their input and feedback and expressing their ideas and opinions. Schedule Regular Meetings and Check-Ins - Schedule regular team meetings and one-on-one check-ins with individual employees to enhance good communication between different workplace generations. Employees can use these opportunities to discuss ideas and project updates, provide input, and address any concerns. Embed Feedback Loops - Implementing effective feedback loops that let employees give and receive constructive feedback helps to encourage continual improvement and nurture mutual understanding. Utilise Diverse Communication Channels - Employers working with different generations should deploy a variety of communication tools, as this will aid them in managing generational differences in the workplace. While Boomers and Gen X may prefer emails and phone calls for example, Millennials and Gen Z might favour instant messaging platforms like WhatsApp or Slack. 3) Promoting Cross-Generational Collaboration Aiding collaboration among the different workplace generations helps to foster a sense of unity and will allow employers to better leverage the strengths of each group. Establish Mentorship Programs - Setting up mentorship programs where more experienced employees share their knowledge with younger colleagues will help in upskilling and boosting mutual respect and understanding. Encourage Reverse Mentorships - Reverse mentorships are where younger workers mentor older ones, especially in areas like technology and social media. Doing this can help expand perspectives, bridge the digital divide and enhance intergenerational learning. Create cross-collaborational team projects - Creating cross-functional teams for projects, made up of a mix of different workplace generations, helps promote diversity of perspective and encourages creative solutions. 4) Nurture a Culture of Inclusivity An inclusive work environment is a space where all employees feel valued and respected - and embedding this organisation wide is key to bridging the generational gap in the workplace. Offer Diversity and Inclusion Training - It’s important to provide regular training sessions that emphasise the importance of diversity and inclusion, so employees understand and appreciate the unique contributions of their colleagues. Celebrating Difference - Employers should celebrate the diverse backgrounds and experiences of employees through team-building activities and cultural days or events, as well as recognition programs. Provide Flexible Work Options - Flexible working arrangements help to manage generational differences at work and cater to the new hybrid workforce. While Boomers and Gen X might prefer the option to telecommute, Millennials and Gen Z may opt for more flexible hours and remote working opportunities. 5) Leverage Technology Technology has a major part to play in helping to bridging generational differences in communication, as well as in solving generational issues at work. Platforms that facilitate communication, collaboration, and efficiency help connect up employees from across the generation divide. Adopt User-Friendly Tools - Deploy tech that’s intuitive and easy for all generations to use and provide the necessary training and support to get employees comfortable with their new tools. Encourage Digital Literacy - Nurture digital literacy by holding regular workshops and training sessions. Doing this is important to help create a generation gap bridge, as older employees may not be as tech-smart as their younger counterparts. Utilise Collaboration Platforms - Make use of intelligent collaboration platforms like Microsoft Teams, Trello, or Asana to streamline project management and communication between a diversity of generations. Tools like these greatly aid in collaboration and help to bridge the gap between different working styles. 6) Build Solid Interpersonal Relationships The bedrock of a thriving and harmonious workplace lies in strong interpersonal relationships, which make employees feel supported and connected and foster cooperation. Hold Team-Building Activities - Organising regular team-building and bonding activities helps to promote trust, loyalty and camaraderie. These can include day workshops, trips away, or social or sports events, where colleagues with generational gaps can freely mix. Host Lunch and Learn Sessions - Informal lunch and learn sessions where employees share their expertise on various topics will aid in bridging generational differences in the workplace. They help foster knowledge sharing and cross generation communication, as well as promote strong workplace relationships. Create Peer Recognition Programs - Implementing peer recognition programs where employees acknowledge and appreciate each other's contributions helps to boost morale and encourage a positive work culture. 7) Leadership can help in bridging the generation gap Leaders play a crucial role in bridging gaps due to s diversity in generations. They should be strong role models and set the tone for the entire organisation, so they effectively impact and influence the workplace culture. Strive to Lead by Example - It’s vital to demonstrate respect and appreciation for all generations and show a willingness to learn from others and adapt to different working styles. Nurture a Culture of Continuous Learning - Leaders should encourage continual learning and development and identify opportunities for employees to upskill and reskill, regardless of what age demographic they come from. Try to Address Conflicts Promptly - Deal with generational issues and conflicts swiftly and fairly by fostering an open dialogue between employees and management.To effectively bridge the generation gap, it is vital to respect the perspectives of all employees.   The strategies outlined above require intentional effort and commitment, but the payoff is substantial: increased employee engagement, enhanced creativity, improved retention, and a workplace culture where every generation feels valued and empowered to contribute their best work. As the workforce continues to evolve, companies that master the art of generational harmony will not only survive but thrive in our increasingly diverse professional landscape. ### LGBTQ+ Inclusion at Work Diversity and inclusivity are vital aspects of workplace culture that not only improves the lives of people in the organisation but has a strong business case too. However, one area of diversity and inclusion that many organisations are falling behind with is focusing on LGBTQ+ inclusivity at work. The recent Deloitte Global 2023 LGBT+ Inclusion @ Work report highlights the following findings: One-third of respondents are looking to move to a more LGBT+ inclusive employer, a figure that is even higher for those in an ethnic minority. When it comes to choosing their new employer, what matters most to respondents is seeing a diverse workforce—with this being a deciding factor for nearly seven in 10. Diversity and LGBT+ inclusion in the workplace are particularly important for younger generations. Gen Z and millennial respondents are far more likely than their Gen X counterparts to place an emphasis on diversity and inclusion when seeking a new employer. Being out at work is important for many, yet less than half are out with all colleagues. The majority (six in 10) of respondents believe it is important to be able to be out at work about their sexual orientation. Concerns about being treated differently keep many from being out at work, while other factors, including concern for personal safety, play a role. Nearly two in 10 cite concerns for personal safety. Comfort to be out at work increases with seniority. This is most pronounced when it comes to sexual orientation—just over half (51%) of those in senior roles are comfortable being out at work, compared to just over a third (37%) of junior employees. Non-inclusive behaviours are being experienced at work— and many say they are certain it is a result of their sexual orientation or gender identity. Four in 10 respondents (42%) have experienced non-inclusive behaviours in a work context and just less than half say they are certain they experienced them as a result of their sexual orientation or gender identity, with a further 37% saying they strongly suspect this to be the reason. These statistics are helping organisations to realise that they need to do more to ensure every employee feels safe, supported, understood and accepted. Creating LGBTQ+ Inclusion in the Workplace Review Existing Policies Before setting out new policies for diversity and inclusion, start by reviewing the existing policies. This review can make sure that language is inclusive, for example, removing gendered language such as ‘mother’ and replacing this with the term parent, guardian, or carer. As well as reviewing existing policies for gendered language, it is worth reflecting on the policies already in place. Many organisations focus on including policies that serve a large proportion of the workforce. However, this approach can make the minorities in your workforce feel excluded. Consequently, there may be amendments you can make to include those that may feel like they’re in the minority in your organisation. Another crucial update in your policies is to ensure that discrimination, harassment and anti-inclusive behaviour will not be tolerated. The policy can also stipulate the steps that the organisation will take if there is a breach of policy Use Inclusivity to Create Community Networks within your organisation can help to increase employee engagement and retention. When organisations make progressive steps and take bigger steps in promoting allyship, they create a company-wide culture of inclusivity. By creating communities and opportunities for participation, you show that it is something that everyone can enjoy and doesn’t require individuals to ‘out’ themselves to feel included in an LGBTQ+ network. To grow a community feel within an organisation requires support and inclusion at every level. It can help for leaders (and senior members) to be instrumental in creating aims and responsibilities for building the community. Education and Regular Training Many people do not realise the persecution and threats to safety that can affect LGBTQ+ individuals. Whether in or out of the workplace, there are significant risks that LGBTQ+ people face. Creating a compassionate and understanding workforce can help LGTBQ+ employees feel safe at work, but education so that all employees understand the risks that are still present can help to build awareness and allyship. Having specific inclusivity workshops or language reviews can also be useful to show the commitment to seeking expert and external views. It may also be useful to work with consultants who identify in different groups to ensure the organisation has considered every perspective. It is important not to rely on minoritised employees to be the spokesperson but allow them to share their knowledge if they feel comfortable doing so. Encouraging conversations and resource sharing can help to build insights and knowledge. This can create a safe space in the organisation for people to raise concerns, be able to ask questions and encourage positive and constructive conversations and ideas on how to increase inclusivity. Remember that education is not a one-off event for inclusivity; it serves as an ongoing practice. Make Wellbeing a Priority Wellbeing can be lower for LGBTQ+ employees. These employees are less likely to say that their work positively impacts their health compared to heterosexual workers. As a result, monitoring wellbeing can be an important aspect of the organisation’s inclusivity work. Having wellbeing support and training can help all staff who may face stress and anxiety, but it is crucial to ensure your wellbeing offering is appropriate and supportive to many different employee groups. Create a Style Guide Language can be powerful in making people feel included or excluded. Organisations can help build inclusivity at every step by creating a guide of inclusive terms that feel on-brand for the organisation. For greater inclusivity, you may want to poll your team on the terms they feel most comfortable with so they feel empowered and included rather than stigmatised or alienated. Another aspect of the style guide could be the support with pronoun normalisation. Employees that feel comfortable adding their pronouns to email footers and bylines can help to show respect for identity. However, it is important to recognise that this respect runs both ways, and there may be people that do not feel comfortable sharing their pronouns. Avoid Tokenism Inclusivity is not just for Pride month, yet some organisations will only focus on LGBTQ+ support during Pride. Employees (and customers) will quickly see the difference between organisations that embody inclusivity and those that only use Pride as a marketing strategy. Tokenism can be especially damaging to those who feel welcome initially and then realise they may be in harmful environments if the organisation doesn’t have a fully inclusive set-up. Again, a clear organisational policy which is actively used and adjusted can be the starting point from which year-round inclusivity events and support can flourish. ### India’s Economic Surge: A Comprehensive Overview After a decade of majority governance, India's PM Narendra Modi will now lead a coalition government with two key alliance partners. Experts believe Modi 3.0 will continue its consistent economic agenda and strategies, focusing on: Reforms: Economic and structural changes to enhance growth. Privatization: Increasing private sector involvement in various industries. Industrial/Electronics/Local Manufacturing: Boosting domestic production and reducing imports. Infrastructure Development: Expanding and upgrading national infrastructure. Digitization: Promoting digital transformation across sectors. Additionally, the new government will pursue region-specific development projects driven by coalition dynamics, while maintaining a strong commitment to improving India's economy. India’s economy is poised for significant growth over the next five years, driven by several key factors:   Global Ranking: Expected to become the world’s third-largest economy by 2027, with GDP surpassing $3 trillion in three years, according to Jefferies. Economic Growth: Projected GDP growth of approximately 8%, with market capitalization potentially reaching $10 trillion by 2030. Investment Boom: Increased public and private sector investments in infrastructure. Digitalization and Energy Transition: Significant growth in global offshoring, digitalization, and energy transition sectors. Foreign Direct Investment (FDI): Expected to boost to US $475 billion in the next five years. Key Growth Sectors: IT, services, agriculture, and manufacturing. Global Offshoring: Projected to double employment for jobs outside the country, reaching over 11 million. Manufacturing Drive: Corporate tax cuts, investment incentives, and infrastructure spending to position India as a global manufacturing hub. Global Capability Centres (GCC): High demand for office space driven by positive business sentiments among foreign companies. Domestic Market: Capitalizing on a large domestic market and expanding middle class.   Government Initiatives Boosting Growth:   Inclusive Approach: Tackling infrastructure, education, skill-building, healthcare, and agriculture, with a focus on uplifting the poor, women, youth, and farmers. GST Reforms: Implementing recommendations of the GST Council and rationalizing provisions for availing input tax credit. Infrastructure Development: Initiatives like "Make in India," Industrial Corridor Development Program, Ease of Doing Business, National Single Window System, PM Gati Shakti National Master Plan, and National Logistics Policy. Boosting Manufacturing: Corporate tax cuts, investment initiatives, and increased infrastructure spending. Startup India Initiative: Building a strong ecosystem for nurturing innovation and startups, driving growth and employment.   Conclusion: India’s strategic investments, robust economic performance, and favorable global trends set the stage for it to become a developed nation by 2047, exemplifying inclusive growth, digital development, and climate action. Download the Overview: India’s Economic Surge: A Comprehensive Overview   ### Why Inclusive Leadership is Crucial for Success In today’s rapidly evolving work environment, inclusive leadership is more than just a buzzword—it's a vital element for organisational success and employee wellbeing. An inclusive leader creates a culture where all employees feel valued, respected and empowered to bring their authentic selves to work. This approach not only fosters a more engaged and productive workforce but also drives innovation and growth. Here’s why inclusive leadership is crucial and how you can step up to become an inclusive leader.   The Importance of Inclusive Leadership   Fostering Authenticity and Engagement Inclusive leadership is about creating an environment where individuals feel safe and encouraged to express their true selves without fear of judgment or repercussion. When employees can be their authentic selves at work, they are more likely to be engaged, productive, and satisfied. This is particularly important for LGBTQ+ employees who may feel the need to hide their identities due to fear of discrimination. According to a Deloitte report, organisations with inclusive cultures are six times more likely to be innovative and agile, and eight times more likely to achieve better business outcomes​. Enhancing Team Performance A diverse and inclusive workplace brings together varied perspectives and experiences, leading to more innovative solutions and better decision-making. Research by McKinsey & Company shows that companies with diverse executive teams are 39% more likely to have above-average profitability compared to their less diverse counterparts​​. Inclusive leaders who actively seek out and value diverse viewpoints can harness this potential to drive team performance and organisational success. Reducing Turnover and Increasing Retention Employees who feel included and valued are less likely to leave their organisations. This is especially true for employees from marginalised groups, such as those who identify as LGBTQ+. A study by Catalyst found that feelings of inclusion are linked to higher job satisfaction, which in turn reduces turnover rates​​. Inclusive leaders who prioritise creating a supportive and equitable work environment can significantly improve employee retention. Meeting Ethical and Social Expectations Beyond the business case, there is a growing societal expectation for organisations to act responsibly and ethically. Inclusive leadership is aligned with these values, promoting fairness, respect and equality. Leaders who champion diversity and inclusion not only comply with legal and ethical standards but also enhance their organisation’s reputation and brand image. This is particularly relevant during Pride Month, a time when businesses can visibly support the LGBTQ+ community and reinforce their commitment to inclusivity.   How to Step Up as an Inclusive Leader   Be Your Authentic Self Authenticity is at the heart of inclusive leadership. By being your authentic self, you set the tone for your team, demonstrating that it’s safe and acceptable to be genuine. Share your own experiences and challenges, and encourage your team members to do the same. This is especially important for LGBTQ+ employees who may have faced challenges in being open about their identities. Authenticity fosters trust and openness, which are essential for a supportive and inclusive work environment. Create Safe Spaces for Open Dialogue Inclusive leaders facilitate open and honest communication. Encourage team members to share their thoughts, ideas and concerns without fear of retaliation. Regularly hold meetings and discussions focused on diversity and inclusion, and be proactive in addressing any issues that arise. Safe spaces for dialogue help to build a culture of trust and respect. Educate Yourself and Your Team Understanding the various aspects of diversity and inclusion is crucial for inclusive leadership. Educate yourself on topics such as unconscious bias, cultural competence and inclusive practices. Provide training and resources for your team to enhance their understanding and commitment to these principles. Continuous learning and development are key to fostering an inclusive workplace. Actively Seek Diverse Perspectives Make a conscious effort to include diverse voices in decision-making processes. This means actively seeking out input from team members with different backgrounds, experiences and perspectives. Encourage participation and ensure that everyone has an equal opportunity to contribute. Diverse perspectives lead to more well-rounded and effective solutions. Implement Inclusive Policies and Practices Policies and practices play a significant role in shaping workplace culture. Review and update your organisation’s policies to ensure they promote inclusivity and equity. This includes everything from hiring practices and promotion criteria to flexible work arrangements and support for employee resource groups. Inclusive policies help to create a level playing field for all employees. Hold Yourself and Others Accountable Accountability is critical for sustaining an inclusive culture. Set clear goals and metrics for diversity and inclusion and regularly review progress. Hold yourself and others accountable for meeting these goals. Recognise and reward inclusive behaviours and address any instances of bias or discrimination promptly and effectively. Overcoming Barriers to Authenticity   Many employees feel compelled to hide aspects of their identity at work, whether it’s their cultural background, sexual orientation or personal beliefs. This “masking” can lead to stress, reduced engagement, and lower job satisfaction. Inclusive leaders can help overcome these barriers by: Creating a Culture of Acceptance: Foster an environment where differences are celebrated rather than merely tolerated. Celebrate cultural events and Pride Month, encourage sharing of diverse traditions and highlight the benefits of a diverse workforce. Providing Support Systems: Establish employee resource groups and mentoring programmes to support underrepresented groups. These networks provide a sense of community and belonging, helping individuals to feel more comfortable and confident at work. Promoting Work-Life Balance: Respect and accommodate diverse needs and lifestyles. Offer flexible working arrangements and support for personal commitments to help employees balance their professional and personal lives. Conclusion Inclusive leadership is essential for creating a workplace where everyone can thrive. By fostering authenticity, encouraging open dialogue, seeking diverse perspectives and implementing inclusive policies, leaders can build a culture of inclusion that drives engagement, innovation and success. Embracing inclusive leadership is not only the right thing to do but also a strategic imperative in today’s diverse and dynamic business environment. As leaders, it’s our responsibility to step up, lead by example and create a workplace where everyone feels valued and empowered to bring their full selves to work. ### Analysis of Women's Employment Trends in Italy, 2023 The Fondazione Studi dei Consulenti del Lavoro released a report analyzing women's employment trends in Italy in 2023, showing encouraging data despite demographic and regional disparities. Based on the Istat report from January 2024, significant progress in female employment has been noted, reaching a record 10.095 million employed women. This results in a 53% employment rate and an 8.2% unemployment rate, highlighting a positive post-pandemic trend with substantial growth, particularly in the past year. The labor market recovery post-pandemic also included female employment, though it showed slower recovery compared to male employment. In 2023, female employment increased by 2.4% compared to a 1.7% increase for men, indicating a positive dynamic allowing women to regain ground lost during the pandemic. Compared to pre-pandemic levels in 2019, female employment increased by 1.6%, slightly lower than the 1.8% increase for men. Growth was notably higher among older age groups, with women aged 55-64 experiencing a 15.1% increase, attributed to rising retirement ages and an aging workforce. Younger age groups also showed positive trends. Employment for women aged 25-34 increased by 2.4%, while those under 25 saw a 6.6% growth. However, the central age group (35-44) experienced a significant decline (-7.9%) due to demographic changes reducing the female population in these age brackets. The services sector remains the primary employer for women, with 8.3 million out of nearly 10 million employed. However, the industrial sector (+8.1%) and construction sector (+34.7% from 2019 to 2023) saw the most significant growth. In services, information and communication (+19.4%), healthcare and education (+4.4%), and tourism (+9.7%) led the recovery. Contractually, there was a significant increase in permanent contracts (+2.3%) and in skilled and technical professions (+1.5%), especially among managers, executives, and entrepreneurs (+22.9%). Employee work also saw a 4.6% increase, while unskilled employment declined by 4.8%. Regionally, Southern Italy experienced higher employment growth than the national average (+2.5% from 2019 to 2023), although female employment levels remain significantly lower than in the rest of the country. The employment rate in the South increased from 33.2% to 35.7%, still below the national average and the North-East, where 63.7% of working-age women are employed.   Conclusion The progress in female employment in Italy throughout 2023 reflects a significant positive trend, especially in the post-pandemic period. The increase in employment rates and the diversification of sectors and contracts indicate a robust recovery and growth. However, challenges remain, particularly in demographic shifts and regional disparities. Efforts must continue to address these issues and promote inclusive growth. By fostering an environment that supports women's participation across all sectors and regions, Italy can build on this progress to achieve even greater economic and social benefits in the future. ### The Importance of Career Coaching and Mentorship Since 2008, I have been specifically involved in career coaching and mentoring of top executives and HR managers. I have partnered with more than 50 senior managers who have since either found a new senior management job or found another better job that was more suitable for them! The reason I love doing this the most is because of the  incredible relationship growth we go through during the program as we learn and master the most appropriate methods. Afterwards, without exception, we develop a relationship that fills us with human values and guides us both along our journey. Building a Strong Foundation: Growth and Support Successful coaching leads to an incredible growth experience. We delve into the complexities of the job search, mastering effective methods that unlock a world of possibilities for clients. They often discover that coaching goes beyond traditional HR tactics, making it an enjoyable and transformative process. Creating a relaxed and natural environment is key. Here, clients feel comfortable discussing professional anxieties and roadblocks. This open communication creates a supportive environment, allowing them to view challenges as opportunities for growth. The program offers a structured approach, ensuring a sense of steady progress. We guide clients through the job search process, revealing it as a learnable skill that empowers them to navigate the path to success. Exploring Potential Through Insights and Strategies Coaching unearths critical career insights – knowledge clients often wish they had access to earlier. We address specific areas like interview techniques, equipping them with tools to significantly enhance their performance. The impact extends beyond the program. Clients consistently find themselves returning for guidance, allowing them to get their careers back on track multiple times. We explore the concept of "directed luck," empowering clients to steer their careers in the most fulfilling directions. One client shared: "At first, I didn't understand 'directed luck.' Now I know it exists, and I can steer my career in the best direction." This sentiment underscores the lasting impact coaching can have on a client's perspective and trajectory. Mutual Benefit and Lasting Success The benefits extend beyond individual success. Coaching enables clients to appreciate their current roles and understand the market better, creating greater job satisfaction. Ultimately, these improved perspectives lead to stronger connections with their companies, benefiting both parties. Another client remarked: "The career coaching ended with me not changing, but staying with my company. Through the sessions, I was able to get to know what the market is like, and at the same time, I was able to appreciate what I am getting now in my company." This exemplifies how coaching empowers individuals to make informed decisions about their careers, even if those decisions lead to staying put and thriving in their current role. Mastering the Interview and Achieving Your Goals Finally, the program equips clients with the skills to excel in final interview rounds. Through thorough preparation, they impress interviewers with their readiness and insightful perspectives. This ultimately leads to securing their desired positions within a shorter timeframe. Investing in Your Future It's important to note that, under certain conditions, the career change program can be offered free of charge to first-line managers (CEO, MD) and senior HR executives at Horton International Hungary. The path to career fulfilment can be challenging, but with the right guidance and support, achieving your goals becomes a reality. If you're a top executive or HR leader seeking to unlock your full potential, consider partnering with a career coach. The journey may surprise you, but the rewards are undoubtedly worth it. I ask everyone at the end of the programme whether they found it useful and, if so, what they found most valuable. Of course, the answers vary, but I have selected a few that are sometimes surprising, but all of them, without exception, have been a great pleasure:   "I would never have thought that sitting on the other side of the table would be so difficult, nor that the methods could be learned as much as anything else in life. Nor that knowledge + practice learned could be so effective" (this comment was made in 2009 when there were hardly any vacancies in management and this candidate had 6 offers from which to choose the one that suited him)   "I honestly thought this was going to be another nothing to get a grip on HR antics, but incredibly it's not. I enjoyed every minute of it. And I hope I don't have to, but I'd start again with you any day!"   "I'm captivated by the naturalness of the approach. How is it possible that I can meet you on the shore of Lake Balaton in a pizzeria, wearing shorts and discuss all the tensions I'm dealing with? How the hell do you always know what worries me?"   "It is very nice to feel that this is a problem, which after a terrible shock seems to me a personal failure, and every moment I feel that it is impossible, that this is happening to me; and for months I am thinking about what I should have done differently; and you say that it is not my problem, but a situation, only now I am at the centre of it and there is a solution, and it is so nice that you are a support when I have emotional ups and downs."   "My perception from the beginning was that from the moment I first came to You, I was on a Star Wars "tractor beam" and with every figure I got closer to my new job. All I had to do was go to school and I got what we had in common. I don't think I could have done it on my own."   "You used to say that not knowing how to look for a job is not a problem it's a natural situation because that's not what we're dealing with. Yet we all have to do it from time to time. Nobody can win a Formula 1 race if they've only got their licence before. Thanks for all the laps you've taken me to the finish line."   "Wow, if I'd known that earlier, I'd have been somewhere else a long time ago. But it's never too late."   "I'm 47 years old, but no one has ever told me that it's embarrassing not to look them in the eye during a trial. Because it bothers me a lot with a candidate, but I didn't realise I was doing it. And thank you also for finding a solution that I am comfortable with and can use."    "Listen Sanyi, don't ask stupid questions, this is the third time you've helped me get my life right. This one will work, just like the last two. What do you expect me to say? I'll come if I have to, you're the solution."   "At first, I didn't understand what 'directed luck' was. Now I know that it exists and I can do what I can to not get carried away by the job market, but to always go in the direction that is best for me."    "I also want to thank you for the fact that the career coaching ended with me not changing but staying with my company. It's a good combination that you're both looking for leaders and supporting leaders. Through this, I was able to get to know what the market is like and at the same time I was able to appreciate what I am getting now in my company. It's strange, but this way my company can thank you for the career coaching!"    "I used to smile big to myself when I was sitting there at the last round of presentations and the foreign senior manager would ask me questions and I always knew what his question was going to be. Because you knew what was coming. And it was. How the hell did you know, you didn't even know? Unbelievable! In the end, the interviewer told me that he didn't understand, that he felt like we were part acquaintances. That was because of you, Sanyi. And it was also because I got this job. I am indescribably happy that in less than 6 months I got the job I was looking for."   The career change programme can also be free of charge under certain conditions for first-line managers (CEO, MD) and senior HR executives at Horton International Hungary. It is worth enquiring. First contact: szekely@hortoninternational.com ### How To Become An Attractive Partner For Both Candidates And Recruiters I recently heard a delightful answer from a candidate after reaching out to her about a possible role. When I asked whether she would like to hear about an opportunity she replied: “Oh gladly! Horton always has interesting searches, so I’m happy to hear more.” Attracting Great Candidates How does a consultancy attract great candidates to be part of their network and willing to hear more about their opportunities? While it may sound simple, the reality is that the small details make all the difference. It's crucial to genuinely care for the interests of both parties—the candidates and the recruiters—especially in a competitive job market where exceptional talent is highly sought after. Matching Both Parties First, it’s about truly caring that there is a match for both parties. This is what makes a difference when we look at success rates. Success rate shows that when a person and the specific position as well as the company are a match, both the person and the company thrive, and the recruitment becomes a success that lasts. It is all about truly wanting to understand what the person is looking for in their next career step and also what the recruiting company is expecting. A big part of this is that the consultant understands the culture and the way of working in the recruiting company. Obviously, the consultant’s experience provides a solid foundation for this. Communication and Service Second is, of course, communication and service during the process. Now, I can honestly say that one can always become better, but people will distinguish whether you truly care or simply forget about them. Providing Honest Feedback The third key aspect is providing candidates with honest feedback rather than simply telling them they weren't selected. With only one candidate chosen and many not, it's important to be truthful rather than sugarcoat it. I find that people respect honesty. It’s usually about comparison and small differences, and almost all the people we reach out to could do the job well. The consultant's unfortunate task from the candidate’s point of view is to make it really hard for the hiring manager to make their choice because all candidates are so good. Maintaining a Strong Network Lastly, it’s about having great people staying in your network because you keep offering those great opportunities over and over again. Well, how does a consultancy win those if their true interest is not for both parties’ success? ### Latest Findings on Employee Engagement: The Implications for Today’s Workplace Employee engagement is key to a thriving workplace and research shows that companies that possess highly engaged teams outperform their rivals in business, across all sectors. Despite this, the Gallup report entitled Annual Employee Engagement in the U.S., World and Best-Practice Organizations has revealed that employee engagement scores have hit an 11-year low annually, with scores dipping the lowest for the Gen Z demographic. According to the Gallup report, the first four months of 2024 saw employee engagement decreasing by three percentage points from the end of the previous year, to 30%.  This drop means that 4.8 million less employees are now engaged in their work, the lowest figures since 2013. The most marked decreases were observed in four main groups - Gen Z, millennials, exclusively remote workers and those who work full time on site in the workplace. Gen Z, and full-time on-site workers both displayed a drop of six percentage points, in the first quarter of 2024.  During the pandemic, employee engagement rose, reaching peak levels in 2020, when figures show 36% of workers were “highly engaged” in their positions. The Gallup survey drew data from a random group of 18,000 adults over the age of 18 and defines employee engagement by measuring levels of worker enthusiasm and involvement. As part of the assessment of engagement levels, the poll asked employees several key questions, including whether they felt they knew what was expected of them, if they felt in sync with their company’s purpose, and if they had opportunities to further their career. When it comes to aligning with organisational purpose, on-site workers who held roles that could be done remotely displayed the most severe drop - from 38% in 2021 to 32% in the first four months of this year.  Though in the US at least, layoffs have risen and employee quit rates have fallen, this doesn’t seem to have positively impacted engagement rates, bucking the typical trend observed when jobs are scarce. Active disengagement rates, where workers are more than just unenthusiastic about their roles, have remained the same as the last quarter of 2023 for the first four months of this year, at 17%. Baby boomers are the only ones defying the general pattern, with engagement rates for this sector increasing by two points since 2020, from 34% to 35% - while the percentage of actively disengaged workers in this demographic has also decreased by two points, from 17% to 15%. Engagement rates for Gen X by contrast, have declined by four percentage points, from 35% to 31%, while the percentage of actively disengaged workers in this grouping rose by one point to 18%. The steepest decrease in engagement though can be seen in the millennial and Gen Z groups, particularly older millennials (born between 1980 and 1988), with the engagement rate for the latter group falling by seven points to 32%. Active disengagement rates for the older millennial demographic also increased - by five percentage points - to 17%.  Younger millennials and Gen z’ers saw a five-point engagement rate decline to 35%, while the percentage of workers who are actively disengaged in these groups rose by one point, from 13% to 14%. Highly engaged employees consistently display greater levels of retention, wellbeing and productivity, while having lower levels of absenteeism. Gallup’s research poll identified 12 main elements that affect worker engagement levels - and having clarity over what is expected of employees is a major contributory factor. Despite the importance of this element, across all age groups, the number of workers who feel they know what is expected of them in the workplace has decreased by 4%, since the start of the pandemic in March 2020. Feeling cared for by their employers is another crucial factor that feeds into engagement levels - and here the Gen Z and Millennial sectors have seen the biggest decline, of between five and nine percentage points. These latest research findings will be helpful for employers seeking to counteract these negative trends, as they highlight the current problems the modern, permanently altered post-pandemic workplace has thrown up. By identifying the issues with engagement, employers will know where they need to improve, such as enhancing communication about the organisation’s mission and values, so workers have a purpose and feel connected. Also, establishing clear expectations as to what employees should deliver and training managers adequately so they are equipped to meet the demands of the new hybrid workforce will be pivotal going forward. Presently 70% of managers surveyed by Gallup’s poll said they felt burned out and were either less engaged or were actively looking for other jobs. Encouraging employee feedback is also critical to raising engagement levels, so that employers can respond to worker’s needs, ideas and opinions. This is particularly important to the younger generations, who are looking for more than just financial compensation and want roles which give them input and influence. The research findings also highlight how to meet the needs of the new hybrid workforce, employers must continue to factor in flexibility, another key factor when it comes to engagement levels. Offering the ability to work flexibly to all employees, including those that work permanently on-site will allow the organisation to significantly boost satisfaction levels and therefore raise engagement. Though the job market is holding firm, layoffs are increasing, while engagement levels in several age sectors are decreasing - and if this is not addressed, now, it will negatively impact the organisation. Employee engagement is vital and shouldn’t be overlooked, as workers make decisions on behalf of the organisation daily, with the quality of these dependent on how engaged they are. Productivity also increases when employee engagement rises, which directly impacts the bottom line both in the short, medium and long term and the talent shortage presents companies with another thorny challenge, as they must work out how to attract and keep the best executives. Increasing engagement levels will help employers mitigate the levels of detachment many employees, particularly younger people, are currently feeling in their roles. In turn, this will boost loyalty, as highly engaged employees are more likely to see a future at their current workplace, enabling employers to retain more top talent - which will be crucial to the organisation’s ability to survive and thrive long-term.     ### Quality prevails: For the 11th time in a row, Horton International Germany is the top personnel service provider in the FOCUS Business Ranking Some things never get old. This also applies to the award as TOP personnel service provider by FOCUS Business. In the search for the best personnel service providers in Germany, HAGER Executive Consulting was once again chosen. Few topics have been discussed as intensively and debated by politics and business for several years as the cross-industry shortage of skilled workers. Despite in-depth research into the causes and discussion of sensible countermeasures, the trend continues unabated. According to an ifo survey conducted in August 2023, more than 40% of German companies are suffering from staff shortages, and the trend continues to rise. A less intensively discussed phenomenon, on the other hand, is the shortage of managers, which, on closer inspection, also results from the long-standing shortage of skilled workers and, as a result, will continue to gain in importance in the coming years. To put it simply: where there is already a shortage of skilled workers, it is difficult to develop qualified managers. With the growing shortage of managers, the need for qualified personnel service providers in the field of executive search is increasing. Companies of all sectors and sizes rely on the expertise, experience and established networks of professional recruitment agencies when it comes to filling management positions. However, finding the right service provider at the first attempt is proving to be a challenge against the backdrop of a growing range of services and fierce competition. With its annual selection of the top personnel service providers, the renowned FOCUS Business magazine offers a well-founded way of finding your way through the jungle of service providers. Together with the well-known research institute Statista, more than 4,000 personnel service providers are put out to tender for evaluation every year through a survey of HR managers and personnel service providers. The meticulous evaluation of the collected data results in a list of almost 300 award-winning personnel service providers, which in turn receive awards in various categories. This year, for the 11th time in a row, HAGER Executive Consulting, our Horton Partners in Germany,  has once again succeeded in qualifying for the list of top personnel service providers in the field of executive search. This category is defined as the placement of executives with an annual salary of over 100,000 euros in a permanent position. Once again, Horton International Germany has succeeded in independently proving its qualifications, as it has done with numerous other awards, some of which it has also received for many years in succession. "It really doesn't get boring to receive the news that we have been selected again," emphasizes Martin Krill, Managing Partner of Horton International Germany. "On the contrary, we now look forward to the date every year. After all, in addition to the numerous positive responses from our satisfied clients, the award is confirmation that we are doing a good job together." ### Generative AI and Consumer Behaviour: A New Era of Personalisation and Efficiency The impact of Generative Artificial Intelligence (generative AI) on consumer trends should not be underestimated. The technology can potentially impact the consumer sector significantly in multiple ways. According to Euromonitor International, in 2023, 72% of consumers used technology to enhance their lives, 42% were happy to engage with voice assistants, and 17% would be comfortable engaging with a bot regarding customer service. Over the last year or so, generative AI has represented a groundbreaking frontier in technological innovation, with the potential to revolutionise the consumer sector. This technology, which involves machines autonomously creating content, promises personalised experiences, efficient operations, and unprecedented levels of innovation. The potential impact of generative AI on the consumer sector is far-ranging and appears poised to reshape how businesses interact with and cater to their customers. Personalised Customer Experiences One of the most profound impacts of generative AI on the consumer sector is the ability to deliver highly personalised customer experiences. By analysing vast datasets, generative AI algorithms can discern individual preferences, enabling businesses to tailor product recommendations, marketing messages, and overall interactions to meet the unique needs of each consumer. Revolutionising Marketing and Advertising The traditional approach to marketing and advertising is undergoing a paradigm shift with the integration of generative AI. Dynamic content creation allows businesses to craft highly targeted and adaptive campaigns, ensuring marketing messages resonate with specific audience segments. This approach not only increases the effectiveness of advertising but also fosters more profound connections between brands and consumers. Innovative Product Design Generative AI is poised to be a driving force behind innovation in product design. AI expedites the product development lifecycle by assisting in the generation of design concepts and prototypes. This acceleration enables businesses to bring a constant stream of innovative and appealing products to market, meeting the ever-evolving preferences of consumers. Advanced Virtual Try-On Experiences Generative AI transforms the consumer's online shopping experience through advanced virtual try-ons. Whether in the fashion or furniture sectors, consumers can virtually try on products, envisioning how they fit into their lives before making purchase decisions. This technology bridges the gap between the online and physical retail experience, providing a more immersive and informed shopping journey. Efficient Customer Service Generative AI is enhancing customer service by powering intelligent chatbots and virtual assistants. These systems, equipped with natural language processing capabilities, can quickly and accurately understand and respond to customer inquiries. Businesses benefit from more efficient customer support processes, while consumers enjoy a seamless and responsive interaction. Content Creation and Curation Content creation, a vital aspect of consumer engagement, is streamlined through generative AI. Algorithms can generate high-quality content, including social media posts, articles, and product descriptions. This ensures a consistent and engaging online presence and frees up human resources for more strategic tasks. Interactive Entertainment and Gaming The entertainment industry is experiencing a transformative shift with the integration of generative AI. From personalised content recommendations on streaming platforms to developing interactive and immersive gaming experiences, AI is reshaping how consumers engage with and enjoy entertainment.   “The growing impact of Generative AI in the consumer sector has significant implications for desired talent characteristics, such as: Technical Proficiency: Talent needs to be well-versed in AI, machine learning, and generative models. Understanding model architectures, training, fine-tuning, and evaluation is crucial. Creativity and Innovation: As Generative AI becomes more prevalent, creativity is essential to generate novel ideas, and create unique content. Ethical Awareness: Understanding the ethical implications of AI-generated content is vital. This is especially relevant for the healthcare sector. Talent must consider fairness, bias, and privacy when creating and deploying models. Collaboration Skills: Working with cross-functional teams (data scientists, designers, marketers) is common. Talent should collaborate effectively and communicate complex AI concepts to non-technical stakeholders. Adaptability: The field evolves rapidly. Talent needs to stay updated and adapt to changing trends. Domain Knowledge: Understanding consumer behavior, market dynamics, and industry-specific challenges is crucial and ability to bridge AI expertise with consumer insights. Communication Skills: Explaining AI-generated content to consumers or clients requires clear communication in a simple, relatable manner. The above characteristics are essential for professionals navigating the intersection of Generative AI and the consumer industry.”           Generative AI has enabled an era of personalised recommendations and tailored experiences, revolutionising how consumers engage with products and services. Simultaneously, an escalating awareness of climate and environmental concerns has prompted a paradigm shift towards sustainable and eco-friendly options, emphasising the ethical dimensions of consumer choices. ### Implementing an AI Strategy Successfully Is your organisation considering implementing or currently in the process of implementing an AI strategy? Undoubtedly, this decision has been subject to extensive deliberation. Market trends and competition are significant factors, mainly if management has observed competitors leveraging AI technologies to gain advantages such as improved efficiency, enhanced customer experiences, or innovative product offerings. Recognising the potential benefits of AI in driving business growth, improving operational efficiency, and reducing costs would have also contributed to the decision-making process. AI technologies offer automation, predictive analytics, personalisation, and optimisation opportunities that can profoundly impact business outcomes. The decision may have been motivated by AI's capability to analyse vast datasets, the desire to enhance customer relations, or simply forward-thinking leadership viewing AI adoption as part of a broader innovation strategy. AI represents a transformative force capable of driving business growth, enhancing competitiveness, and creating new opportunities for the future. Now that the decision has been made, the next step is implementation. This often involves seeking assistance from business consultants. While there are various alternative routes to implement AI, a strategy favoured by many technology companies, particularly those leading AI research and development, is the "AI-first" approach. Major players like Google, Microsoft, Amazon, and IBM have heavily invested in AI technologies, integrating them into their products and services. So, what is AI-first? What exactly does "AI-first" mean? While it may sound like a buzzword, let's clarify its meaning to avoid confusion. AI-first entails prioritising the integration of AI technologies as the central focus of strategy and decision-making within an organisation. An AI-first strategy is an organisational approach that emphasises integrating and deploying AI technologies across various business functions and operations. Consequently, AI is considered the primary strategic priority, preceding other alternative directions or initiatives. The primary objective is to leverage AI capabilities to maximise their potential benefits, with AI regarded as a significant strategic priority that takes precedence over other considerations. The upside of AI-first - what could go wrong? The AI-first approach appears to be the right path for many organisations, offering numerous advantages and empowering organisations to leverage AI's power for innovation, efficiency, and competitive advantage in today's data-driven business landscape. However, for some organisations, AI-first could be a significant strategic mistake that undermines AI transformation initiatives. For example, prioritising AI above all else may lead organisations to implement AI solutions indiscriminately without adequately identifying and addressing real business problems. Instead of focusing on solving specific challenges or meeting customer needs, there's a risk of deploying AI for technological advancement, resulting in irrelevant or ineffective solutions. In other words, it could effectively be a solution in search of a problem. Another danger with an AI-first strategy is that AI implementation may overshadow other crucial strategic business objectives, creating a disconnect between technology initiatives and organisational goals. The danger of unintended consequences Rushing into AI-first initiatives can lead to unintended consequences and unforeseen challenges. For example, AI solutions can introduce biases, privacy concerns, or ethical dilemmas. It is also easy to underestimate AI implementation's complexity and resource requirements, resulting in cost overruns and potential project failure. The human element of AI implantation should not be underestimated. For instance, employee resistance and disengagement are significant dangers. Prioritising AI over other considerations may alienate employees and contribute to general resistance or scepticism towards AI initiatives. Employees may feel threatened by the prospect of automation or job displacement, leading to lower morale, demotivation, and decreased productivity. Without employee buy-in and support, AI transformation efforts are unlikely to succeed. Additionally, an AI-first approach may overlook the importance of human-centric factors such as user experience, customer satisfaction, and employee well-being. Corporate history is littered with examples of an AI-first approach going wrong. Here are some examples. Amazon's biased hiring tool One notable example of AI-first failing is Amazon's attempt to develop an AI-powered recruiting tool. In 2014, Amazon sought to streamline its hiring process by creating an algorithm to automate resume screening and identify top talent more efficiently. However, the algorithm exhibited bias against female candidates, systematically downgrading resumes containing terms like "women's" and penalising graduates from all women's colleges. Despite efforts to rectify the bias, Amazon ultimately removed the tool, highlighting the need for transparency, accountability, and fairness in AI development and implementation. Uber's AI-generated food images Uber's foray into AI-generated food images aimed to enhance the visual appeal of food items on their food delivery app but abjectly failed. Some AI-generated images were of low quality, irrelevant, or even nonsensical. This approach failed to address the primary consumer need for authentic and appealing food visuals, leading to user confusion and dissatisfaction. Ultimately, the experiment highlights the importance of balancing technological innovation with user needs and expectations. Microsoft's Tay chatbot Another significant example of an AI-first approach failing occurred with Microsoft's Tay chatbot. Tay was an AI-powered chatbot released by Microsoft in 2016 on Twitter as an experiment in conversational AI. The chatbot was designed to interact with users and learn from their conversations to improve its responses over time. However, within hours of its launch, Tay began posting inflammatory and offensive tweets, including racist, sexist, and otherwise inappropriate content. Tay's failure was attributed to its exposure to a barrage of harmful and malicious input from Twitter users, who exploited vulnerabilities in the chatbot's learning algorithms to manipulate its behaviour. Despite efforts by Microsoft to filter out offensive content and improve Tay's responses, the damage was already done, and the chatbot was ultimately shut down just 16 hours after its launch. The Tay incident highlights the risks of deploying AI systems in uncontrolled environments without adequate safeguards and oversight. It demonstrated how AI algorithms can amplify and perpetuate harmful behaviours learned from biased or toxic data sources, leading to unintended and damaging consequences. But AI-first can work in the right circumstances While many examples of AI-first going astray, there are also many examples of it proving an unquestionable success. Healthcare One example of where an AI-first approach worked well is in the healthcare field, particularly in medical imaging diagnostics. AI-powered systems have demonstrated remarkable accuracy and efficiency in analysing medical images such as X-rays, MRIs, and CT scans to assist radiologists in detecting abnormalities and diagnosing diseases. For instance, Alphabet's DeepMind algorithm called DeepMind Health can analyse retinal images to detect signs of diabetic retinopathy and age-related macular degeneration accurately. Overall, DeepMind Health's solutions offer proven improved diagnostic accuracy, efficient workflow, enhanced patient care, resource optimisation, and support for research and development in healthcare, revolutionising healthcare delivery and leading to better outcomes for patients and healthcare providers. Financial services Financial services represent another sector utilizing AI to bolster fraud detection and prevention efforts. Within this industry, banks and financial institutions harness AI algorithms to analyze live transaction data, pinpointing irregular patterns and deviations that could signify potential fraudulent behavior. For instance, PayPal employs AI-driven fraud detection systems that can analyse millions of transactions per second, flagging potentially fraudulent transactions for further investigation. By detecting and preventing fraud more effectively, these AI-powered systems help protect consumers and businesses from financial loss. Commercial services Additionally, e-commerce companies like Amazon and Netflix have successfully implemented AI-first approaches to enhance customer experience and drive sales. These companies use AI algorithms to analyse customer behaviour, preferences, and purchase history, enabling them to personalise product recommendations and content suggestions. For example, Amazon's recommendation engine uses AI to analyse past purchases and browsing history to suggest relevant products to customers, leading to higher engagement and conversion rates. Similarly, Netflix employs AI-powered recommendation systems to recommend movies and TV shows tailored to each user's tastes and preferences, enhancing the overall streaming experience and increasing customer satisfaction. A balanced approach We have cited numerous examples of when AI-first worked and when it went disastrously wrong, so is there a third way, a balanced approach to AI that achieves its potential benefits while avoiding its potential downfalls? Here, we identify three alternative approaches: Problem-centric Human-centric Ethically driven   Problem-centric rather than technology driven A problem-centric approach to AI implementation starts by pinpointing specific challenges or opportunities within an organisation, bypassing the technology-first approach. This approach involves assessing operations, customer interactions, and strategic goals to identify areas where AI can make a meaningful impact. Clear objectives are then set to address these challenges, such as reducing costs or enhancing customer satisfaction. Organisations explore AI technologies best suited for these objectives, developing prototypes to test feasibility. Once a viable solution is found, it is deployed and continuously monitored for performance and impact. This approach ensures AI initiatives align with business objectives, maximising their overall impact and success. Human-centric approach Prioritising humans over technology in AI implementation is often essential. By adopting a people-first approach, organisations aim to empower individuals rather than supplant their roles. This involves understanding stakeholders' concerns through open communication and leveraging AI to enhance job satisfaction and effectiveness. For instance, AI can automate repetitive tasks, allowing employees to focus on significantly higher-value activities such as problem-solving and innovation. Additionally, organisations must consider the broader societal impacts of AI, addressing concerns about job displacement and privacy. By fostering transparency and inclusivity, organisations can ensure AI deployment benefits society. Ultimately, focusing on empowering humans and fostering collaboration between humans and machines allows organisations to maximise the potential of AI for innovation and productivity. Ethically driven approach When implementing AI, prioritising ethical and legal aspects ensures responsible and sustainable solutions. Ethical considerations cover fairness, bias, privacy, transparency, accountability, and societal impact, while legal considerations involve compliance with regulations on AI usage, data protection, and liability. Addressing these aspects starts with assessing potential risks and implications, conducting ethical impact assessments, and ensuring transparency and accountability in AI systems. Organisations must combat bias and discrimination using diverse training data and fairness-aware algorithms and protect user privacy by following data protection regulations. Legally, organisations must comply with relevant laws on AI usage, liability, intellectual property, and data handling. Clear policies and guidelines, including ethical frameworks and risk management protocols, are crucial. Governance structures should oversee adherence to standards throughout the AI lifecycle. Prioritising ethical and legal considerations in AI deployment helps mitigate risks, build trust, and foster responsible innovation. It involves aligning AI initiatives with ethical principles, promoting transparency, and proactively addressing challenges. A holistic approach integrating these considerations is essential for building trust and maximising AI's positive impact on society. Conclusions Implementing an AI strategy is a significant decision for any organisation, driven by market trends, competition, and recognition of AI's potential benefits. While an AI-first approach may seem appealing, prioritising AI above all else can lead to strategic missteps and unintended consequences. The AI-first approach, favoured by many technology companies, emphasises integrating AI technologies as the central focus of strategy and decision-making. However, this approach risks implementing AI solutions indiscriminately without addressing real business problems and may overshadow other crucial strategic objectives. Despite these challenges, there are also examples in the industry where an AI-first approach has proven successful. To achieve the benefits of AI while avoiding its potential downfalls, organisations should consider alternative approaches such as problem-centric, human-centric, and ethical-driven approaches. By adopting a balanced approach that integrates these considerations, organisations can maximise the potential of AI to drive innovation, efficiency, and competitive advantage while mitigating risks and promoting positive societal impact. ### Horton International India Turns 15 During the past 15 years, Horton International India has collaborated with hundreds of businesses, working hard to understand their needs and corporate culture, in order to pair them with their ideal candidates. Here are five facts about us that you might not know: 1) Our Target Clients: As a global recruitment company, we partner with all types of businesses: Mid-size: Firms that have established their presence but are not yet at the scale of large corporations. High growth: We excel in supporting rapidly expanding companies that need dynamic talent to sustain their growth. Quality conscious: Our services are tailored for organisations that prioritise excellence and high standards in their operations and outputs. Promoter driven with global aspirations: We support ambitious companies eager to expand their reach across international markets.   2) The Horton Partners and Business Directors: Our senior personnel are all former CEOs and CXOs of mid-to-large-sized organisations who bring invaluable real-life corporate experience, specialised management consultancy expertise and a comprehensive understanding of people to the table.   3) Positions Placed: We specialise in securing top-tier positions for distinguished professionals. Our placements encompass pivotal roles such as Managing Directors and Chief Executive Officers, as well as comprehensive C-suite appointments including CFOs, CLOs, CHROs, CMOs and COOs. We cater to a broad spectrum of industries, ensuring that leadership across finance, legal, human resources, sales and marketing, supply chain management and operations is nothing short of exemplary. Our track record in enhancing corporate leadership with skilled, visionary executives stands as a testament to our dedication and expertise in executive search.   4) A Top-Quality Service: Our track record speaks of our dedication to quality, consistently evidenced by our impressive performance metrics: Repeat customer rate: 54% Success in finding an ideal candidate: 84% Stick rate: 73%.   5) Why Us? Our differentiation in the market is clear and compelling, characterised by our unique blend of attributes: Boutique, personalised approach Entrepreneurial spirit Global scale with local understanding Driven by a single purpose: helping clients and candidates achieve their business and career objectives.   We extend our gratitude to all our stakeholders, clients, candidates, partners and team members for their continued support and cooperation over the past 15 years. We look forward to continuing this collaboration for the next decade and beyond at Horton International India.   ### How to be an LGBTQ+ Ally Even in 2024, many LGBTQ+ individuals continue to face challenges in the workplace. A 2022 report by Glaad found that: Seven in ten LGBTQ people in the US report personally experiencing discrimination, up 11% from 2021 and a disturbing increase of 24% from 2020. A majority of transgender and nonbinary people do not feel safe walking in their own neighbourhoods. Need for the Equality Act: 79% of LGBTQ Americans strongly support federal legislative action to protect them. Along with demoralisation, this can breed workplace hostility. In the UK, a 2021 study from HR association the Chartered Institute of Personnel and Development (CIPD) showed LGBTQ+ workers reported higher levels of workplace conflict than heterosexual, cisgender workers in the UK. Forty percent of LGBTQ+ employees said they had experienced workplace conflict in the past 12 months, compared with just 29% of non-LGBTQ+ employees. Those numbers were even higher for transgender employees. Many of these reported conflicts were never fully resolved: 44% of LGBTQ+ workers said their conflicts had not been resolved at all, and 38% said they had only been partly resolved. These findings highlight the ongoing need for inclusive workplace policies. Organisations are increasingly recognising the importance of such policies, as demonstrated by the 2023-2024 Corporate Equality Index, which shows that 97% of rated employers include “sexual orientation” and “gender identity” in their non-discrimination policies. Additionally, 94% offer at least one transgender-inclusive healthcare plan. With many people feeling they have to hide their true identity in the workplace, there is something every colleague can do to help make their workplace a welcoming environment and foster an open and accepting culture. Allies are action-takers It is easy to call yourself an ally, but a true ally is someone that takes action. Creating a committee in your organisation that can inspire action across the rest of the business can be really valuable. Taking an active role in events and inclusion practices is not only a direct way to improve the culture of the organisation, but also helps you to learn more about allyship and reducing your own bias. Add pronouns to email signatures If you feel comfortable sharing your pronouns, add them to your email signature, Zoom handle, LinkedIn profile and anywhere you network and connect with colleagues and contacts. This shouldn’t be mandatory, as there may be people exploring their identity or prefer their privacy, but it is an important way to help people feel safer when sharing their pronouns. Elevate Pride networks From regional to international Pride events and charities, having senior leaders championing and sharing these networks and events means your organisation will have voices that encourage inclusivity and diversity. While it is important to have championing voices in your organisation, do be mindful that you’re doing this to put LGBTQ+ voices first. Stand in solidarity, rather than leading the charge from a place of privilege. Think about workplace language Using inclusive language is important as an LGBTQ+ ally. The language you use can dramatically transform whether someone feels part of the conversation or offended. With your language, it is also important not to make assumptions that could influence what you say. For example, talking about girlfriends or boyfriends may be an assumption you are making, which could prevent that person from opening up or being their true self with you. Learn without interrogating Organisational training can be a great way to start by increasing your awareness of the struggles and challenges LGBTQ+ people can face, but there are lots of ways you can increase your knowledge. From understanding the terminology and language to its historical struggles and the challenges that many people still face, increasing your knowledge can be a powerful tool for allyship. If LGBTQ+ friends share stories, then truly listening and asking respectful questions can mean you develop a deeper understanding. Intrusive questions and assuming these friends will be walking encyclopaedias on all LGBTQ+ issues can put a strain on the friendship and it doesn’t show that you’re willing to do the work yourself to learn more about being a better ally. Remember, mistakes can happen As with all learning processes, mistakes can happen. Making an active effort to forgive yourself but also correct any behaviour that may have been offensive or hurtful is an important part of the allyship learning curve.   ### Five Innovative Tips For Healthy Teams Increased error rates, irritability, "procrastination" and frequent short-term illnesses are some of the warning signs that managers and HR managers should be aware of. Is it just a brief mental slump on the part of the employee or a more serious mental illness? There are numerous risks to mental health in a demanding workplace, from time pressure, bullying and a lack of purpose to the fear of losing your job. A silent burnout can build up over years without those affected realising it. In acute cases, things often go on for months. Mental illness is now one of the most common causes of incapacity for work or disability. This also has consequences for companies. The most visible is the absence of the affected employees. Processes are interrupted and productivity decreases, while the remaining colleagues have to work overtime. Even before a total breakdown, mentally impaired people are usually unable to perform high-quality work or make good decisions. Managers have a considerable influence on personal interaction within the company and therefore on the mental health of the workforce. The topic of prevention takes centre stage here. With just a few effective measures, they can prevent mental stress and lend a helping hand to their team members - this is part of their duty of care and future competence. It is essential that managers understand the basics of mental health, if necessary through special training, and also recognise when external medical or therapeutic help is necessary. They should also be open to feedback from others, as managers can also struggle with a mental health problem that affects their performance. Absenteeism and poor decision making are often the first signs. There are many tips circulating on how managers can build and keep their teams "healthy" - and react correctly in an emergency. These are the five most innovative: FEEL GOOD Establish strategic, holistic feel good management in terms of personnel. This is not about constant entertainment and event planning (in the worst case with peer pressure), but about creating a motivating, supportive working atmosphere that is as trouble-free as possible. The Feel Good Manager enjoys the trust of the team and listens to the individual, provides feedback and addresses blockages and problems. Ideally, company health counselling is added - sports courses, health days, nutritional offers - in addition to a holistic company medical practice. MENTAL HEALTH DAYS Enable paid, formal "mental health days". A short break to recover from work-related stress factors - or to attend appointments for mental health (e.g. resilience training, business yoga). And: Is a four-day week feasible in the company? Studies show that this currently much-discussed working time model can not only improve health, but also productivity. AI KNOWS IT EARLIER There are now many tools and, above all, apps for digital workplace health promotion, some of which are supported by health insurance companies. Important when choosing: The application must be able to analyse your own behavioural patterns, establish more positive thought patterns, and offer building blocks or controllable (beginner) routines for self-care. The manager is also a role model here. The latest apps offer instant messenger-style communication, in which you write down your needs and have an actual (initial) conversation with the chatbot, so to speak. Speaking of AI: there are already technologies on the market that can recognise mental stress quite reliably through voice and speech behaviour, facial expressions and choice of words. TAKING A HEALTHY LEAD "A staircase only gets clean from top to bottom." Top management must be fully behind mental health care, as with any other factor relevant to the company. Managers and HR managers play a key role. A "healthy" corporate culture depends on their sensitisation and support. Underestimating this would be negligent. They should also be healthy leaders themselves. Anyone who drags themselves to work physically or mentally unwell and ignores their own preventative measures is not a credible role model. In this case, leadership coaching can help to increase mental strength and identify deficits. Such programmes are not entirely new, but they have taken an extreme leap forward with digital scenarios, flexible online and offline formats and surprising AI skills. CONTROVERSIAL Several sites reflect. According to a recently published British study ("Britain's Healthiest Workplace"), the current mental health programmes are hardly effective. It concludes that employers who are concerned about the mental health of their employees should focus more on "key organisational practices" such as work schedules, pay and performance appraisals. This single study contrasts with the demonstrable successes in prevention. The merit of mental health programmes and measures in bringing the topic out of the discriminatory taboo zone remains undisputed.     This post was originally shared on Xing ### Ensuring policies and benefits are LGBTQ+ friendly It is no secret that well-planned policies and comprehensive employee benefits can increase productivity, employee engagement and retention. For this, organisations need to ensure every employee feels recognised, safe and supported for these policies and benefits to be effective. Creating policies and benefits that meet the needs of your LGBTQ+ staff not only creates a culture of inclusivity but there is also a strong business case for doing so. One 2023 study by Out Leadership found that the US economy could save $8.93 billion each year by adopting more inclusive LGBTQ+ policies. Further studies have also shown that LGBTQ+ supportive policies can: Increase job satisfaction: Employees are 56% less likely to leave their job if they feel their company supports LGBTQ+ policies (Human Rights Campaign, 2023). Enhance creativity and innovation: According to Forbes, companies that support LGBTQ+ inclusivity report a 30% increase in creativity and innovation. Increase health and reduce sickness/absence levels: Inclusive policies reduce health-related employee absences by 41% (McKinsey & Company, 2023). Reduce discrimination at work: Workplaces with strong LGBTQ+ policies see a reduction in reported discrimination. Increase your customer base and recruitment drive: Consumers and potential employees are more likely to support companies that advocate for LGBTQ+ inclusion. Improve coworker relationships: Positive coworker relationships increase in inclusive environments. Encourage greater disclosure in the workplace: There is a 25% increase in employees willing to disclose their sexual orientation or gender identity in inclusive workplaces (Harvard Business Review, 2023). Despite these benefits, many workers believe there is insufficient support for LGBTQ+ people. In the UK, one YouGov survey in 2023 found that 35% of employees feel policies are not inclusive enough. Furthermore, 60% of employees say they struggle to get senior leadership buy-in for policies that don’t support the majority of the workforce (CIPD, 2023). So much so, 68% of those surveyed say their organisation does not have the policies and benefits for specific minority groups as they believe the policies must be broad enough for the majority of the population. However, with the benefits that LGBTQ+ inclusive policies can provide, there are several aspects that organisations can consider to make their policies and benefits more inclusive and accessible. Review Policies for Inclusive Wording To increase equality and diversity in the organisation, reviewing policies for LGBTQ+ inclusive language is essential. It is well worth reviewing the policies to ensure there is nothing discriminatory for LGBTQ+ people, for example, any sections on parental or adoptive leave or office bathrooms. It may help to have a separate policy that sets out the organisation’s commitment to LGBTQ+ inclusion and precisely what it will do to tackle discrimination and bias. Consider Family and Fertility Support One area of workplace benefits that can feel particularly isolating for LGBTQ+ people is fertility and family support. Starting a family with aspects such as surrogacy, adoption or donor fertility can create a huge emotional and financial strain. All of this can impact all workers, but there may be additional complications for LGBTQ+ individuals and ensuring this support is tailored and relevant is hugely important. Deliver Regular Training To create an organisation of LGBTQ+ allies, delivering regular training can help the workforce better understand bias, perceptions, issues and the challenges for LGBTQ+ people. Training around your policies, as well as regular equality and diversity training, can be a great way to build allyship and greater workforce education and support. Finally, LGBTQ+ events are worth celebrating and can contribute to the organisation’s benefits. From creating team-building events for Pride Month or increasing inclusion on the Trans Day of Visibility to delivering training in LGBTQ+ History Month can boost employee engagement and increase inclusion and awareness. ### Horton International Announces New UK Partnership Global executive search and management consultancy firm, Horton International is proud to welcome Drake Darcy, a distinguished name in the UK Executive Search and Interim Management landscape to the Group.   This partnership marks a new step towards rebuilding Horton International's presence in the United Kingdom, reinforcing its mission to deliver exceptional executive search solutions tailored to local market needs. With Drake Darcy bringing in top-level experience and expertise to the table, this is an exciting time for both firms.   Commenting on the partnership Chris Drake, Managing Partner at Drake Darcy, says, “I am thrilled to announce Drake Darcy’s partnership with Horton International. It is incredibly exciting to be part of such a well-established, global Executive Search firm with a local presence in over 35 different countries. As well as significantly enhancing our international service offering, it enables us to collaborate with and share best practices with over 300 of the world’s leading Executive Search professionals.   We are closely aligned in terms of our values, ethics, people focus and commitment to diversity.  This is a major step in Drake Darcy’s growth journey and I’m very much looking forward to the next chapter with our new colleagues at Horton International.”   Headquartered in the iconic Battersea Power Station in London, Drake Darcy is a multi-functional and multi-sector Executive Search and Interim Management firm whose mission is to connect great organisations with fantastic people in a diverse and sustainable manner.   Maneesh Ajmani, Chairman of the Board of Horton International, adds, "We’re delighted to welcome Drake Darcy into our global family as Horton International expands its influence in the UK. Drake Darcy bring a wealth of expertise, and their vision aligns with our own commitment to provide outstanding consultative advice and strategic leadership solutions." With this new partnership, Horton International strengthens its position as one of Hunt Scanlon Media’s Global 40 Executive Search Companies, further solidifying its reputation in the global executive search industry.   To find out more about Horton International, visit: http://www.hortoninternational.com   About Horton International   With more than 45 offices in the Americas, EMEA, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals.   The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. ### Strategies for managing stress in the workplace Stress at work is an ever-growing concern globally, with a staggering 44% of employees worldwide reporting high stress levels—a record high that has persisted since 2021, according to Gallup’s latest research. This prevalence of stress in the workplace is not just a statistic; it represents a critical challenge that needs addressing, especially as we recognise April as Stress Awareness Month, emphasising the importance of managing stress and promoting wellbeing in our daily lives. The 2023 Gallup State of the Global Workplace Report sheds light on alarming statistics: regions such as East Asia, along with the US and Canada, report the highest stress levels at 52%, while Australia and New Zealand follow closely at 47%. This constant companion of stress, fuelled by relentless work demands and societal pressures, poses significant challenges but also highlights opportunities for improvement within organisational structures. One crucial insight from Gallup’s research is the significant role employee engagement plays in mitigating stress. Engaged employees are consistently less likely to report stress compared to their less engaged counterparts. This finding is pivotal, suggesting that enhancing employee engagement can be a strategic lever to reduce workplace stress. Engaged workers typically feel more connected to their roles, find greater satisfaction in their tasks and are more resilient in the face of challenges. The importance of engagement is further emphasised by the fact that it leads to employees having robust support networks and access to resources that enable them to manage challenges more effectively. They are also more likely to enjoy their work and find meaningful connections within their roles, which buffers against stress and prevents burnout. For instance, Gallup notes that engagement has a 3.8 times greater influence on employee stress levels than the physical location of work, underscoring that the nature of the job and its emotional impact are far more significant than where it is performed. Moreover, the report indicates that stress disproportionately affects certain demographics, such as younger workers and women, who report higher levels of stress. This demographic detail provides organisations with targeted areas for intervention, such as developing support systems that cater specifically to the needs of these groups. Leaders should engage in open dialogues about stress, asking about and acknowledging the challenges their team faces and what might help alleviate them. This open communication can prevent assumptions and misunderstandings that often exacerbate stress. Redefining our understanding of stress is crucial. Chantal Burns, author of “Bulletproof: Be Fearless and Resilient – No Matter What,” argues that understanding the true nature of stress—recognising that it often stems from our perceptions and thought processes—can transform how we experience and handle it. This insight is pivotal in helping teams shift their perspective on stress, from feeling overwhelmed to viewing challenges as manageable. Leaders must be proactive in promoting and modelling healthy stress management strategies. They should encourage regular breaks, ensure workloads are manageable and foster a workplace culture that values balance and wellness. By implementing the below strategies to combat workplace stress effectively, leaders not only enhance their team's wellbeing but also contribute to a more productive and positive work environment: Promote Wellbeing and Engagement: Organisations should focus on creating an environment that fosters both employee engagement and wellbeing. This can be achieved through meaningful work, recognition, supportive leadership and opportunities for growth. Develop Supportive Management: Training managers to act more like coaches than bosses can significantly impact engagement and stress management. Managers should focus on building relationships, offering support and facilitating employee development. Provide Resources: Making resources available such as employee assistance programmes, mental health support and stress management workshops can help employees cope with and reduce stress. Encourage Open Communication: Regular check-ins and a culture of transparency can help identify stressors early before they escalate into more significant issues. Foster a Positive Work Environment: A workplace that values flexibility, autonomy and work-life balance contributes to lower stress levels and higher job satisfaction. The implications of these strategies are profound. Not only do they enhance individual and organisational performance, but they also contribute to a healthier, more dynamic work environment. By addressing the root causes of stress and enhancing engagement, companies can unlock the potential of their workforce, leading to improved productivity and innovation. In conclusion, while stress in the workplace is a complex issue influenced by a myriad of factors, organisations that invest in their employees' holistic wellbeing and engagement are better equipped to manage and mitigate its effects. As we navigate the challenges of modern work environments, it becomes increasingly clear that the focus must shift towards creating workplaces where stress is understood, managed and most importantly, significantly reduced. Promoting Stress Awareness Month this April provides a timely reminder of the critical need to prioritise these efforts, ensuring that stress management is not just an annual theme but a continual commitment. ### Redefining Workplace Wellness: Embracing Mental Health as a Pillar of Organisational Success In the aftermath of the pandemic, the focus on mental health in the workplace has shifted from a peripheral issue to a cornerstone of organisational effectiveness. The American Psychological Association's Stress in America™ 2023 survey indicated a significant rise in mental health conditions among American adults, particularly those aged 35 to 44. This demographic has seen the most considerable increases, though young adults continue to report the highest rates of mental health issues. The pandemic highlighted how closely personal wellbeing is linked to professional life, underscoring the need for comprehensive mental health strategies within organisations. However, a persistent stigma around mental health poses challenges to both individual wellness and the broader organisational culture. To build productive and nurturing work environments, it is crucial to dismantle this stigma and cultivate a supportive culture. The Impact of Neglecting Mental Health Ignoring mental health in the workplace can have severe repercussions on job performance, productivity and ultimately, the bottom line of businesses. When employees under stress do not receive adequate support, it can lead to a toxic work environment, affecting overall organisational health. Transitioning to proactive mental health investments is not just an ethical responsibility but also a strategic imperative for sustainable success. Recognising this, companies such as Google, Salesforce, Unilever and EY have instituted robust mental health programmes and initiatives aimed at breaking stigmas and supporting employee wellbeing. Effective Strategies for Enhancing Workplace Mental Health: Relevant Training: Training programmes for all organisational members, especially leadership, are vital. These programmes help in understanding mental health better, recognising symptoms, and knowing how to address them effectively. Leadership training is particularly crucial as it shapes the workplace culture, teaching leaders to recognise issues and engage in supportive conversations openly. Access to Resources: It's essential to ensure that all employees have access to mental health resources such as employee assistance programmes, counselling services and stress management workshops. Organisations should also promote the use of paid time off and incorporate mental health days into their policies to support employees' mental and emotional wellbeing. Creating support networks and using tools like surveys and wellness committees can help tailor the resources and policies needed. Foster Community: A work environment that encourages open, judgment-free communication about mental health is crucial. Leaders sharing their experiences and ensuring confidentiality can significantly contribute to creating a supportive work atmosphere. This not only benefits individuals but also enhances overall organisational health and productivity. The Best Management Secrets for Impacting Employee Mental Health Recent research underscores the importance of employee engagement in influencing mental health. Gallup's findings reveal that engaged employees are less likely to experience negative mental health impacts from their jobs compared to their disengaged counterparts. Engaging employees isn't just about productivity—it's about fostering an environment where employees feel valued, understood and supported. The Top 5 Pillars for Boosting Employee Mental Health Include: Commitment to Strengths: Organisations should focus on building each employee's strengths and enabling them to do what they do best every day. Motivational Management: Managers should motivate employees to excel, providing a sense of accomplishment and recognition. Genuine Care: Employees should feel that their organisation truly cares about their wellbeing. Trust in Leadership: Effective communication by leadership can build trust and positively impact mental health. Connection to Culture: Helping employees feel connected to the organisation’s purpose and seeing how their goals align with organisational objectives can significantly enhance mental health. Call to Action Now more than ever, it is crucial for every organisation to prioritise mental health. We have a unique opportunity to improve the workplace by addressing the stigma around mental health and providing necessary support. When we care for our employees, they, in turn, contribute positively to the business. Let's commit to making these changes and fostering a workplace where everyone feels supported, valued and empowered. By doing so, we can create a healthier, more productive and resilient workforce. Conclusion Addressing mental health in the workplace requires a comprehensive approach that includes both individual and organisational strategies. By investing in employee engagement and wellbeing, organisations can not only improve productivity but also enhance the overall mental health of their workforce. As we continue to navigate post-pandemic challenges, the importance of mental health support in the workplace has never been more evident. Let's make it a priority to create work environments where every employee can thrive. ### Active Listening: A Skill That Can Transform The Workplace Communication is a crucial element of the business environment, and this is particularly true when it comes to executives managing complex challenges. With improved communication comes improved collaboration, all of which creates a more productive environment. Active listening is a skill, but it gives leaders the scope to understand teams, improve trust and then push organisational success to the forefront. This article will explore the meaning of active listening but will also provide information to help you understand more about this essential skill. Active Listening - What You Need to Understand There is more to active listening than just passive hearing. Leaders will need to show complete engagement with the message that the speaker is attempting to put across. Deeper insights into the perspectives, concerns and aspirations of team members will be gained through active listening. With this enhanced understanding, relationships become stronger, decision-making is improved and the effectiveness of the organisation increases. The Importance of Active Listening for Senior Leaders Successful leadership is driven by effective communication. However, active listening is a key component and this underpins successful and effective communication. Executives who actively listen demonstrate empathy, respect, and authenticity, which are essential for building trust and fostering open communication within their teams. By creating an environment where team members feel heard and valued, leaders can drive engagement, innovation, and performance.   The Skills Needed to Master Active Listening   Cultivate Presence and Attention There are distractions throughout the modern world. These distractions can negatively impact how individuals remain present during conversions. It must be a priority for leadership teams to be attentive when speaking with team members. By fostering presence and attention, it will show teams that they are respected, trusted and valued, while also building rapport. Interpret Non-Verbal Cues Non-verbal cues are an important way of gaining valuable information. This can range from body language to tone of voice, all of which can tell about the thoughts and emotions of a speaker. These cues are crucial, so executives should pay attention to them. In doing so, they will gain insights that might not be directly stated. Through interpreting these cues, it will enable leaders to gain a greater understanding, and as a result, they will know much more about the perspectives and concerns of team members. Always Ask Open-Ended Questions The aim is to encourage dialogue and this is done through open-ended questions. Through this approach, team members will feel encouraged to open up, speak freely and share their thoughts. executives should avoid answers that generate simple yes and no answers. What this means is that the questions to be asked prompt reflection and exploration. As a result, this will show the leaders have a level of curiosity and empathy that leads to a culture of both learning and collaboration. Listen to Understand There is much more to listening than the simple process of hearing. Therefore, there is a need, and a desire, to fully understand the speaker and their perspective. With an open mind, executives can take on conversations with clarity but also without judgement. This leads to empathy, while also building trust, enhancing relationships and driving positive outcomes at the same time. Suspend Judgement Judgmental responses can inhibit open communication and erode trust within teams. executives should refrain from passing judgement or jumping to conclusions during conversations. Instead, they should adopt a curious and non-judgmental mindset, seeking to understand the underlying motivations and concerns behind their team members' words. Reflect Emotions Acknowledging and validating emotions is key to building rapport and trust in communication. leadership teams should reflect their team members' emotions by matching their tone and demeanour. By demonstrating empathy and understanding, leaders create a supportive environment where team members feel valued and respected. Clarify and Summarise Throughout the conversation, senior leaders should clarify understanding and summarise key points to ensure alignment. By paraphrasing and reflecting on the speaker's message, leaders can confirm comprehension and prevent misunderstandings. Additionally, summarising the discussion helps distil complex ideas into actionable insights, driving clarity and alignment within teams.   How to Practise Active Listening   Determine What Your Listening Style Might Be Habits, personality and past experiences all shape the listening style of each individual. Whatever your style might be, whether it’s task-oriented, relational, critical or analytical, when your default style is fully understood, it can then result in you becoming an effective listener. What this means is that leaders can then adapt their approach, tailoring it to each conversation effectively. Determine how to Best Listen Through Making an Active, Conscious Choice Before entering a conversation, take a moment to reflect on your goals and the needs of the other person. Ask yourself why you need to listen at that moment and who should be the focus of attention in the conversation. By considering these factors, you can tailor your listening approach to best meet the needs of the situation. Stay Present Without Judgement Active listening requires being fully present in the moment, free from distractions and internal chatter. Maintain eye contact, attentive posture, and nodding to signal your engagement. Avoid interrupting or formulating your response while the other person is speaking, as this can detract from your ability to fully understand their message. Check Your Understanding Throughout the conversation, periodically summarise and reflect on what you've heard to ensure alignment and understanding. Ask clarifying questions to delve deeper into the speaker's perspective and emotions. By actively checking your understanding, you demonstrate genuine interest and commitment to the conversation.   What is Essential For Senior Leaders? Active listening is a strategic imperative for senior listeners, rendering it more than just a soft skill. In an organisational context, it is vital that employees feel valued and heard, as well as empowered to share concerns they might have and ideas, therefore, it is down to leaders to create this environment. So, by obtaining input from all levels, leaders will benefit from improved insights, an understanding of risks and the ability to create a culture where innovation and collaboration come together. Implementing Active Listening in Leadership Lead by Example Leadership teams should lead by example. Therefore, their listening behaviours should be observed by others during interactions with team members. Through showing their ability to undertake active listening and empathy, it will encourage open communication and collaboration. Provide Training and Development With the correct training, organisations can support senior leaders in becoming better active listeners. From workshops to coaching sessions, it can help to develop the skills and techniques to help them improve their listening and engagement with their teams. Foster a Culture of Feedback Feedback should be considered a positive and it should be encouraged. It can help to improve open communication and also make improvements throughout the organisation. Team members should be encouraged to share feedback by senior leaders. This can then inform their leadership approach by taking the necessary action based on feedback. Through this approach, it showcases a willingness to take action and demonstrates their commitment to listening. Finally Mastering active listening requires a varied approach. However, in improving active listening, leadership teams will improve communication, enhance trust as well as be a driving force behind the success of the organisation. There are many things that senior leaders can do on a personal level and an organisational level to improve active listening, turning it into a skill that can add value to the workplace. ### Cultivating a Mentally Healthy Workplace Through Leadership and Transparency As we advance through 2024, business leaders are looking ahead with a mix of anticipation and apprehension. The economic and global landscapes remain fraught with challenges, including ongoing layoffs, recession fears and geopolitical strife. Such an environment is ripe for fostering significant workplace anxiety, depression and distress - issues that not only affect individual wellbeing but can also heavily impact organisational productivity and financial outcomes. According to a 2022 Gallup poll, workers experiencing fair or poor mental health reported nearly 12 days of unplanned absences per year, compared to just 2.5 days for other employees. This absenteeism translates into an estimated annual cost of $47.6 billion in lost productivity across the U.S. economy, underscoring the critical need for robust workplace mental health strategies. Over three-quarters of workers now seek out employers who support mental health initiatives, reflecting a broader cultural shift towards well-being in the workplace. This shift dictates that the cultivation of a supportive and healthy office environment is not just an ethical imperative but a strategic one. Leadership at the Forefront of Change Addressing mental health effectively requires more than just policy, it needs genuine leadership. Leaders must embody the principles of mental wellbeing, demonstrating through actions that health and productivity are not mutually exclusive. This involves setting clear examples around work-life balance and boundaries, simple measures like not emailing after hours or ensuring breaks are taken can set a tone for the whole team. The American Psychological Association notes that only one-third of workers feel their breaks are encouraged and even fewer believe their time off is respected. Leaders can shift this perception by consistently modelling behaviour that prioritises wellbeing, thus normalising it within the corporate culture. Breaking Down Barriers Through Open Communication One of the most effective ways to address mental health in the workplace is through openness and vulnerability. Leaders should facilitate environments where employees feel safe to discuss their mental health without fear of judgment or reprisal. This approach has been effective for companies like Microsoft, where openness about personal mental health challenges has become part of the corporate culture. Regular one-on-one check-ins, which allow for personalised discussions on wellbeing, can be particularly powerful. These sessions provide a platform for employees to express concerns in a private setting, which can be critical for those who may not feel comfortable speaking up in a group environment. Supporting Neurodiversity and Individual Needs Recognising and supporting neurodiversity in the workplace is another key area where leadership can make a significant impact. Understanding that employees may have different needs based on their mental health status, learning styles or social preferences is crucial. Leaders should strive to accommodate these differences, offering various communication channels and support mechanisms to ensure all team members can thrive. Utilising Resources and Continuous Learning It is also vital for leaders to be well-informed about the mental health resources available within their organisations, such as Employee Assistance Programmes (EAPs) and mental health training sessions. Encouraging the use of these resources, and even participating in them, can demonstrate a commitment to mental health that goes beyond mere lip service. Investing in ongoing mental health education and tools can benefit the entire organisation, enhancing overall understanding and support. Companies like Unilever have led the way by integrating comprehensive mental health education into their professional development programmes, reinforcing the importance of mental health in achieving corporate success. Conclusion: A Win-Win for All There is no one-size-fits-all solution to improving mental health in the workplace, but starting with honest leadership and clear communication can set the foundation for a supportive and productive work environment. By embracing these practices, leaders not only enhance the wellbeing of their teams but also position their companies for greater resilience and profitability in an unpredictable world. In essence, fostering better mental health at work begins with leaders who are willing to be as proactive about psychological safety as they are about any other business priority. This commitment can transform challenges into opportunities for growth, making the workplace a healthier and more engaging environment for everyone. ### Turning Leadership on its Head: The Power of Upside-Down Management and Humble Leadership In the realm of business management, traditional hierarchies and top-down leadership models have long dominated the landscape. Yet, a revolutionary approach is making waves, turning conventional wisdom on its head—quite literally. This approach, known as ‘upside-down management’, champions a model where trust, autonomy and humble leadership are the cornerstones of organisational success. At the heart of this philosophy lies a simple yet powerful belief: when people are happy, they not only deliver excellent service to customers but also drive greater profits for the business. Upside-down management hinges on the idea that managers should trust their employees to make their own decisions, guided by the overarching goals of customer satisfaction and employee wellbeing. This approach is predicated on the understanding that those closest to the work often have the best insights into how to execute it efficiently and effectively. By empowering employees in this way, organisations foster a culture of innovation, accountability and personal ownership over outcomes. Humble leadership plays a crucial role in the success of upside-down management. Leaders facilitating this model do not see themselves as the ultimate authorities issuing orders from on high. Instead, they adopt a servant leadership mindset, focusing on supporting their teams in achieving their goals. This might involve providing resources, removing obstacles, offering guidance or simply being a sounding board for ideas. The aim is not to micromanage but to enable and encourage employees to find the best ways to do their jobs. Such leaders understand that their role is not to have all the answers but to ask the right questions. They recognise the strengths of their team members and leverage these to achieve collective success. This humility in leadership fosters a more inclusive and collaborative work environment, where every voice is valued and innovation is encouraged. The philosophy of letting people find the best way to do their jobs is a testament to the trust that upside-down management places in its employees. Rather than prescribing rigid processes and workflows, this approach advocates for flexibility and creativity in problem-solving. Employees are encouraged to experiment, iterate and discover the most effective methods to accomplish their tasks. This autonomy not only enhances job satisfaction but also leads to more efficient and innovative solutions, as employees are more intimately acquainted with the nuances of their work than anyone else. Upside-down management focuses on outcomes—providing excellent service and ensuring customer satisfaction—rather than getting bogged down by overly prescriptive methods of achieving those outcomes. The appearance of professionalism and competence, coupled with genuine efforts to meet and exceed customer expectations, naturally leads to increased sales and revenue. In this management model, great leaders don't issue orders; they facilitate and inspire excellence. They create environments where employees feel valued, supported and motivated. By fostering a culture of trust, leaders encourage open communication and feedback, which are crucial for continuous improvement and adaptation to changing market conditions. Moreover, upside-down management recognises the direct link between employee happiness and financial performance. Happy employees are more engaged, productive and committed to their work, leading to higher levels of customer satisfaction and loyalty. This positive cycle not only enhances the company's reputation but also contributes to its bottom line. Research and case studies across various industries have demonstrated that companies adopting employee-centric management practices tend to outperform their competitors in terms of profitability and growth. Implementing upside-down management requires a shift in mindset at all levels of an organisation. It demands leaders who are willing to relinquish control, trust their teams and lead with humility. It requires managers to listen actively, communicate transparently and prioritise the wellbeing of their employees. And it calls for employees to take initiative, embrace responsibility and work collaboratively towards shared goals. The transition to this management model may not be seamless and it requires ongoing effort, adjustment and commitment. However, the benefits of creating a more empowered, engaged and happy workforce are undeniable. Companies that succeed in this transformation not only enjoy improved financial performance but also build a more resilient and adaptable organisation, capable of thriving in the face of challenges and seizing opportunities in an ever-changing business landscape. In conclusion, upside-down management and humble leadership represent a radical departure from traditional business practices. By placing trust in employees, fostering a culture of autonomy and innovation and prioritising the happiness of both staff and customers, organisations can unlock unprecedented levels of success. This approach not only redefines what it means to lead but also demonstrates that the path to profitability is paved with empathy, respect and empowerment. As businesses continue to navigate the complexities of the modern world, those that embrace upside-down management will be well-positioned to lead the way in creating sustainable, human-centered workplaces where everyone thrives.   ### Cultivating Successful Leaders Through Key Traits and Lifelong Learning In the rapidly evolving world of 2024, the concept of leadership has transcended traditional boundaries, pushing us to rethink what it means to be a successful leader. The perennial debate between nature versus nurture in leadership development gains new dimensions as we grapple with technological advancements, societal shifts, and the global challenges of our time. It's clear that certain personality traits consistently emerge among successful leaders, but the question remains: are these traits inherent, or can they be developed? Drawing upon insights from the 2015 Gallup study where research shows only one in 10 people have the talent to manage, we delve into the traits that define successful leaders in today's context and explore the pathways to cultivating these qualities. “Though many people have some of the necessary traits to lead, few have the unique combination of talent needed to help a team achieve the kind of excellence that significantly improves a company's performance.” The Core Traits of Successful Leaders The 2015 Gallup study on leadership traits and qualities sheds light on the essential characteristics that define successful leaders, including being a motivator, assertiveness, accountability, nurturing relationships and decision-making. This research provides a foundation for understanding the multifaceted nature of effective leadership and whether these attributes can be cultivated through learning and experience. Motivator A key quality of successful leaders is their ability to inspire and motivate their teams. In the current age, this trait is increasingly important as leaders face the challenge of engaging a diverse and often remote workforce. The capacity to articulate a clear vision and rally a team around common goals is crucial. Motivation, however, goes beyond mere inspiration; it involves understanding individual team members' intrinsic and extrinsic motivators and leveraging them to foster a productive and positive work environment. Assertiveness Assertiveness in leadership involves the ability to communicate one's vision, decisions and needs clearly and confidently without being aggressive. In today's complex organisational landscapes, assertive leaders navigate challenges more effectively by setting clear expectations, establishing boundaries and advocating for their teams and projects. This trait is particularly vital in ensuring that strategic objectives are met, while maintaining healthy team dynamics. Accountability Successful leaders in 2024 embrace accountability, not only holding themselves responsible for their actions and decisions, but also instilling a culture of accountability within their teams. This involves setting clear benchmarks for success, providing constructive feedback, and leading by example. Accountability fosters a sense of ownership and responsibility among team members, driving performance and innovation. Relationships The ability to build and maintain positive relationships is fundamental to effective leadership. In this interconnected world, leaders must navigate a wide array of relationships, including those with team members, peers, stakeholders and customers. Strong relationship-building skills are based on empathy, active listening and mutual respect. Leaders who excel in this area create an inclusive and collaborative culture that leverages diverse perspectives and strengths. Decision-Making Decisive leadership is now more critical than ever. Successful leaders are those who can make informed decisions swiftly, balancing risks and benefits while considering the broader impact on the organisation and its stakeholders. This trait involves not only analytical skills but also intuition and the courage to make tough calls in the face of uncertainty. Nature vs. Nurture: Can Leadership Skills Be Learned? The debate over whether leadership is a product of innate qualities (nature) or developed skills (nurture) is ongoing. While it's true that some individuals may naturally exhibit leadership traits, the consensus nowadays is that leadership skills can indeed be developed. The journey to becoming a successful leader involves a combination of personal reflection, education, experience and mentorship. Personal Reflection and Self-Awareness Understanding one's strengths and areas for improvement is the first step in developing leadership skills. Personal reflection and self-awareness allow individuals to identify which leadership traits they naturally possess and which areas require development. Education and Training Leadership development programmes, workshops and courses provide valuable knowledge and tools for aspiring leaders. These educational opportunities offer insights into effective leadership strategies and practices, helping individuals hone their skills. Experience There's no substitute for real-world experience. Taking on leadership roles, even in small capacities, offers practical learning and the chance to navigate the complexities of leading teams. Mentorship and Coaching Learning from experienced leaders through mentorship or coaching is invaluable. These relationships provide personalised insights, advice and the benefit of hindsight from seasoned leaders. Leadership in 2024: A Diverse Tapestry Successful leaders are a testament to the diverse tapestry of leadership styles and paths to effectiveness. While the traits identified by Gallup provide a foundation, the expression of these qualities varies widely among leaders, shaped by their unique personalities, experiences and the specific contexts within which they operate. In conclusion, the landscape of leadership in 2024 is rich and complex, reflecting the challenges and opportunities of our time. While certain personality traits are indicative of successful leaders, the journey to leadership excellence is highly individual and profoundly influenced by a commitment to growth and development. Whether through nature, nurture or a combination of both, leadership skills can be cultivated, offering a promising pathway for those aspiring to make a positive impact in an ever-changing world. ### Building Smarter Teams - The Unseen Benefits of High Social Intelligence Social Intelligence, as a concept, was propounded by psychologist Edward Thorndike in 1920. In his words, Social Intelligence is “the ability to understand and manage men and women, boys and girls, and to act wisely in human relations”. To understand social intelligence, it is important to first understand native intelligence and emotional intelligence as social intelligence is the combination of the two. Native Intelligence is the IQ factor. Something you are born with. Native Intelligence can be evaluated based on short-term memory, analytical thinking, mathematical ability and spatial recognition. It is easy to test, easy to measure and doesn’t change over time. You typically gain knowledge over time and not IQ. Emotional Intelligence is a combination of one’s emotions and personality. How you understand and manage your own emotions. Self-awareness and self-control such as, staying calm under pressure, not becoming defensive when criticized, listening without jumping to conclusions. How you identify yourself, how you evaluate yourself, how do you control and express yourself. How you perceive and assess emotions in others and how you use emotions to facilitate thinking, understanding and meaning. Emotional Intelligence is not easy to test as there are no standardized tests for emotional intelligence. It’s not easy to measure as there is no quantitative scoring and its dynamic, constantly evolving. In an article in the Harvard Business Review on “What Makes a Leader”, Daniel Goleman, often referred to as the father of emotional intelligence, highlights the strong connection between High Emotional Intelligence and Effective Leadership. In the article Daniel Goleman states, “my research clearly shows that emotional intelligence is the most important element in leadership”. In a study conducted on employees in FedEx (McCrum, 2019) after having received training in emotional intelligence, 72% of the leaders reported enhanced decision-making skills. Research published in the Forbes magazine in 2014 stated that 90% of top performers are high in emotional intelligence. Maneesh Ajmani, Regional Director EMEA, “Emotional intelligence in leadership is not just good to have but a necessity. When hiring leaders, prioritizing emotional intelligence is prioritizing success." Social Intelligence is our ability to use our emotional intelligence to enhance the interactions with others under diverse situations and create a successful working environment to help achieve our goal. Like emotional intelligence, social intelligence can be built over time through the learn, practice and develop loop. Hazem Al Mubarak, Managing Partner, Middle East, “2 out of 3 clients we consult, place increased emphasis on Social Intelligence in their hiring and promotion decisions. The final decision often boils down to the ability to deal and navigate with different situations and stakeholders to bring out the best outcome?” Social Intelligence of employees often defines an organisations culture. Organisations can promote a certain culture by creating awareness, integrating the right actions and encouraging positive behaviour. Organisations that consciously foster good social intelligence benefit from increased employee engagement, enhanced team collaboration, higher retention of critical skills, effective conflict resolution, higher employee productivity, improved communications and smooth integration when considering a merger or an acquisition. ### Horton International Expands Reach in Australia Horton International, the global executive search and management consultancy firm, is delighted to announce a significant expansion of its global footprint. This growth comes thanks to a new strategic partnership with Brown & Chase, a distinguished name in the Australian Search and HR Advisory landscape. With this latest collaboration, Horton International continues its journey of global expansion which has seen it extend its reach across the Americas, Asia, and Europe in recent years. The search consultancy will leverage the top-tier expertise brought in by Brown & Chase Managing Director, Brian Russell and Partner, Noel Rowland. Brown & Chase’s partnership with Horton International marks not only an expansion of the firm's global reach, but also a reinforcement of its commitment to delivering solutions that align with the local market needs. With over 45 offices spanning three continents, Horton International is a leading name in the global executive search industry. Commenting on the new partnership, Brian Russell and Noel Rowland said, “Building on the success of Brown & Chase in Australia, we are excited to be joining Horton International’s experienced search consultants. “Joining Horton International was an easy decision for us, as the Horton International team aligns to our core mission – the right person, the right fit, the right role.” Maneesh Ajmani, Chairman of the Board of Horton International, commented, “We’re excited to welcome Brian, Noel and their colleagues into our global family as Horton International expands its influence across Australia. Brown & Chase bring a wealth of expertise and their vision aligns with our own commitment to delivering long-term tailored solutions."   To find out more about Horton International, visit:  hortoninternational.com About Horton International   With more than 45 offices in the Americas, EMEA, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence.   ### Navigating Economic Challenges in Argentina: The Critical Role of Executive Search in Times of Hyperinflation and Recession Hyperinflation and recession have long cast shadows over Argentina, presenting formidable obstacles across various sectors, notably within the realm of executive search. The phenomenon of hyperinflation, characterized by rapid and uncontrollable price escalations, has a profound impact on the economic landscape. It erodes consumer purchasing power significantly and undermines business confidence, creating a challenging environment for companies trying to plan and budget amidst wildly unpredictable costs. This volatility leads to diminished investment and often results in the imposition of hiring freezes, as businesses struggle to forecast expenses and revenues accurately.   The task of negotiating wages in such an environment becomes increasingly intricate, contributing further to inflationary pressures. This cycle can precipitate workforce reductions as companies strive to manage operational costs under the strain of escalating expenses. Moreover, the constant uncertainty erodes consumer confidence, a critical component of a healthy economy.   This lack of confidence is palpable across Argentina, manifesting in reduced consumer spending and investment reticence. That said, the Universidad Torcuato di Tella (UTDT) consumer confidence index rose to 36.0 in February 2024 up from 35.6 in January. However, the index remained entrenched below the 50-threshold that separates optimism from pessimism among consumers. Whilst consumers’ willingness to purchase big ticket items may be improving, their expectations over the general economic conditions in the year ahead have weakened and research shows that they are growing more pessimistic over their future financial situations.   Compounding these challenges are the effects of recessions, which manifest as significant economic contractions accompanied by heightened unemployment. Businesses, in an attempt to navigate these turbulent waters, often implement severe cost-cutting measures, including layoffs and reduced hiring initiatives. This, in turn, dampens the demand for executive search services, as the market contracts and companies focus on survival rather than growth. Job seekers find themselves facing heightened competition, prolonged job searches and elevated unemployment rates. Ironically, it is during these tougher times that the need for strong leadership becomes most apparent; however, financial constraints make the acquisition of such leadership a complex challenge to navigate.   Argentina's economic instability, marked by these cycles of hyperinflation and recession, has significantly disrupted business operations and investment decisions. The demand for executive search services has diminished as recessions further exacerbate challenges, constraining job creation efforts and intensifying unemployment levels. As the country endeavors to navigate through these economic trials, the recruitment sector, including executive search firms, must adapt and innovate. Embracing flexibility and forward-thinking strategies is crucial for these firms to withstand shifting market dynamics and ensure resilience in the face of adversity.   Horton International Argentina recognizes these challenges and remains committed to assisting organizations in finding the best talent to navigate and prosper in these turbulent times. Our expertise and deep understanding of the local and global economic landscapes enable us to provide invaluable support to companies seeking to strengthen their leadership teams despite the economic headwinds. In the context of wage negotiations and workforce dynamics, confirmed statistics reveal the intricacies and challenges faced. For instance, Argentina's annual inflation soared to 254.2% in January 2024, the highest rate in 32 years. These extortionate rates significantly impact wage negotiations and employment conditions. The country's unemployment rate which although at its lowest level in over two decades, stood at 5.7% in the second quarter of 2023 and reflects the broader economic difficulties, highlighting the competitive and challenging job market and underscoring the urgency for companies to secure strong leadership to steer through these uncertain times effectively. In summary, the economic challenges posed by hyperinflation and recession in Argentina have profound implications for the executive search sector. These conditions necessitate a strategic and innovative approach to recruitment, emphasizing the importance of leadership in overcoming economic obstacles. Horton International Argentina stands ready to partner with organizations in their quest to find such leaders, ensuring resilience and prosperity even in the face of economic adversity. ### Why Women Need Career Sponsors: Navigating the Path to Professional Success As they attempt to advance their careers career and acquire professional success, it's common for women to encounter many challenges that often differ from those faced by their male colleagues. While recently, there has been great progress made towards workplace gender equality, women still lag behind men in terms of representation in leadership roles - and in access to opportunities for career development. According to the Harvard Business Review one of the reasons too few women fail to reach the top of their organisations, is because they are not being given a shot at the high-stakes assignments that are a prerequisite for the C-suite. The majority of CEO's still come from positions of authority, where they had autonomy over major initiatives, with profit and loss responsibility. Yet as they ascend their organisation's ladder, many high-ranking women often take on staff jobs requiring focused expertise, as opposed to jobs that give them responsibility over important projects. This trend is not being mirrored by their male counterparts, as the amount of men in line jobs has stayed the same. As McKinsey's Women Matter Study shows, by the time women reach upper-middle management, only 20% have roles that assign them profit and loss responsibilities. A key factor that could help address this imbalance is the presence of career sponsors— people who wield power, who actively advocate for and support women in their professional growth. The Gender Gap in Leadership Though there is an ever- increasing amount of women entering the workforce, when it comes to leadership roles, the gender gap remains significant. Many studies show that women are continually underrepresented in senior management and executive roles, across a variety of industries. This chronic lack of female representation can be attributed to many different factors, including gender and societal expectations, unconscious prejudice and systemic barriers. What Role Can Career Sponsors Play? Career sponsors have a vital role to play in dismantling the barriers women frequently face, helping women to advance in their careers. Unlike mentors who mostly provide guidance, support and advice, sponsors proactively promote and endorse their protégés, recommending them for promotions, high-profile projects, and leadership positions. Sponsors can leverage their influence and networks to open more doors and create routes for career advancement. Advocacy and Advancing Female Visibility One of the biggest benefits for women of having a career sponsor, is gaining increased visibility in the workplace. This is particularly important in male-dominated industries, where informal networks and relationships heavily influence career progression. In these sectors, women can often be overlooked or excluded from key opportunities - but a sponsor can act as a counterweight to this. Sponsors can serve as vocal advocates and champions, ensuring that talented women receive the recognition, rewards and visibility they deserve. Gaining Access to Opportunities As well as boosting women's workplace visibility, career sponsors can provide access to pivotal opportunities that can rapidly propel women's careers - from assignments on high-impact projects, to participation in leadership development programs, and introductions to influential stakeholders. By actively promoting their protégés, sponsors can help women to gain essential skills, grow their networks, and position themselves to thrive long-term. Addressing the Gender Bias Gender bias still dogs far too many workplaces, though now it frequently appears in subtle, yet impactive ways. Women often face challenges such as having credit for their ideas given to others, or getting overlooked for promotions. Career sponsors can help mitigate the effects of this prejudice by advocating for fairer treatment, challenging stereotypes, and creating more inclusive workplaces. Smashing Through the Glass Ceiling The "glass ceiling"— an invisible barrier stopping women from attaining the highest levels of leadership— is an all too familiar concept to numerous ambitious female professionals. Career sponsors help to shatter this barrier by working to place women into more senior leadership roles. If they advocate for gender diversity at the highest levels of the business, sponsors will not only benefit individual women, they'll contribute to the creation of a more diverse, inclusive and equitable workplace. Nurturing a Sponsorship Culture The benefits of career sponsorship for women are numerous and clear - but it's important to recognize that it shouldn't be restricted to a select few. Creating a continuous culture of sponsorship within the business, that is easily accessible, is crucial for cultivating diversity and inclusion at every level. Senior leaders shouldn't merely sponsor junior talent - they should also provide adequate training, as well as resources to help employees develop more effective, impactive sponsorship relationships. Conclusion In today's competitive work environment, women will require career sponsors to overcome the challenges they face in the workplace, so they can go on to achieve their full potential. By advocating for and supporting women in their professional development, sponsors will play an essential role in dissolving career barriers, creating more opportunity, and encouraging a culture of inclusion. As organisations across the board strive for greater gender equality and diversity, investing in career sponsorship programs will become more of a priority. It's a smart choice - as not only is it the ethical thing to do, it's also a savvy business decision that will be of great long-term benefit to all involved. ### Consumer Trends In 2024 Retail sales are considered a barometer for economic vitality and consumer confidence. I always wonder how the complex interplay of multiple factors is reflected in consumer choices as consumer behaviours seems to be changing in an increasingly rapid phase. These are interesting times in businesses as trends are heavily shaping the world of consumption. Here, we look at four trends shaping the consumer market into 2024. These include: Generative AI Generative AI stands at the forefront of technological innovation, poised to redefine the consumer sector. The potential impact spans from personalised experiences and efficient operations to innovation in product design. As businesses embrace the transformative potential of generative AI, it is imperative to navigate ethical considerations responsibly, ensuring that these technologies contribute to a positive and inclusive consumer experience. The future promises a consumer sector with unprecedented personalisation, efficiency, and engagement, ushering in an era of innovation and advancement. Climate Concerns The intersection of climate concerns and consumer behaviour marks a pivotal moment in the evolution of our global society. As individuals increasingly recognise the profound impact of their choices on the environment, they are reshaping markets, demanding sustainable alternatives, and holding businesses accountable for their environmental practices. The ongoing shift towards eco-conscious consumer behaviour reflects a collective commitment to creating a more sustainable and resilient future for future generations. It is a testament to the transformative power of informed consumer choices in the face of the pressing climate crisis. Value for money In challenging financial times consumers are looking for savings. They include traditional ways of e.g. taking advantage of sales but also transforming their own consumer habits, such as cooking more meals at home instead of dining out. Alongside traditional financial strategies, consumers can employ lifestyle changes to optimise their finances. For example, thrift shopping and buying second-hand items can significantly save money on clothing, furniture, electronics, and other goods. Energy-saving practices, for instance, using energy-efficient appliances, reducing water and electricity consumption, and adequately insulating homes, can contribute to lowering utility bills. Wellness The wellness trend is not just a fad but a fundamental shift in consumer consciousness. As consumers prioritise health and well-being, businesses across various industries must adapt and incorporate wellness-focused offerings to meet evolving consumer expectations. Brands that authentically align with wellness values and prioritise health-conscious practices are likely to resonate more strongly with today's discerning consumers. In our latest report, we look at each of the trends and possible responses in a more in-depth way - Download the report here. ### Navigating the New Workforce Landscape: 9 Top Employee Retention Strategies In the current dynamic realm of business, possessing the ability to retain top talent is becoming a critical skill to possess for brands in every sector who are looking to thrive. Companies are redefining their employee retention strategies to adapt to changing expectations and the evolving workplace dynamics. In this article we will examine the best practices and strategies that many successful companies are already putting into practice in a bid to retain valuable team members in today’s business landscape. 1. Place a focus on employee well-being In the post-Covid workplace, more and more employers are realising the importance of taking a holistic approach to wellness. Creating a work environment that prioritises physical and mental well-being is fast becoming a pivotal cornerstone of all modern personnel retention strategies. In an effort to keep their talent onside, companies are now heavily investing in wellness programs, flexible work schedules, and mental health resources, so they can offer up a menu of comprehensive support to their employees. 2. Create tailored career development plans The global executive search for top talent and the subsequent shortage is making it vital for businesses to nurture the growth and ambition of their personnel. Employees are increasingly seeking out opportunities for career growth and development and the most successful organisations are responding to this trend by implementing personalised career development plans, which are in sync with the direction of the company. As these plans balance out individual aspirations with organisational goals, they not only offer employees a valid pathway to advance professionally - they help staff feel more valued by fostering a sense of purpose. When employees feel the work they do matters, they are more likely to stay loyal to the business. As there is presently a dearth of talent in many industries across the board, this is a factor that most businesses simply can’t afford to ignore. 3. Offer remote work flexibility Brands need to think beyond the office walls as post-pandemic, the global shift to hybrid working has changed employee expectations forever. If companies can provide their personnel with flexible work arrangements and adequately connected remote options they will greatly enhance work-life balance for their workers. On top of this, they’ll demonstrate that they have made a significant commitment to adaptability - a trait highly valued by today's modern workforce. 4. Invest in inclusive and diverse cultures It’s crucial for companies to be able to build a tapestry of perspectives that they can draw on to gain fresh insight that will help them improve performance. However, in 2024, fostering an inclusive and diverse workplace isn't just a checkbox item on a list - it's an absolute business imperative that requires careful planning and substantial forethought. Companies that are leading the market now are all actively promoting diversity, equity, and inclusion - but in a workable way that results in tangible benefits for their employees. The most successful brands have recognised the positive impact investing in these factors brings when it comes to employee engagement and retention. 5. Implement adequate recognition and rewards programs Brands must brainstorm ways to reward personnel beyond the traditional annual bonus as many employees are looking for job compensation that reaches beyond the monetary. Acknowledging the valuable contributions of employees through the implementation of innovative recognition and rewards programs will help companies boost morale - but it will be vital to consult with the entire workforce before rolling out any reward schemes to discover what staff want the most. Luckily there is no shortage of ways to adequately reward staff for their efforts, as there are multiple non-monetary perks that organisations can use to show their appreciation - from personalised shout-outs to training, to the opportunity to take on extra responsibility. 6. Maintain continuous feedback and communication Communication in the workplace should always be a two way street between employers and workers. If they are striving to retain more talent, organisations must be willing to listen to their employees and adequately respond to their needs. There is a shift occurring away from traditional annual performance reviews over to continuous feedback mechanisms that allow the business to constantly adapt to thrive. By implementing regular check-ins, ensuring transparent communication channels, and encouraging a culture that nurtures open dialogue,k brands can ensure they do everything they can to retain the maximum amount of talent in today’s workplace. 7. Integrate technology for maximum engagement Technology can be used to great advantage by employers looking to retain more talent, as they can utilise it as a useful tool to encourage and facilitate team building. Throughout 2024, companies will look to leverage tech to enhance employee engagement, as well as put it to more traditional uses, like boosting efficiency, reducing errors and improving productivity. There are a variety of ways that tech can be successfully implemented to create a more connected, motivated workforce. AI and machine learning, along with the Cloud can enable powerful new capabilities, that help employees share knowledge, feedback and ideas via virtual team-building activities, collaborative platforms and innovative communication tools. 8. Provide leadership development pathways Brands wanting to attract and keep top talent must demonstrate they have made a commitment to nurturing the leaders of tomorrow, by making an investment in leadership development programs that help their employees advance. By offering defined pathways to power, through the provision of these career boosting programs, organisations can ensure a continual pipeline of capable leaders who understand the company and will remain loyal. Taking this approach will not only aid with succession planning - it will also help to motivate employees by showing them there are clear paths for advancement. 9. Social Responsibility Initiatives Today’s employees want more than financial recompense, they want their contribution to make a difference and be recognised and valued by the brand. Top flight talent in every sector is looking to work for companies that actively demonstrate they are making a positive impact on society. By participating in social responsibility and commitment to the wider community outside the workplace, organisations will achieve two important things. First they will align themselves with current employee values but they will also create a higher sense of purpose that goes deeper than daily tasks. Conclusion: The employee retention landscape is set to demand a multifaceted, strategic approach. Companies that prioritise employee well-being, embrace diversity and inclusion and adapt well to the shifting work environment today, will be the ones that find themselves thriving tomorrow. These will be the forward thinking brands that will nail the art of talent retention - as by creating an atmosphere where employees feel valued and motivated they’ll keep their best performing personnel onside - and committed for the long haul. ### Beyond “Touchy Feely”: The Profound Transformation of Heart Centered Leadership In the corporate world, the term “heart-centered leadership” often conjures images of touchy-feely, overly emotional leaders who prioritize sentiment over substance. However, this perception does a disservice to the profound transformation that heart-centered leadership can bring about. Far from being merely touchy-feely, this style of leadership molds individuals into compassionate and empathetic leaders who inspire trust and accountability within their teams. Defying Stereotypes Heart-centered leadership is not about indulging in sentimentality; it’s about developing a deep and genuine connection with oneself and others. At its core, it’s a commitment to leading with authenticity, vulnerability, and emotional intelligence. Far from being touchy-feely, it demands self-awareness, courage, and resilience. The Inner Transformation Heart-centered leadership begins with the leader’s inner journey. It entails self-reflection, a willingness to confront personal limitations, and a commitment to personal growth. This introspection is far from touchy-feely; it’s a rigorous process of self-improvement that ultimately benefits not only the leader but the entire organization. Building Trust Through Authenticity Leaders who embrace heart-centered leadership develop authenticity as a core trait. Authenticity isn’t about putting on a facade; it’s about showing up as one’s true self, vulnerabilities and all. This authenticity exudes “cues of safety” to employees. When leaders are real and honest, team members feel secure, respected, and valued. Compassion and Empathy as Strengths Contrary to the touchy-feely stereotype, compassion and empathy are not signs of weakness. In fact, they are strengths that enable leaders to understand their team members on a deeper level. Compassionate leaders can navigate challenges with empathy, offering support and guidance while holding employees accountable for their actions. Inviting Accountability and Rigor Heart-centered leaders don’t shy away from accountability; they embrace it. Through their authenticity, they foster a culture of accountability within their teams. When employees trust their leaders and know that they genuinely care, they become more open to feedback, self-improvement, and holding themselves accountable for their actions. The Ripple Effect The impact of heart-centered leadership extends far beyond the leader-employee relationship. It ripples through the organization, creating a culture of trust, respect, and collaboration. This culture not only enhances job satisfaction and employee well-being but also improves overall performance and innovation. Conclusion Heart-centered leadership is anything but touchy-feely; it’s a transformative journey that forges leaders of depth and substance. It requires leaders to embark on an inner exploration, embracing authenticity, compassion, and empathy. Far from weakness, these qualities are strengths that inspire trust and respect, leading to a culture of accountability and rigor. In the corporate landscape of today, heart-centered leadership is not a luxury, but a necessity for fostering a thriving, innovative, and inclusive workplace. It is, at its core, a leadership style that embraces the profound over the superficial, the authentic over the contrived, and the empathetic over the detached.   ### Unleashing Potential: 6 Benefits of Employee Development in the Global Business Landscape In today's rapidly evolving global business environment, organisations are increasingly recognising the importance of employee development in staying competitive and fostering growth. As businesses expand their horizons and strive to stay competitive, the demand for top-tier talent has never been higher and the investment in nurturing and upskilling their workforce is proving to be a strategic imperative. This article explores the invaluable benefits of employee development, shedding light on why organisations should prioritise this aspect of talent management and how it plays a crucial role in the success of organisations worldwide. Enhanced productivity and increased engagement Employees who feel invested in and valued by their employers are more likely to be committed, motivated and engaged in their work. Development opportunities start from the first day; companies who have a clear onboarding process are less likely to breed disengaged and underperforming employees. Further training, whether through workshops, coaching programmes or mentorship initiatives, create a sense of belonging and loyalty and embed a sense of value and investment, ultimately leading to higher levels of employee engagement and job satisfaction. Well-designed employee programmes empower individuals to enhance their skills and align individual goals with business goals to ensure mutual success – ultimately contributing to increased productivity, efficiency and improved performance. By offering training and skill development opportunities, organisations empower their workforce to excel in their roles. Retention of high-performers and strategic succession planning Employee development programs, particularly those tailored for leadership growth, help identify and nurture individuals who can drive the organisation forward. This, in turn, strengthens the leadership pipeline and ensures continuity in the face of leadership transitions. A 2023 LinkedIn report found that 93% of companies are concerned about employee retention – the average turnover or churn for UK workers was 35% in 2023. Professional development is a powerful tool for retaining high-performing employees. When individuals see a clear path for growth and career advancement within any company, they are more likely to stay committed to their current employer. Recognising and rewarding their dedication through development opportunities fosters loyalty. This, in turn, reduces turnover rates and the associated costs of recruitment. Employee development plays a pivotal role in the succession planning process by ensuring that there is a pool of skilled and prepared individuals ready to step into key roles, minimising disruptions during leadership transitions. Adaptability to change With markets and industries constantly evolving, adaptability is a key asset. Employees must keep pace, and professional development equips individuals with the skills and knowledge needed to navigate change effectively. Employee development ensures that the workforce remains adaptable to technological advancements, industry trends and changing market dynamics, fostering a culture of continuous improvement. Global talent acquisition In an interconnected world, organisations often seek candidates with a broad skill-set, global mindset and cross-cultural competencies. Professional coaching programmes that incorporate international exposure, cross-cultural training and language tuition can significantly enhance an individual's appeal in the global job market, but also make organisations more attractive to global talent looking for a diverse professional experience. In a global context, proficiency in multiple languages is a valuable skill. Employee development programs that include language training contribute to the linguistic capabilities of the workforce. Employee development often involves participation in conferences, workshops, and industry events. This provides employees with networking opportunities, expanding their professional connections globally. For global talent, joining an organisation with a well-connected and globally engaged workforce can be a compelling factor. Addressing skill gaps and fostering a culture of innovation A workforce that is continuously learning and evolving is more likely to contribute innovative ideas and creative solutions. As employees acquire new skills and knowledge, they become more capable of generating inventive ideas, of thinking outside the box and of applying new skills to solve challenges. Due to the ever-evolving world we live in, employees are continually needing to learn new skill-sets in order for businesses to stay top of their game. If organisations do not provide these opportunities to learn, the already significant skills gap will continue to grow. Leadership and management are where some of the largest skills gaps exist and internal training is needed to address these gaps so businesses stay relevant. Enhanced company reputation Organisations that prioritise employee development often enjoy a positive reputation in the job market. Job seekers and industry professionals are attracted to organisations that prioritise the growth and well-being of their employees, contributing to a favourable public image. Businesses who prioritise opportunities for professional growth and learning are a great gauge of a strong and transformative work culture as team members feel valued and supported. This leads to employee happiness which in turn will help you to attract, engage and retain more top-level talent. Conclusion Investing in employee development is not just a trend; it's a strategic imperative for organisations navigating the complexities of the global business landscape. From attracting top talent to enhancing productivity and fostering innovation, the benefits of employee development are manifold. By understanding the importance of continuous learning and incorporating it into their culture, organisations position themselves for long-term success, while top executive search firms find a rich pool of candidates ready to take on leadership roles. In the dynamic world of business, employee development is the key to unlocking potential and staying ahead of the curve. ### Pharmaceutical & Life Sciences Trends 2024 The global pharmaceutical industry is facing a raft of new challenges. COVID-19 vaccines significantly impacted markets during 2021 and 2022, with output rising by 17.3% and 6.8%, respectively. However, in 2023, the increase was just 0.5%. Driven by Asia Pacific, output for 2024 will grow by 4.6%, with sales increasing by 5.1%. Additional growth drivers include speciality products, medicines for chronic conditions, and generic drugs with weight loss medications, predicted to reach $75 billion by 2030. However, there are also downward pressures on the industry. High inflation and interest rates have reduced the demand for over-the-counter medications, and stricter drug pricing regulations imposed by the UK and Europe are impacting healthcare spending. The significant pharmaceutical trends for 2024 and beyond are as follows: Small-molecule drugs continue to dominate the market The small molecule drug market is a significant segment within the pharmaceutical industry that involves developing, manufacturing, and selling drugs composed of small, chemically synthesised molecules. Small molecule drugs are typically composed of low molecular weight compounds. They are chemically synthesised, allowing precise control over their structure and properties. They are used for a wide range of therapeutic applications, including treating various diseases and medical conditions. They may target specific proteins or pathways involved in the disease process, and many can be administered orally, making them convenient for patients. This mode of administration contributes to patient compliance and ease of use. Patent protection and competition from generic versions Small molecule drugs are often protected by patents, providing pharmaceutical companies with a period of exclusivity during which they have the sole right to manufacture and market the drug. Once the drug's patent protection expires, generic versions may be introduced, increasing competition and potentially lowering prices. This dynamic is a common feature of the small molecule drug market. The cost of research and development to discover and develop new small-molecule drugs is high. The process involves identifying potential drug targets, screening and optimising compounds, and conducting preclinical and clinical trials. Following rigorous testing, they must gain regulatory approval before being marketed. Regulatory agencies, such as the US Food and Drug Administration (FDA), NICE and the European Medicines Agency (EMA), assess safety, efficacy, and quality. Future trends Global healthcare trends, regulatory changes, and shifts in disease prevalence influence the small molecule drug market. Healthcare policies, pricing pressures, and emerging technologies also impact market dynamics. They will continue contributing significantly to pharmaceutical companies' revenues for the foreseeable future. However, the market's size and growth will depend on factors such as the success of new drug launches, market competition, and the ability to address unmet medical needs. The markets for biologics will continue to grow Biologics are therapeutic products derived from living organisms like cells, tissues, or microorganisms. Unlike traditional small-molecule drugs, which are chemically synthesised, biologics are large and complex molecules produced through biotechnological processes. They are often composed of proteins or nucleic acids and include many products, such as monoclonal antibodies, vaccines, hormones, and gene therapies. How biologics work Biologics are designed to interact with specific targets in the body, such as proteins or cells, to modulate or correct disease processes. This targeted approach can enhance efficacy and reduce side effects compared to less specific treatments. Used to treat a wide range of diseases, including autoimmune disorders, cancer, infectious diseases, and genetic disorders, they are valuable in addressing conditions where specific biological pathways need modulation. However, due to their biological nature, biologics may induce an immune response in the body. This reaction can lead to the development of antibodies against the biologic, potentially impacting its efficacy and safety. Development The biologics' development and regulatory approval process thoroughly assesses safety, efficacy, and quality. The approval pathway often includes extensive clinical trials demonstrating the product's benefits and risks. Future impact on the pharmaceutical market Biologics have revolutionised the treatment landscape for various diseases, offering new therapeutic options for previously challenging conditions to manage effectively. They have been particularly successful in oncology, rheumatology, and autoimmune disorders. Consequently, the global market has experienced significant growth, and biologics have become a primary revenue driver for pharmaceutical companies. The market is expected to expand as more biologics are developed and approved for different indications. Biologics often enable a more personalised approach to treatment, as they can be designed to target specific molecular pathways or cellular markers associated with a patient's disease. Future challenges The complex nature of biologics makes their manufacturing more intricate and costly than traditional small-molecule drugs. This complexity can impact pricing and access, and the high costs of some biologics have raised concerns about affordability and healthcare system sustainability. However, introducing biosimilars, similar but not identical versions of approved biologics, has increased competition in the market. This intervention can lead to cost savings for healthcare systems and patients, reducing profits for the industry. The success of biologics has led to increased research and investment in biotechnology and biotherapeutics. This focus on innovation is likely to continue through 2024 and beyond, shaping the pharmaceutical industry. The trend to outsource drug development and manufacturing Pharmaceutical companies will continue to outsource drug development and manufacturing, leveraging external expertise and resources to enhance efficiency, reduce costs, and accelerate the overall drug development process. Contract research and manufacturing Outsourcing allows pharmaceutical companies to tap into the specialised expertise of contract research organisations (CROs) and contract manufacturing organisations (CMOs) that focus on specific aspects of drug development. These specialised partners often have deep knowledge and experience in preclinical and clinical research, formulation development, and manufacturing. Cost reduction and faster time to market Outsourcing can be a cost-effective strategy, especially for smaller or emerging pharmaceutical companies that may not have the infrastructure or resources to handle all aspects of drug development internally. By outsourcing to CROs and CMOs, companies can avoid significant upfront investments in facilities, equipment, and personnel. Outsourcing also provides pharmaceutical companies with flexibility in adapting to fluctuating workloads. They can scale their operations up or down based on project requirements without the fixed costs of maintaining an in-house infrastructure. Collaboration with specialised service providers can accelerate the drug development timeline. Outsourcing allows companies to leverage the established capabilities of CROs and CMOs, potentially reducing development times and enabling quicker entry into the market. Risk Mitigation Drug development is inherently risky, with uncertainties at various stages. Outsourcing enables companies to share some of these risks with their partners. For example, a CRO might take on the risks of conducting clinical trials, and a CMO might assume risks related to manufacturing processes. It also means that pharmaceutical companies can concentrate on their core competencies, such as research, strategic planning, and commercialisation, allowing them to allocate resources more efficiently and strategically. Furthermore, reputable CROs and CMOs adhere to strict quality and regulatory standards. Partnering with organisations with a strong compliance track record helps pharmaceutical companies ensure that their products meet regulatory requirements and quality standards. The demand for personalised medicine will continue to grow Personalised medicine, or precision medicine, is a medical approach that tailors healthcare decisions and interventions to individual characteristics, considering factors such as a person's genetic makeup, lifestyle, environment, and other unique attributes. The trend toward personalised medicine is driven by genomics, molecular biology, and technology advancements, enabling a more targeted and precise approach to disease prevention, diagnosis, and treatment. Genomic and molecular diagnosis Advances in genomic research have provided insights into the genetic basis of diseases. Genetic information is increasingly used to identify individuals at risk for certain conditions, guide treatment decisions, and predict responses to specific therapies. Additionally, molecular diagnostics can analyse particular molecules, such as DNA, RNA, proteins, and metabolites, thus helping identify disease-associated biomarkers and guide treatment choices. Additionally, pharmacogenomics is used to study the impact of genetic variations on an individual's response to drugs. Understanding a patient's genetic makeup can help predict drug effectiveness, potential side effects, and optimal dosage, leading to more personalised and safer treatment plans. Targeted therapies The development of targeted therapies is a hallmark of personalised medicine. These therapies are designed to specifically target molecules or pathways involved in the growth and survival of cancer cells or the progression of other diseases. Targeted therapies aim to maximise efficacy while minimising side effects. Immunotherapy is a personalised medicine that harnesses the body's immune system to target and destroy cancer cells. It has shown promising results in various cancers, emphasising the importance of individualised approaches to treatment. Clinical trials Personalised medicine will continue to influence the design of clinical trials, with an increasing emphasis on patient stratification based on molecular and genetic profiles. This approach allows researchers to identify subpopulations more likely to respond positively to a particular treatment. Artificial intelligence The integration of diverse data types, including genetic information, electronic health records, and lifestyle data, is facilitated by data science and artificial intelligence advancements. Analysing this integrated data enables a more comprehensive understanding of an individual's health and can inform personalised treatment plans. Future trend The trend toward personalised medicine represents a paradigm shift in healthcare, moving from a one-size-fits-all approach to a more individualised and targeted model. While challenges exist, ongoing research and technological advancements will continue to drive the integration of personalised medicine into mainstream healthcare practices. The impact of emerging markets Emerging markets, including countries in Asia, Latin America, and the Middle East, will continue to impact the pharmaceutical industry significantly, influencing various aspects of drug development, market access, and global business strategies. Large growing and more wealthy populations Emerging markets often have large and growing populations and offer substantial growth opportunities driven by rising incomes, expanding middle-class populations, and improving healthcare infrastructure, leading to increased demand for pharmaceutical products. As healthcare access improves, there is an increasing need for pharmaceuticals to address a range of health issues, including infectious diseases, chronic conditions, and lifestyle-related disorders. The disease burden in emerging markets may differ from that in developed economies. Thus, the trend is for pharmaceutical companies to adapt their product portfolios to address prevalent diseases in these regions, such as infectious diseases (e.g., malaria, tuberculosis) and non-communicable diseases (e.g., diabetes, cardiovascular diseases). Improving access Improving access to essential medicines will continue to be critical to pharmaceutical development in emerging markets. Companies may work on pricing strategies, partnerships, and differential pricing models to enhance affordability and ensure broader product access. However, the regulatory landscape in emerging markets can vary, and pharmaceutical companies must navigate diverse regulatory requirements. Adherence to local regulations, obtaining market approvals, and complying with quality standards are essential for successful market entry. Pharmaceutical companies often collaborate with governments and healthcare organisations in emerging markets to contribute to developing healthcare infrastructure. This partnership can involve investments in training healthcare professionals, building healthcare facilities, and supporting public health initiatives. Future trends Through 2024 and beyond, emerging markets will continue to play a crucial role in shaping the pharmaceutical industry's global landscape. Companies that effectively navigate the opportunities and challenges presented by these markets will strengthen their market position, drive revenue growth, and contribute to improving healthcare outcomes in diverse regions worldwide. Pricing pressure The pharmaceutical industry will continue to face increasing pressure to reduce the cost of drugs due to various factors, including concerns about healthcare affordability, rising healthcare expenditures, and public demand for more accessible and cost-effective treatments. Several vital drivers contribute to this pressure, and the industry is exploring various strategies to address the challenge of reducing drug costs. Pricing Transparency and other cost reduction strategies There is a growing call for greater transparency in drug pricing. Patients, healthcare providers, and payers are seeking more visibility into the factors that contribute to the pricing of drugs, including research and development costs, manufacturing expenses, and profit margins. Additionally, the expiration of patents for branded drugs opens the door for generic and biosimilar competition. Generic drugs, which are bioequivalent to brand-name drugs, typically enter the market at lower prices, leading to cost reductions. Biosimilars, similar but not identical to biologic drugs, offer competition in the biopharmaceutical sector. One increasing trend is a shift toward value-based pricing models, where the price of a drug is tied to its demonstrated clinical outcomes and therapeutic value. This approach aims to ensure that the cost of a drug aligns with its efficacy and the benefits it provides to patients. Payers, such as insurance companies, the NHS, and pharmacy benefit managers (PBMs), often negotiate with pharmaceutical companies for discounts and rebates on drug prices and secure favourable pricing arrangements for large patient populations. Research and Development cost reduction Improving the efficiency of the drug development process will also contribute to cost reduction. Efforts to streamline research and development, embrace new technologies, and optimise clinical trial designs can help bring new drugs to market more efficiently and at lower costs. Supply chain optimisation can also reduce manufacturing and distribution costs. Investments in digital health technologies and telemedicine will continue to improve healthcare efficiency and reduce costs associated with traditional healthcare delivery. These technologies may enhance remote monitoring, patient engagement, and overall healthcare management. Future trends The pharmaceutical industry will continue to feel the pressure to reduce drug costs, with stakeholders continuing to explore a range of strategies to achieve this goal. Efforts are being made to increase transparency, enhance competition through generics and biosimilars, adopt value-based pricing, optimise supply chains, and collaborate on innovative solutions that balance the need for affordable healthcare with the industry's imperative for innovation and sustainability. Opportunities in Pharma The pharmaceutical industry continues to thrive despite all the challenges it has faced over recent years. It remains under immense pressure to reduce prices while responding to demands to improve healthcare globally. It also faces perceptual challenges. Building and maintaining public trust is an ongoing challenge, particularly regarding perceptions of pharmaceutical companies' motivations, pricing practices, and ethical standards. Transparent communication and ethical behaviour are essential to address these concerns. However, the pharmaceutical industry remains poised for significant developments in 2024 and the coming years. We can expect to see continued advancements in biotechnology and biopharmaceuticals, the development of innovative therapies, including gene and cell therapies, monoclonal antibodies, and RNA-based treatments, precision medicine with an increasing focus on developing targeted therapies based on individuals' genetic profiles and molecular characteristics. Advancements in cell and gene therapies are expected to continue, potentially revolutionising the treatment of genetic disorders, cancers, and other conditions. Integrating digital health technologies, such as telemedicine, wearable devices, and health apps, will also play a significant role. AI and machine learning will likely become more prevalent in global drug discovery market, particularly in areas such as drug discovery, clinical trial design, and data analysis. In navigating these prospects and challenges, the pharmaceutical industry will likely undergo continued transformation, driven by scientific advancements, technological innovations, and efforts to address societal needs and expectations. Collaboration across the industry, regulatory bodies, and healthcare stakeholders will be critical in shaping its future trajectory.   ### The Future of Work: 10 Core Trends Shaping 2024 2024 is now well underway and organisations are finding that the landscape of work is continually evolving and changing, a situation that is being driven by a number of factors. Technological advancements, societal shifts, and global, geopolitical challenges are all impacting the future of work trends, as the workplace becomes a dynamic tapestry, woven with the threads of innovation, collaboration, and adaptability. Several key future of work trends 2024 are emerging that will help to redefine working practices going forward - and in this article, we will explore the core factors that will be impacting and shaping the way we will all work in 2024 - and beyond. 1. Prevalence of Hybrid Working Models The pandemic galvanised a significant change in work trend 2024, spurring companies on to embrace remote working models. Now, in 2024, the concept of hybrid work has become the norm, with many employees opting to work from home part time, while spending the rest of the time in the office. Businesses from every sector are recognising the benefits of combining in-person and remote work, a model which allows them to offer their employees greater flexibility and a better work-life balance. The traditional 9-to-5 office model is slowly fading, making room for a more fluid approach, tailored to employees' unique needs and strengths, so they can choose when and where they work best. 2. Rise of Remote Working Collaboration Platforms In response to the widespread adoption of hybrid work models, many innovative collaboration technologies have now emerged, helping to galvanise innovation, keep workers connected, and enable the sharing of knowledge. There is now a plethora of virtual collaboration tools, augmented reality, and virtual reality platforms, which are allowing for seamless communication and project collaboration across geographical locations. The future office will not be confined to physical walls but will instead extend into the digital realm, fostering innovation and connectivity on a global scale. 3. Greater Focus on Employee Well-being As organisations recognise the importance of worker well-being, there has been a notable shift towards prioritising mental health and holistic wellness. Brands are investing in drives that will improve staff wellbeing, like more flexible working hours, mental health days, and wellness programs, to boost the health of the workforce. There is an emphasis being placed on achieving a healthy work-life balance, as employers understand that if they offer their employees this. they can not only boost productivity, they will improve their ability to attract and retain top talent. 4. Employee Upskilling Initiatives We are living in a rapidly evolving technological landscape, where wielding the ability to offer continuous learning is swiftly becoming a crucial competency. To address this need, companies are investing in upskilling programs, so they can better equip their employees with the skills they will need for the workplace of tomorrow. Advanced automation and artificial intelligence technologies are transforming many job roles, making it vital  for workers to be able to stay adaptable. If organisations invest, then properly roll out upskilling initiatives, this will not only benefit individual workers, it will contribute to the creation of a more agile, competitive workforce. 5. The integration of AI and Automation Artificial intelligence and automation are no longer distant possibilities or science fiction but have become crucial components of the modern workplace. Experts predict that throughout  2024, there will be a seamless integration of AI tools that will help to streamline processes, improve decision-making, and enhance human capabilities. Rather than these tools replacing jobs as feared, industries as varied as retained executive search consultants to accountants and solicitors are instead using automation to free up employee resources and time, so their personnel can focus on higher value work. AI and automation will cut down on the time workers need to spend performing repetitive, routine manual tasks to enable a greater focus on the more complex, innovative and creative aspects of their roles. 6. Diversity, Equity, and Inclusion become a Priority Companies are rapidly realising that they can’t merely pay lip service to diversity, equity, and inclusion (DEI) anymore, as these concepts have moved beyond mere buzzwords and to become fundamental pillars of the workplace culture. Companies are not only understanding the morality of creating and nurturing more diverse, inclusive workplaces - they are also comprehending the measurable, long-term positive impact of doing this. By investing in DEI, the entire organisation will benefit from increased innovation and better problem-solving. As we journey through 2024, brands will experience a heightened awareness of the need for greater equality and inclusion across all levels of the company. 7. Expansion of the gig economy The thriving gig economy continues to expand, buoyed by remote and hybrid working practices. Top executive search firms understand that the gig economy allows individuals the chance to offer up their unique skills and talents on a project by project basis - and gives organisations the flexibility to tap into specialised skill sets on an as needed basis. This particular trend is set to completely remake the traditional employer-employee relationship and as a result, what will arise will be a more fluid, dynamic workforce. Through the use of talent hunters such as skilled executive search consultants, freelancers and gig workers are able to put their skills and experience to better use.  By matching talent with jobs more precisely, workers will be able to contribute to projects without the shackles of traditional employment, allowing brands to draw from a more diverse, agile talent pool. 8. Renewed Focus on Cybersecurity Due to the rise in hybrid and remote working, there has been an increasing reliance on digital work, communication and collaboration platforms - and as a result, cybersecurity has become a top priority. Organisations are seeing the critical importance of ramping up investment in robust cybersecurity measures in order to protect their sensitive customer data and ensure the integrity of their digital infrastructure. The workplace of tomorrow will require a secure, resilient technological foundation and companies will need to be proactive if they want to effectively fortify their defences against ever-evolving cyber threats. 9. Implementation of More Sustainable Working Practices Environmental sustainability is fast gaining greater prominence in the workplace and employees are demanding that organisations demonstrate more commitment and responsibility. Companies across the board are adopting sustainable practices, from reducing the organisation’s carbon footprint to the promotion of eco-friendly initiatives. The future of work will not only bring about greater efficiency and productivity - it will also see a rise in more responsible, ethical practices that will contribute to a healthier planet. Workers around the globe are increasingly seeking out companies that better align with their values, including having a raised awareness of the importance of environmental sustainability. 10. Creation of More Flexible Employee Benefits Packages Traditional benefits packages based on purely monetary compensation are having to evolve to accommodate the diverse needs of a changing workforce. In 2024, companies are finding that in order to attract and retain the best talent, they need to offer more flexible benefits packages that reach beyond health insurance and pension and retirement plans. There are a range of modern benefits that can be offered to boost the attractiveness of the brand to potential and existing employees - from mental health support and wellness allowances, to a greater work/ life balance via offering remote working stipends.  Going forward, organisations in almost every sector will be seeing the need to update their benefits packages and tailor them to individual employee’s needs, so they can keep their top talent amid a competitive landscape. Conclusion: The future of work in 2024  for organisations across the board will be marked by flexibility, adaptability, and a deep investment in the well-being of employees. As technology continues to evolve, brands must keep pace with advancements and invest in the development of their workforce. The workplace is no longer confined to on-site physical spaces, it now extends into the digital realm, and offers opportunities for innovation and collaboration on a global scale. The core trends set to shape the future of work in 2024 highlight the importance of creating a work environment that’s not only efficient and productive but sustainable, inclusive, and fully supportive of the increasingly diverse needs of today’s dynamic workforce. ### Top Tech Trends for 2024 There is little doubt that 2024 will be a year in which AI dominates the tech scene. Since the advent of generative AI in 2022 with the launch of Open AIs generative large language model (LLM) Chat GPT, some of the largest companies in the world have locked horns in an arms race to develop even better models, including CHPT-4 integration with Microsoft Windows and Gemini AI from Google's Deep Mind, which can analyse and generate multimedia including audio, text and video. However, although AI is undoubtedly a dominant force throughout the tech sector, it is not the only tech trend to note. Other developing technologies are essential for maximising the potential advantages of AI while ensuring parallel improvements in infrastructure, governance and tooling needed for future resilience and growth. Here, we examine some of the dominant trends for 2024 and the future, as also identified by Gartner 2024. These include: AI TRiSM Continuous Threat Exposure Management (CTEM) Sustainable Technology Platform Engineering AI Augmented Development Industry cloud platforms Intelligent Applications Democratised Generative AI These trends will profoundly affect the jobs market. There is a talent shortage across many of these sectors, while, as has often been noted, there will likely be job losses in readily automated sectors.   AI TRiSM The applications of AI are far-reaching and impact many aspects of our working lives and leisure. Advocates of AI are already demonstrating many ways AI will improve our lives, yet there is no shortage of warning of the many dangers AI poses. The primary concerns regarding AI relate to risk, trust, and security. The question is, how do we ensure the reliability and trustworthiness of AI? A potential answer is the AI Trust, Risk and Security Management (AI TRiSM) framework proposed by Gartner, which successfully supports innovation, develops trust, and increases value. The AI TRiSM framework has three elements: AI Trust includes transparency and explicability, for instance, if and how the AI model achieved the targeted outcomes. AI Risk – the application of governance for managing AI risks, including development and process stages to guarantee the model integrity and compliance AI Security Management – to ensure security at every stage of the process throughout the entire machine learning pipeline, including handling anomalies and vulnerabilities. It is built on four pillars: Explainability/Model Monitoring - making AI decisions transparent and understandable by describing how models function, documenting their strengths and weaknesses, and examining potential biases. ModelOps covers managing AI models across their lifecycle, maintaining optimal performance and ethical standards. AI Application Security aims to protect models from cyber attacks. Privacy ensures data protection, focusing on individual privacy where sensitive data is prevalent. Thus, AI TRiSM is pivotal in AI model deployment and management. Gartner claims that organisations deploying AI TRiSM will see an 80% improvement in decision-making accuracy. Continuous Threat Exposure Management (CTEM) Continuous Threat Exposure Management (CTEM) is an ongoing and proactive process to identify, assess, and mitigate cybersecurity threats and vulnerabilities systematically and continuously. CTEM aims to provide organisations with a real-time understanding of their security posture, enabling them to detect and respond to threats promptly. The critical components of CTEM include: Vulnerability Assessment - Regularly scanning and identifying vulnerabilities in an organisation's systems, networks, and applications using automated tools to discover potential weaknesses that attackers could exploit. Threat Intelligence Integration - Incorporating threat intelligence feeds to stay informed about the latest cybersecurity threats, trends, and tactics malicious actors use. Risk Prioritisation - Analysing and prioritising identified vulnerabilities based on their severity and potential impact on the organisation. Continuous Monitoring - Implementing real-time monitoring solutions to detect and respond to security incidents as they occur. This involves tracking network activities, user behaviour, and system logs to identify anomalies or signs of a potential breach. Remediation and Patch Management - Developing and implementing strategies for addressing and mitigating identified vulnerabilities. Automation and Orchestration - Leveraging automation to streamline and accelerate security processes in scanning, analysing, and responding to threats more efficiently, reducing the time between detection and mitigation. Compliance Monitoring - Ensuring security practices align with regulatory requirements and industry standards. With CTEM, organisations can move away from the traditional approach of periodic security assessments and instead establish a dynamic and adaptive security posture that responds to the evolving threat landscape. This approach is crucial in today's rapidly changing cybersecurity environment, where new vulnerabilities and threats emerge regularly. According to Gartner, CTEM can reduce security breaches by 66%. Sustainable Technology Sustainable technology within the framework of digital solutions for environmental, social, and governance (ESG) outcomes applies technological innovations to ecological challenges, promoting social equity and upholding governance principles. It aims to support long-term ecological balance and human rights by integrating digital solutions into various aspects of business and society. Sustainable technology can be conceptualised within this framework by: Environment Renewable Energy Solutions - Implementing digital technologies to enhance the efficiency and adoption of renewable energy sources such as solar, wind, and hydropower Smart Grids - Utilising digital tools to create intelligent energy distribution systems IoT (Internet of Things) for Environmental Monitoring - Social Digital Inclusion - Ensuring equitable access to digital technologies Health Tech for Social Impact - Leveraging digital health solutions to improve healthcare accessibility, telemedicine, and health data management Education Technology - Implementing digital tools to enhance education and skill development Governance Blockchain for Transparency Data Privacy and Security - Implementing robust cybersecurity measures to protect sensitive data Digital Governance Platforms - for efficient and transparent governance processes, enhancing public participation and facilitating data-driven decision-making. Human Rights Ethical AI and Algorithms - Ensuring that artificial intelligence and algorithms adhere to ethical principles, avoiding biases and discriminatory practices. Supply Chain Traceability A comprehensive approach to sustainable technology involves the integration of these digital solutions across industries, fostering collaboration between businesses, governments, and communities. Platform Engineering Platform engineering involves creating and maintaining robust infrastructure and services that enable developers and teams within an organisation to build, deploy, and manage their applications efficiently. This approach emphasises the concept of internal platforms, each managed by a dedicated product team, to cater to the specific needs of its users. Critical aspects of platform engineering include: Self-Service Philosophy Empowering Development Teams - The core principle of self-service platforms is to empower development teams by providing them with tools and services to manage their application lifecycle independently. Automated Workflows - Designing platforms with computerised workflows for everyday tasks such as application deployment, scaling, and monitoring, reducing the manual effort required from development teams. Layered Architecture Modular Design - Platforms are structured in layers, each serving a specific purpose. This allows flexibility, scalability, and the ability to update individual components without disrupting the entire system. Abstraction of Complexity - Each layer abstracts the complexity of underlying infrastructure and provides a simplified interface for users. Dedicated Product Teams Interface with Tools and Processes Integration with CI/CD Pipelines - Seamless integration with continuous integration and continuous deployment (CI/CD) pipelines, ensuring that applications can be quickly built, tested, and deployed on the platform. Monitoring and Logging Integration - Built-in support for monitoring and logging tools to provide visibility into the performance and health of applications running on the platform Scalability and Elasticity - Platforms scale horizontally and elastically to accommodate varying workloads and resource demands. User-Centric Approach User Experience (UX) Design - Prioritising user experience in platform design, ensuring that developers and teams find it intuitive to use the provided tools and services. Documentation and Training - Offering comprehensive documentation and training resources to help users understand the capabilities and best practices associated with the platform. By adopting platform engineering with self-service internal platforms, organisations can accelerate the development process, improve collaboration between development and operations teams, and foster innovation by allowing teams to focus on building features rather than managing infrastructure. This approach aligns with the principles of DevOps and supports the overall agility and efficiency of the organisation. According to Gartner, 80% of software engineering teams will be platform-based. AI Augmented Development AI-augmented development involves the integration of AI technologies, including generative AI and machine learning, to assist and enhance various aspects of the software development lifecycle. The goal is to improve software engineering processes' efficiency, speed, and quality by leveraging AI capabilities. Some key elements include: Code Generation - Generative AI can automatically generate code snippets or even entire functions based on high-level specifications provided by developers. This accelerates the coding process and reduces the manual effort required for routine or boilerplate code. Natural Language Processing (NLP) - AI models with NLP capabilities can understand and interpret natural language descriptions. This enables developers to express their intentions in a more human-readable format, translatable into functional code. Automated Testing - ML algorithms can create intelligent test automation tools that learn from historical testing data. Predictive analytics - ML models can predict potential code areas prone to defects, helping developers focus their testing efforts on critical sections of the application. Automated Code Review - AI tools can analyse code for adherence to coding standards, best practices, and potential vulnerabilities. Other capabilities include performance optimisation,  project planning and resource allocation, automated task assignment, continuous integration and deployment, release management, user interface design, and more. AI-augmented development is an evolving field that promises to make software development more efficient, collaborative, and accessible. According to Gartner, 75% of software engineers will use AI coding assistants by 2028. Industry cloud platforms Industry cloud platforms are specialised cloud computing solutions designed to address particular industries' specific needs and challenges. These platforms go beyond generic cloud services by integrating industry-specific Software as a Service (SaaS), Platform as a Service (PaaS), and Infrastructure as a Service (IaaS) components into a comprehensive offering with composable capabilities. Key features of this approach include: Industry Focus - Industry cloud platforms are built with a deep understanding of the unique requirements and regulations of specific sectors such as healthcare, finance, manufacturing, or retail Pre-configured SaaS applications, PaaS tools, and IaaS resources are tailored to the needs of the industry, reducing the complexity of deployment and customisation. These platforms are designed with a modular, composable architecture, allowing organisations to select and integrate specific services based on their unique requirements. Users can compose their applications and workflows by combining and configuring different components, creating a flexible and customised solution. The platforms seamlessly integrate SaaS applications, PaaS tools, and underlying infrastructure. This ensures that data flows smoothly across various components, enhancing interoperability. Platforms often include tools and services for handling industry-specific data types, such as patient health records or financial transactions, while ensuring compliance with regulations Industry cloud platforms offer many advantages over legacy methods. For instance, they deeply understand the specific challenges, processes, and regulations within a particular sector, which is reflected in the platform's design and features. Seamless integration, flexible scaling, and the Pay-as-You-Go model maximise efficiency; additionally, platforms are designed with industry-specific security measures and compliance features, helping organisations meet regulatory requirements. According to Gartner, by 2027, over half of enterprises will use this technology. Intelligent Applications Intelligent applications leverage AI and other advanced technologies to enhance functionality, learning capabilities, and automation. These applications analyse data, adapt to user behaviour, and make informed decisions without explicit programming. In terms of their nuts and bolts: Data Collection - Intelligent applications gather and process large volumes of data from various sources, including user interactions, historical records, and real-time inputs. Feature Extraction - Relevant features are extracted from the data to build a comprehensive understanding of the context and patterns. Machine learning algorithms are trained on historical data to recognise patterns, relationships, and trends. Intelligent applications often use models that can adapt and learn continuously, improving their accuracy over time as more data becomes available. User inputs and continuous user feedback refine models and improve the application's ability to understand and respond to user needs. Applications can make informed decisions, predictions, or recommendations based on the analysis of data and learned patterns. Such applications often incorporate NLP and computer vision for communication and object recognition. Thus, intelligent applications can enhance and personalise user experience, understand and respond to user context, and improve the relevance of recommendations and interactions. Intelligent applications are a pivotal part of the evolving technology landscape, contributing to the digital transformation of various industries by leveraging AI and data-driven insights to deliver smarter, more efficient solutions. According to Gartner, by 2026, a third of new apps will be AI-driven. Democratised Generative AI Democratised Generative AI involves the broad accessibility and usage of generative AI tools and technologies across various users within an organisation and across multiple industries. Thus, the power and benefits of generative AI are distributed widely, making these advanced capabilities available to a larger and more diverse audience. Key features include: Widespread availability makes generative AI tools accessible to a broad audience, including individuals, small businesses, and organisations with varying technical expertise. Intuitive Tools - The tools associated with Democratized Generative AI are designed with user-friendly interfaces, minimising the need for advanced technical skills to use and understand the technology. Democratised Generative AI platforms often incorporate no-code or low-code approaches, allowing users to harness the power of AI without extensive programming knowledge. Democratised Generative AI encourages collaboration and knowledge sharing within a community of users, fostering a collective understanding and development of AI applications. Some Democratized Generative AI efforts involve open-source initiatives, allowing users to contribute to improving and expanding AI tools. Democratised Generative AI holds the potential to unlock new possibilities, foster creativity, and democratise the benefits of AI technologies across various domains. By making these tools accessible and user-friendly, it encourages a broader audience to participate in and contribute to the advancement of generative AI applications. According to Gartner, most enterprises will have used generative AI by 2026. Finally From the trends we have analysed, AI and related technologies are undoubtedly on a path to transform industry significantly across multiple domains by introducing innovative capabilities, improving efficiency, and enabling new solutions. Automated creativity, generative design, process and supply chain optimisation,  finance, customer service, cyber security, HR, environmental monitoring, education and healthcare are just some sectors that will feel its impact. While timelines are difficult to predict, experts agree that many changes will occur in the next 36 months. The effect on jobs will be profound. The shortage of AI expertise is manifested in enhanced opportunities and rewards for the top talent in these fields. At the same time, technology will replace many jobs that can be automated.   Download the report   ### Using AI To Inspire And Optimise Your Job Prospects AI is disrupting the employment market globally. It is replacing many repetitive jobs while creating new and exciting opportunities for adaptable candidates. This article examines the impact of AI on the jobs market. It provides suggestions on how candidates can navigate this new landscape and leverage the power offered by AI to improve their chances of success. Specifically, the article addresses: The impact of AI on the job market AI and the increased competitiveness in the job market Leveraging AI to improve your job prospects The impact of AI on the job market The recent success of generative AI technology, particularly the development of large language models (LLMs) such as ChatGPT, has taken the world by storm and disrupted multiple business and education-related sectors. For instance, AI is routinely used in chatbots, virtual assistants, and customer support applications to provide more helpful and conversational responses; it has been employed to generate a wide range of content, from news articles and blog posts to poetry and computer code; it has been used to improve machine translation systems; and in educational settings to provide personalised tutoring and answer students' questions. Such has been the speed of developments in AI that, in some circles, there are concerns that such models could be deployed to create false news and deep fakes on such a scale that it could undermine our modern society and even pose an existential threat. Such concerns are being addressed by creating a regulatory AI environment championed by UK Prime Minister  Rishi Sunak. While the dangers of existential threats may have been overstated, the less severe impacts of LLMs have also been viewed unfavourably. AI's potential to cause job displacement is one such area of concern. Automating specific tasks through AI, including customer support and content generation, can potentially impact employment in these fields. On the other hand, while AI may lead to the displacement of some jobs, it could also create new opportunities in AI-related roles. Furthermore, many job seekers find that LLMs are improving their experiences in job search and job applications. The rest of this article will examine how candidates can leverage AI to improve their job prospects and how employers use it to streamline their recruitment processes. AI and increased competitiveness in the job market AI and automation have served to make the job market competitive generally. For instance: Eliminating Routine Tasks - AI and automation have been applied in various industries to automate routine and repetitive tasks. This has increased productivity but reduced the demand for jobs involving these functions, making it more challenging for individuals in those roles to find new employment. Enhanced Efficiency - AI has improved the efficiency of many business processes, resulting in organisations requiring fewer employees to achieve the same output. This can lead to job displacement and increased competition for the remaining positions. Skill Requirements –increased demand for AI-related skills such as data analysis, programming, machine learning, and robotics. Additionally, job seekers may need to update their skills and adapt to new requirements continually. Without these skills and adaptability, candidates may find competing for jobs in such industries more challenging. Global Talent Pool – AI has enabled remote work and global collaboration. Job seekers now often compete with candidates from around the world, as companies can source talent globally, making the job market more competitive. Higher Education and Training - to remain competitive, job seekers may need to invest in higher education and continuous training to acquire the necessary skills to work with AI, increasing competition for limited spaces in educational institutions and training programs. Job Application Volumes - AI is often used in the initial stages of recruitment to screen resumes, analyse job applications, and identify potential candidates, leading to a higher volume of applicants for each job posting, making the job market more competitive. To succeed in a more competitive job market, job seekers should focus on developing in-demand skills, building a robust professional network, staying adaptable, and demonstrating their ability to learn and embrace change. Additionally, they should use AI tools to their advantage, such as resume optimisation, job matching, and skill development platforms, to enhance their competitiveness in the job market. Leveraging AI to improve your job prospects Leveraging AI to improve your job prospects involves using tools and techniques to enhance your job search, application process, and career development. Resume and Application Optimisation Understanding how AI tools are used in the initial stages of recruitment can help candidates optimise their resumes and job applications. Using relevant keywords and tailoring resumes to specific job descriptions can increase the chances of passing AI-based screening processes. Some readily available tools and platforms can help you create a well-optimised resume. These tools can suggest keywords and phrases that match the job description and will likely be picked up by applicant tracking systems (ATS). Do not use a generic resume - always customise your resume for each job application. Always use AI-driven tools to analyse job descriptions and compare them to your resume. These tools can provide insights into the skills and experiences most relevant to the job. Covering letter assistance AI-driven cover letter generators can be handy tools. They can help you create personalised cover letters based on the job requirements, offering suggestions for content and language to make your cover letter more compelling. For instance, capabilities of such generators include: Job Description Analysis – when you input a job description or details about the position you're applying for, the AI-driven generator analyses the text to identify critical requirements, qualifications, and skills the employer seeks. Content Suggestions – based on this analysis, the AI tool provides cover letter content suggestions, potentially recommending specific language, phrases, or examples to include in your letter that align with the job's requirements. Personalisation – content can be personalised to incorporate your experiences, achievements and other information that the AI will integrate seamlessly into the cover letter. Generators can provide additional help, including structure and formatting, language and grammar checks, predefined templates, design and layout, example cover letters, and more. Again, ensure you always review and edit, both for style and accuracy. Networking and personal branding Building a solid professional network and personal brand can give job seekers a competitive edge. AI can help candidates identify networking opportunities and connect with the right people, but building relationships and a positive online presence is still essential. The advice is to leverage AI's advantages but don't rely on it. For instance, use AI-driven platforms to identify and connect with professionals in your industry. While such tools can recommend potential connections based on your interests and goals, you must invest considerable personal effort to use this to build your brand successfully. Skills, training and adaptability To remain competitive, job seekers must continually upgrade their skills and adapt to changing technology. For instance, AI has created new job opportunities in data science, machine learning, and AI development, but candidates need the right skills to secure these positions. Take advantage of AI-driven online learning platforms that recommend courses and materials based on your career goals and current skill set. These platforms can help you acquire new skills or enhance existing ones. In the rapidly changing work environment, job seekers should be adaptable and open to learning new skills. As AI becomes increasingly powerful, its threat to jobs will only increase, so candidates must ensure they keep at the top of their game. Candidates who can demonstrate their ability to adapt and learn quickly will always be more competitive in such a dynamic job market. Commit to lifelong learning and adaptability by embracing AI-driven learning platforms and resources. Staying up-to-date with the latest skills and knowledge is crucial in a dynamic job market. While technical skills are necessary, soft skills like communication, teamwork, and emotional intelligence remain highly valuable. Candidates who can effectively demonstrate these skills in interviews and job applications can stand out in a competitive market. Use AI to prepare for job interviews Using AI to prepare for a job interview can help you refine your interview skills, gain confidence, and increase your chances of success. AI-powered interview simulation platforms and tools simulate real interview scenarios, asking you common interview questions and providing feedback on your responses. Some tools to consider are InterviewBuddy, InterviewStream, and Pramp. AI interview simulators can also help you practice answering behavioural interview questions that focus on past experiences and how you handled various situations. Prepare compelling stories and examples that demonstrate your skills and qualities. Various tools will provide feedback and analysis of your interview performance, highlighting areas where you excel and areas that need improvement, such as communication skills, body language, or response clarity. They will also help you optimise your answers by analysing your responses and suggesting improvements. AI tools can also help you identify common interview questions for your industry or role. Prepare concise and compelling responses to these questions. AI tools can even offer suggestions for your interview clothing based on the company's dress code. They can also help assess your image and grooming. Note that nowadays, some employers use AI-powered video interview platforms, so it is essential to practice video interviews to become comfortable with the format. Pay attention to your lighting, background, and camera setup to present yourself professionally. Remember that while AI can be a valuable part of your interview preparation, it's essential to complement it with research on the company and role and practice your responses with human mentors or friends for a well-rounded interview readiness. Additionally, use AI tools as aids rather than relying solely on them, as human interaction and personalisation are critical to a successful interview process. Finally In summary, AI has made the job market more competitive. Still, candidates can improve their prospects by staying adaptable, continuously learning, optimising their job search strategies, and developing technical and soft skills. Understanding how AI is used in recruitment and tailoring their approach accordingly can also make a significant difference. A wealth of AI tools is readily available to help you find and land the right job. You will be missing out by not using them as your competitors undoubtedly will be doing so. ### The Ideal Linkedin Profile: How To Position Yourself For Top Jobs In the digital age, LinkedIn is more than just a social network; it is a crucial factor for career success, especially when it comes to high-paying jobs. Martin Krill, Managing Partner at Horton International Germany brings almost two decades of experience in recruiting and has a deep understanding of what makes a LinkedIn profile stand out. Discover how to optimise your LinkedIn profile for top jobs. 1. Authenticity and professionalism In the world of professional networking, authenticity is the key to success. An authentic profile should present both professional achievements and personal characteristics in a balanced manner. Instead of exaggerated self-portrayal, it is important to authentically reflect real skills and deep commitment to the field. An example of this is the portrayal of an IT professional who not only emphasises technical skills and professional milestones, but also shares her personal development in the industry. This person could describe their journey from a passion for computer games in their youth, to a computer science bachelor's degree, to leading complex IT projects at a multinational company. This illustrates how personal interests and professional experiences can lead to exceptional performance and shows potential employers your skills, motivation and unique perspectives. An authentic LinkedIn profile is more than just a list of qualifications and work experience. Your professional identity emphasises your expertise and personal experiences. With authenticity and professionalism you will stand out and maximise your career opportunities. 2. Long-term planning instead of short-term provocation A well-thought-out long-term strategy on LinkedIn far outperforms short-lived, provocative content. Martin Krill highlights the importance of writing articles that reflect genuine insights and reflections. This not only demonstrates your understanding of current industry trends, but also your ability to think broadly and constructively - a key trait for any leader. Let’s take the example of a risk management professional. Instead of focusing on sensational or controversial topics, this professional could build a strong reputation by sharing in-depth analysis about market risks and risk mitigation strategies. Such content demonstrates his ability to analyse complex topics in depth and act proactively. Short-term provocations may attract attention, but they risk undermining your professional credibility. On the other hand, a LinkedIn profile that offers strategic insights and deep expertise establishes you as a respected voice in your field. By crafting your online presence wisely, you are laying the foundation for long-term success and recognition in your industry. 3. The Power of Networking: More than just a job search LinkedIn is about much more than just looking for a job. The platform serves as a dynamic career development ecosystem in which headhunters also actively look for top talent for key positions. Think of your LinkedIn profile as an interactive business card that represents you in the digital world. It is a showcase of your professional skills, achievements and ambitions. Let’s take a project manager in the renewable energy sector as an example. He regularly reports on his projects and green technology challenges. By participating in discussions and sharing insights into environmentally friendly solutions, he shows his commitment and expertise. This activity attracts potential employers and headhunters. Continuous networking and knowledge sharing help to be perceived as an influential figure in the industry. 4. Quality over quantity: depth instead of superficiality The value of your LinkedIn profile is largely determined by the quality of the content you share. Instead of focusing on the number of posts, you should focus on in-depth and technically relevant content. For example, a financial analyst who shares detailed insights and informed forecasts on market trends not only demonstrates their extensive expertise but also contributes to the knowledge community. Such high-quality posts can stimulate discussion, increase your visibility, and solidify your reputation as an expert in your field. By providing content with substance and relevance, you position yourself as a valuable resource and opinion leader in your industry. Sharing well-researched articles, in-depth analysis, and personal success stories makes your profile not only informative, but also inspiring and memorable. And finally ... Think authenticity, strategic foresight and first-class content. Bring your profile to life by vividly representing your professional journey and personal experiences - highlight your uniqueness. Say goodbye to short-term stimuli and instead focus on in-depth articles that let your expertise shine and demonstrate your foresight.   Source reference: The original article can be found here: https://www.businessinsider.de/karriere/ideales-linkedin-profil-headhunter-gibt-tipps-fuer-100-000-euro-jobs/?tpcc=offsite_bi_linkedin_bi ### Leadership In 2024: The Trends To Look Out For One of the biggest challenges facing the leaders of today, is the demands of tomorrow. From the changing demands of prospective candidates to the rise of AI and the ever-complex logistics of flexible working for the modern workforce, the workplace has changed in recent years. And it’s not just change in the wake of Covid-19 that we need to focus on. The workforce is changing; and with more Gen-Z entering the office, and attitudes shifting to facilitate more conversations around sustainability as well as inclusion and diversity, we consider a large part of our role to be preparing future leaders for what’s on the horizon. In this article, we want to focus specifically on the trends which we encourage leaders to look out for in 2024 – not just with regards to their workforce, recruitment drives, and retention strategies, but also across business structures and working practices. The impact of Gen-Z entering the workplace – and how to prepare for them The rise of Gen-Z in the workplace is something that we have covered in a previous article – however, it’s something which is continuing to impact the way that businesses are managed. So, in light of this, here’s how to prepare your business and your leadership style for an influx of 20-somethings in 2024. Gen-Z have different priorities, different outlooks, and often very different ideas and ways of communicating their thoughts in the workplace. In the simplest terms, those who are classed as part of the Gen-Z generation are often viewed as more outspoken and will speak up for their beliefs and what they recognise as being right or wrong. They, in short, have different needs, and different attitudes to the world around them, as a result of their early experiences of work being seen through the “Covid lens”. From a leadership standpoint, this means recognising the need for a more empathetic approach to leadership; adopting small changes which can have a big impact on these younger and more outspoken workers. One-to-one catch ups are shown to have a positive effect on Gen-Z’s career development, while onboarding and enhanced team building opportunities should be used to help your workforce integrate as a whole. How to navigate sustainability Sustainability isn’t just about climate change and reversing your carbon footprint as a business – it’s also about striking the right balance between your social goals and your community presence. Company ESG goals have been a talking point in the business sector for a number of years now, but have become increasingly important as a result of the enhanced emphasis on social responsibility alongside business management, employee wellbeing, and environmentally friendly operations. In 2024, we expect to see more businesses and companies opening up about their carbon footprint and the changes they are committed to making to help reach net zero – while philanthropy is also likely to increase with more partnerships between businesses and environmental initiatives. On a more basic level, leaders and business owners are also encouraged to explore small changes that can be made within team structures and the office itself, to minimise carbon output and balance emissions. These include the increased use of video calls over large team meetings, and a continuation of flexible working. Making your company resilient in the face of increased innovation You know what they say: if you can’t beat them, join them. The rise in technological innovation is, for some, terrifying. The adoption and integration of AI has increased tenfold in recent years, raising questions about the future of not only specific job roles but entire industries, and causing leaders to explore drastic changes to their businesses in order to retain clients and hold onto their place in the market. As part of the leadership trends for 2024, we expect to see more companies and businesses protecting their future by embracing these changes – particularly through the creation of teams whose role it is to identify the benefits of such technology and bring it directly into the business. Once upon a time, social media could have been viewed as an uprising enemy against traditional marketing – yet, with some education and the adoption of inhouse social teams, most businesses across all sectors have embraced the platform as an opportunity. AI and other technological advancements can offer the same opportunity, provided that leaders like you have faith in your businesses ability to be resilient and adopt – rather than fight – such innovation. How can leaders stay ahead of the curve – even when we don’t know what’s coming? The aforementioned trends are things that we can see coming from a mile off, making them easier to anticipate and prepare for as business owners, leaders, and team managers. However, that’s not to say that 2024 won’t bring with it changes that are more difficult to predict – which is why one of our focus points as we near the end of 2023, is on preparing leaders to be more resilient than ever for the upcoming year. The increased scrutiny on business leaders, not just considering innovative technology and sustainability, but in how they address individuals, pass judgement on regulations, and communicate with teams, means that resilience is critical and effective communication is integral. Some of our recommendations for leaders as we approach 2024 include maintaining effective health and wellbeing, both physical and mental, for yourself and for your team through enhanced employee benefits and safeguarding. Personally, we also recommend investing in your own understanding of empathy and listening as well as acting, getting to know the priorities of incoming candidates and your workforce, and adopting changes which acknowledge and bridge business success with happy and productive employees. Finally, when it comes to recruitment, take the time to work out what you need before creating job adverts and holding interviews. It is more important than ever to onboard individuals who understand your company goals and can connect with your vision proactively and collaboratively. For recruitment support across your senior leadership roles, don’t hesitate to reach out to us at Horton International. ### News from Horton France – Gérard Dietrich It is with heavy hearts that we share the sad news of the passing of our esteemed colleague and friend, Gérard Dietrich. Gérard, alongside Bob Horton, Michael Baak, Luigi Rossi, Miguel de Gomis, and Charles Taylor, played a pivotal role as one of the founding members of Horton International. After serving as a human resources manager and executive officer at Chase Manhattan Bank, he redirected his career towards Human Resources. In 1983, he founded his own executive search firm. Dynamic, entrepreneur-minded, reliable, and esteemed by both clients and candidates, Gérard propelled Horton France to be one of the most respected executive search firms in Paris. He also held the position of chairman of Horton International for a number of years, leaving behind a lasting legacy. Gérard spent 33 years working in partnership with Pierre Cazalis de Fondouce, and 20 years alongside Isabelle Istria. As we mourn the loss of a remarkable leader, we extend our deepest condolences to Gérard's wife, Monique, his daughter, Nathalie, his son, Fabrice, and his three beloved grandchildren. We at Horton International, and the Horton International team in France, will forever appreciate the memories of his leadership, mentorship, and the positive impact he made on us all.   C'est avec une grande tristesse que nous partageons la nouvelle du décès de notre estimé président, collègue et ami, Gérard Dietrich. Gérard, aux côtés de Bob Horton, Michael Baak, Luigi Rossi, Miguel de Gomis et Charles Taylor, a joué un rôle crucial en tant que membre fondateur de Horton International. Après avoir occupé le poste de directeur des ressources humaines et de cadre dirigeant à la Chase Manhattan Bank, il a orienté la suite de sa carrière vers les ressources humaines. En 1983, il a fondé sa propre société de Conseil de Recrutement de cadres dirigeants. Dynamique, entrepreneur et estimé tant par ses clients que par les candidats, Gérard a propulsé Horton France parmi les cabinets de « chasse de têtes » les plus respectés à Paris. Il a également occupé le poste de président de Horton International pendant plusieurs années, laissant derrière lui un héritage durable. Nous présentons nos plus sincères condoléances à l’épouse de Gérard, Monique, sa fille Nathalie, son fils Fabrice et ses trois petits-enfants. Horton International et l'équipe d’Horton France, nous garderons à jamais le souvenir d’un leader, d’un mentor et de l'impact positif qu'il a eu sur nous tous. ### Horton International completes 10 years in the GCC We are thrilled to announce that Horton International is celebrating its 10th anniversary in the GCC this month! A decade ago, we embarked on a journey driven by our passion for bringing in global best practices and our commitment to excellence in Executive Search and Management Consulting to our clients in the GCC. Today, we stand proudly, reflecting on a journey filled with invaluable learning experiences, countless memories and some remarkable achievements.   Our Managing Partner for the Middle East, Hazem Al Mubarak reminisced, “Over the past ten years, our clients and candidates trust and support has been the cornerstone of our success. Whether they have been with us from the start or joined us along the way, we cherish the relationships we've built and the opportunities we've had to serve and collaborate with them.”   “As we celebrate this milestone, we also look forward with excitement to the future. We are committed to continuing our tradition of offering local market knowledge along with global best practices to our clients in the GCC and we are excited about the new opportunities and challenges that lie ahead.”, Maneesh Ajmani, Chairman and Regional Director, EMEA.   We invite all our clients and candidates to join us in these celebrations and thank you for being an integral part of our journey. Thank you for your trust, partnership, and support. Here's to the next decade of success and beyond!   ### Strategies to Prioritise Employee Health and Happiness in 2024 In today's fast paced, dynamic business landscape, the importance of employee health and happiness is gaining increasing recognition. More and more companies are now considering how to prioritise and balance out these crucial elements. This will be an essential must-do for all organisations going forward, as it will give them a crucial competitive edge. Ensuring employee well-being leads to more productivity and satisfaction, which results in the business’s success. Today’s market is highly competitive and going forward, if companies in almost every sector want to thrive and sustainably grow - they'll need to integrate smart strategies that bolster the health and happiness of their employees. Why is employee health and happiness so pivotal? Creating a work environment that nurtures health and happiness among its personnel will allow organisations to reap myriad benefits. Research consistently shows that satisfied and healthy employees are more productive, innovative, and resilient. Levelling up the workforce so it’s primed for peak performance will be vital for achieving long-term success and maintaining a leading edge. Doing this also lowers expenditure and saves on business resources, as it reduces absenteeism, staff turnover rates, and healthcare costs. Smart Strategies for Prioritising Employee Health and Wellbeing 1. Cultivate a Supportive Workplace Culture Fostering a culture that values a good work-life balance, as well as mental and physical well-being, will be the crucial cornerstone to thriving in the long-term. Encouraging open dialogue with employees, offering flexibility in working arrangements, and providing resources and support programs for the mental health of your staff is critical. 2. Wellness Initiatives Wellness programs and initiatives can significantly contribute to a healthier, more productive workforce. Implement programs, such as fitness or health seminars and provide access to nutritious food choices and ergonomic workstations, to enhance the physical well-being of your employees. 3. Encourage Continual Learning Offering your staff opportunities to further their professional development, upskilling personnel and boosting their career growth will not only enhance overall employee satisfaction, it will also help to retain talent and boost their mental health. 4. Recognition and Appreciation It’s important to regularly acknowledge and appreciate employee efforts and contribution, to make people feel that their role matters. Recognising the achievements and contributions of all employees will instil a sense of value and purpose, which ensures their loyalty and is vital for their happiness at work. 5. Remote Work Support Since the pandemic, the work landscape has changed significantly, with hybrid working models rapidly becoming the norm. Facilitating the proper support of remote work and providing the infrastructure for employee cooperation and collaboration will significantly contribute to staff satisfaction and productivity. What are the obstacles? Companies looking to successfully implement health and wellbeing programs will find they have to navigate their way around several hurdles. Budgetary constraints, employee resistance, and a dearth of leadership commitment can all pose a challenge - but these obstacles can be addressed strategically. Laying down a well-structured plan, having strong communication and cooperation across all relevant departments as well as organisation wide, and securing visible commitment from the top management, will allow businesses to enhance employee satisfaction and enter 2024 armed with a leading edge. ### APAC Leadership Insights We’re delighted to be giving a snapshot of what’s happening in our offices around the Asia-Pacific region. You will see that the content varies – from a discussion about talent returning to one country (something on all our minds these days) to a comparison of our business with that of advertised recruitment companies. If you have any questions on the contents, please contact the author directly in the country that interests you. If it’s something more general, you are welcome to contact me. All of our emails can be found on the relevant country page at www.hortoninternational.com. We hope that you enjoy this regional update. With best wishes for your business success, Gary Woollacott, Regional Director Asia Pacific Hiring competitors' candidates at the same salary breeds mediocrity. To attract top talent, offer growth, challenges, and meaningful opportunities. Read more in our latest article by: Yan Sen Lu  Managing Director Horton International Japan Over the past two decades, Horton International Thailand has proudly undertaken hundreds of assignments. We have engaged with tens of thousands of candidates, assessing around 20,000 CVs to identify the most promising talent. We’ve shortlisted thousands, enabling us to facilitate over 4,000 interviews. It is with great pride that we’ve successfully placed approximately 800 exceptional individuals in their desired roles. This is the essence of what we do—to diligently and effectively complete each and every job, ensuring the right fit for both our clients and candidates. As we celebrate our 20th anniversary this year, we thank all those who have been part of our journey, and we look forward to many more years of success at Horton Thailand. View on LinkedIn Connect with Gary Woollacott Regional Director Asia Pacific Horton Philippines and our Strong Ties to the Dynamic Outsourcing Sector The outsourcing sector, or BPO (Business Process Outsourcing), has emerged as a key driver of economic growth in the Philippines. It has contributed significantly to the country's gross domestic product, foreign exchange earnings, and employment opportunities. The country has long been a significant outsourcing partner for Fortune 500 Companies in North America and Europe (and more recently Australia), enhancing productivity, cost-effectiveness, adaption to evolving market demands and customer expectations, and promoting global workforce collaboration. Over the years, the BPO sector has evolved and expanded, embracing a diverse range of complex work across various industries. The sector has also become more sophisticated, offering specialized services and leveraging advanced technologies. From its early beginnings in voice-based customer support to complex finance, IT and software development, creative and digital services, engineering and architecture, complex data analysis, and more. Digital transformation, increasing globalization, and even the COVID pandemic has only attracted more BPO contracts to the Philippines. With the increased growth comes the heightened competition for talent. Like most hyper-growth sectors, the demand for experienced leaders has led to intense competition among organizations – especially for executives who have the experience in managing diverse teams, understanding cross-cultural dynamics, and driving global expansion strategies. Horton Philippines own history and growth is very closely linked to the BPO sector. Our early years coincided with the sector’s own pioneering years, which has given us a great opportunity to learn and participate in its development. Some of our firm’s early key success stories have, in fact, been helping notable pioneering companies in the BPO sector to build and scale its operations in the Philippines. The experience of working on some of the earliest start-up projects for the outsourcing industry has given us the track record and expertise that continues to be relevant today as the sector sets record growth and global leadership. Connect with Karmeli Kintanar Director and Vice President for Business Services Horton International Philippines Vietnam's tech industry thrives with Cloud computing, IoT, AI, and Blockchain trends. Despite challenges, its growth potential remains strong, making it a global tech hub. Notable players like Viettel, FPT, Netflix, Boeing, and VNPT contribute to its advancement. Read more in our latest article by: Horton International Vietnam An update from Horton International Laos Laos has been going through a transformational change over the last two decades, with a significant increase in foreign owned investment. As such, it has become a key hub for Energy, Mining and Manufacturing in the ASEAN region. In the late 1970s large migrations of Lao people settled in the Americas, Europe and Australia. Currently, there is a major focus on capacity building to enhance the labour market within Laos. Over the past ten years or so, a number of international scholarship programs are leading the way to give Lao nationals an international education – to bring them back to benefit businesses. Moreover, a growing trend that international businesses in Laos are seeing, is that some of the Lao diaspora who have grown up outside Laos are looking to return. There are many reasons, just a few are: ageing family members; wanting to be better connected to extended family; and better work life balance. These returning workers bring myriad benefits to the Lao economy, such as international education, diverse work experience and bilingual fluency. In this VUCA business world it is imperative that businesses are agile to the changing needs of clients and the surrounding markets. This largely untapped resource of candidates will give a distinct edge to businesses in Laos to be more competitive within the surrounding markets. Connect with Cara McCartney Principal Consultant, Horton International Laos I sat across the table from many an exec recruitment business development person during my twenty or so years in HR Director roles. These days I try to put myself in the shoes of the client HR Directors/CPOs/CEOs with whom I engage as an executive search provider, and ask myself the question that they must (or should) be asking themselves: ‘What can this provider do for us that we cannot do at least as efficiently and effectively ourselves’? Read more in our latest article by: Matt Grose Partner Horton International Thailand An update from Horton International China When I tell people I'm in executive search in China, their immediate response is often, 'It must be a huge market.' Unfortunately, that's not entirely true. While China experiences a significant amount of talent movement, it's an exceedingly challenging market for executive search consultants. In most global executive firms, including Horton, the Chinese office is roughly the same size as or slightly larger than its Hong Kong office. This is 1.41B populations (2021) vs 7.4M. Why? Unfortunately, many top HR professionals in China fail to recognize the value of retained and exclusive searches. The most common question I encounter is, 'In a market as vast as this, wouldn't it be more beneficial to engage multiple parties for candidate outreach? Exclusivity seems counterintuitive.' What's the issue? I can think of two, among others. Are consultants actively approaching candidates on your behalf? You may have sent your job description to various consultants, expecting them to reach out to potential candidates. Depending on the position's specifications and perceived ease of filling it, you might not receive much attention from these consultants. Contingency consultants don't hesitate to take on mandates (it's hard to turn down a 'free' CV). However, have you considered how much time these consultants will devote to your search when they have over 30 others ongoing? Unless your case is a guaranteed 'easy sell,' you won't be their top priority. Can they genuinely attract candidates? Assuming your position isn't a straightforward hire, convincing candidates requires a compelling narrative. If you (especially as the hiring manager) haven't engaged with the consultants (given the sheer number of them), what makes you think they can represent you effectively? Quality consultants can bring qualified candidates to the table, but only if they truly understand your firm's key competitive advantages and your leadership's significance. These are the primary reasons why firms like ours insist on exclusivity. It's not about making more money; it's about doing our job properly and ensuring you achieve the desired results! Connect with Janet Lui Managing Partner, Horton International China What is the difference between executive search and advertised recruitment? Some potential clients ask why our executive search fees are higher than recruitment firms, this infographic explains why. It goes on to elucidate why executive search may be the best – perhaps the only – option when selecting people for crucial roles. Connect with Dr. Deependra (Dipy) Nigam Managing Partner, Horton International India ### TOP VOICES Horton International Germany - Interview with International Thought Leaders GAME CHANGER SUSTAINABILITY AND GREEN CHEMISTRY AT MERCK After Merck Group decided to embed sustainability as an essential component of its corporate strategy, many changes have occurred within the company. In an interview with Dr. Markus Neumann of HAGER Life Sciences Practice, Dr. Petra Wicklandt, Chief Sustainability Officer at Merck, explains how the implementation of their ambitious sustainability strategy is progressing. Find out what changes this brings for applicants as well. Three years ago, you completely revamped and restructured your sustainability strategy. What prompted this change? Dr. Petra Wicklandt: "We lacked an overarching goal, systematic tracking. Our Corporate Responsibility Department published an annual sustainability report, covering many topics, but the Healthcare, Life Science, and Electronics segments each had different focuses and considerations. The new strategy gives sustainability much higher importance and aligns everyone with what is a priority. We aim to firmly establish sustainable business practices, which, for us, are synonymous with profitable growth. We want to be economically successful and, through our business activities, simultaneously create a positive and measurable societal value. This is the responsibility we carry as a global science and technology company."  "We believe that sustainability is not only the best for the world but also the best for a company." - Dr. Petra Wicklandt, Merck Group What are the values and objectives that underpin the new sustainability strategy? "We have defined three pillars or objectives, each with seven focus areas. The years 2030 and 2040 are fixed reference points. We aim to achieve progress for more than one billion people by 2030 through sustainable science and technologies. Our technologies and products are intended to contribute to health and quality of life. The second pillar involves the sustainable design of the entire value chain, including our supply chain. The third pillar is dedicated to reducing the ecological footprint. We aim to reduce waste and improve the quality of our wastewater, among other things. Our goal is carbon neutrality by 2040. We report annually on the current status of the implementation of our sustainability strategy." How is the implementation of these three goals progressing? "Because we have set different priorities, we are at different stages in the implementation of our goals. For Electronics, the most significant challenge is undoubtedly the reduction of greenhouse gases. This sector has the highest CO2 emissions compared to Healthcare and Life Science. In Healthcare, we focus on Social Responsibility, which includes improving access to medicines for vulnerable patient groups in countries where access is more challenging, to innovative drugs, but also to traditional products such as thyroid hormones. In Life Science, we deal with over 300,000 products used in pharmaceutical research. Here, we are examining each product individually to consider how we can make it more sustainable." What makes such a comprehensive strategic path feasible within the company? "It is crucial that the management promotes sustainability and is convinced that sustainability is one of the top priorities. Only then can it work, and only then can the topic be effectively integrated into all business processes. All employees need to be trained and understand how to embed sustainability in their respective areas. A single team cannot drive such a complex topic alone. To embed sustainability in the departments, you ideally need dual expertise: sustainability and business-specific expertise in R&D, production, or procurement. We strive to have employees in all areas who prioritize sustainability." Sustainability extends beyond the Merck campus. "That's right. In the sustainable value chain we pursue, we keep an eye on our suppliers and customers. For example, we measure not only our greenhouse gas emissions but also the indirect emissions produced by our suppliers when they manufacture products for us. We have already provided Sustainability Assessments for half of our suppliers. Working with suppliers and customers also advances innovation, which we consider a crucial key to the success of our sustainability strategy. In the Electronics sector, for instance, we have partnered with the US semiconductor manufacturer Intel with the goal of developing more sustainable materials for chip production." Merck is making its expertise and manufacturing competence available to companies and academic institutions working on the development of cultured meat. Is cell-based meat the food of the future? "As one of the leading suppliers to the biopharmaceutical industry, Merck has extensive expertise in this emerging technology. We contribute our knowledge through partnerships, including collaboration with startups conducting research on Clean Meat. I firmly believe that, in the future, we will no longer need to kill animals to eat meat. But it's not just about animal ethics. Clean Meat could eliminate cattle farming worldwide, reducing greenhouse gas emissions." By 2040, will we have our own small bioreactors in the kitchen for the production of Clean Meat? "In 2040, Clean Meat will certainly have a relevant market share. The price will determine the extent to which it prevails. Today, cultured meat is still significantly more expensive than conventional meat. I don't see devices for home use, as the production process from real animal cells is highly complex and requires a lot of expertise. It can only work in industrial production facilities. The vision for the future is that commercially produced Clean Meat products such as beef, poultry, pork, and even fish will be cheaper." Is there a responsibility for animal protection within Merck? "Merck strives to avoid animal testing and promote alternative test methods. We support the internationally recognized 3R principle for animal testing. This involves reducing the number of animals required, refining the conduct of animal studies, and replacing animal experiments with other methods. At Merck, we have added a fourth R, which stands for Responsibility, as we feel responsible for the test animals."  "Artificial intelligence is increasingly helping us replace animal testing." - Dr. Petra Wicklandt, Merck Group How does this reduction work in practice? "Our researchers have, for example, developed a new method for batch tests. Some quality tests to release batches of biotechnologically manufactured drugs have traditionally been performed using animals. This involved using more animals than in pharmaceutical research and development. We have now established a process that will no longer require lab animals for batch tests in the future. Artificial intelligence is also increasingly helping us replace animal testing. All this will eventually lead to a time when no animals are used at all." How does Merck assess its partners and suppliers in terms of animal protection? "Merck is one of the companies that has signed the Marseille Declaration on the worldwide adoption of high standards in the internal and external keeping and use of animals for scientific purposes by the pharmaceutical industry. This first joint declaration by the pharmaceutical industry requires adherence to high and uniform standards concerning animal protection and laboratory animal science, regardless of where it is performed. Merck only accepts the highest standards for external animal testing, which are sometimes stricter than those of the respective legislator. For example, in the United States, the minimum cage sizes are much smaller than in Germany and Europe. We do not want to forego the larger cages that meet our standards for our partners and suppliers there." Do patients inquire about sustainably produced medicines? "In areas where medicines decide between life and death, they generally do not. Other priorities are relevant in oncology. Sustainability information is not found on package inserts. However, we find that institutions such as the NHS (National Health Service) in the UK are indeed interested in sustainability. Product carbon footprint, which is the emissions generated during the production of a drug, is of interest." How does Merck motivate its employees to act sustainably? "With our new sustainability strategy, we found open doors, which was amazing. It was well received. We encourage our employees to think sustainably - this motivation is key. We have conveyed our major sustainability goals through training and considerable effort. This is a big but essential task with our more than 64,000 employees worldwide. For business-specific goals, we encourage employees to consider their own ideas. Even our patent department makes a significant contribution to sustainability. There, we have agreed on annual KPIs (Key Performance Indicators) that measure how many patents have a sustainability component." Are there financial incentives associated with the sustainability strategy for the workforce? "The progress in achieving our three sustainability goals is linked to variable compensation for top management and upper management. There are Long Time Incentives that run for three years and where the payout is based on goal achievement. Short Time Incentives include an annual bonus, with sustainability criteria also included." How would you formulate your credo? "We believe that sustainability is not only the best for the world but also the best for a company when thinking, planning, and striving for long-term success. Those who hesitate in implementing sustainability due to rising costs will pay a high price when, for example, carbon prices are expected to increase, and levies become mandatory for more and more areas."  "By 2030, we plan to employ 50 percent female executives." - Dr. Petra Wicklandt, Merck Group How does Merck shape its talent management? "In the areas of diversity, equal opportunities, and inclusion, we also pursue very ambitious goals. By 2030, we plan to employ 50 percent female executives - currently, it's 38 percent. In Healthcare, we are quite close to the goal already. In Electronics, we hope to see more female university graduates in the future. Merck has always been shaped by diversity - we operate in 66 countries and employ around 140 nationalities. We understand that we can only continue to be successful if we create an environment that promotes equal opportunities and inclusion. Beyond the gender target, we aim to attract people who come not only from Europe or the USA. By 2030, we want to employ 30 percent Asian and Latin American executives. We have customers all over the world and want to reflect this reality in our leadership structures. In addition, we intend that our leaders in the USA will comprise 30 percent ethnic minorities - self-identifying as part of an ethnic group is generally seen as normal and is statistically recorded in the United States." Is the sustainability strategy changing the pool of employees? "In principle, we have always placed a high value on a good mix of long-term employees with experience in the company and newcomers from other industries. This is normal and important. With a variety of development and support programs, we provide talents in the various business areas with the tools they need to fully realize their potential. Those who come to us share our passion and vision to improve the lives of millions of people worldwide. With the new sustainability strategy, we have also established new criteria for applicant interviews in close coordination with our HR department. This means that sustainability is a significant part of the selection process and our actions." Thank you for the conversation, Dr. Wicklandt! About Merck: Merck is a leading global science and technology company in the fields of Healthcare, Life Science, and Electronics. In Germany, Merck employs over 12,000 employees, and worldwide, more than 64,000. The company develops, produces, and markets high-quality medicines and innovative products for the biotech and pharmaceutical industries, as well as precise technologies for academic research. In 2022, Merck generated revenue of 22.2 billion euros in 66 countries. The founding family - in the 13th generation since 1668 - is the majority owner of the publicly traded group. Dr. Petra Wicklandt heads the Corporate Sustainability, Quality, and Trade Compliance division of the Merck Group. She is responsible for sustainability and regulatory compliance at the corporate level. Previously, she was head of Corporate Affairs at the company, with areas including sustainability, bioethics, digital ethics, policy, and global health. She has extensive professional experience in chemical and pharmaceutical development and pharmaceutical production. The PharmD has been with Merck since 1994. ### Celebrating Connections: Highlights from Horton International's Global Conference in Vietnam In an eagerly anticipated event, Horton International recently hosted its Global Conference, bringing together their partners and industry leaders  from around the world. “Our partner conference in Vietnam had an engaging theme: Adapt, Advance, and Achieve. The breadth of topics explored, coupled with the interactive workshops and presentations, undoubtedly broadened our collective knowledge. However, what truly sets us apart is not just the wealth of information exchanged, but the long-lasting relationships that are built during our time together.”  Maneesh Ajmani, Chairman, Horton International Strengthening Global Bonds: The conference enabled partners to connect with each other, strengthen relationships, share perspectives and experiences, and simply enjoy each other’s company. Meeting Horton's newest partners face-to-face for the first time not only enriched the group, but also facilitated the potential for new collaborations Engaging Sessions with AI Experts: The event provided a platform for partners to hear from AI experts, gaining insights into the cutting-edge advancements that are shaping the industry. This allowed for a deeper understanding of the rapidly evolving technological landscape and its implications for the executive search domain. Inspiring Workshops: Facilitated by an external change management consultant, the day featured dynamic workshops as well as a platform for partners to showcase their success stories, all of which served as a source of inspiration and motivation. Immersive Vietnamese Experience: Held in the beautiful backdrop of Vietnam, partners not only had the opportunity to engage professionally but also experience the hospitality, rich culture, sounds, and flavours of Ho Chi Minh City. Reaffirming Commitment and Purpose: These gatherings serve as pivotal moments for Horton International, reinforcing the organisation's core values and objectives. Partners left with a renewed sense of purpose, reminded of the collective mission and the strength derived from being part of the Global Group. "The resounding message from our Partners is that this year’s global conference was our best yet! We held inspiring collaboration sessions led by the insightful change management consultant, Larry Chao. Thought-provoking discussions from AI specialists, we explored the profound implications of AI for businesses on both a macro and micro level. We were fortunate to host top economists, who shared unparalleled depth of insight. This conference, undoubtedly, stands as our most engaging and enlightening to date. It was a testament to our commitment to fostering not only business collaboration but also enduring (and new) friendships. I feel very fortunate to be part of such a wonderful group of individuals, and to have been part of such a confluence of ideas."  Gemma Van Rooyen, Director of Projects and Board Affairs, Horton International. ### Why Outsource Search? I sat across the table from many an exec recruitment business development person during my twenty or so years in HR Director roles. These days I try to put myself in the shoes of the client HR Directors/CPOs/CEOs with whom I engage as an executive search provider, and ask myself the question that they must (or should) be asking themselves: ‘What can this provider do for us that we cannot do at least as efficiently and effectively ourselves’? Only through answering this question honestly, through the lens of our clients, can we discern our value proposition. The below are the same questions on which I used to dialogue with line managers as an HR head when considering any new capability, restructuring or replacement proposition, or indeed any significant business change, and the corresponding HR sub function that could (in theory) undertake the same task in house: Consulting (= Strategic HRBP) What is the business and competitive context to this role (or roles)? What are the industry trends? What are the competitors up to? Where are the capability gaps between where you are now and where you need to get to? What are the unknowns (the risks)? What are the key high impact job competencies? To add value as search partners, we must have the business credibility to be able to not only help walk the clients through these questions, but also to offer up our own perspectives and insights built around a deep industry expertise and up to date market knowledge.   Searching (= Talent Acquisition) What does the ideal candidate look like? What are the personal competency areas that may mean the difference between success and failure? Who are the top candidates for the job? And who should be avoided? Describe the culture of the organization (the real culture as manifested in the behaviors of people to one another). As a search provider working on mission critical roles, our added value must be built around our reputation with candidates as well as with clients – this means that people know that a call with us is because there is a real opportunity that we have matched them with. Candidates will rarely refuse to speak with a highly reputable and established genuine search consultant, particularly one they know will offer value added career counselling irrespective of whether they eventually get the job. We also add value by being able to define (objectively) a company’s actual (rather than aspirational) culture and have the wherewithal to know peoples’ personality types and personal values and their likely fit with that culture. Long - Term Partnering (= Performance Management) Finally, we add value when clients know we are in it for the long game with joint accountability along with the client for the contribution levels of people we have placed long after contractual replacement period clauses have expired.   In conclusion, our true value added lies in our collaborative partnering with clients through which we complement, rather than replace (or ‘out source’), our clients’ capabilities. ### The Changing Jobs Market Over the Next Five Years The Future of Jobs report by WEF 2023 provides insights into the changing job market and the impact of emerging technologies on the future job market. It highlights trends, opportunities, and challenges individuals and organisations face. The report covers topics such as adopting automation and artificial intelligence, the skills required for future jobs, and the potential impact on employment and workforce dynamics. The report emphasises the need for reskilling and upskilling to adapt to the changing jobs in the current market. This includes a discussion of soft skills, critical thinking, creativity, and emotional intelligence as complementary skills to technical expertise. The report also addresses concerns related to job displacement and the potential need for policies to support workers in transitioning to new roles. Here we look in some detail at two priority areas covered by the report: Skills outlook including: Expected disruptions to skills Reskilling and upskilling priorities in the next five years Workforce strategies including: Barriers to Transformation and workforce strategies Talent availability and retention Talent development Changing winds disrupt the jobs market Over recent years and globally, workers have experienced tremendous changes in their jobs and workplaces. Most people were impacted to some degree by lockdowns; eventual returns to work were tentative and partial; many industries failed with significant job losses. Close on its heels came the war in Ukraine with its concomitant disruptions, soaring energy prices and devastating inflation. All this occurred in the wake of ongoing technological evolution, including the rollout of artificial intelligence (AI) and accelerating demands for a greener global economy. While each change is a significant challenge, when they happen simultaneously, the degree of disruption is unprecedented, at least since the second world war. Uncertainty about the future is widespread, with many commentators and influencers expressing existential fears and concerns about the forward march of technology and AI. According to the WEF, 23% of jobs will change significantly over the next five years. Many jobs (69 million) will be created, and many more (83 million) will be destroyed. That's a global loss of 29% of the current workforce. However, it's not all doom and gloom. Green technologies and emerging markets will likely create high demand, translating into economic growth and new employment opportunities. The WEF estimates that around one million new sustainable engineering jobs will be created. Jobs growth areas The two sectors likely to see the highest growth in jobs are education and agriculture, with increases of 3 million and 4 million, respectively. The main drivers of this growth are demographics and new technologies. Past supply chain disruptions have affected how supply chain priorities are viewed, drifting away from supply chain efficiency to supply chain resilience. This shift in attitude is likely to create job growth, particularly for Asian and Middle Eastern economies. The impact of technology and AI on jobs Technological change, particularly AI,  will create considerable changes in the job market. While the exact consequences may vary across industries and job roles, AI is generally likely to impact the following areas. Automation: AI will automate tasks that are repetitive, rules-based, and routine in nature. This will lead to the displacement of specific jobs, particularly those involving manual or repetitive tasks. Jobs in manufacturing, customer service, data entry, and transportation may be affected. Job Creation: While automation will eliminate some jobs, it can also create new job opportunities. AI technologies require development, implementation, and maintenance, which can lead to the emergence of new roles in areas such as AI programming, data analysis, machine learning engineering, and AI ethics. Augmentation: AI can augment human capabilities and improve productivity in various domains. It can assist professionals by automating specific tasks, providing data-driven insights, and enabling more informed decision-making. This can lead to increased efficiency and productivity in roles across industries. Skill Shift: The demand for different skills may change as AI automates specific tasks. There may be a growing need for skills such as data analysis, programming, critical thinking, creativity, problem-solving, and emotional intelligence. Jobs that require these skills and involve human interaction may be more resilient to automation. Human-AI Collaboration: The future of work is expected to involve increased collaboration between humans and AI systems. Workers may need to adapt to working alongside AI tools and systems, leveraging their strengths while complementing AI with uniquely human skills such as empathy, creativity, and complex problem-solving. Socioeconomic Impact: The widespread adoption of AI may have socioeconomic implications. It could lead to income disparities, as individuals with skills in high-demand AI-related fields may have more opportunities and higher wages. There may be a need for policies and initiatives to address potential job displacement, retraining, and income inequality. While AI will undoubtedly transform the changing job market, its impact is not uniformly negative or positive. Jobs are expected to evolve rather than disappear entirely, with new opportunities and emerging job trends arising alongside automation. The successful integration of AI into the workforce will depend on effective reskilling and upskilling efforts, supportive policies, and proactive collaboration between various stakeholders. Supply chain localisation While supply chains will continue to be disrupted by advancing technologies and AI, a significant impact of recent supply chain disruption is the urgent need to localise supply chains in response to the realisation that supply-chain resilience out-trumps supply chain efficiency. Supply chain localisation, which refers to the shift from globalised supply chains to more localised or regionalised ones, can significantly impact jobs positively and negatively. Positive Impact on Jobs: Job Creation: Localising supply chains often create new jobs within the region or country. Reshoring and Job Repatriation: Supply chain localisation may incentivise companies to bring back manufacturing operations from overseas, a process known as reshoring. Economic Multiplier Effect: A localised supply chain has the potential to create a ripple effect throughout the economy. Negative Impact on Jobs: Job Displacement: While supply chain localisation can create new jobs, it can also lead to job displacement, particularly in regions heavily reliant on imported goods or outsourcing. Skill Mismatch: Localisation efforts often require a different skill set than globalised supply chains. Workers with specialised skills for global manufacturing processes may find it challenging to transition to localised supply chain roles. Increased Costs and Competitiveness: Localising supply chains can potentially increase production costs, including labour, raw materials, and logistics. Reskilling and upskilling It is clear from the above that vast amounts of reskilling will be necessary. The WEF estimates that 44% of skills will need to change. There will be growing demands for skills such as analytical and creative thinking. The WEF also sites a growing demand for skills involving technological literacy, curiosity and lifelong learning, resilience and flexibility, systems thinking and AI and data analysis. This goes alongside a decreasing need for global citizenship skills, manual and sensory dexterity, endurance and precision. Preparing for the future workplace It is clear from the WEF report that all stakeholders would be advised to prepare for the future jobs market. In the technology-dominated greener deglobalising new world that will likely emerge in the coming years, local skills development will be the highest priority. This finding impacts multiple areas: Soft,  interpersonal and general skills will become as important as technical skills. For workers in declining fields, reskilling should be a top priority. For those in growth sectors, upskilling and constant learning are needed. Governments have a significant role in navigating this new territory and providing needed resources and guidance. The role of employers Employers play a crucial role in reskilling and upskilling their workforce. In this rapidly evolving job market, where technological advancements and changing skill requirements are common, employers are responsible for investing in their employees' development and ensuring they have the necessary skills to meet emerging challenges. Some critical aspects of the employer's role include: Identifying Skill Gaps: Employers need to assess their workforce's current skill sets and identify any gaps or areas that require development. Training and Development Programs: Employers should design and implement comprehensive training and development programs to address identified skill gaps. Collaboration with Employees: Employers should actively involve employees in identifying their development needs and career goals. Supporting Further Education: Employers can help their employees pursue further education or advanced degrees by providing financial assistance, flexible scheduling, or study leave. Encouraging Learning Culture: Employers should promote a learning culture within the organisation. This involves creating an environment that values curiosity, promotes knowledge sharing, and provides opportunities for employees to learn from each other. Embracing Technology: Employers should leverage technology to facilitate reskilling and upskilling efforts. Monitoring and Evaluation: Employers need to monitor the effectiveness of their reskilling and upskilling initiatives. A mismatch between needs and upskilling strategies There appears to be a mismatch between the skills companies claim to be of increasing importance and those covered by corporate upskilling strategies. The highest-rated skills are AI, big data, leadership and social influence, with companies planning to invest 9% of their reskilling budget in these. However, their most highly ranked skill is creative thinking, a full 12 places higher than AI, which will receive a significantly small allocation of the reskilling budget. Other vital skills emphasised by business and ranking higher than AI include design and user experience, environmental stewardship, marketing and media and networks and cybersecurity. Developing current workforce While businesses appear confident in developing their current workforce, they are less optimistic about finding new talent in the next five years. Thus, the main barriers to industry transformation are the ensuing skills gap and the scarcity of new talent. Nearly half of the companies consider better talent progression and promotion crucial in increasing talent availability and more critical than increasing wages, reskilling and upskilling. Finally Over the next five years, the jobs market is poised to see unprecedented disruption, at least according to the WEF's report, which reflects current business thinking. While predicting the future has always been dangerous, the shift in world politics, advancing environmental challenges, and the ruthless advance of technology and AI could have an unprecedented impact. Hiding heads in the sand is an unreasonable response – employers, individuals, governments and other stakeholders must prepare for what lies ahead. Taking the right actions now could turn these current challenges into exciting opportunities.     ### Recruiting In Japan Is Broken Companies are expecting candidates from a direct competitor doing the exact same job to join for the same salary. This is a recipe for disaster. Why would they do that? There are a few reasons why companies might do this. First, they may be under the impression that all candidates are created equal. This is simply not true. There are a wide range of skills and experience levels out there, and companies need to be willing to pay for the best talent. Second, companies may be afraid of losing out on a good candidate if they don't offer them the same salary as their competitor. This is a valid concern, but it's important to remember that there are other ways to attract and retain top talent. So they end up hiring average or below-average workers and then are disgruntled by their performance. This is exactly what happens when companies try to save money on recruiting. They end up with a team of employees who are not as skilled or motivated as they could be. This can lead to several problems, including low productivity, high turnover, and customer dissatisfaction. Insanity is the act of doing the same thing over and over again and expecting different results. If companies want to break the cycle of mediocrity, they need to change their recruiting practices. They need to be willing to pay for the best talent, and they need to offer them more than just a competitive salary. They need to offer them opportunities to grow and develop their skills, and they need to create a work environment that is challenging and rewarding. Offering high-impact career moves is one of the best ways to attract and retain top talent. Top talent are looking for opportunities to grow and develop their skills. They are not interested in lateral moves that will not offer them any new challenges or opportunities. A 10% pay increase is not enough to entice top talent to leave their current jobs. They are often treated well by their current employers, and they are looking for more than just a financial incentive to make a move. They want to be challenged, they want to learn new things, and they want to make a difference. If you want to attract and retain top talent, you need to offer them high-impact career moves. This means giving them opportunities to take on new challenges, learn new skills, and make a difference. If you can do that, you will be well on your way to building a team of top talent who are passionate about their work and committed to your company's success. ### Vietnam's Technology Industry: A Beacon of Innovation Amidst Uncertainty Vietnam's technology industry is a dynamic and rapidly evolving sector, showing resilience amidst macroeconomic uncertainties and global turmoil. The country's strategic location, industrialization, stable growth, and connectivity have made it an attractive destination for both local and foreign investments. The technology trends in Vietnam for 2023-2025 are expected to be dominated by Cloud computing, IoT, AI, and Blockchain, as predicted by FPT Digital. These technologies are anticipated to optimize production, enhance quality, and simplify management across various sectors. The country's ICT market, valued at USD 7.7 billion in 2021, is projected to grow 8% annually from 2022-2026, with an emphasis on ICT adoption for efficiency and governance. Vietnam's government is actively promoting digital transformation, with the launch of the "Make in Vietnam Digital Technology Product" Awards 2023, an initiative to recognize outstanding digital technology products developed and manufactured in the country. The country is also making strides in AI technology, ranking 6th among ASEAN countries and 55th globally in the Government AI Readiness Index 2022. Despite the promising growth, the technology industry in Vietnam faces challenges. The country's heavy reliance on exports and weak internal demand, coupled with credit issues and an ongoing corruption crackdown, pose threats to sustained growth. However, Vietnam's tech industry is showing resilience and adaptability, with Hanoi transforming into a modern district and the country offering tax incentives to boost its digital economy. Vietnam's technology industry is at an exciting crossroads. The country's commitment to digital transformation, coupled with its strategic location and skilled workforce, make it a promising hub for technological innovation. Despite the challenges, the future of Vietnam's technology industry looks bright, with the potential to become a global force in the tech industry. Vietnam has indeed emerged as a global destination for technology and digital companies. For example: Viettel: As one of the top prestigious technology companies in Vietnam, Viettel has made significant contributions to the IT-telecom and service/software sectors. The company has played a crucial role in the growth of Vietnam's IT industry, which generated US$148 billion with an 8.7% YoY growth in 2022. FPT: Another leading technology company in Vietnam, FPT has been instrumental in driving the country's digital transformation. The company's report highlights key technologies like Cloud Computing, IoT, AI, Blockchain, and more, to be widely used in production activities from 2023 to 2025. Netflix: The American streaming giant is exploring opportunities in Vietnam's growing market. The company is examining compliance with a new regulation for streaming services and may open its first office in the country. Boeing: The American multinational corporation is also part of the business mission to Vietnam, aiming to enhance partnerships and Vietnam's aviation and defense capabilities. VNPT: Vietnam Posts and Telecommunications Group (VNPT) is another top technology company in Vietnam, contributing significantly to the software and IT services industry. The company has been recognized for its pioneering efforts in digital platform research and development. Article by: Phuc Hoang Nguyen   ### Menopause Awareness and Support in the Workplace In recent years, the conversation around menopause in the workplace has gained significant traction, shedding light on the challenges faced by women navigating this natural phase of life while pursuing their careers. According to the 2021, Labour Force Survey, women of menopausal age (45-54) make up 11% of all people in employment and 23% of all women in employment. Many women can experience perimenopausal symptoms for years before their menopause, with three in 100 women going through the menopause before they are 40. It’s perhaps no surprise then that women experiencing menopausal symptoms represent the fastest growing demographic in the UK workforce, with nearly eight out of ten being in work. However, there’s still a significant lack of awareness surrounding menopause, contributing to widespread discrimination. Research by the Chartered Institute of Personnel and Development found that two thirds (67%) of working women between the ages of 40 and 60 have had a negative experience of menopausal symptoms at work. Of those who were negatively affected at work: 79% said they were less able to concentrate 68% said they experienced more stress 49% said they felt less patient with clients and colleagues, and 46% felt less physically able to carry out work tasks.     As a result of this, over half of respondents were able to think of a time when they were unable to go into work due to their menopause symptoms and research by the Fawcett Society found that one in ten women surveyed, left work due to their symptoms. Alarmingly, this occurs precisely when many of these women are at the pinnacle of their careers and should be enjoying the fruits of their extensive experience. Despite the fact that the average age of menopause for women in the UK is 51, the retirement age has now been pushed to 68. The premature departure of women from the workforce not only poses personal distress for those affected, but also has far-reaching consequences for the economy, as it forfeits the invaluable skills and contributions of these experienced professionals. The Equality and Human Rights Commission (EHRC) has  issued new guidance that not only highlights employers' legal obligations but also underscores the moral imperative of supporting women through this transition. Legal Obligations By offering clear guidelines and practical tips, the EHRC aims to empower employers to create inclusive workplaces where women feel valued and supported. Under the Equality Act 2010, employers could now face legal action for disability discrimination if they fail to make reasonable adjustments for workers affected by menopause. If menopausal symptoms substantially impact a woman's ability to carry out normal day-to-day activities, they may be considered a disability. This legal framework not only protects women from discrimination but also places a legal duty on employers to accommodate their needs. However, despite these legal protections, research indicates that many women hesitate to request workplace adjustments, often due to concerns about potential reactions. This reluctance underscores the need for greater awareness and understanding among employers about their legal responsibilities in supporting menopausal employees. Collaborative Efforts for Change Change is starting to happen. Through campaigns, seminars and workshops, organisations around the world are beginning to educate their workforce about the challenges faced by menopausal women and how to provide support. Recognising the fluctuating nature of menopausal symptoms, some employers are offering flexible working arrangements such as remote working, flexible hours and job sharing. These arrangements allow women to manage their symptoms while continuing to contribute to the workforce. International Perspectives and Support Around the world, efforts to support women through menopause are gaining momentum. In the United States, organisations like the Menopause Center at the Cleveland Clinic offer comprehensive resources and support for women navigating menopause. Similarly, in Europe and the UK, initiatives such as Menopause Cafés provide safe spaces for open dialogue and support. Organisations such as Henpicked, The Menopause Charity and Wellbeing of Women in collaboration with the EHRC, have been at the forefront of driving awareness and action on menopause at work issues. Through advocacy, education and practical support initiatives, these organisations are working to create a culture where menopause is openly discussed and women are empowered to seek the support they need. Continued research into menopause and its impact on women in the workplace is essential for developing targeted support strategies. By understanding the specific challenges faced by menopausal women, employers can tailor their support initiatives more effectively and policymakers can advocate for changes in the law to better protect menopausal women's rights. By lobbying for legislative changes and workplace reforms, these efforts aim to create a more supportive and inclusive environment for menopausal employees. Practical Steps for Employers Human resources departments are now rolling out training programmes to equip managers with the knowledge and skills to support their team members going through menopause. These programmes cover topics such as understanding menopausal symptoms, effective communication strategies and implementing reasonable adjustments. For employers looking to support employees through menopause, several practical steps can make a significant difference: Introduce a menopause policy to provide guidance for both employees and managers. Consider reasonable adjustments such as providing rest areas, temperature control, flexible hours and remote working options. Ensure health and safety risk assessments consider the specific needs of menopausal employees. Foster open discussions about menopause to reduce stigma and raise awareness. Provide training and resources for managers to support their teams effectively. Conclusion: A Call to Action While progress has been made in raising awareness and implementing support initiatives, there’s still much work to be done. By continuing to advocate for policy changes, investing in research and development, and fostering a supportive workplace culture, we can create environments where women are supported and empowered to thrive in their careers. ### Three Steps Leaders Can Take to Create a Great Company Culture One of the main reasons why employees decide to leave a particular employer is not because of a lack of career advancement or financial considerations, but the culture within the company itself. Younger workers in particular are likely to consider culture, in addition to how much they are being paid and what the role does for their career prospects. Poor work cultures can often foster bullying and harassment, staff are micromanaged, and employees feel disenfranchised and disengaged rather than optimistic and engaged. In short, many people leave for a better life that fits their values. Creating a great company culture is not easy. As a business grows and takes on more staff it can be even more challenging to stay in control of this important part of any operation. And once it goes wrong, it can be difficult to get the ship back on track again. The Great Resignation This is a real tangible problem for businesses in all sectors and industries at the moment. ‘The Great Resignation’ began in 2021 and is thought to be a direct result of the pandemic, which gave people time to take stock of their careers and what they want for the future. According to a survey by Microsoft, more than half of us now prioritise health and well-being over work life and 52% of millennial and gen z employees were looking to change jobs within the next 12 months. There’s no doubt that a big part of people’s discontent is the culture of the company or organisation that they are working for. Creating a great culture takes time and effort, of course, but it can deliver huge dividends if you can get it right. But where do you start? 1. Taking Stock of Leadership Culture comes from the top downwards and the roles of leaders and managers within the organisation need to be the first point of focus if you want to change. Top talent may be focused on their careers and remuneration but at their heart, they also want to work for a business that has a culture which matches their values. Ensuring these values and expectations are aligned at the management level is critical – you can’t expect a great culture to reach down to all employees if those at the top are not engaged and enthusiastic too. In many surveys, a good culture is often cited as one of the main reasons why employees stay with a particular business rather than move on. If you want to retain top talent and build a productive team, it’s a critical part of the jigsaw. 2. Measuring Engagement As with marketing and turnovers, you can’t understand how your company culture affects individuals unless you have some form of measurement and understanding. Asking the right questions and interpreting the results regularly should allow you to stay focused on what your business means for the people who work for you. Important questions include whether staff are proud to work for you and whether they would recommend your business to their friends and family. A more complex survey can help you uncover where leadership and employees are aligned and expectations are being met, whether career opportunities are being realised or staff have the necessary training. This gives you the baseline to work from and the direction you need to take to implement changes. 3. Be Prepared to Rethink You may be lucky and already have a great work culture. Chances are there will be some aspects of the way you operate that you can change to make things better. If employees complain about a toxic culture then you will probably want to do something about it quickly. Leadership has to be prepared to rethink and focus on the employee experience rather than constantly worrying about their bottom line. A happy workforce is generally a lot more productive and that feeds into success and growth. It means treating the workforce as partners rather than assets. Get it right and the changes you make and the culture you create can have a profound effect on your success and future sustainability. ### Career Coaching – How to Transform Your Career and Become More Successful Although most of us hope to keep climbing the rungs of a single career ladder, sometimes it becomes apparent that we’re cut out for something else. Did you know that as many as 75% of people feel professionally stuck? Often this can come from not finding the steps to let go and make changes that can lead to a more fulfilling life. Imagine having dedicated help from the moment you realise that you need a new job. Being coached every step of the way to make your dream job a reality by a professional coach is what transforms lives. As you network with prospective companies and find new employment positions, you’ll be supported to maintain concentration and self-assurance. There is so much to consider when deciding on that next step. This is why career coaching from specialist experts at Horton International is on-hand to support and guide you to map out your career and help you take your next step confidently. What is career coaching? Career coaching from Horton International also provides transition support to those who want it. This service helps you to make a career switch or a career transition. Professional career coaches help individuals explore their purpose, values, and experience to create a practical, comfortable, and self-assured transition from one career to another. From personality profiling to assessing abilities and interests and understanding personal and professional goals, career coaching explores various areas to understand exactly what you want from your career and how to get there. Working with a career coach Over several sessions – typically between 60– 90 minutes- a career coach will use a range of exercises with the coachee to deliver self-awareness and understanding and then set out specific actions to help get the desired outcome for the individual. Working with a career coach is an energising and rewarding activity and can sometimes be intensive. The process helps individuals to recognise their achievements and boost their confidence. With career coaching, outcomes include; Exploring new career options in a safe space Reflect on personal skills and attributes Define strengths and transferable skills Identification of gaps in knowledge and expertise Resume editing and tailoring Guidance on your current LinkedIn profile Network building support Action plan that takes you toward your chosen career Follow-on support. Is a career coach right for me? A career coach can be a great source of support for those who feel unfulfilled in their current career but are unsure of the next steps. It can also be helpful if you know which career you want to switch to but are unsure how to leap. Career coaching can also be ideal for those who need support in showcasing transferable skills or adapting resumes to attract recruiters in this new field with the help of a career expert. A career coach can also be the ideal source of support if you’re unsure if career switching is the right choice. A career coach provides unbiased support but with powerful questioning and a toolkit of exercises to help you fully explore and review all available options. Career coaching is also helpful if you decide to stay in your current career. Instead, you may find you have renewed motivation and a greater purpose which can help you reconnect and reignite your passion for that career. How to start working with a Career Coach Understand expectations A career coach will not tell you what career you should do or which organisations to apply to. Instead, a coach will work with you, asking questions and really listening to your responses. They will allow the space and time to talk through what’s going on for you in a safe, non-judgmental manner. They may reflect on their observations to help you explore options and make the right decisions. It is important to realise that a career coach isn’t there to tell you what to do; they also aren’t counselors or therapists and won’t be able to provide a diagnosis, for example. However, they do recognise that other factors in your life may play a part in your decision to switch careers. Look for rapport The most valuable coaching is with someone you feel has a genuine rapport. A coach may ask some challenging questions, and it’s crucial that you feel comfortable being completely honest with that person. A good connection, where you feel happy to open up, can make all the difference in creating a successful coaching outcome. Set a goal or intention The great benefit of coaching is that it can often cover multiple areas in just a few sessions. However, with a clear goal or intention, you can maintain focus and ensure you get the most out of the sessions. You might have a big goal of switching careers, but there may be challenges you’d like to overcome in the sessions, such as confidence in interviews or help with conflict at work. These smaller goals can all play a part in your bigger goal of a career switch. Get started today If you’d like to get started on a career change journey, or even just discuss the next steps to getting started, get in touch with Horton International today. ### How Companies Can Retain Their Workforce People are quitting their jobs in the UK, Europe, the United States, and other developed economies, including China. The phenomenon is being coined "The Great Resignation". It is also called the "The Big Quit" and "The Great Reshuffle". It began at the beginning of 2021 as a response to the Covid-19 pandemic and is continuing today. Some of the drivers of the Great Resignation include: Dissatisfaction with wages which have stalled post-pandemic Inflation and the rising cost of living Disruption resulting from the war in Ukraine Lack of opportunity to advance careers Unpleasant work environments Dissatisfaction with remote working policies A general long-term lack of job satisfaction While the Great Resignation affects many job sectors, education, hospitality, and health care are the most affected. The generation gap Today people demand a more relaxed work/life balance. Working from home has proven popular, with many workers reluctant to return to the office, despite senior management and the government's pleas. There is also a powerful generation effect, with Millennials and Generation Z spearheading the work exodus. While records numbers of employees are quitting their jobs, a far more significant proportion, up to 40%, are considering doing so. But it isn't exclusively the younger workers leaving their jobs. Many older employees, tempted by the possibility of early retirement, cast off the shackles of employment for a life of leisure. Such workers are unlikely to ever return to the workforce. Keeping workers happy The mass exodus of workers is significantly impacting businesses, other organisations and the economy as a whole. The result is companies are failing to recruit the talent they need and are similarly failing to retain existing workers. Consequently, they are falling behind in technology and innovation, with enormous implications for future prosperity. But how do companies overcome this worker retention problem? Is it just a matter of keeping employees happy, and if so, how to achieve that, or are more profound, less transparent forces at play? To put the problem facing business into perspective, according to a McKinsey survey, one-third of respondents anticipate quitting their job within three to six months. In Poland, the number is even higher – fifty per cent of workers want to quit. Why European workers are quitting their jobs Focussing on European workers, the following chart summarises the primary reason why European workers are quitting or wish to leave their jobs (data taken from McKinsey). The main drivers to quit are inadequate compensation and the lack of a clear career path; however, the lack of caring leadership is also a big motivator. Many workers also feel under excessive stress as the demands are unsustainable. The lack of meaningful work, inadequate support for their health and well-being, and lack of flexibility in the workplace are also significant factors. On a lower level, though still important, are factors such as lack of support from fellow workers, travel issues, unsafe workplaces and inadequate resources. Not all workers are unhappy So far, we have focussed on the negative, reporting that forty per cent of the European workforce is unhappy with their jobs. But looking at the other side of the coin, sixty per cent are happy and are not considering leaving. While it is likely that similar factors are at play, we can assume that they are reasonably satisfied with their compensation, career advancement opportunities, leadership and so forth. Presumably, they are not wilting under the pressure of excessive demands being placed on them. It would be a mistake for organisations to focus entirely on the workers thinking of leaving and concentrate their efforts on persuading them to stay. Instead, it would seem that the most critical group to satisfy are those workers who do not feel the desperate need to go. Given that they are reasonably satisfied, maintaining their satisfaction levels would require less effort. However, splitting workers into two groups – those who plan to go and those who plan to stay - oversimplifies the situation. It would be better to consider the workforce as split into four distinct bands: Workers who are happy with their job but are looking for greener pastures elsewhere Workers who are leaving because they are dissatisfied with their job Worker staying who are satisfied with their job Workers who are staying but are generally disgruntled with their job Although the last group are unlikely to leave in the short term, they are also unlikely to be engaged in their work and are unlikely to perform to the best of their potential. In some ways, they might be considered a liability. These workers might fall into the trend of doing the very minimum they can get away with to avoid getting fired, with is not a good place for them and a negative force for their employer. This group is often called the "quiet quitters", and the number of people who fall into this category is surprising, even disturbing. According to Gallup's 2022 engagement numbers, fifty per cent of the US workforce falls into this category. Just thirty-two per cent of workers are fully engaged, and the remaining eighteen per cent are actively disengaged. A possible retention strategy So far, we have examined the numbers of workers quitting or thinking of quitting their job and why they are doing so. We have also looked at quiet quitters. Next, we will consider a possible strategy that employers could adopt to retain their workforce, keeping the workers they have, attracting new young workers, and restoring levels of engagement and productivity. Pay above-average salaries As we have seen, dissatisfaction with salaries is the biggest driver of staff attrition, which has probably always been the case. The need to earn more money is considerably exacerbated in a low-growth economy with rising prices and high-interest rates. So paying your workers more than the average salary seems an obvious way to retain your workforce. It is also probably the most effective. It can undoubtedly keep workers tied to the workplace in the short term. And if you include an incremental retention bonus in their annual compensation, they might be persuaded to stay with you longer than they otherwise would. People are more likely to be motivated if their personal success makes a difference to the firm's success. Tying staff success to business success is another way of encouraging retention. Employees should also profit through increased salaries or other perks when the business does well. However, be warned that there are potential downsides to paying above the industry average. One possible repercussion is that the enhanced salary might make the employee appear more desirable to the competition – if you consider them worth the extra money, perhaps they are. Indeed, staff can use their enhanced salary to attract alternative employers. Also, you have to be fair. Paying new employees more than old and trusted employees is a dangerous practice. However much you might try to keep individual salaries a closely guarded secret, eventually, the truth will come out. If older employees discover that new recruits are earning significantly more, you can anticipate stormy waters ahead. Address your recruitment strategy Are you recruiting the right people motivated to commit to the business despite not receiving above-industry standard remuneration? Selecting people of this calibre isn't easy, and perhaps they are a relatively rare breed, though this kind of loyalty can be encouraged through multiple means. Psychometrics is a powerful tool for digging down into what drives people. It can help differentiate between those recruits who are likely to become team players and those who are not. That isn't to say you should only recruit team players – some outstandingly talented people are natural loners, so don't let them slip through your fingers. What you should avoid during the recruitment process is the bias many businesses are prone to, where each recruiter is looking for a personal clone. Such teams never vary in outlook and strength, with each member having similar characteristics and backgrounds. Onboarding is also an essential step in the recruiting process. It is one opportunity for employers to make a lasting impression on recruits. Organisations that evoke an "us and them" attitude, where alienation between workers and management is the norm, will never succeed in retaining their best talent. Recruits need to feel at home from the off and welcomed into the band of happy, motivated workers, so they quickly find themselves vital team members. Address your working-from-home model The ability to work from home is an essential asset for both recruiting and retaining staff. However, inadequate workplace flexibility is one of the more significant drivers of quitting, and the effect is increasing. The staff turnover rate of office-based staff (41.6%) was significantly higher than both hybrid (36.6%) and remote (38.7%) working models in 2022. This imbalance reverses pre-pandemic staff turnover rates when remote workers (33.0%) were higher than office workers (30.1%). Remote and hybrid working can benefit both employees and employers. It saves money and time on commuting, leaves more time for non-work activities, and broadens the talent pool of potential recruits. In addition, remote working means that companies can attract talent worldwide. As a result, it can powerfully impact your retention rate. Invest in staff development Employees who feel they are learning and growing from their employment are less likely to leave. Motivated employees generally hope to enhance their careers, and employers have much to gain by providing employees with opportunities to do so and encouraging them to take up those opportunities. While the downside is that these enhanced skills will make the employee a more attractive prospect to the competition, at least the current employee will benefit from the same skills until that happens. Chasing a declining talent resource Recruiters are facing multiple challenges. The Great Resignation is a real phenomenon occurring at both ends of the generational spectrum. However, the loss of talent from Generation Z and the Millennials is arguably more worrying than the loss of older workers to early retirement. Overall the talent resource is declining while the need for staff is increasing, exacerbated by the speed of new technological developments. As we have seen, there are multiple reasons why people quit their jobs, and there are some practical steps employers can take to lessen this trend. However, whatever measures employers take, people eventually leave, and often the very best people are the first to do so. Unfortunately, dead wood tends to hang around the longest. Hopefully, those who leave will do so with a positive spirit and warm feelings towards their previous employer, thus encouraging others to join. ### Important Skills For C-Suite Leaders The C-suite comprises the most senior executives in an organisation, possessing extensive business experience and a highly focused strategic mindset. These adaptable individuals dedicate their time to high-quality decision-making and conflict resolution, among other issues, and are rightfully compensated for their strenuous efforts. What is that intangible quality that boards look for when appointing a new Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, and others? Here we look at the C-suite skills that boards consider to be the most important of all, focussing on: Yesterday's model – why today's c-suite executives need a different skill set Soft skills – what are they, and why do they matter? The relationship between organisation size and its focus on soft skills The relevance of automation to soft skills C-suite celebrity status Getting your message across Yesterday's model Times have changed rapidly over recent years. The pandemic, the Ukrainian war, another financial crisis and many other vital issues have significantly impacted our views. While a few years ago, the essential skills a c-suite member could have were sound knowledge and experience of their industry and related financial matters, today, strong social skills are in the ascendency. While technical and administrative expertise and a successful track record are still essential, they are no longer enough. Previous success is no guarantee of future performance nor a predictor of C-suite excellence. While motivating teams has always been important for C-suite professionals, the teams they need to motivate have become more diverse, technologically wiser, and global. In addition, C-suite executives must deal with many different kinds of stakeholders, including governments and NGOs. As a result, they must hit the ground running despite unfamiliar territory and encountering challenges of which they were previously unaware. Selecting candidates able to meet these criteria is a considerable challenge for executive recruiters. The old selection tools no longer work as well as they did. Yesterday's model is being replaced with a new niftier version. Soft Skills Today's C-suite manager needs what we refer to as soft skills. These are non-technical skills that significantly impact how you perform in your role. In essence, we are talking about social skills, such as interpersonal skills in communicating, building relationships, and interacting with others. Of course, there is nothing new here. You probably noticed that over recent years C-suite jobs have increasingly called for candidates with social skills with less weight placed on operational excellence. People with strong social skills are naturally self-aware, listen to other people and are great communicators, can work well with anybody without prejudice, and have a well-developed theory of mind. In other words, they understand how other people think and feel. Solid social skills are more critical in some situations than others, for instance, in larger organisations. And it's not just C-suite executives who need them. They are becoming increasingly important across the workforce generally. We will look at these factors in more detail. Size matters There is a strong correlation between an organisation's size and its focus on social skills, particularly with organisations expanding through mergers and acquisitions. In such organisations, executives must take a leading role in selecting the right people for the right jobs, handling internal communications, and interfacing with the outside world, including regulators and customers. Maintaining thriving relationships with all these actors is vital and requires extraordinary social skills. Therefore, highly developed social skills are critical to success in all those areas. The diversity and number of those relationships can be daunting. Executives at public companies have to worry not only about product markets but also capital markets. They must brief analysts, cajole asset managers, and address the business press. They must respond to various kinds of regulators across multiple jurisdictions. They're expected to communicate well with key customers and suppliers. During mergers and acquisitions, they must attend carefully to constituents important to closing the transaction and supporting the post-merger integration. Highly developed social skills are the key to success. Automation creates extra demands on social skills Digital transformation is changing just about every industrial sector. It seems like everything that can be automated has been or is in the process of being automated. Managing such change that affects everyone's jobs and how a firm interacts with its suppliers and customers requires a deep understanding of the challenges individuals and groups face at both work and personal levels. Executives with the necessary strong social skills can excel in such roles. Moreover, they tend to be highly motivated to do so, especially when there is the opportunity to shine in the eye of the public and executives in similar roles with competitors. Celebrity status and social media Today, top CEOs, especially those in the technical sectors, have celebrity status. Think Elon Musk, the late Steve Jobs, Bill Gates, Jeff Bezos, Mark Zuckerberg, Warren Buffett the list goes on. Although social media amplify their status, the phenomenon isn't new. Henry Ford, Cornelius Vanderbilt, and many others have been household names in the past. While few CEOs gain such acclaim as those individuals, today's C-suite executives are expected to assume a public role and represent the face of the business to customers, investors and employees. Not everyone is cut out for such a role. While some people thrive in the limelight, others may wither in the heat. The face of social media leaves nowhere to hide. Therefore, executives must deal positively with all that comes at them and think on their feet in real-time in an unforgiving environment that can quickly grow hostile. Although historically, executives have been accountable to their various audiences, never before to the constant pressure placed on them today. To thrive in such circumstances requires extraordinary social skills and emotional intelligence. Getting your message across Even if you believe you have the requisite skills to become a top-flight C-suite executive, you need to be able to convince those who have a role in hiring you that you have what it takes. Furthermore, once you have landed the position you have set your heart on, you must perform at the top of your game to sustain it and keep your board members onside. Unfortunately, while recruiters know the importance of good social skills in their senior management teams, they tend to lack tools to assess how well candidates will perform in the real world. Often recruiters turn to psychometric tests and simulations designed to assess behavioural and personality traits. While these can be revealing, they generally fail to predict the effectiveness of the individual in dealing with the kinds of pressure under which top C-suite executives must thrive. Given that recruiters tend to lack a clear recruitment methodology to divine the best candidates,  getting your message across is far from easy. But that is what you must do to land that critical role. New tools and techniques to assess c-suite candidates are being developed, often leveraging artificial intelligence and machine learning while eliminating bias. But it is a long road before they can reliably deliver what they promise. In the interim, C-suite candidates should work on their soft skills Finally While C-suite professionals must possess the same excellence as they always have in essential administrative and operational skills, they also need highly tuned social skills to stand out from the crowd. This requirement is more heavily emphasised in larger technical and complex organisations. While these soft skills come naturally to some people, others must work hard to hone them into the skill set organisations need. But candidates must also face the additional challenge of getting their message across. While organisations may have an insight into the skill sets they seek, they still lack the objective means of thoroughly assessing them. This will change over time, though the takeaway for candidates is to work on their social skills and ensure they are recognised. ### Beyond Celebrations: Navigating the Equality Landscape What a wonderful opportunity International Women’s Day is to put the spotlight on the many many women that excel and inspire. In their professions and careers, and in their lives. And to celebrate the roles that all women play in the workplace. Wonderful too are the many uplifting stories of women who have overcome significant adversity, whether personal or professional, in reaching their goals, sometimes against nearly all the odds. And the odds are much lower for some than others. The latest annual UN Global ESG report (published in September 2023, with data from 2022) informs us that just 15.4% of the targets under Goal 5 (Gender Equality) are on track, with little progress, globally, in expanding women’s share in management or political representation. The report also noted, among other things, that: Women accounted for 40% of all people in employment yet only 28% of management positions, 55 per cent of countries (from 119 countries surveyed) lacked laws that explicitly prohibit direct and indirect discrimination against women, Nearly one in four young people were out of employment, education or training, with women twice as likely as men to find themselves in this state, There were around 2 billion people across the world in jobs without social protection. The situation is direst in the low-income countries of Sub-Saharan Africa and Central and Southern Asia. Some organizations conducting business in territories with large numbers of marginalized people have implemented programs and practices that contribute to reducing socio economic inequities by affording opportunities to disenfranchised groups of people. Others have not. The DEI focus this International Women’s Day is an opportunity to reflect on your own organization’s record on D, I and especially E: Do your gender employment and pay ratios buck the national norm in the places you do business? Do your DEI metrics extrapolate to socio–economically or otherwise disadvantaged people generally, and up and across the organization, that is, both hierarchically and, where practical, functionally? Do you actively, either directly or through external programs, create employment access opportunities for people who otherwise would have little or no opportunity to work? If you have identified entry level roles for those people, do you then support them with the knowledge, skills and empowerment that have been otherwise denied them, and not allow them to languish in lower skill – lower status jobs, potentially reinforcing, rather than redressing, existing inequities and attitudes? To confront the systemically embedded inequity in prevailing social orders found in some regions, both national and all too often mirrored at organizational level, will require going beyond the statutory labor rights – equal opportunities proclamations commonly found in the Social Goals section of Corporate ESG reports currently, important though they are. So as well as celebrating the many wonderful stories of women’s achievements this International Women’s Day, let’s also understand and engage the improved odds we have of confronting the global Equity crisis that having more women in key decision making roles potentially presents. ### How L&D Can Unlock Your Competitive Edge One of the biggest challenges organisations face post-pandemic is finding the talent to help their business grow. So much so that a McKinsey study suggests that 87% of companies are facing a skills gap. The skills gap is causing significant concerns, with it being estimated that over 375 million people will need to change occupations to meet future workplace demands. From technology development and market demands to employee priorities and workplace disruptions, organisations are navigating a significant challenge ahead. However, there is a solution and that lies within learning and development. Closing the skills gap When the skills of the current workforce do not meet the needs of a specific job, role or process, this creates a skills gap. The apparent response to this is to recruit workers with the skills the organisation needs. However, this isn’t the only option, and there are several strategies organisations can put in place. Unfortunately, many people feel like organisations aren’t doing enough when it comes to closing the skills gap. For example, just 28% say their organisation is making effective skills gap decisions, and just 41% of organisations understand how roles may be disrupted by the skills gap. The main reason organisations struggle to address this skills gap is the visibility of skills within the existing workforce and identifying the anticipated disruptions to the roles within the organisation. Understandably, as technology progresses so rapidly, it can also be hard to predict what skills will be needed. This is where creating skills and competency matrices using people data can be a great place to start, alongside an organisational SWOT analysis to identify the areas that need support. The benefits of L&D for closing the skills gap Organisations are facing two significant challenges right now; one is seeking out talent with the specific skills they need while also managing existing employees and retention rates. Focusing on learning and development is a way to address both of these concerns. By reskilling and upskilling, employees can help the organisation find the skills it needs in-house while prioritising professional development for staff helps to manage retention rates too. How learning and development benefits employees Focussing on professional development for your workforce, whether soft or hard skills, training, coaching and mentoring offers a range of benefits for staff, including: Reduces burnout Boosts engagement Increases job satisfaction Honour employee strengths How learning and development benefits employers While learning and development do require investment from employers, it gives distinct advantages such as: Stay competitive Have skills they need Build a strengthened workforce Allows organisations to “hire bigger” Stronger employer brand Attract new employees. Proactive upskilling One of the main issues with the skills gap is that organisations are in a reactive state. It is often not until that skill is in demand that organisations start to search for it. Unfortunately, by this point, it is often too late to identify talent within the existing workforce who can help or begin training them to be ready for that specific role. As a result, many organisations resort to seeking the skills by hiring new people and using additional resources in hiring and training rather than investing in developing current staff. However, by being proactive with upskilling and planning for the skills the organisation needs for the future, organisations can get ahead of their competitors in terms of being skill-ready. In addition, offering new development opportunities and skills to the current workforce can help maintain employee engagement. It shows your commitment to talent development and provides staff with the opportunities to grow and tailor their career in different ways. Currently, it is estimated that low engagement in organisations creates a staggering $7.8 trillion cost to the global economy. However, if organisations can focus on engagement through professional development, it proactively benefits the business and increases engagement and retention rates too. Skills gap: looking within Many employee reviews focus on the work they are currently delivering. These discussions often need to be more open for employees to express their desires for new challenges or a different career path. However, People data within the organisation is a great way to start mapping out the skills within and the most effective way to close any skills gap you face. Understanding the organisation's current skills, including skills employees may be developing outside of the organisation for personal interests, can help you understand where the strengths and opportunities of the business lie. Gathering People data, in terms of their experience, current roles, CPD, and interests, can help to create career paths and development plans for the team. With this, you can predict future movements within the business and start investing in the right areas of upskilling that individuals need or want. It is also important to see this upskilling as an investment. These are skills that help to build employee engagement and retention, which lowers recruitment costs, but also is an investment into future business operations and opportunities. The return on investment for training your talent can be extensive. Not only this, but it builds a culture that can help to attract new talent to the organisation, creating a continual loop of talent, skills development and a positive workplace culture that gives the organisation a competitive edge. Unlocking opportunities Opening up the learning and development the organisation provides can create huge opportunities for your staff to harness their career path within your organisation. At the same time, organisations can reap the rewards of a highly skilled, motivated, engaged and passionate workforce. ### 4 Generative AI Tools To Take Executive Performance To The Next Level Successful executives know well that the challenges which may at first seem insurmountable yield the sweetest rewards. And we agree. So we’re going to tackle such a challenge head on. In this article, we are going to talk about Generative AI and productivity without mentioning that one tool everyone is talking about! As we go beyond the hype, we are exploring four tools that can take executive performance to the next level with Generative AI, enabling you to spend more time on what truly matters. Rationale Built by Jina AI, Rationale is your decision-making companion. Tell the tool a decision you have been contemplating and it will come back to you with a list of Pros and Cons and a general recommendation on that topic. This is just the tip of the iceberg. Rationale can also help you put several options against each other (go fully remote, go hybrid, bring everyone back to the office, build a SWOT analysis, or create a casual chain (also known as decision tree). As with all Generative AI tools, don’t necessarily take what it says for gospel, but we can’t help but feel it’s the second-best thing to having a strategist to help you plot your moves and foresee and pre-empt potential backlash from decisions you need to make.   Perplexity Then comes Perplexity.ai, a tool that will remind you of the one you already know, but with two major differences. First, the data is up to date, unlike the tool you already use, which is restricted to data up to 2021. And secondly, it actually offers you sources to back what it has to say and allows you to deep dive and validate for yourself what it is saying. Think Google Search adopting Generative AI rather than presenting you pages and pages of results. The premise is relatively straightforward. You ask it a question, it provides you an answer with several sources that it used to firm the answer up, and you can either leave it at that, consult the sources, ask a follow-up question, or select among the suggested follow-up topics for you to explore further.   Tome Tome is the presentation builder you never knew you needed. Give it a topic to write about and within seconds you will have a full-fledged presentation built for you, with a well-thought structure, a table of contents, illustrations to support your text. You can then take its initial draft and refine the messaging, positioning, and imagery (generated by Dall-E2). Like most Generative AI tools, the power of the output is in the input, or the prompt. For it to give you something meaningful, avoid giving it generic titles and instead be specific in terms of which side of an argument you fall on.   Midjourney Midjourney is the most popular solution we cover in this article. As a matter of fact, it had a surge in popularity a few weeks before the one we promised not to mention. Midjourney is an incredibly powerful image generation tool and can create, in seconds, ultra-realist drawings or photography – its quality is so breathtaking, it actually won an art prize at the 2022 Colorado State Fair. As an executive, Midjourney is your storytelling’s best kept secret. The clichéd sentence does say that an image is worth 1,000 words, but finding the right image is easier said than done. Often, the image doesn’t exist, and if it does, it doesn’t quite fit the aesthetic you are going for, or the overall tone of the brand it is meant to associate with. That’s where Midjourney comes in. It is particularly impactful when you give more weight to an allegory, a metaphor, a hyperbole, or a well-placed irony with an impactful illustration. Illustrating your point by talking about “a house built on shaky grounds” or “the missing piece(s) of the puzzle” can help ensure your audience remembers your point for far longer.   Accessing Midjourney however may prove a bit more challenging than one would expect. To interact with it, you need to have access to Discord, a decentralised collaboration platform not too dissimilar to Microsoft Teams or Slack. Because Discord is decentralised, most IT departments will frown upon it, so you may need to enlist your personal device to generate the images for you. An unexpected advantage of using Discord however, is that you get to see what other people are asking Midjourney to generate (you can retain privacy on paid plans, but the free version only allows you to post your “order” into a group chat). Seeing what other people are asking for and how they are structuring their prompts can serve as a powerful source of inspiration as well. Finally, bear in mind that Midjourney may sometimes produce surprising results and make some design mistakes humans wouldn’t, such as, let’s say, getting wrong the number of fingers the typical human hand has!   The future of productivity is bright Those four tools are just the tip of the iceberg as to the potential of Generative AI to support us to become more productive and, by extension, for our businesses to deliver more value for all its stakeholders. Today we’ve uncovered how to make better informed decisions, shortcut the time to build a narrative (and associated presentation), and how to create more impactful illustrations to support our most important stories. But there are many more tools that can support, some can generate high-quality audio files from written text, and others can remove the background noise while you are on calls in a busy café, and now that those technologies are opening themselves up more to enable you to connect their algorithms to your own data the sky is, truly, the limit to what a savvy and forward-thinking executive will be able to achieve with Generative AI, with short to mid-term transformational impact well within reach. Maybe it’s time to ask Rationale whether you should set up a team to explore the technology more, ask Perplexity for sources that would back your assumption, tome for a narrative and then Midjourney to help you give a larger-than-life imagery to your magnetic narrative to your business…       ### The Importance of Personal Branding for Executives: Making Time for Success Becoming an executive leader is akin to reaching the Olympics: you are at the top of the game, and the competition is tough; so tough that a split second separates the glory of stardom and lucrative contracts with falling in oblivion, yet so close from the goal. This is a reality most high-performing executives are completely aware of; if anything, it’s something some even enjoy and get energised from. Executives thrive in leading businesses to the next level and deliver shareholder value time and time again. Yet, the overwhelming majority of executives are overlooking and letting a crucial business behind: themselves. How many executives do you know who regularly invest in their personal brand? How many executives do you see taking part in podcasts, penning thought leadership articles, being in front of the camera, sharing their message? The answer, as you will know, is “not that many”, and chances are, you probably aren’t one of them either. And that’s a big mistake. The curious case of executive self-neglect It is rather surprising to think that leaders taking care of organisations with hundreds or thousands of employees are all over the key factors that make their organisation grow. They are attuned with their operating model, their financial health, and their market positioning. They have to, if they want to succeed. Yet, most don’t actually take the time to stop to take care of their personal brand. Personal branding is, essentially, applying all those marketing concepts you will be acquainted for, but to position and promote you, as a professional. It’s about carefully crafting how you come across, telling the world your unique selling proposition and what makes you a better choice than your competitors. But time is at a premium. It’s all well and good to want and invest in one’s brand, but what’s in it for executives? How can they justify investing in their personal brand to the detriment of other activities? Today, you’ll discover all you need to know about personal branding so you can make an educated decision on whether you should make time for it (hint, we strongly believe you should). First off, what personal branding isn’t Usually, when execs hear about personal branding, they immediately think of social media influencers, those people who are paid to share their lives and promote the most varied types of products on their social media profiles. While they are building their personal brand, this isn’t personal branding. Personal branding does not mean you are career switching into an advertising poster. Likewise, it’s not about becoming famous and getting millions upon millions of followers. It is, however, about getting known. It is about being discovered by the right people. Like in many other instances, quality trumps quantity. Finally, a whole new job, personal branding is not. While it may at first seem like it is a huge time commitment, it could merely be a minor tweak to some of your existing routines and processes. While it does take time, if you are strategic, you can minimise your time involvement and 80/20 your way into a great brand! Ultimately, what’s in it for you? Personal branding, in a nutshell, boils down to a single thing: intentionally communicating what you bring to the table. That’s all there is to it. Obviously, you can (and should) go into defining what is your USP, who your target audience is, what you want them to do and so many other features that anyone with a basic knowledge of marketing would understand are crucial to cover, but, at its highest level, this is the simplest way of summarising a personal brand. Still, why should you care? One brand that reaches two audiences As an executive leader, you have an internal audience who wants to hear from you. They want to know what you are thinking about, what bets the organisation is making, and where you see the next biggest opportunities for the organisation to tackle. However, your colleagues aren’t your only audience. By building your personal brand, you will be building, growing, and building trust with another, far wider audience: virtually everyone else. From past colleagues, clients, and suppliers to prospective employers and clients or industry peers, building your brand out in the open allow you to get known and be seen as the reference that you are by a wider group of people, many of whom don’t even know you exist. Each person outside of your organisation who discovers you via your personal branding represent a fleury of new opportunities. Each person within your organisation who gets to know what you think, represent a new potential ally to your goal, a colleague more bought in into your vision, or someone who can help you refine your thinking. Everything we explore next is valid for both internal and external audiences and is there to plan the seed rather than providing an exhaustive list of benefits to extract from building intentionally your personal brand. Build credibility Few things are more powerful than demonstrating to your teams (and prospective employers) that you do know the field you are talking about. There’s a lot to be said about proving misconceptions wrong, especially once you get to your level of seniority, where you don’t have the luxury of getting hands on and overtly technical in what you do. What’s the best way for a CTO to prove they still get tech? To share their expertise with confidence. When you don’t share your expertise, you are leaving it unknown. People will fill in the blanks based on what information they do have available to them, and when they have nothing, the blank will remain just that, blank. This means that your teams may wonder if you know what you are talking about, they may even question (at least among themselves) your judgement, and your next employer may not reach out, as they’re not certain you would fit the bill. Build your credibility, build your opportunities. Build trust and familiarity The biggest human currency one can have is trust. This is what our entire social system rests upon. No one will follow you, buy from you, or hire you unless they trust you. At the most fundamental level, you need to be a trusted leader if you want to extract the most from your teams. How to build trust? Again, by communicating. By creating noise where there once was silence. By sharing your thoughts with them, by going on video and updating them on where things are going. Be visible. Communicate. Be seen. All those touchpoints will gradually increase trust, as you will provide, time and time again, evidence that you are reliable and dependable. Creating new opportunities for your organisation and yourself It is not rare, on social media, to see some CEOs having a bigger audience than their companies. Elon Musk and Ricard Branson are the two most used examples, but you can see that pattern repeating again and again. The social profiles of executives within an organisation are FAR more powerful for generating opportunities than those of the brand themselves. By having a strong brand, organisations will come to yours because they want to deal with you, because you build that credibility and expertise. This is the business justification as to why you need to build your brand: it will support the brand and pipeline building efforts within the organisation. But the same applies to you – you will be surprised at how many opportunities will come to you because of your personal brand. You will have doors opening to you that you didn’t even know existed. You may form friendships and collaborations with industry peers you admire, you may be invited to events you always hoped to attend, and your next employer may be nearer to you than you’d think. Personal brands create opportunities for both the organisation and yourself. What shrewd business person wouldn’t take advantage of this? On top of those key areas, there are several more ways a personal brand benefits you, for example Scale your impact. More people seeing your message means more people you can influence and have a positive impact on Improved communication. The more you write, the better you write. The more you speak to the camera, the more comfortable you become, on front of the camera Forced strategic view.  Personal branding strongarms you into defining how you want to be perceived, remembered, and thought of. Becoming intentional about this will only help you become a better executive   Personal branding is investing in you and your career What it comes down to is whether you believe in your potential to achieve more; and whether that belief is strong enough for you to invest the time, thought, and energy to build your personal brand intentionally. While we can’t say it is risk free, the upside of building a brand are huge, both for you and your current employer. So, what are you waiting for? The best time to build your personal brand was in 2010...  and we know you know how the sentence finishes.. ### How Can Leaders Support Gen Z Employees? Generation Z, the oldest of which are now into their mid-20s, comprise still a relatively small proportion of the overall workforce today. That involvement, however, is set to grow naturally over the next couple of decades. Understanding younger workers, what they are looking for and how they fit into modern employment practices is key for businesses of all sizes. Research shows that these individuals have clearly defined wants and needs separate from their predecessors. What all employers and top managers must consider is that, while Gen Z may have a slightly different worldview than older generations, they are still going to be leaders of the future. The question then arises as to how these individuals are supported and encouraged in the workplace to achieve their full potential. The shadow of Covid On top of understanding the possibilities for Gen Z employees and finding effective strategies to develop these, it’s important to also understand the role the Covid pandemic has played in recent years. The experience of many who have recently dropped into the workforce is a lot different to their predecessors – their first introduction to your business may have been through remote working and we should not dismiss the impact this has had. According to the Harvard Business Review: “For the rest of their lives, the time the world stopped will be seared in Gen Z’s collective memory, a generation-defining moment that instilled deep fears about their uncertain future.” It’s critical for business owners, managers and CEOs to assess the long-term effect of this start on Gen Z’s working life and how it might influence behaviour and career development in the future. With businesses mostly back to normal operation now, it’s time to review what Gen Z employees have missed out on and how this can be repaired. This is particularly vital for those who started work during the pandemic itself and may need additional onboarding, however late in the day, as well as other support. Leaders of today supporting leaders of tomorrow There’s no doubt that today’s leaders, from CEOs and managers to business owners themselves, have a challenge in helping future Gen Z leaders to develop. There needs to be a proactive rather than reactive approach in identifying and then supporting individuals to help them achieve their career goals. In short, reactive approaches tend to wait for the potential future leader to emerge. Proactive strategies look for the best in us from the start and help create a much larger pool of effective leaders because they have the support from the outset and no one falls out of the system. The importance of onboarding Standard processes such as onboarding for new employees should be about building community and getting to know people rather than a procedure-driven exercise the aim is to learn about rules and regulations. In other words, it’s not a box-ticking exercise but something that has real proactive value to the individual and the business. The emotional basics There’s growing evidence that Gen Z is perhaps more in tune and democratic in their emotional responses than perhaps previous generations. Two-thirds want to align with companies, for example, that take good mental health in the workplace seriously. Emotional resilience is a critical factor when you are developing leadership roles and careers. You need it to survive and thrive. It’s good that more and more businesses are investing in greater health and wellbeing in the workplace but they also need to follow it through. Key areas that Gen Z may need support in developing include: Helping potential leaders to focus on their emotional makeup and how this is likely to drive them in the future. Exploring their sense of self and how this fits into the wider world. Finding ways to be open about how others see them in the workplace and the impact this is likely to have. What value systems the individual has and how these may complement or conflict in their chosen career. Developing honesty and integrity. Successful leaders need to nurture authenticity and this can’t happen without a large degree of emotional intelligence and honesty. Leaders, like all of us, need a sense of purpose but this is unlikely to be fully developed in a Gen Z employee who may still be working to make sense of the workplace itself. This process doesn’t happen overnight and supporting young workers from the outset is key in helping them develop organically, positively and swiftly. Skills building Of course, a key part of supporting and developing Gen Z employees is how businesses and organisations build their skill levels. Continuing professional development is as important as ever – skill requirements are in constant flux as new technology, ideas and research come online practically every day. When it comes to leadership potential, having a clear strategy for skills development is critical in modern businesses. This may mean developing in-house solutions, building connections with education providers and other support externally and introducing approaches such as mentoring, all of which will have a huge impact on individuals. Businesses may also look to rotate and challenge Gen Z employees in new roles so that they have a more rounded experience as well as offering strategic career support. It’s vital when setting out a strategy that we understand how this is going to help the individual – there is no one-size-fits-all scenario. Mentoring should be a key focus in this development. Research shows us that if someone is coached or mentored well it can greatly speed up their development. Stress Management Solutions As we’ve already mentioned, good mental health is something that Gen Z are very aware of and building strategies into your business to support this among the workforce is essential. According to the Health and Safety Executive, there were more than 800,000 people at work affected by stress, anxiety and depression in 2020/21. A situation that was almost routinely swept under the carpet until recently, is now taken much more seriously by businesses. Research from the American Psychological Association tell us that Gen Z report higher levels of stress and anxiety than previous generations and this is something that has to be addressed by businesses in all sectors as a matter of priority. Opportunities vs Stagnation Finally, one of the key components in creating leaders, Gen Z or not, is finding opportunities and not allowing them to stagnate in their roles. Again, this comes down to being proactive and identifying career paths with timely intervention for advancement based on merit and performance. Summary Gen Z and those among them who will be the leaders of the future have had their challenges as new members of the workforce in the past few years. For businesses looking to develop leadership potential, proactive strategies that not only overcome the stagnation caused by the pandemic but positively support CPD, as well as emotional development, is key. ### Your First 3 Steps With Personal Branding As An Executive So, you are a savvy executive that understands the value of building a powerful personal brand, but don’t know where to get started? Fret not, this guide will show you the 3 first and most fundamental steps you need to take so you can start on this journey with solid foundations. Step 1: Define your why? The one constant challenge every leader has to deal with, is that they are starved for time. The demands on their time drastically outstrip the time they physically have available. Prioritisation skills are likely one of the biggest determining factors in how successful a senior leader will be. Ultimately, this is where the war is won. Deciding to work on your personal brand will translate into additional demands on your time, a demand you will need to prioritise against everything else. This means that you need to be very clear on why you want to work on your personal brand and what a good Return on Investment looks like for you. If you input say 2 hours a week into your personal brand, what kind of result will make it worth your while? Is it about connecting with industry peers? Is it building pipeline for your organisation? Or is it getting requests to appear on podcasts, do consulting on the side, or being approached for that next big gig? Whatever the answer for you is, make sure you are clear on what you want to achieve and, once you are there, ask yourself: “Is this worth investing (and jealously guarding) X hours a week to work on this?”. If the answer is no, then either you are not looking at the right prize (think bigger, think more creatively), or you are not fully sold on the premise of personal branding, or quite simply, you identify you have other avenues you believe would provide you a better return for your time. The last of these options is to be applauded, and may mean you should park your personal brand (and this article) until a later date. The former two, however, may mean you need to dig a bit deeper into it. Put your personal branding on hold until you get a clear YES to the prioritisation question. Step 2: Sketch out your target audience Like any form of communication, it is never about the communicator, but always about the audience. What you want to say doesn’t matter nearly as much as what you need them to hear and do. The same goes for your personal brand. You are working towards becoming more visible, making a name for yourself with a new audience, a new target market as it were. However, as we hinted at in Step 1, building a personal brand is a means to an end, and you are doing it because you want to get something out of it. Question is: how does your personal brand help you unlock this? The automatic second question here becomes “Who needs to hear your message so you can create the value you hope to gain from it?”. Identify who that who is. How do you think they will open doors to you? What are their roles? What are their interests? What would keep them up at night? Sketch up and build the personas of your ideal audience in as much detail as you can, because they are the key to your success. The entire premise of a powerful personal brand is being visible to the right people, sharing the right offer, supported by the right narrative and content. If you want to become a horticultural expert in Southwestern Holland, building a following of 10,000 real estate professionals near the Niagara Falls won’t move that needle much. You will know intuitively that no two contacts are created equal; the same absolutely goes in personal branding; so make sure you identify who your target market is and then ask the single most important question: what do they care about? Step 3: Build a sustainable content strategy You now know why you want to invest in building your personal brand. You also know who can enable you to achieve that why. The last ingredient of that equation is how you appeal to them. First part of building that content strategy is understanding what they would want to hear from you. The content you create, the way you position yourself, the narrative you build, everything should be geared to appeal to that prime ideal audience (which is why this is so fundamental to get right). Ultimately, you want to convey: Credibility – you know what you are talking about and are an established expert in your area Trustworthiness (people only buy from or refer people they trust) You are the best placed person to solve their problems Your offer – how you solve their problems How can you position yourself, what should you talk about, so you convey all of the above to your ideal audience? This is the single most important driver of what your content strategy will become. It may be useful for you to identify 3 to 5 Content Pillars – those are the 3 to 5 categories of content that 90% of your content will fit under, providing you with a structured framework to work and take inspiration from. Once this is done, identify the frequency and cadence of your posting. Consistency is where personal brands translate into positive outcomes, so pick a quantity and rhythm that you can comfortably commit to for at least a year. Once all of the above is sorted: execute. Execute consistently. Execute relentlessly. Execute with the clear end goal in mind. Bonus Step: Find synergy fields You now have all you need to confidently start building your personal brand with proper foundations. Congratulations! To get you in an even stronger position, indulge us with an additional bonus step; that of finding synergies with other parts of your professional life. What do we mean by that? Look for areas where you are already providing your insights as part of your current role, and turn those into opportunities for content. Executives are frequently approached for advice, and some actually take those meetings. Why not record and share those meetings to the wider world? You just got yourself a podcast! Listen to the questions your peers and your teams ask you – could these turn into blog posts? Have you been keeping yourself up to date on the industry? Curate and share the best content, this is a great way of becoming the trusted voice in your space. Played right, working on your personal brand can harness what you are already doing and just adding it to a new format and audience. Working smart is absolutely permitted! Over to you, now! Take on what you covered in the steps above and position yourself as the trusted authority in your space, and keep at it. It may take weeks, it may take months, but remain consistent, keep learning, and results will happen… if, and only if, you did your homework!   ### Horton International Germany - Leading the Way in Personnel Services for the Tenth Consecutive Year Horton International Germany has established itself as one of Germany's largest personnel consultancies over its 27-year journey. With an impressive 91% staffing rate and nearly 6,000 successful job placements, their commitment to excellence has earned them numerous accolades as a top service provider. "Our success is built on long-term partnerships based on trust," says Martin Krill, Managing Partner of Horton International Germany. "Continuity for us means professional appreciation, not settling into routine. We value each award we receive, and remain dedicated to delivering outstanding results." Continuing their streak of success, Horton International Germany has been recognised as the Top Personnel Service Provider 2023 by FOCUS Business, marking their tenth consecutive win. Competing against 4,000 service providers, their consistent performance was evaluated through 2,200 interviews with HR managers, personnel service providers, and candidates. Out of the 284 awarded companies, Horton International Germany was among the 62 recognised in the executive search category. This latest award adds to a series of esteemed acknowledgments for Horton International Germany’s exceptional performance. WirtschaftsWoche named them one of the "Best Executive Search Consultants 2022" out of 830 firms, while Handelsblatt recognised them as a "Top Executive Search Consultant" out of 509 evaluated firms. Furthermore, they have also been recognsised as an exceptional employer, earning the coveted TOP Company recommendation and recognition for fostering an open work culture on the kununu employee evaluation platform. Congratulations to the entire team for their exceptional achievements! ### Improve Returnship Programmes For Your Organisation's DEI Returnships were first launched in the US in 2008, with UK businesses beginning to offer these programmes from 2014.  They are essentially a high-level version of an internship designed to help experienced professionals get back to work after taking a career break. Returnships are professionally paid and generally last somewhere between 3 and 6 months, depending on the role and length of time off. These programmes have been introduced to help tackle the problems that many workers face when returning to work after time away. Often, they struggle with technology skills or a lack of confidence after a long period away from work. Women are often the ones who benefit from returnships, but they can be an excellent tool for anyone looking to get back to working life after a break. Current UK data shows women are more than six times as likely as men to be unable to work due to family caring commitments, with nearly 1.5 million women affected compared to approximately 230,000 men. A  study of UK professional women by PwC, conducted with Women Returners and the 30% Club, found that three in five women returning to work after a career break end up in roles that are below their potential. Returnships Bring Many Benefits To Both Returners And Employers When an individual has taken a break from their career, getting back into it is certainly not easy. Returnships give these workers the chance to pick up again where they left off and create a structured routine for getting back into working life. These returnship programmes don't always mean workers have to go back to the same role or industry they had before and can be used to help individuals go into a different position after a break. With returnships, people do not have to begin their career from the bottom and can utilise their previous experience once again. From an employer's perspective, returnship programmes allow you to access a diverse, high-calibre pool of talent. You can easily assess an individual's ability to conduct a role before offering a permanent position, making returnships a low-risk strategy for bringing in new workers. While returners might have been out of work for some time, they still often have a lot of valuable experience from prior to their break. Furthermore, this is knowledge and skills they will not have forgotten. These individuals often just need some support and guidance to improve their use of the latest technologies or software. Many returners also developed a lot of transferrable skills during a break, such as multitasking, time management and organisation. These are all skills which many parents taking career breaks can bring to the table on a returnship programme. How Returnships Promote Diversity And Inclusion Many companies are now taking crucial steps to improve diversity, equity, and inclusion in the workplace. Apart from just being the right thing to do, promoting DEI brings many benefits to a business. Having a diverse workplace will improve employee experience and bring new perspectives and viewpoints to your organisation. Not only that, but a diverse workforce can actually help improve your bottom line. Companies with a diverse management team enjoy 19% higher revenues than those without. Returnships are an excellent way of promoting diversity and inclusion in your company. More and more organisations who are investing in returnship programmes are seeing an improved ability to attract and retain talent while also furthering their diversity agenda. This is particularly true for getting more women into senior positions after career breaks. In fact, it was recently reported that 90% of those taking part in returnships were women. Generally speaking, it is women who take career breaks to care for families and children, and getting back into work after this time off is a challenge. It isn't just women who benefit from returnships, and many other individuals could use these schemes to get back into work. Those facing disabilities may have been forced to take time away from work and could use a returnship to pick up where they left off. Workers relocating from other countries could have taken a career break and benefit from a returnship programme on arrival in the UK. Making it as easy as possible for those who have been out of work for a while to get back into the swing of things and join your team will work wonders for your DEI. How To Invest And Improve Returnship Programmes For Your Organisation Whether you already run a returnship programme or you are considering starting one for your business, there are a few things to bear in mind. You must understand that the cost of having a returnship scheme is likely to be high, and a lot of work and effort needs to be put in for it to work well. A returnship programme should not be considered an extra initiative to an existing scheme but a consistent and embedded programme for boosting DEI. This kind of approach will never work if the rest of the organisation is not geared to promoting diversity. Take the time to use data and evidence to build a returnship programme in your organisation. Assess where you might have skill gaps and determine where returners can integrate into your business. It is often best to start with a small returnship scheme and expand it gradually so that you can give returners the support and attention they need to succeed. Make sure employees on your returnship programme have one point of contact who they can go to if they have any concerns or issues. Returnship programmes will only be a benefit to your business and improve your diversity, equity, and inclusion if they are successful. Your aim is to attract quality talent and help them harness their existing skills and get up to speed with the latest technologies. Returnship schemes should see excellent retention rates when done properly, as returners move from the programme into permanent roles in the business. ### Horton International Extends Presence in the Americas with New Partnership in Brazil Horton International continues to expand its presence in the fast growing Americas market with its first new partnership for 2023. One of Hunt Scanlon Media’s Global 40 Executive Search Companies, the firm is partnering with São Paulo-based BRAVA Executive Search to grow its reach across Brazil. A specialist in executive search for more than 15 years, BRAVA is a recognised partner across several key verticals, including the legal market, agribusiness, services, technology, healthcare and consumer goods. Delivering executive search, cultural fit and leadership advisory projects for top and middle management positions, BRAVA connects local market knowledge to the most modern and innovative practices in the executive recruitment industry. With its extensive local knowledge, BRAVA will bring top level expertise and experience to Horton International, further cementing its position at the forefront of global executive search. Managing partners Fábio Salomon, Camila Dable Malheiros and Rodrigo Miwa will oversee the partnership from BRAVA’s head office in the vibrant city of São Paulo. Law graduate Fábio Salomon brings leadership development, high-performance team analysis and formation of boards expertise.  “Brava is more than delighted to join Horton International and we look forward to the opportunity to learn from, and add our voice to a range of renowned colleagues and firms, crucial in an age and time when our sector is subject to continuous change and development.“ Fábio Salomon Camila Dable Malheiros is the legal and compliance lead at BRAVA, working with several leading national and multinational companies, and will contribute her deep market knowledge of Executive Search and Executive Assessment processes. BRAVA’s finance and tax division lead, Rodrigo Miwa specializes in the recruitment of Executives and Leaders in the financial and fiscal sectors. Commenting on the partnership, Maneesh Ajmani, Chairman of the Board at Horton International said, “As the third largest economy in the Americas, Brazil is a very important territory for Horton International as we continue to expand our global reach. We are delighted to welcome BRAVA as our new partners in Brazil to further strengthen our presence in the region. Fabio, Camila and Rodrigo are vastly experienced, incredibly knowledgeable about the dynamics of the local market and passionate about delivering strategic leadership solutions alongside their wider multidisciplinary team.” To find out more about Horton International, visit www.hortoninternational.com About With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. ### What’s Next For CHRO? Key highlights Where is the new focus for HR? How is HR making the shift from managing processes to creating a holistic impact? How can you integrate the “human” factor across different activities and working areas? The last 18 months have seen a significant change in the way everyone does business. The impacts of the pandemic are going to be long-lasting and unpredictable. If companies are hoping to move forward successfully, there needs to be a shift in thinking. Companies are past the survival mode. And now, companies and leaders need to be looking for ways to make their teams, and their businesses thrive. To make the most of every opportunity and embrace disruption, companies need to start focussing on the human component of their structures, processes and leadership. If your company is to be genuinely flexible, you need to build that flexibility into your processes and thinking. Not to just expect that from your workforce. Reaching this goal requires a new level of integration of activities. Building an Agile Hybrid Workforce To build an agile, hybrid workforce, you may need to ask some difficult questions. Are you fully realising your worker potential? How healthy is your talent ecosystem? Which workers are you at risk of losing and why? Do your stated company values translate into reality? Data is a valuable tool, there is no doubt of that. You need to have a firm grip on not only what work is being done, but who is doing it and how. This information needs to be used with a forward-thinking attitude. Much strategic planning is based on retrospective measurements and data. However, looking backwards is not an effective strategy for planning for the future, especially when the future is highly volatile; a change in mindset is required. The aim is to finetune your workforce strategies to be useful for the coming months. In other words, stop striving to improve your old ways of working, instead focus on creating new better ones. Designing Work For Wellbeing The past months have shown us that many workers find that there is no longer a line between home and work. The traditional view on corporate wellbeing is no longer a realistic one.  A shift in thinking is needed. Instead of adding programs that sit alongside a company’s business, CHROs need to look for ways to make employee care an integral part of the business. This requires some conscious design to ensure that an individual’s workday pushes them to care for themselves. This design should address physical, mental, financial, and social needs. The benefits of this sort of design are that it will increase the engagement of employees. Standalone programmes can be easily ignored, integrated practice less so. Happier and more fulfilled employees are much more productive and engaged. There is a lot more value in happy employees, it is also much easier to attract new talent. Building Diverse and Intelligent Teams It’s well established that teams with more diversity are more successful at problem-solving, finding solutions and predicting outcomes. This translates directly to better financial performance for companies. So, similarly adding machine thinking to a team is another way to add an extra element of diversity, intelligence and agility. The way that teams work has had to change. Technology is no longer a choice, it’s a necessity and simply using it as a means to talk to each other is missing the point. Correctly leveraged, adding technology to a team can improve everyone’s ability to learn, perform and create. The technology we use to connect our teams becomes an integral part of the team similar to other diversity elements like experience, education, gender, age etc. Worker Led Skills Growth The pandemic has seen workers roles evolving and changing. For some, their current position may have little resemblance to the one you hired them for. This evolution has brought to light a few important lessons. When workers are given the agency to direct their growth and input, they are more engaged and make more significant progress. If workers are given the opportunities to align their interests with the company’s organisational needs, everyone benefits. When you bring a new employee on board with your company, you are not only considering the value they bring with them, but the value you can nurture in them. When workers have control over this process and their development, they can reach a much higher level. If you currently have a prescriptive and overly structured training system, then you may be stifling your employees’ potential. Enabling Leadership As the requirements for business are changing, so are the requirements for leadership changing as well. The earlier useful leadership strategies and practices are not bringing the results we would like to see in the world of the hybrid workforce and diverse teams and self-directed employees. The critical capability a leader has to have is the ability to be comfortable with the uncertainty and being uncomfortable. Leaders have to be able to allow him/herself to be constantly challenged by the business environment and colleagues, and focus on making sure that every team and individual is enabled to succeed in their roles. A New Role For HR All the above means that the role of HR in companies is changing. It’s no longer a matter of standardising and enforcing policies. HR is better used as a means to re-design the way your company works. HR should be the department driving the agenda of putting human considerations at the forefront of work life. The understanding of human behaviour in an organizational context becomes more critical than the understanding of workflows and processes. It is time that behavioral sciences go hand-in-hand with business. To address all the changes discussed here will take a lot of new ideas. Your whole company will need to envision a new way of working in a way that truly emphasises the human potential. Human resources have a significant role in setting the new leadership paradigm and driving the development holistically across the organization, to a level of the nitty-gritty. To achieve this, your HR department must move from merely providing a function to having an impact. HR shouldn’t be a process; it should be the leading edge of the mission to shift your company from survival to growth. ### New Leadership Approaches for Success in the Modern Era Effective leadership is crucial for organisations to thrive and succeed in the modern era. However, the rapidly changing business landscape, evolving technologies, and shifting workforce expectations require leaders to adopt new approaches that are dynamic, inclusive, and adaptable. This article will explore several new leadership approaches that empower leaders to navigate complexities, drive innovation, foster collaboration, and achieve sustainable success in the modern era. We will look at current trends in management styles in response to the rapidly evolving business environment, including: Transformational Leadership Servant Leadership Adaptive Leadership Inclusive Leadership Ethical Leadership Collaborative Leadership Digital Leadership When taken together, we conclude that these provide a comprehensive framework for leaders to navigate the complexities and challenges of the modern business landscape. New leadership for a new era of thriving organisations In a recent report, "New leadership for a new era of thriving organisations", published by  McKinsey in 2023, the authors highlight the need for fresh leadership approaches in today's rapidly changing business landscape. The report emphasises that traditional leadership styles and strategies may no longer be effective in navigating the complexities of the modern era. What happens when companies focus beyond profit and shareholder value and address organisations' broader impact on society? Businesses can actively contribute to social and environmental well-being by taking a more holistic approach. So, let's look at these modern leadership styles that are set to transform the modern workplace. Transformational Leadership Transformational leadership is a powerful approach that focuses on inspiring and motivating individuals to achieve extraordinary outcomes. Transformational leaders create a compelling vision, articulate clear goals, and challenge the status quo. They encourage their teams to embrace innovation, take risks, and continuously learn and grow. By empowering employees and fostering a sense of purpose and engagement, transformational leaders drive higher performance and create a culture of excellence. Typically, transformational leaders demonstrate the following: Vision and inspiration – with a clear and compelling perspective for the future. Charisma and influence – that attract and captivate their teams Intellectual stimulation - encouraging creativity, innovation, and critical thinking within their teams. Have a genuine concern for the personal and professional development of team members. High emotional intelligence - allowing them to understand and connect with the emotions of their team members. Servant Leadership Servant leadership is a leadership philosophy and style that emphasises the leader's role as a servant first and foremost. It is a people-centred approach that focuses on the well-being and growth of individuals within an organisation, believing that by serving others, a leader can effectively lead and empower their team to achieve success. The core of servant leadership is the idea that leaders should prioritise their staff's needs, aspirations, and development. Instead of viewing leadership as a position of power and authority, servant leaders see themselves as stewards entrusted with serving others and helping them reach their full potential. Critical characteristics of servant leaders include: Empathy – the ability to listen and understand the perspectives and feelings of others. Selflessness – they prioritise the needs of others over their own. Humility - personal recognition is secondary to acknowledging the contributions and achievements of their team members. Vision – they maintain a clear vision for the organisation. Empowerment - they believe in empowering their teams and promoting their autonomy. Adaptive Leadership In the fast-paced modern world, leaders must be agile and adaptable. This involves being open to change, embracing innovation, and swiftly adjusting strategies and operations in response to evolving market dynamics. Leaders should foster a culture that values experimentation, encourages calculated risk-taking, and promotes continuous learning and improvement. Adaptive leadership recognises the fast-paced and complex nature of the modern business world. Leaders who embrace adaptive leadership understand that change is constant and that the ability to adapt and respond effectively is essential for success. They encourage their teams to be flexible, innovative, and comfortable with uncertainty. Adaptive leaders promote a culture of learning, experimentation, and continuous improvement. They foster resilience and equip their organisations with the skills and mindset needed to thrive in a rapidly evolving environment. Inclusive Leadership The well-being and engagement of employees have a direct impact on business performance. Leaders should prioritise employee well-being by creating work environments that support work-life balance, mental health, and personal development. They should promote open communication, provide growth opportunities, recognise and reward achievements, and foster a positive and inclusive company culture. Engaged employees are more productive, innovative, and committed to organisational success. Inclusive leadership emphasises the value of diversity and the importance of creating an inclusive work environment. Inclusive leaders actively seek diverse perspectives, encourage collaboration, and ensure that all voices are heard and respected. They understand that diverse teams bring various insights and experiences, leading to better decision-making and innovation. In addition, inclusive leaders promote fairness, equality, and belonging, fostering an environment where everyone can contribute their best and reach their full potential. Ethical Leadership Sustainability and ethical business practices are increasingly important to customers, investors, and society at large. Considering environmental, social, and governance factors, leaders should integrate sustainability into their business strategies. This includes adopting sustainable processes, reducing environmental impact, promoting diversity and inclusion, and ensuring ethical supply chain practices. In addition, leaders can enhance brand reputation, attract socially conscious consumers, and drive long-term growth by demonstrating a commitment to sustainability and ethical conduct. Ethical leadership is crucial for building trust, maintaining reputation, and sustaining long-term success. Ethical leaders demonstrate integrity, transparency, and a commitment to ethical practices. They set high ethical standards, promote ethical behaviour throughout the organisation, and hold themselves and others accountable for their actions. In addition, ethical leaders consider the broader impact of their decisions on stakeholders, society, and the environment. By acting ethically, they inspire trust, enhance organisational culture, and foster a positive reputation. Collaborative Leadership The modern world demands collaboration and strategic partnerships. Leaders should actively seek opportunities for collaboration, both internally within their organisations and externally with other industry players. Collaborative networks and partnerships can enhance innovation, expand market reach, and create synergies that drive growth. Leaders should be open to sharing knowledge, resources, and expertise to achieve mutual success. Collaborative leadership recognises the power of teamwork and collective intelligence. Leaders who adopt this approach create an environment where collaboration is encouraged and rewarded. They break down silos, promote cross-functional cooperation, and facilitate open communication. Collaborative leaders empower their teams to share ideas, perspectives, and knowledge, leading to better problem-solving, innovation, and creativity. By fostering collaboration, leaders can leverage the diverse strengths of their teams to achieve shared goals and drive organisational success. Digital Leadership Digital transformation is reshaping industries across the globe. Thus, leaders must develop digital competence to harness the power of technology for business growth. This involves understanding and embracing emerging technologies, such as artificial intelligence, data analytics, and automation, and focusing them on improving efficiency, enhancing customer experiences, and driving innovation. Digital leaders understand the impact of digital transformation on their industry and organisation. They actively seek opportunities to leverage digital tools, data analytics, and emerging technologies to enhance operations, improve customer experiences, and drive business growth. Digital leaders foster a digital mindset, embrace continuous learning, and create a culture of adaptability and digital fluency within their organisations. Conclusion Embracing change is crucial for business leaders to navigate the evolving landscape and drive growth. However, embracing change is beset by challenges. For instance, resistance to change is a natural human response. Employees may resist change due to fear of the unknown, concerns about job security, or a reluctance to let go of familiar processes and routines. In addition, the organisational culture may support or hinder change, even when the need for it is unarguable. Change can also feel ephemeral and often lacks a clear vision and purpose, leading to confusion. However, the world is changing apace, and to keep up with it, businesses have no other option but to embrace it, however challenging it might be. Successful leaders must be adaptable, inclusive, and innovative in the modern era. The new leadership approaches outlined here provide a comprehensive framework for leaders to navigate the complexities and challenges of the contemporary business landscape. By embracing these approaches, leaders can inspire their teams, drive innovation, foster collaboration, and achieve sustainable success in the dynamic and ever-evolving business world. ### Embracing the Future: Horton International Italy's Kick Off-Meeting Sets a New Course Horton International Italy hosted an impactful Kick Off-Meeting event on June 21st and 22nd in San Benedetto del Tronto. Aptly titled "Going Forward: New Scenario/New Direction", the event revolved around exciting new projects undertaken by Horton Italy, encompassing organisational changes, enhanced services and comprehensive training and development plans. The gathering served as a valuable opportunity for team members to reconnect face-to-face and strengthen their bond, reinforcing the notion that "If you work alone, you go fast, but if you work in a group, you go FAR." Reflecting upon our journey over the past years, we have come to a realisation: in order to evolve collectively and deliver exceptional value to our clients, we must first understand our current state and recognise the untapped potential within us. It is with this understanding that we have made a collective decision to invest in ourselves, spearheading a comprehensive training initiative and a structured professional development plan tailored to address both our collective and individual needs.      The Kick Off-Meeting event has set the stage for a momentous new chapter in the journey of Horton International Italy. With a renewed sense of purpose, a commitment to self-investment, and the unity of our team, we are poised to make great strides, deliver exceptional results, and embrace a future brimming with endless possibilities. “If you treat an individual as he is, he will remain how he is. But if you treat him as if he were what he ought to be and could be, he will become what he ought to be and could be.” J.W. GOETHE ### What Can We Learn From The CEO Survey 2023? The 2023 PWC CEO Survey is the 26th edition, documenting the trends and experiences in global leadership. With data from 4,410 CEOs across the world, the CEO Survey gives an interesting insight into the challenges CEOs are facing over the next 12 months, as well as their predictions for future trends and also where their focus is during 2023.   One of the most prevalent themes from the CEO Survey 2023 was the challenge CEOs face in managing today’s conditions while also wanting to create an agenda for the future and how to balance the needs of today with the sustainability of building the business they want to see for the future. So, with this in mind, the two key areas that were focused on for this year’s survey are resilience and reinvention. Resilience in 2023 The year 2023 has been a challenging one for many businesses across the world. There have been the ongoing effects of the COVID-19 pandemic, political and social unrest, environmental issues, and economic uncertainty. Many CEOs have had to adapt and thrive in this complex and volatile context by building resilience in their organizations. Resilience is the ability to recover from setbacks, cope with change, and maintain performance under pressure. And, as Dr. Milly Cohen, a Mexican resilience expert, mentions, resilience is not only an ability but also a process through which we individually or as a group strengthen ourselves as a result of the lessons learned from overcoming these challenges. In the CEO Survey 2023, it was reported that 52% of CEOs are actively cutting costs, while a further 33% are considering this for the next 12 months. This can come in lots of ways, such as digital transformations and workforce management, including hiring freezes. Resilience in digital transformation One of the critical strategies of CEOs in 2023 is to adopt a culture of innovation. While requiring initial investment, opting for digital transformations has helped to reduce costs by driving efficiencies. This has been done by leveraging technologies such as artificial intelligence, cloud computing, and blockchain to improve efficiency, agility, and customer experience. By fostering a culture of innovation and learning, these CEOs have enabled their organizations to adapt quickly to changing customer needs, market conditions, and competitive threats. For example, one CEO of a leading e-commerce company in Uruguay has launched a digital platform that connects international sellers with local buyers across Latin America, offering them access to a broader market and lower costs. Another CEO of a major bank in Colombia has implemented a chatbot that uses natural language processing to answer customer queries and provide financial advice, enhancing customer satisfaction and loyalty. Resilience in the workforce The CEO Survey 2023 has highlighted that 19% of CEOs are implementing hiring freezes this year, while a further 24% are considering implementing hiring freezes in the next 12 months. Similarly, 39% of CEOs are actively reducing and planning to reduce the size of their workforce. However, this still means most organizations have no plan to downsize their teams. That said, CEOs are reprioritizing their people and purpose. CEOs are predicting that elevated churn rates will continue in organizations, which means they must do more to protect their top talent.  In organizations, the most valuable asset is their people, and they need to take care of their physical, mental, and emotional well-being. Consequently, many CEOs have provided their employees with flexible work arrangements, health and wellness programs, training and development opportunities, and recognition and rewards. They have also articulated a clear and compelling purpose for their organizations, inspiring their employees to work towards a shared vision and mission. By prioritizing their people and their purpose, these CEOs have boosted their employee engagement, retention, and productivity. For example, one CEO of a successful analytics provider in Chile has offered its employees the option to work remotely from anywhere in the world, promoting work-life balance and diversity. Another CEO of a growing fashion brand in Peru has defined its purpose as empowering women through its products and social initiatives, motivating its employees to make a positive impact. A large global food, snack, and beverage consumer company implemented a hybrid scheme for all its offices in Latin America for their corporate office areas and each manager decides which day they meet in the offices with their teams. So far, it has been a successful model. In terms of managing the current situation, retaining talent remains a priority. By maintaining a strong employee culture and keeping talent happy, it can help CEOs to focus on the following priority of reinvention for the future. Reinvention beyond 2023 Investing in the future was another key element of the CEO Survey 2023, and the idea of the role CEOs are playing in reinventing their businesses for the future. The last few years of the pandemic, economic uncertainties and geopolitical issues have meant that many CEOs are focused on fighting fires and managing the current situation rather than spending time evolving the business. Currently, CEOs state that 53% of their time is spent driving current operational performance. Still, in an ideal scenario, this would switch, and CEOs would spend 57% of their time focused on meeting future demands and developing business strategies. The survey then delved into the ways CEOs want to reinvent their business and the key areas they want to focus on for the future, including: ●      Upskilling and training talent in the workforce ●      Prioritizing AI, machine learning, cloud-based and future-proofing technology ●      Automating processes and efficiency in systems ●      Metaverse exploration and strategies ●      Bolstering supply chains for the organization ●      Responding to the climate crisis and associated risks The challenge for CEOs is finding ways to develop these areas while managing the current situation. However, there are times when both go hand-in-hand. For example, retaining top talent remains a key priority for 2023. However, the future needs to upskill could come into play now to help increase employee engagement, satisfaction, and retention rates. Similarly, workforces are looking for organizations that align with their values and organizations committed to social and environmental causes, such as their response to the climate crisis can also be a significant factor when top talent chooses which organizations they want to work for. Instead of seeing the CEO work schedule split between 2023 operations and the future, it may be that many of the future strategies can be incorporated into today’s response to not only mitigate the needs of today but prepare the organization of tomorrow too. ### Fintech Adoption in Asia Pacific – An Upward Growth Trajectory Fintech Adoption in Asia Pacific – An Upward Growth Trajectory In today’s fast-paced world, consumers look for ease in every aspect of their lives. This is the reason for the widespread use of technology to complete everything from basic tasks to complicated operations. It is also the reason for the widespread adoption of fintech services across the globe, especially in the Asia Pacific region. Fintech is an umbrella term that encompasses technological solutions which help individuals and businesses automate their finance-related decisions and actions. These can include software and applications, among other technologies, that deliver a financial service. Needless to say, they greatly reduce costs, boost safety and protection, and empower individual and business users. In this article, we discuss these drivers of the increase in fintech adoption in Asia Pacific, among others. Increased Financial Technology Adoption in Asia Pacific The fintech space in Asia Pacific is seeing tremendous growth. According to EY’s Global FinTech Adoption Index 2019, while fintech adoption has increased around the world, Asia remains at the top of the list. EY surveyed around 27,000 individuals active in the digital space across 27 territories, with the results clearly pointing towards increased use of fintech services. Across the globe, fintech adoption rose from 16% of people in 2015 to 64% in 2019. Additionally, a whopping 96% of them were aware of at least one fintech service that facilitated online transfer of money and payments. The report states that 10 of the 27 markets surveyed were emerging markets, the largest ones being India and China, important players in the Asia Pacific region. The countries that topped the list of fintech adoption rates, according to EY’s Index, are: -       China – 87% -       India – 87% -       Russia – 82% -       South Africa – 82% -       Colombia – 76% -       Peru – 75% -       Netherlands – 73% -       Mexico – 72% -       Ireland – 71% -       UK – 71% The three countries to top this list are part of Asia Pacific. Not much further down the list are Hong Kong, Singapore, and South Korea, with an adoption rate of 67% and Australia, with 58%. The Singapore Fintech Report 2022 clearly indicates an increase in the use of virtual banking services among the population, with e-wallets becoming the second most popular method of online payment for e-commerce activities, for example. Similarly, Sequoia Capital has recently raised US$2.85 billion across a number of funds for startups in India and Southeast Asia. These are just two examples of the immense growth the industry is facing. A wide array of fintech services are used by individuals in Asia Pacific to facilitate their everyday financial dealings. These include software and applications that support digital money transfers, online payments, and so on. But what are the potential reasons for the increase in financial technology adoption in this part of the world? Drivers of Fintech Adoption Increase The Move Towards Cashless Economies Many economies and governments are steadily moving towards cashless transactions as the norm. This eliminates the need for individuals to carry anything but their cell phones and/or their bank cards, resulting in ease for the consumers. Consumers, naturally, are drawn to a solution that makes their lives more convenient, although there is some concern about privacy issues. Management of Finances Technology helps individuals keep track of and manage their finances in a better way. Fintech is not all about payments and money transfers: many companies in the space facilitate budgeting and saving activities, among many others, enabling individuals to become more financially responsible and secure. Consumer Awareness More and more consumers know about fintech services and the benefits they serve. As mentioned above, 96% are aware of at least one fintech service/application. This boost in knowledge and awareness about how technology can make life easier encourages consumers to adopt the technology. Increased Competition Asia Pacific markets have seen a large increase in the number of firms providing financial technology services. In order to stay ahead, these companies provide attractive offerings in order to incentivize customers to choose them. This strategy leads to increased interest by consumers. Safety as a Top Priority When it comes to traditional financial institutions and services, the industry has been historically slow to adopt technology. On the other hand, the fintech industry, which relies on technology to even exist, takes important, timely measures to ensure that the digital space in which transactions are taking place is secure for consumers. Great Spending Power Across the region, consumers have mostly witnessed an increase in their level of disposable income. This is especially true for the younger population, which is also extremely comfortable with the use of technology in order to facilitate everyday activities. These individuals opt for fintech services without much need for convincing. The Impact of COVID-19 on Fintech Adoption The global pandemic forced countries to implement various levels of lockdowns in order to curb the spread of the virus. In order to cope, individuals needed alternative methods of getting things done. Technology services that allowed people to continue their daily lives without having to leave their house (such as apps delivering groceries to one’s doorstep) grew in popularity. Fintech services were just one technology that saw an increase in adoption during COVID-19. Research found that financial apps saw an increased number of downloads during the period. This is indicative of a growing trend of conducting financial dealings through technology vs traditional mediums in the face of crisis. It is safe to assume that once individuals experienced the ease of carrying out financial transactions safely from the comfort of their homes, they refused to go back. Instead, it is likely that they started exploring varying technologies for multiple financial functions, contributing to the increased level of adoption. The Future of Fintech in Asia Pacific The level of competition in the fintech space in Asia Pacific is growing at an ever-increasing rate. With an increase in the number of virtual banks, users willing to use technology to facilitate financial transactions, companies integrating financial technology, and a staggering increase in the number of firms providing fintech services, Asia Pacific, with China taking the lead, will likely lead development in fintech world for the near future.  As mentioned, though, privacy concerns – that can’t be ignored – are of varying importance across the region.  The level of adoption is also likely to grow across younger and more mature markets due to the reasons discussed.   Sources: https://doi.org/10.1016/j.jfi.2021.100945 https://globalfintechnews.com/5-reasons-why-fintech-is-important/ https://www.euromonitor.com/fintech-in-asia-pacific-digital-payment-platforms/report EY Global FinTech Adoption Index 2019 ### Banking the Unbanked A large number of people around the world are unbanked - this infographic looks at the reasons why, and what fintech companies are doing to make banking more inclusive.   ### How InsurTech Is Shaping The APAC Insurance Market InsurTech is becoming one of the most exciting emerging insurance sub sectors, especially for investors. In Q1 2021, global investments in InsurTech achieved a new high of $2.55bn. While many industries have suffered in the last year due to the pandemic, InsurTech has seemingly thrived and actually helped to accelerate developments in the sector. In APAC, there are now over 300 private InsurTech firms. While China and India attract over three-quarters of these InsurTech investment initiatives in the region and are home to over half of these firms, the whole region is becoming a dynamic ecosystem for which InsurTech is the catalyst. To help us learn more about the impact of InsurTech in APAC, Matt Grose spoke to Theresa Blissing, founder of the Asia InsurTech Podcast and Accelerating Insurance. In this interview, we delve deep into Covid’s impact on the industry and market and what the future looks like for the APAC insurance sector:     MG: APAC encompasses vast geography and extremely diverse markets in terms of economy, business and maturity of the insurance sector, even without going into the substantial differences in society and culture of the different countries, making it very difficult to generalise about. At one end of the spectrum, we have some very mature markets, such as Japan. At the other end, there are relatively untapped frontier markets, such as Myanmar and Laos. Is it useful even to try to generalise about the region in any meaningful way? TB: It is very difficult to generalise. Even if we try to compare between the mature markets, we find significant differences, such as between Japan and Singapore. Japan is very mature but also very conservative. I don’t see much going on in InsurTech in Japan itself. Interestingly though, Japanese insurers are actively engaging partners and acquisitions by turning to players in the US, such as Slice Insurance and Tractable, and not to Asian-born start-ups. MG: Yes, and MS&AD group took equity in Hippo in the US, who have just IPOd TB: If we look at Singapore, there is a lot of InsurTech start-up activity. Of course, the Singapore market is very small, so they have to look to the larger southeast Asian markets to roll their offers out, such as in Malaysia, Thailand and Indonesia. Then, we look at China, a completely different animal and very much different from anywhere else in the world! So, it really is very difficult to generalise, yes. MG: Yes, and this, of course, is one of the key challenges for multinational insurers – getting the strategic balance right across the region: deciding where products, distribution channels, business models, everything really, can and should be universally applied, but also understanding which activities require local adaptation, and managing that adaptation to minimise risk. This is a very complex set of interrelated strategic issues and not easy at all to get right at all. So, putting you on the spot, which of the multinational players are getting these strategic equations right in Asia Pac?   TB: There are some who have not, obviously, and there have been exits, unfortunately, Manulife being one, after struggling to get the distribution right. MG: And Aviva TB: On the other hand, AIA, as the most prominent life player in most markets in the region, are now aiming at a universally applicable solution through their mobile app, IposS. A player that I find very interesting is FWD-Bolttech. They have a very consistent approach across the region to using mobile, which I feel is the right strategy, as mobile is the most powerful tech platform to use to reach out to consumers. This strategy also works well in the developing markets with lower-income populations, and they are actively seeking out partners to do this with. MG: These are exciting times for insurance in APAC. And perhaps Covid is further accelerating that trend. With changing needs, wants and resultant behaviors of consumers, with their refocus on risk generally and the emergent interest in protection products plus, at the same time, a more willingness to transact generally online, insurance may become more of a need than a want, with all the implications this has for distribution channels. Having said that, as we know, there will always be a need for a human interjection at some point in the customer journey, it’s more a question of understanding when and how that is done, so back to the universal vs local application challenge again. What does seem universally clear though, is that it is more paramount than ever now for insurers to refocus on better understanding end customers and how tech can help engage with them, and this often requires bringing in new capability to do that. TB: Yes, Covid has definitely impacted the way to look at the digital experience of different segments of the population. Pre-Covid, younger generations were already transacting online and beginning to show interest in insurance products. Now, even the older generation are more active online, using shopping and food delivery services, for example. So now we are seeing the multi-generational adoption of online purchasing universally across the region. The new levels of convenience and transparency will also create new expectations when it comes to claims. Customers can track down to the minute when a GRAB taxi is arriving and check their Lazada order in real-time. When we look at the insurance industry and claims management, on the other hand, we still find a highly inconvenient black box. Clients often have no transparency over the timeline, status, or the following steps when filing a claim.  By leveraging technologies including OCR, blockchain and applying a mobile-first approach, insurers can significantly improve the claims experience if they wish. MG: Many industries have struggled with the pandemic and the human cost has been truly awful; it seems that it’s actually advanced the insurance industry in some respects. TB: One upside to Covid has been that people understand the importance of health insurance, and the market for related products has, in many cases, become a pull instead of a push market. New segments of populations, including lower-income and younger people, are now keen to purchase health covers. But in many cases, new coverage innovations are needed. Young people might not want, or have the economic means, to purchase expensive full coverage health insurance. What is needed are small, bite-size policies that focus on the major risks those segments face at an affordable price. Those policies should not only cover traditional doctor’s appointments but telemedicine offerings as well. In rural areas and, of course, during a pandemic, people might not have easy access to doctors. Offering telemedicine to those groups can make health care both more accessible and more affordable at the same time. MG: Yes, the partnerships required between pharma, healthcare providers and insurers required to make this happen would be genuinely deserving of the ’ecosystem’ definition, in that they directly sustain life. This brings us to InsurTech and regulators. Do you think we are seeing progression on the part of regulators to becoming perhaps more responsive to these changing needs of consumers, which I think should be the mission of all regulators, and businesses generally, for that matter? TB: Yes, regulatory practices do differ according to market maturity and appetite for innovation. One thing they do all have in common, and which they also have in common with insurance companies themselves, is that they too are traditionally conservative. Regulators are not necessarily very innovative when it comes to tech. They are often found playing catch up, even in the relatively mature market of Singapore, for example. However, regulators generally have seen the importance of tech. This is similar to what we have seen with some of the insurance carriers themselves. A while back, when insurance players still thought they could respond to tech from within, we saw some insurers try to adopt the persona of a start-up. CEOs, for example, suddenly turning up to work in jeans and t-shirts, but without really understanding how to integrate innovative tech into their operations. Likewise, it has also taken regulators a while to realise that it is a steep learning curve. Many have developed sandboxes to work with start-ups but may not fully understand the full impact of tech. One particular area of concern for me, coming from my research into big data, is its usage. Obviously, data helps insurance in many ways, such as helping develop new products, diabetes products, for example. But we need to be careful how it is used. There is a very fine line between using it to provide better products and services without slipping into, for example, discriminatory practices. At the end of the day, this will be down to regulators to make sure it is leveraged without being abused. We have also seen some quite specific examples during lockdown of necessity leading to the adoption of practices that may be risky in terms of data leakage. Agents, for example, have been using their personal social media apps to sell insurance products, including sending identity documents via LINE messenger, which is highly insecure. A lot of regulations were designed with face-to-face sales in mind. For example, in the Philippines, you can only sell to people in the country with a wet signature to prove that the person was present at the agent’s office. This has now led to people sharing their live location data to prove that someone is in the country. While all those quick win solutions have surely been creative and effective as short-term fixes, we now need to find secure and integrated processes to enable virtual sales MG: I guess one of the issues for all regulators is that, by definition, they must always be playing catch up to some degree. Innovation needs to have actually been implemented before they can fully see what all the emerging risks are. A problem for them, though, is the speed at which innovation is now coming about. This means that the Legal and Compliance head role at companies in emerging markets is a mission-critical role in ways that may differ somewhat from those required of the same role in more mature regulatory contexts. Being able to navigate between group regulatory and, in some cases, head office legal requirements on the one hand and local ‘market practices’ on the other, for example, requires significant experience and guile. Furthermore, the relationship management ability, including knowing who the key decision-makers are in regulators and beyond, and how they think, as well as a deep understanding of the business itself, especially when rolling out innovations, are key. People with these competencies are very much in demand across the region. Compliance is one of the reasons I often hear for MNCs' reluctance to invest in emerging markets and, indeed, one of the reasons they pull out, often wrongly, I believe. I would suggest that it is one of a number of risks that come with the territory and is manageable. In fact, by getting the right person(s) in to lead the Legal and Compliance function, and by following a few quite straightforward sensible practices, I would suggest that not only should regulatory compliance be seen as a manageable risk, it can also be a source of competitive advantage. TB: I still hear complaints about regulators in some markets; for example, it taking two years to get approval for a new product. One hopes that regulators will align themselves with the interests of the consumer. From one perspective, whatever the industry, disruptors will likely have to work hard to persuade regulators and legislators to accept their new offer, but they should see it as an essential part of the game. Uber and Grab, for example, know that they have to fight on this front in every market they enter in the world, obviously, but the bottom line is consumers, in Bangkok, for example, want them there. So although consumers perhaps do not have such strong sentiments toward insurers as they do toward the likes of Grab, InsurTechs are still the poster child of many regulators. So, if these players have a strong customer value proposition, they should be able to leverage that, though we also must not forget the importance that people relationships always play too. MG: Right. At the risk of transgressing into the political sphere, I feel it worth observing that I think it makes a difference when there is clear accountability. If you are operating in a market where there is political accountability to the population as a whole, which is not necessarily the case in some of the markets we are talking about, one would hope that a regulator would themselves have accountability to that same general population as consumers. What’s more, there is political power to be had in championing consumer needs. So this is where business and political interests merge, and both the governments of the home countries of MNC insurers, plus the insurers themselves, have a role to play in pushing for representative government in the countries where they do business. One final question, then, about InsurTech and where it goes from here. Most, if not all, western markets have gone the aggregator route, not just disrupting channels but, in some markets, leading to the complete disappearance of some traditional distribution channels. For example, people now purchase motor and home insurance almost exclusively online now in places such as the UK. TB: That’s a difficult one. One economic and cultural consideration is that, in Asia, labour is comparatively cheap, and so services generally are still quite human-dependent. People are used to having things done for them, so there still seems a reluctance to transact online when someone can take care of it for you personally. MG: So we haven’t seen any market across the whole of APAC where an aggregator has come in and completely turned it on its head by going direct to consumer and thus completely sidelining intermediaries, as we have seen in other markets? TB: No, and where they have come in, often we find there is still a human intervention required, most often through a call centre. Policy Bazaar in India, which have been very successful, still rely on a call centre. Furthermore, their business is configured very differently to aggregators in western countries, as they offer their tech services to insurers and intermediaries, so they are much more than just an aggregator. Interestingly though, they were hoping to corner up to 25% of the market due to Covid, which has not happened, so consumers are not changing as quickly as expected, and the human touch is still needed. So I guess the lesson is that InsurTechs looking to come into the APAC region, with a great piece of tech that insurers can utilise, should not expect to easily replicate the business model and they shouldn’t expect for it to fly here without some quite serious local adaptation. TB: Absolutely. Theresa Blissing was in conversation with Matt Grose. The contents of this interview have been edited for clarity. ### Is InsurTech The Next Big Disruptor? FinTech has been shaping the banking market for the last decade, and now 74% of insurance companies see FinTech and InsurTech innovations as a key force for their industry. Despite the label as a disruptor, InsurTech is set to provide significant opportunities in the insurance landscape. To find out more about the impact of InsurTech on the market, Matt Grose interviewed Theresa Blissing, founder of Asia InsurTech Podcast and a Big Data thought leader in Insurance. Theresa’s podcast serves as an interesting and enlightening insight that showcases leaders and innovators in the industry and shares how technology is driving innovation and accelerating the development of insurance across the region. In this interview, we’re focusing on the impact of InsurTech as a whole, but do look out for our other interview where Matt and Theresa examine the APAC InsurTech market more closely.     MG: Theresa, you’ve moved from employment in large insurance companies to more independent roles in the insurance space. How did you find yourself in InsurTech? TB: I spent ten years with Generali, after starting my career in Germany, and got the opportunity to work in Hong Kong, mainly on the life and employee benefits side, when I fell in love with Asia! By 2015, I was dividing my time between Hong Kong and Germany, and I felt I needed to take a break, but I also wanted to branch out career-wise, so I decided to do my MBA at Webster University in Thailand. My dissertation was on the adoption of big data in the Southeast Asian insurance industry, for which I interviewed close to 30 insurance professionals, including eight regional CEOs. I then worked for a management consultancy company in Bangkok, which focused mainly on telecoms. During this time, there was still quite a lot of interest in me from the insurance world due to my work in the data analytics field – the Singapore Actuarial Society invited me to speak, and the Singapore College of Insurance asked me to put together a seminar. From this, I naturally began to look into InsurTech and spent a year exploring the global InsurTech landscape. I quickly realised that there was very little information about what was going on in Asia. So, I decided to start the Asia InsurTech podcast by teaming up with Michael Waitze, who runs a lot of podcasts, to try to address this gap. First of all, we started by talking to InsurTech entrepreneurs but quickly decided to include insurance companies and other movers in the region. Since May 2019, we have published a new podcast every Monday. MG:  So, what do we even mean by the term ‘InsurTech’? It seems to be very broad as generally it is just taken to mean any technology that helps in insurance. TB: I usually try to differentiate the InsurTech players into two broad categories. The first I call ‘enablers’ – a company that helps with technologies along the value chain. They are usually B2B, and their clients are normally insurers. Then there are the ‘disruptors’ who focus more on the end consumer, either as an intermediary, for example, Policy Bazaar in India, or new carriers such as Sing Life in Singapore, or ZhongAn in China. I am not sure that the term disruptor is always the right term, though. In the case of tech provision for intermediaries, , these players are actually partnering with incumbent carriers effectively rather than disrupting them. MG: I think you have tied it down very nicely with the terms, though I too have major issues with the ‘disruptor’ word as I feel that using it is not itself being customer-centric, as you may be disrupting an industry but indeed not the end customer, far from it. So by ‘enabler’, we mean things like AI, analytics and OCR. These are all the tools that insurers love, as they are always keen to improve processes and controls over underwriting and claims, including payments.                                 In that case, are we seeing any kind of discernible linear progression from carriers focusing more on enablement in the earlier days of InsurTech and now moving more into ‘disruption’? TB: I think they are just becoming more comfortable with InsurTech generally. Earlier on, there was a fear of the disruptors, so the focus was more on enablers. However, over time, they have realised good partnerships can complement (and not necessarily threaten) their existing distribution and business models. What’s more, there is a clear consumer need for these interventions. MG: So, would it be fair to say that insurers now know that partnerships with InsurTechs are the way forward and not to try to go it alone? TB: That is definitely the model moving forward. Insurers have tried building from inside themselves, but, in many many cases, they have failed. This is partly a cultural issue. Insurance is generally a conservative and risk-averse industry. If we look at age distribution in insurance companies – the average age is 26 at Google but 44 in the insurance sector. Furthermore, people in insurance still often stay their whole careers with one company. Consequently, the culture of insurance companies means they are very focused on their day to day activities, and their skill sets are built around this, which is why a lot of in-house innovation efforts have failed. This is why we see quite a lot of corporate venture building activity. Avo in Hong Kong, for example, has the look and feel of a start-up but have actually come out of Asia Insurance and Hilliard Capital. Their CEO (who heads up both entities) told us how this venture has helped attract new talent that otherwise would have been difficult to source. As a result, InsurTechs are helping to make insurance a bit more ‘sexy’ as a place to work! The more established players are going this route too – AIA, who has, until quite recently, been quite conservative, are also going with the partnership route. They have recently formed links in start-ups in Malaysia and with Vietnam’s ecommerce player, Tiki, so this is a confirmed trend for the industry. Theresa Blissing was in conversation with Matt Grose. The contents of this interview have been edited for clarity. ### FinTech, Big Tech and Talent Trends Financial Technology’s (FinTech) impact on the banking industry has taken many by surprise, with consumers being the key beneficiaries. The digital transformation of financial services has raised customer expectations to an extent that conventional banks have had no choice but to respond with fresh, customer-orientated products and services. While FinTech start-ups are capturing large swathes of the financial services markets, traditional banks, with access to large balance sheets and cheaper funding,  will almost certainly continue to play a significant role for the foreseeable future. The rise of Big Tech financial services is now threatening to become an even more critical disrupter. In this article, we will look at: The Rise of FinTech Digital Disruption Drivers The Rise of Big Tech Banking FinTech Talent Trends The Rise of FinTech The financial crises of 2007 to 2009 hurt banks severely. Their reputation took a nosedive, and they have subsequently faced increased regulation, a low interest rate environment, and significant deleveraging. There has also been a drift of major banking from Europe and the United States to higher growth economies in Asia and severe competition from the rapidly developing FinTech sector, challenging the profitability of the conventional banking services. FinTech simply means applying innovative digital information and automation technologies, machine learning, artificial intelligence, and big data to financial services. As of February 2021, there were 10,605 FinTech start-ups in America, 9,311 in Europe, the Middle East, and Africa, and 6,129 in the Asia Pacific region. In terms of market share, while the global financial sector is worth $26.5 trillion, the FinTech share at present is at just around 1% of that globally (3% in China). However, given the fast pace at which FinTech firms are growing their services FinTech is expected to reach a market value of circa $436 billion by 2026.   FinTech businesses provide high-quality digital and mobile banking with excellent customer experience while offering lower costs and higher investment returns compared with banks. Apart from losing market share, suddenly, banks have found themselves with over-extended physical networks of branches and obsolete technologies such as mainframe computers. Alongside this, customer expectations have changed substantially; today, customers demand new user-friendly, efficient and customer-orientated services that put them in control. To survive, banks have had little choice but to restructure their operations. Of particular benefit to their customers has been the development of digital banking services and the conversion of clunky websites to smart new mobile apps providing consumers with much greater control of their bank accounts and credit cards. While FinTech has a considerable impact on consumer banking, it is yet to make big inroads into corporate banking, specifically lending to larger companies. For instance, in 2019, global fintech credit was estimated to be  $223 billion against the total credit of $795 billion. Digital Disruption Drivers The primary advantage of FinTech is that their business models are leaner, leverage state-of-the-art technologies, and are unencumbered by rigid legacy systems. These benefits allow them to respond flexibly to changing customer needs. The main drivers of this disruption are changes in customer expectations on the demand side and technology development on the supply side. For instance Efficient and effective customer credit screening using data analysis and big data Targeted risk-based pricing models Reduced need for staff and physical premises Increased levels of financial inclusion for businesses and individuals without credit histories and in developing countries Absence of legacy real-estate networks and infrastructure New technology has led to lower-cost services, including lending, payment, financial advice, insurance, and new and improved products. Big Tech Banking Big Tech banking refers to banking services provided by a large business whose primary business is digital services. These companies include Apple, Google, Facebook, Amazon and Alibaba. They are potentially a more significant threat to banking than FinTech. For example: Google is planning to launch bank accounts in partnership with Citigroup Apple has launched a credit card in partnership with Goldman Sachs Facebook plans to launch a digital currency Amazon provides business lending services According to the World Economic Forum (WEF), empowered by their resources in cloud computing, big data, and artificial intelligence, Big Tech are ideally positioned to make a massive impact on banking in the future. The WEF also notes that while FinTech start-ups have successfully changed the basis for competition, their impact has been less disruptive than expected. Currently, Big Tech is working in partnership with banks; however, they could compete with them directly in the future. Unlike FinTech, Big Tech companies enjoy an established, loyal customer base along with access to large quantities of customer data gleaned from internet search activity, social media, and purchasing patterns.  They also have substantial capital at their disposal. Thus, while currently, FinTech appears to dictate the direction and rate of technical innovation in financial services, the vast resources at the disposal of Big Tech provide a long term advantage. FinTech Talent Trends FinTech companies tend to attract talent from young, bright people. The driving force of FinTech is talent. The rate of growth of the sector means that there is an enormous need for skilled employees. FinTech workers in London alone outnumber those in Silicon Valley and New York combined. The UK expects the number of FinTech employees to increase from its current level of 60,000 to 100,000 by 2030, higher than the combined total of Singapore, Hong Kong, Germany and Australia. The rapid pace of change and disruption is creating demand for creative and curious people who are able to move fast and find solutions. Whilst in a pre-Covid world we could add incremental innovations for marginal gains, the global pandemic has shown that we are at our best when we are solving genuine human needs and solving these problems more creatively than traditional banking. Fintech employers will need to ensure they are assessing for the skills they need such as curiosity, innovation and resilience. On the other side, potential candidates want to know more around how their employer has been helping with their social and emotional well being. FinTech employers need to have an engaging story. Given the need to move fast with the growth ambitions and with the, increased war for talent in the technology industry it is essential for FinTech firms to move quickly on their hiring decisions to ensure they don’t lose good talent to competition. FinTech companies need to be prepared to work with a global workforce. Following the lockdown and the subsequent Work From Home, more people will be choosing to work remotely and may choose to be anywhere on the planet that has enabled wifi. Further, the pandemic has highlighted the scale of the world’s unbanked/underbanked and FinTech, companies will be looking to go beyond their borders to unlock value in these markets. ### The Future of Banking Banking is being substantially disrupted by the growth of FinTech, financial technology businesses that provide technology-driven financial products and services. In addition, Big Tech, big technology businesses such as Google, Facebook and Amazon, are also disrupting traditional banking by leveraging a wealth of customer knowledge to deliver alternative financial products and services. As a result, the face of banking is changing substantially. So what will the future of banking look like, and what skills will be needed going forward? We look at: Emerging digital technologies Managing rapid change Cybercrime prevention Leveraging data Data integrity While the details may be unclear, we can be sure that banking in the future will look substantially different from how it looks today. Customer expectations are changing rapidly; advancing technologies are driving new banking products and services; new innovative banking business models are in the pipeline; the customer has emerged at the centre of focus. Apart from these changes, banking is facing an ever-growing external threat. Fraud and cybercrime are becoming ever-more sophisticated and difficult to counter. As a result, the future bank must protect its customers at all costs, and doing so will be a significant challenge. Emerging digital technologies Digital technologies have already transformed banking, and the transformation is ongoing. Artificial intelligence, machine learning, blockchain technologies, and big data analytics are now essential tools in multiple aspects of banking, including rapid credit scoring, financial management, peer to peer lending, low-cost cross-border money transfers along with many more. The drive is to better, more efficient and increasingly innovative solutions, products and services. As a result, the demand for skills in these areas is likely to outstrip the supply significantly. Managing rapid change Banks changed little over many decades, but they did so amazingly quickly when change and disruption eventually came along. It took no more than a decade for FinTech to change the face of banking, leaving traditional banks with little option but to embrace those changes themselves. Employees will need to be open to constant change and more flexible in their approach, while change managers will play a critical role in keeping their organisation head of the game. Cybercrime prevention Criminals are becoming increasingly adept at leveraging technology to steal information; traditional prevention methods provide little if any protection. As a result, future banking needs to at least match or preferably exceed the levels of sophistication reached by criminals. Doing so will require a significant effort from fraud and cyber protection teams adept at the latest technologies, including machine learning, artificial intelligence, and blockchain, to detect and protect against attack. Any breaches will potentially severely damage the banks' reputations. Leveraging data Data is probably the financial sector's most valuable asset. Traditional banks use data from conventional sources such as credit agencies to screen and assess their customer's credit histories when offering them loans and mortgages.  FinTech companies access real-time data from social media and other sources to assess risk and price products and services based on the results. Big Tech businesses potentially need to look only at their customer databases to evaluate the behaviour of their customers. Leveraging and monetising this data will be an even bigger task than it is today. Data analytics will be a much sought after skill across the whole financial sector. Data integrity While traditional banks have a good reputation for protecting sensitive data, the same cannot be said about recent incumbents to the financial sector. In fact, many of the Big Tech organisations entering the financial industry, such as Google, Facebook and Amazon, have acquired a reputation for having a cavalier attitude toward their customer's personal data. Inevitably this will change, probably through a combination of regulation and a move to an improved self-imposed ethical approach by the big players. As a result, ethics and compliance management will become an important role. Dividing up or integrating the spoils? It would appear that the three great pillars of future banking will be traditional banks, FinTech businesses, and Big Tech. However, they are unlikely to divide up the customer base by offering alternative sets of products and services. Doing so would be highly inefficient and, to many people, confusing too. Instead, it is far more likely that we will see some integration, with each sector bringing to the table what it does best. Firms will need to select their partners with care to create the best ecosystem for their customers. Managing the ecosystem will be a critical and demanding role that will play a large part in determining the organisation's future success. Who said banking was dull? The future of banking will be exciting, demanding the very best of available talent. We have outlined above, some of the skill sets that will be in massive demand in the future and that are ripe for development right now.   ### What Is Trade Finance? Trade finance refers to short-term financing required to facilitate the exchange of goods and services. This could be for both domestic as well as international transactions. It works to ensure that trade takes place in a smooth, efficient and hassle-free manner. It encompasses all the financial instruments, products and services that help businesses undertake trade. These include Letters of Credit (LC), Supply Chain Finance, Factoring and Insurance, among others. The main parties involved in trade finance include exporters/sellers, importers/buyers, banks, financial institutions, insurers and trade finance companies. According to the World Trade Organization, trade finance facilitates around 80 to 90% of international trade. Why Is Trade Finance Used Internationally?   Trade finance is especially significant to facilitate international transactions. There are a lot of risks associated with International Trade financing, such as payment risks, performance risks, political risks and risks associated with the exchange rate, to name a few. When it comes to international trade, on the one hand, the exporter would want upfront payment so that they are not taken advantage of and can fulfil the importer’s order. While on the other hand, the importer would only be willing to pay after getting some assurance of delivery and quality. The importer would also require credit facilities for such transactions. These are genuine concerns of both parties in such transactions. Trade finance helps balance these two conflicting interests by ensuring that the exporter receives payment, thus mitigating the payment risk, and the importer has access to certain credit facilities. One of the ways in which trade finance can help resolve this conflict is through a trade finance instrument known as a Letter of Credit (LC).The Importers’ bank may issue a Letter of Credit, on application by the importer, to the exporter’s bank. The exporter’s bank will confirm and present this document to the exporter, who can receive an immediate upfront payment for the goods/services from the bank by selling the Letter of Credit. The bank will recover this amount from the importer through the importer’s bank. The exporter then ships the goods and also submits proof of shipment to their bank, which will be further sent to the importer’s bank. When the LC matures and the amount payable to the exporter falls due, the importer will make this payment to their bank, which will then further transfer this payment to the exporter’s bank. Therefore, in a transaction that typically involves two parties, i.e., the buyer and the seller, one more party is introduced to help mitigate the risk involved in such transactions through trade finance. In this way, trust is built between the buyer and seller, thus promoting further trade. Advantages Of Trade Finance   Better Cash Flow Management Many businesses that import and export frequently choose to have financing agreements in place even if they don’t need the money or assistance. This is because trade financing is an excellent way to manage cash flow. Cash flow problems have a tendency to escalate, and all businesses should ensure that their cash flow situation is secure and well-managed. Never Overpay With trade finance funds, one never needs to pay for funds not in need because it is set up only when there is an order to fund. Each trade financing transaction is limited to a single import or export order. One can simply use it when needed. It’s not a long-term deal, but more funding can always be pursued. Flexibility Trade financing provides a credit facility that can help one pay for the goods purchased from suppliers from all over the world. Its flexibility provides a period to source funds before settling the balance. It also aids the company’s cash flow allowing it to purchase goods in larger quantities. Another benefit it has in terms of flexibility is that upfront payment can also be made in the seller’s local currency, which saves hassles of currency exchange risks. Guaranteed Security Trade financing provides a payment guarantee to the sellers on behalf of the financial provider. Risk assessment before signing a contract offers suppliers the confidence to proceed with the transaction, knowing that maximum security is assured. Never Miss A Deal Trade financing makes things easier when one has a viable purchase order or is making a purchase for the supplies in need but has no cash in the account. It is not based on the businesses’ credit history or a certain level of credit score, and it is not mandatory to offer assets as security. The focus for trade finance is on the next deal and ensures that if the business is in place, it can be funded. Unlike debt financing, chances of funding further deals aren’t decreased if trade finance is already in place. Finance providers are generally happy to fund if there are other providers as well. No Requirement Of Onerous Collateral Obligation One of the main advantages of trade financing is that there is no need to put up collateral. It’s a positive development and therefore won’t need any personal guarantee. Convenience Choosing trade financing gives several competitive benefits as a result of a simple transaction. It is vital to remember that once the credit line is established, no ownership of items is taken. Instead, assistance in achieving the pace at which the business wishes to import and sell things is provided. This has a significant impact on the business’s growth and makes foreign purchases more convenient. Enables Companies Negotiate Better Terms With Their Suppliers There is a higher chance of better negotiation with the suppliers if trade financing is used in domestic and international businesses. This is beneficial as there are more opportunities to expand the business and earn more profit. As a result of trade financing, buyers and sellers don’t have to worry about being paid on time or receiving high-quality items. Their financial providers will play a significant role which is why it is one of the most effective strategies for international business owners. Challenges And Gaps In Trade Finance   Despite the undeniable benefits that access to trade finance provides for international trade, there is still a huge gap in its demand and supply. Trade finance is a very reliable and low-risk mechanism to facilitate trade, but there is still an insufficient and inadequate supply to keep up with the growing demand. SMEs And Female Entrepreneurs Left Behind According to data collected by the Asian Development Bank (ADB) for its 2019 report titled Trade Finance Gap, Growth, and Job Survey (6th edition), the global trade finance gap is around 1.5 trillion dollars. It is particularly acute among Small and Medium-Sized Enterprises (SMEs), as well as businesses run by women. This trade finance gap also acts as a hindrance to achieving the Sustainable Development Goals adopted by the United Nations in 2015. According to this report, 74% of the surveyed banks believe that there is insufficiency when it comes to fulfilling the trade financing needs for the growth of international trade, while the remaining 26% of banks don’t. As per the report, 45% of the trade finance applications filed by SMEs are rejected. This compares to 39% in the case of mid and large-sized firms and 17% in the case of MNCs. 44% of trade finance applications filed by women entrepreneurs are rejected, compared to 38% in the case of male-run enterprises. Lack Of Accessibility Many factors act as barriers to the growth, development and accessibility of international trade finance. The ADB analysed these factors in its report through a survey conducted among banks. 76% of the surveyed banks felt that Anti-Money Laundering (AML) and KYC requirements are a major barrier to trade finance growth. Other factors include high transaction costs/low fee income, low credit ratings, global economic uncertainty, and a lack of knowledge about trade finance. Collateral Concerns As far as SME borrowers of trade finance are concerned, banks and trade finance providers usually demand more collateral from them to mitigate the risk of default. This also hinders the growth of trade finance, especially among SMEs. Along with the barriers to trade finance, the report also studies the main reasons for the rejection of trade finance applications, including lack of additional collateral, KYC issues, and inadequate information. Requirements And Legislation The International Chamber of Commerce (ICC) Banking Commission’s Global Survey Report is also an in-depth study into the condition of international trade finance. In the survey for the 2020 report, there were participating banks from 85 countries. The report studies the potential barriers to the growth of trade finance. It was found that a lot of the participating banks expressed their concerns about Anti-Money Laundering and KYC requirements, international compliances and regulations, high transaction costs, and trade restrictions as barriers to trade finance. Future Of Trade Finance   With these challenges in mind, many are looking to what the future of trade finance may bring. Advancements in technology such as natural language processing, blockchain and optical character recognition are set to improve trade finance and do away with traditional bureaucracy. So much so that McKinsey predicts that digitising and enhancing the trade finance landscape could add up to 600 million new jobs. However, with trade finance being seen as a ‘traditional’ way to finance, it may take years for this sector to scale in the digital age.     With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, and almost 50 years of history, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative trade finance advice that helps organizations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. Horton International has also been recognized as one of the year’s top 40 global executive search firms by Hunt Scanlon Media, solidifying Horton International as one of the world’s best search firms with full commitment to satisfying the most challenging recruitment needs. ### Healthcare inefficiencies in the United States If you are a betting person, you would probably bet on the Tech companies to solve HC inefficiencies in the United States..   In the States, we spend 19% of our GDP on healthcare, but recognize that probably 20% of that is waste. According to CB Insights research, there is over 175k medical coders working to ensure that Hospitals and Doctors get paid; the average cost of bringing a new medicine to market now exceeds $2.5B; and the cost of employer-based coverage is now over $20k per employee per annum..   Given the demographics and increased demand for healthcare—this is now an industry ripe for technology companies to step in and figure it out…Where will they focus- AI , Digital tools/platforms and Digital Health…We have heard the players- Google and Microsoft are moving fast…   Google is the undisputed leader in digital health- with over 92 deals and 57 portfolio companies. Their focus is Genomics, Clinical Research platforms, Patient Data and Insurance—all in an effort to drive more meaningful data, better insights and faster commercialization. Their tools include : ML, AI, Advanced Data Analytics and Remote monitoring.   Microsoft uses its many incubator programs to work and scale up digital health companies at early stage/Seed investment levels.  It uses its venture arm M12 for later stage funding and focuses on Population Health and Disease management companies. They are also the leaders in storing and use of data.   But what lessons can Amazon and Jeff Bezos provide?….if you read his shareholder messages annually, it is clear they are coming to play in healthcare as well….And he applies these beliefs across every business unit, not just in health.  The ROI--his shares since the 1997 IPO have risen from $5 to $1800 per share…His headline messages consistently include:   -Wandering is an essential counterbalance to efficiency -Move fast and focus on customers (think patients) -Don’t deliberate over easily reversible decisions -Bet on ideas with large markets and unlimited upside -Focus on inputs and outputs will take care of themselves -Work backwards from customer needs to know what to build next   In his own words, “ Day 2 is stasis. Followed by irrelevance. Followed by excruciating painful decline. Followed by death…And that is why it is always Day 1 at Amazon”..Hear any Pharma or Hospital execs talking like this?   BTW, in 2019 Amazon spent more than 22B$ on R&D, first place! The largest Pharma R&D spender was J&J in 6th place at $10B. Coming in behind Amazon were Google, Intel, Microsoft and Apple ### Top Pharmaceutical & Life Sciences Trends for 2021 We look at three pharmaceutical and life science trends for 2021 – drug discovery, clinical trials, and personalised medicine – and what is driving their transformation. This article examines Can artificial intelligence rationalise the R&D process? Almost all clinical trials fail. Why is this and can artificial intelligence turn it around? What is personalised medicine, and why do experts say it could be the future of medicine? Drug Discovery Despite its impressive response to the COVID-19 pandemic, the pharmaceutical industry is experiencing significant challenges. Drug discovery is becoming progressively more expensive – currently, it costs on average $2.6 billion to develop a single drug – and the process takes on average thirteen years. Very few new drugs are coming to market, and the ROI in the industry has declined (Properzi, Taylor, & Steedman, 2019). New, effective, and less costly ways of drug development are required urgently, so it is no surprise that drug development programmes are utilising new tools based on artificial intelligence (AI). We already see significant benefits. AI is playing a critical role in discovering drugs for complex diseases such as Parkinson’s, Alzheimer’s, pancreatic cancer and is also on the cutting edge of personalised medicine. Over the coming years, the market for AI in drug discovery is poised to grow (Fior Markets, 2020). The emerging trend is for AI-based drug discovery startups to partner with established multinational pharmaceutical companies. Examples include Cyclica and Bayer who are applying AI to peptide drug discovery and Bayer and Merck who are using AI to target chronic thromboembolic pulmonary hypertension. Although to date AI discovered drugs have not made it through the later stages of clinical trials, it is likely only a matter of time. However, a field where AI has already made a significant impact is the repurposing of existing drugs. For instance, AI has helped identify Baricitinib, a rheumatoid arthritis drug, and Remdesivir as possible treatments for COVID-19. The trend for pharmaceutical companies working together with innovative AI businesses to streamline the drug discovery process is set to continue. The old ways of drug discovery take too long and are too expensive. Not only will AI assist in bringing new drugs to market, drugs should also become cheaper. Clinical trials The pandemic has brought to the forefront the speed at which a large stage trial can be progressed. Traditionally, clinical trials are ponderous and expensive, and the failure rate is also high; up to 90% of them fail (Wong, Siah, & Lo, 2018). AI and machine learning are beginning to make a significant impact on how researchers and health care professionals implement clinical trials, a trend that will continue to grow and yield positive results into the foreseeable future. Some critical areas are highlighted below. Patient selection Currently patient selection consumes around one third of the total time it takes to complete a phase 3 clinical trial and almost a third of trials fail because of patient recruitment problems. When the wrong patients are selected, the trial is doomed to fail. Trials can be onerous on the patient, which increases the risk of them dropping out before the trial is complete. By analysing vast amounts of data, AI can improve patient selection and retention. It can also make trials easier on the patient, for instance remote monitoring reduces the number of visits patients must make to the clinic. An example is IBM’s Watson for Clinical Trial Matching which has demonstrated an 80 per cent increase in enrolment to systemic therapy clinical trials for breast cancer (Fassbender 2018). Digital biomarkers Digital biomarkers can be used remotely to monitor patient health eliminating the need for patients to attend clinic. For instance, a smart phone tapping test app has been developed to remotely monitor the condition of patients taking part in a Parkinson’s treatment clinical trial. Mining and analysis of unstructured data AI empowered image analysis can rapidly detect and monitor some clinical conditions as well as and sometimes faster and more successfully than professional medical staff (Bresnick, 2018). For instance, deep learning retinal image analysis can detect chronic kidney disease, and deep learning algorithms can rapidly analyse mammograms and MRI images. Personalised Medicine We have briefly mentioned personalised medicine as a future trend in drug discovery, but here we look at it more deeply in terms of how it incorporates machine learning and artificial intelligence. By personalised medicine, we mean tailoring treatments to specific individuals, and there is nothing new in the concept. However, machine learning and AI in combination with massive real-world genetic and medical data repositories is now taking it to a higher level. Possibly it could be the future of medicine. To date, progress has been impressive. Taking cancer treatment as an example, traditionally oncologists make clinical decisions using on-average data. In 2019 Turing Research created a machine learning algorithm that analyses a patient's clinical history which it uses to predict the patient’s disease trajectory. It recommends the most effective treatments, locates patients with similar presentations, and responds to the way in which the disease progresses. The industry trend is the forging of new partnerships between healthcare organisations and technology and AI companies. For instance, Pfizer and BMS have partnered with the AI startup Concerto HealthAI to work on precision oncology; Roche has acquired Flatiron Health to gain clinical insights by combining clinical and genomic data; Novartis and Microsoft are using AI to find new approaches to personalised medicine for macular degeneration. The big three tech companies, IBM, Google, and Microsoft, are all trailblazing in the biotechnology sector. AI drives the future of pharmaceutical & life sciences Across all areas of innovation from drug discovery, clinical trials and personalised medicine, the future trend is driven primarily by AI and machine learning. Additional examples include protein folding and advanced diagnostics. The COVID-19 pandemic demonstrated the urgency in responding quickly and decisively to rapidly developing healthcare emergencies, and technology is providing us with ever more sophisticated tools to help us do so. We are getting reasonably good at it too. We will need to be. References Fior Markets, (2020) Artificial Intelligence (AI) in Drug Discovery Market. (2020, June). Retrieved September 26, 2020, from https://www.fiormarkets.com/report/artificial-intelligence-a-i-in-drug-discovery-market-by-418371.html Properzi, F., Taylor, K., & Steedman, M. (2019, November 07). Intelligent drug discovery - Powered by AI. Retrieved September 04, 2020, from https://www2.deloitte.com/us/en/insights/industry/life-sciences/artificial-intelligence-biopharma-intelligent-drug-discovery.html Wong, C. H., Siah, K. W., & Lo, A. W. (2018), Estimation of clinical trial success rates and related parameters, Biostatistics, Volume 20, Issue 2, April 2019, Pages 273–286, https://doi.org/10.1093/biostatistics/kxx069 Bresnick, J. (2018, November 05). Top 5 Use Cases for Artificial Intelligence in Medical Imaging. Retrieved January 18, 2021, from https://healthitanalytics.com/news/top-5-use-cases-for-artificial-intelligence-in-medical-imagin ### Is The Critical Healthcare Infrastructure Protected? "Public health offices: with paper, pen and fax against Corona," was the headline in the press in 2021. The criticism focused on the digital connection and thus the networking of general practitioners and specialists, hospitals and laboratories with the health offices. According to plans, the public health offices in Germany should since long have reached their highest level of digital maturity. In the end, a sensitive gap occurred during the pandemic. But it was not only the fast, networked transfer of data that came under discussion – since then, IT security in the critical healthcare infrastructure has also come under scrutiny. How secure is patient data in hospitals? Is information and data security guaranteed at all times for all players in the healthcare ecosystem? And are IT security solutions really as robust and reliably protective as they claim to be?   The digital hospital It is undisputed that digitization also opens up a wide range of opportunities in healthcare, especially in the context of much-vaunted personalized medicine. To this end, the Federal Ministry of Health is pursuing an ambitious digitization strategy, through which it is hoped, among other things, to achieve more efficient administrative processes. The Hospital Future Act, which came into force in 2020, has already prescribed a digital update for German hospitals. In the "digital hospital" of the future, the electronic patient file and its linkage with numerous software components, such as drug prescription software, are indispensable. Devices and objects will be linked digitally in a far more complex way than they are today - gone will be the days when employees of medical laboratories had to laboriously enter handwritten data from doctors´ practices into their IT systems. "The more digitization in critical health infrastructure, the more important security becomes, so simple yet highly complex is it all."   CISO establishes security architecture IT security is not a niche, but a necessity that permeates everything. Critical healthcare infrastructure is not exempt. The number of hospitals that must meet the requirements of the IT Security Act will increase in the future, regardless of the legal obligations. The requirements and necessities for digitization have given rise to new positions and departments responsible for information and data security throughout the organization. Increasingly, hospitals are setting up Security Operation Centers (SOC) operated by their own experts, which should enable them to analyze external hacker attacks in order to keep their own IT systems and IT infrastructures stable and protect them from damage in the face of increasingly complex attack technologies. With the SOC, IT security is also taken into account not only in healthcare, but also with regard to medical and building technology. The head responsible for overall corporate and cyber security is the Chief Information Security Officer (CISO, all genders). His or her area of responsibility is far greater than that of the Chief Security Officer (CSO, all genders) or a department head for security. A CISO, whether working in a hospital or a health department, develops a holistic overall strategy for information security, but is not organizationally anchored in IT; instead, he or she usually reports directly to the CEO or the CIO.   Convincing of the need Based on an interdisciplinary strategy, a CISO creates an individual analysis of all systems and processes to ensure a protected and robust security architecture. The CISO optimizes security policies, controls identity management and leads training and awareness sessions for employees. Communication skills and strong assertiveness are mandatory, especially when a CISO has to convince about the necessity of IT security and about adjustments of process flows in the company. The discussion about the relevance of the function ends at the latest when the CISO intervenes in a security-relevant incident as "Superman" or "Superwoman" who saves the day. Anyone who underestimates such incidents or IT gaps and cyberattacks is blatantly misjudging the role of the CISO.   Security where the threads converge IT security experts in critical infrastructure face a tremendous and challenging workload. In hospitals, they often find IT systems and software applications that run in parallel like a patchwork and are not always compatible, which is a gateway for sensitive data to be leaked and intercepted. In addition, these experts must take a forward-looking strategic view of hospitals as interfaces for networking practices and health insurers – multisectoral networking across hospital boundaries, from nursing to outpatient care in doctors' practices, is also a sustainability goal formulated by politicians.   Processes and responsibilities will continue to change in digitization, there is no going back and this would also speak against any progress. Horton International Germany, which has focused on digitization and networked technologies since its founding more than 25 years ago, has been observing the challenges for a long time: the more technology and AI are used in therapy and diagnostics, the more complex the demands on IT security in the critical healthcare infrastructure become. Managing the latter, while always striking a balance between data security and business effectiveness, is the task of specifically trained IT security experts, wherever the threads have to come together quickly and transparently, whether in laboratories, health offices or clinics. However, this requires a change in mindset and a sense of urgency among many of those responsible. Again, IT security is not a niche, but permeates all areas of healthcare. Policymakers should not always be the first to call for action or even reinforce measures. Individual responsibility is key and the imperative mandate.   The message of optimal IT security has not yet been received everywhere, but to ignore it would be to expose oneself to avoidable risk and, above all, to an enormous loss of trust on the part of patients. ### Pharma Trends In 2023 2023 will be the year when the pharma industry revenues exceed $1.5 trillion. Technological advancement in the sector has grown rapidly over recent years, and this trend will continue through 2023 and beyond. With the impact of advanced digital technologies, including artificial intelligence (AI), increasingly underpinning many aspects of the industry, from drug discovery and clinical trials to supply chain management, we can expect an exciting future with emerging opportunities for fresh talent. Here we will focus on the following areas: The forging of digital partnerships between pharma and tech businesses Clinical trials Cloud computing Blockchain technology Personalised medicine Digital partnerships pave the way forward Pharma giants are deeply aware of the potential benefits of partnering with digital health organisations, and many flavours of collaboration are being explored, including acquisitions, collaborations, investments and more. Such partnerships include various activities and applications, including health apps, remote clinical trials, virtual drug trials, digital therapeutics, drug discovery, diagnostic tools, and secure data management. As a result, the digital healthcare market is predicted to grow at a CAGR of 28% through 2026, reaching $640 billion. Such partnerships are far more efficient than in-house development, providing the opportunity to develop powerful synergies between both sectors. As expressed by pharma executives, the primary drivers are access to new technologies, reduction of operational costs, and meeting new patient demands. Clinical trials Testing drugs is a slow, painful and expensive process. Most drug development projects fail at the clinical trials stage, not only because of the non-effectiveness of the therapeutic agent under test but through extraneous factors such as poor planning, patient non-compliance and administrative problems. The failure rate is enormous. Only 3.4% of oncology clinical trials are successful, though this rises to 33.4% for vaccine trials. Most drug development programmes take 10 to 15 years to develop a single drug at a cost of around $1 billion. The overall cost of clinical trial failure is enormous and potentially unsustainable. Clinical trials generate increasingly colossal data sets – currently three times more data than a decade ago. Unfortunately, this unprecedented amount of data poses handling problems due to the volume and the fact that much of it is poor quality and potentially harmful to the patient. The reasons for poor quality data are attributed to: Inadequate industry standards – clinical research includes multiple data capture systems, processes and definitions resulting in chaos and confusion. Lack of appropriate skillsets – staff are unskilled at interpreting and analysing data. AI can detect highly nuanced signals; however, their implications are often missed by study groups which are often unable to keep up with the latest AI developments. Poor automation and integration – there is still a focus on dashboards and spreadsheets rather than on modern data analytics tools. Clinical trials must change, and the industry is focused on replacing the current regime with a more effective and efficient approach. One of the leading trends in achieving this is decentralised and hybrid clinical trials. Rather than require patients to travel to a centre for the trial, patients can remain at home while they are remotely monitored. This system makes it easier for participants though it can compromise patient safety. Another approach is breaking the randomised controlled clinical trial model, which, although rigorous, is expensive and often lacks hard endpoints. Instead, researchers focus on value-based clinical trials that use modern technology to monitor symptoms and endpoints that patients relate to. These are more focused on subjective experience than biological markers. There is much to be done, with many opportunities for new talent to forge pathways into clinical trials that deliver better results at sustainable costs. Cloud computing speeds time to market The pharma sector is awash with data, much of which is highly sensitive and increasing daily. From its origins in the tech sector, cloud computing has blossomed, offering unprecedented speed, resilience and scalability while eliminating the need for high capital investment. It enables innovative analytics in drug discovery and clinical trials within pharma, reducing innovation cycles from a decade to years and months, and providing global access to crucial data. For instance, cloud computing was instrumental in allowing Moderna to provide Covid-19 vaccines for clinical trials just 42 days after sequencing the virus. In 2023 cloud computing will continue to impact all aspects of the pharma value chain, including research and initial development, drug repurposing, clinical trials, market access, and commercial applications. However, the technology is not without its challenges. Over the next few years, developers must focus on realising the cloud's potential value to the business. However, extending the cloud across multiple business areas is difficult, especially in the fragmented research strategies typical of pharmaceutical companies. Strong leadership and talent are needed to drive through a holistic approach to the cloud. Data protection, compliance and security are vital across the industry, and the speed of the cloud means new approaches are needed. Costs must also be carefully managed; while cloud computing is fundamentally a low-budget approach, maintaining legacy operations, migrating processes, and cloud migration can have significant financial implications. Moving to the cloud requires different technological expertise from more traditional approaches. As a result, new workforce capabilities are likely to be needed. Upskilling the existing workforce and hiring the right talent will be crucial to successful cloud implementation. In addition, the challenges ahead will likely attract and motivate new talent, thus further increasing the business value. Blockchain technology improves security Attracted by its decentralised data structure that offers the highest data security and integrity standards, Blockchain technology is being increasingly adopted by pharma, a trend that will continue through 2023 and far beyond. The overriding concerns throughout the sector from drug discovery to drug distribution, include product quality, patient safety, and data integrity. Blockchain technology has the potential to enhance and streamline all of these and more. One problem confronting the industry is drug counterfeiting, a considerable problem that puts patients' lives at risk and has significant financial implications. Blockchain technology has the potential to safeguard every step in the supply chain and guarantee that the customer receives the correct product. Blockchain also can enhance clinical research by safeguarding patient information, validating returned drugs, and confirming intellectual property claims regarding drug discovery. However, there are challenges, not least the lack of blockchain expertise within the industry. Therefore, the best approach could be partnerships with blockchain start-ups and consultancies. Personalised medicine promises a bright future Personalised medicine is seen as the way forward for pharma. This emerging healthcare practice is based on taking a patient's genetic profile to guide disease prevention, diagnosis, and treatment. It is now increasingly replacing the traditional one-size fits all approach. Personalised medicine is set to transform healthcare in the future as its abilities to treat multiple, and life-threatening ailments are realised. The global personalised medicine market is expected to reach $717 billion by 2025 and $923 billion by 2030. While personalised medicine is far from new, to an extent, it has been used in oncology for two decades or more for both chemotherapy and analgesia. However, recent molecular diagnostic technologies and AI and ML mean physicians can create optimum drug and treatment plans for their patients. While currently, physicians are likely to choose appropriate drug treatments from those available off the shelf, customised drugs may be explicitly created for the patient in the future. Using state-of-art molecular design tools, standard drug backbones will be modified to suit patients' specific needs and genomics. The sustainability of such approaches within the pharma industry is yet to be tested, but by harnessing the power of data, many analysts believe it will happen and will be the future of modern medicine. Finally Innovation challenges abound across pharma – and the industry is currently in an excellent position to rise to them. With funds to spend on new talent, ideas and facilities, the sector is a talent magnet for high performers. In addition, the industry's demand for AI and data science continues to grow rapidly. As a result, these technologies are now increasingly positioned at the core of most major pharmaceutical research and development areas. It also makes sense for the industry to continue to pursue strategies involving big pharma and digital technology partnerships. Collaboration is the way forward that will give organisations a competitive edge. Digital health has become big business, and the sector will continue to expand as the industry moves forward to exploit personalised medicine's full potential. ### CIO 4.0 - Do We Need A New Generation Of IT Managers For Networking And Automation? Two steps ahead: How Leadership Succeeds in the Digital Transformation "If I stop, I fall behind." The old running slogan of industry sounds quite different today: "If you don't take two steps ahead, you fall three steps behind." The digital revolution and with it the profound transformation of all areas of life and work is like the triumphant advance of the steam engine in the 19th century - nothing stays the same; knowledge and inventions pick up speed. The digital transformation has also permanently changed our understanding and approach to illness. Bringing ever more sophisticated digital applications and technologies to market maturity has become the driving force of R&D departments in medical technology. For example, AI offers benefits that go far beyond traditional diagnostic and clinical techniques. The alliance of man and machine, located in the "Internet of Medical Things" (IoMT), is progressing rapidly. Thanks to a medical technology industry that sets standards worldwide and is among the leaders in global trade, Germany is in the middle of the dynamics of this change. It is also proving to be a good location for establishing high-quality, innovative applications in healthcare. On the transformation journey IT-equipped products and production. Horizontal and vertical networking across company boundaries. Visionary medical goals. In today's medtech cyber world, CIOs (are ideally at the helm, fully engaged in the transformation journey and therefore know where the company is right now, including in terms of efficiency, productivity and growth. They understand automation controlled by digital systems and are close to production or production management. Increasingly, they are engineers from the mechanical engineering sector who can score points here with their experience and a range of innovative technology concepts. Psychologically, what these CIOs 4.0 have in common is the persuasiveness and charisma to accompany the entire workforce on this not always easy journey. If jobs are cut as a result of robotics, the CIO 4.0 looks at where these valuable specialists can be deployed elsewhere in the company so that they are not lost. That is transformation in action.   New generation of skills The biggest challenge, however, is the speed at which everyone has to keep up. Always at least two steps ahead. If a company does not manage this innovation-hungry pace, it will inevitably lose out in global competition. Leading and not lagging behind others is the name of the game. Germany's medtech giants have internalized this maxim and are on the lookout for protagonists who understand how to implement the new 4.0 paradigm. Small and medium-sized companies must be advised to do the same. Horton International knows the fast pace of digital transformation. And Horton International knows the personalities who bring willingness to change and fast thinking. There are no empty phrases behind this, but rather our many years of experience: change begins with people. And for the present and the future, we need leaders who can guide us through change in tense times. They are communicators, networking masters, human deep learners and visionaries. Without them, the representatives of the new CIO 4.0 generation, the digitization pressure to which medical technology is exposed will come to nothing. With fatal consequences. "Transformation requires a willingness to change. Opening up to the new and shaping it remains the only chance to help set the agenda in global competition." Dr. Markus Neumann, Business Unit Manager Lifesciences & Healthcare ### Medicine. Powers. Big Data. Why precision medicine must be there for everything – and what remains of the pandemic. Genome researcher Prof. Dr. Alexander Dilthey examines how advances in genome sequencing technology (Next Generation Sequencing, or NGS) can be harnessed to generate biological-medical knowledge. In an interview with Dr. med. Markus Neumann (Horton International Germany), he explains future scenarios in the pandemic occurrence of infectious diseases and the opportunity to revolutionise not only the fight against multi-resistant hospital germs through genome sequencing. Markus Neumann, MD: The importance of genomic infectious medicine was demonstrated on a broad scale by the Corona pandemic. In a pilot project at the University of Düsseldorf, you and your team were able to uncover clusters of infection of the virus through NGS sequencing, i.e. with the help of a rapid and efficient analysis of the genetic material, and thus improve the tracing of infection chains. Prof. Dr. Alexander Dilthey: Genome sequencing can be used to unravel infection chains more effectively. In the pandemic, we were able to gain a completely new perspective on the spread networks of pathogens. This is an insight that will be strategically decisive in the future. The biggest mistake would be to assume that things could not get worse - after the pandemic is before the pandemic. However, with the new NGS technologies, we are better prepared. Markus Neumann, MD: The corona virus SARS-CoV-2 was identified within only a few weeks. This is the fastest any virus has ever been identified, which is like a technological marvel. Prof. Dr Alexander Dilthey: With the identified genome sequence of the virus, it was possible to produce the vaccine. This worked phenomenally well in Germany and America. The fact that we had a vaccine so quickly after the virus appeared is directly due to the progress in genome sequencing. Nevertheless, during the pandemic there was a strong focus on the established diagnostic methods, less on the innovations in genome sequencing. Markus Neumann, MD: The microbiome, that is the totality of all microorganisms that colonise humans, is known to have a complex influence on the immune system, metabolism and hormone system. How useful would it have been to include its mechanisms of action in the Corona pandemic? Prof. Dr. Alexander Dilthey: In terms of individual personalised medicine that leverages data generated from sequencing, this would indeed have been enormously forward-looking. It is possible that the microbiome has an influence on the course of corona diseases, or the probability of becoming ill. The new sequencing capabilities open up a world in which science can understand the microbiomes even better in causal terms, for example, what role fungi play in interaction with bacteria. Already today, the microbiomes are part of the focus in cancer immunotherapy. And we know that they have to be seen in connection with the development of infectious diseases. Markus Neumann, MD: What knowledge will remain? Prof. Dr Alexander Dilthey: The central insight beyond the pandemic is that it would be important and sensible to integrate genome sequencing into standard diagnostics. We have to get there. Take sepsis ("blood poisoning"), for example. In the case of this complication, which can arise in a wide variety of infectious diseases, the decisive question is which pathogen is the cause and how best to combat it. Traditionally, the result of a blood sample is only known after twelve to 48 hours. This wastes valuable time, because every hour of delay increases mortality. In the new world of genomic infection medicine, the entire genetic material from the blood would be sequenced. With NGS technology, the results can be available after only six hours. Moreover, in some cases the generated data also provide information about antibiotic resistance. Targeted therapy could thus be initiated much more quickly and efficiently. I also see a revolution in this respect in the fight against multi-resistant hospital germs. Here, routes of spread within a hospital - and also between different hospitals or doctors' practices - can be verified quickly and appropriate measures can be initiated. Markus Neumann, MD: The latest sequencing technologies will also revolutionise countless fields of research in the life sciences. Could there soon be a kind of construction or module kit for clinical routine to individualise treatments? Prof. Dr. Alexander Dilthey: With NGS diagnostics, there is indeed a revolutionary tool available for the treatment and prevention of diseases that can take into account individual differences in genes, lifestyle, but also the environment. This approach to precision medicine will make it possible to accurately predict which treatment and prevention strategies will be successful for a given disease and in which groups of people. Pandemic infectious events in their early stages can be diagnosed with certainty and their spread could be prevented. A "module system" for clinical routine would be quite possible. But there is still a long way to go before that happens. For one thing, data analysis and the interpretation of findings are extremely demanding. Without software and algorithms, the data cannot be deciphered. It also requires deep subject matter expertise. One of the biggest challenges is actually data management, i.e. the storage, security and analysis of the huge amounts of data. We also need quality standards as well as ethical and legal guidelines, such as how to deal with the expected side findings in comprehensive genome analyses. Furthermore, the question of cost coverage by health insurers has not yet been clarified. However, the first steps towards the broad application of NGS technologies have been taken and it is hoped that they will soon find their way into routine medical diagnostics. Markus Neumann, MD: Where are there obviously still deficits? Prof. Dr. Alexander Dilthey: We have to work worldwide to increase sequencing capacity. The future belongs to networked diagnostics, where the most diverse medical technology systems exchange data with each other, whether antibody data or the genetic profile of a patient. In terms of the possibilities of data integration, there is still a lot of room for improvement; the Anglo-Saxon countries are already much further ahead in this. What we need are modern concepts for data protection. The goal is easier translation ("from the laboratory bench to the bedside"), i.e. new research findings should be evaluated more quickly for their clinical usefulness and safety and made available to patients. Markus Neumann, MD: Horton International Germany fills key positions to support this translation up to the marketing of new drugs and solutions. The manufacturers of pharmaceutical products and medical devices, whether medium-sized companies or long-established global players, are exposed to enormous quality and efficiency pressure - the competition is huge and the pressure to innovate is high. Against this background, the battle for talent is in full swing. Prof. Dr. Alexander Dilthey: In the USA and Great Britain, pharmaceutical and biotech companies are extremely attractive employers, and a large proportion of graduates in the corresponding disciplines aspire to work there. Artificial intelligence in the development of new medicines, interdisciplinary work and big data volumes that deliver usable knowledge all represent a great incentive for young talent. The pharmaceutical industry in Germany can only catch up here. Research departments need data scientists and bio-data scientists with an affinity for and understanding of personalised medicine, algorithms and empirical data. Empirics, data integration and medicine are increasingly converging in the development of new medicines. If these skills are not available within the company, they must be brought on board through collaborations with orthogonal biopharma players or academic institutes. For a strategic positioning in a highly complex knowledge ecosystem like this, cooperations are simply indispensable. Otherwise, the worst case scenario is that you lose out internationally. "Next Generation Sequencing is the only logical step towards modern precision medicine." Prof. Dr. Alexander Dilthey Genome Researcher      Prof. Dr Alexander Dilthey,  Professor of Genomic Microbiology and Immunity at Heinrich Heine University Düsseldorf. Main focus: Bioinformatics, Big Data analytics and sequencing. Company foundations in Oxford/UK and Germany. The distinguished genome researcher was a sought-after expert during the Corona pandemic. At the Düsseldorf University Institute for Medical Microbiology and Hospital Hygiene, he is leading a highly regarded coronavirus sequencing project. With the genetic fingerprint, chains of infection can be traced ("corona screen search"). Markus Neumann, MD,  Business Unit Head Lifesciences & Healthcare. - Horton International Germany. Several years' experience as a clinical physician. Senior manager in the life sciences and healthcare sector for renowned companies in Germany and abroad. Board member of the German Healthcare Alliance at the Federation of German Industries (BDI) until 2019   FASTER, MORE EFFICIENT, CHEAPER Next Generation Sequencing (NGS) refers to improved technologies for DNA sequencing. A complete human genome can be sequenced within one day. In contrast to classical sequencing (according to Sanger), several hundred million fragments in a sample are sequenced simultaneously. Sequence changes such as mutations are detected in the process. Time and costs are comparatively much lower. For research purposes, in clinical genetics, microbiology and oncology, NGS technologies have already been used for several years. Their relevance in the early detection and control of infectious diseases and pandemics as well as in oncology is assured.   ### TOP VOICES by Horton International Germany - Interview with International Thought Leaders SUSTAINABLE WOUND HEALERS  In an interview with Dr. Markus Neumann of the Horton International Life Sciences Practice, Eric de Kesel, responsible for sustainability at Swedish medical device manufacturer Mölnlycke, explains how disposable products can still generate a good eco-balance. He says: "Ethical behaviour attracts ethical behaviour." But it is not only this formula for success that is exemplary. World market leader Mölnlycke Health Care is on its way to becoming a zero-waste company and is continuously reducing the ecological footprint of its products and processes. On what considerations and regulations is Mölnlycke's sustainable future based? ERIC DE KESEL: "Our goal is to improve healthcare worldwide. And sustainability is a strategic priority. We recognise the importance of reducing our GHG emissions along our entire value chain and are in the process of building a sustainable ecosystem for the production of healthcare solutions that we offer, including minimising product waste and improved efficiency in the use of raw materials. By 2030, 95 per cent of our packaging will be recyclable and more than 80 per cent of all packaging will be made of recycled (PCR) and/or renewable material. Our sustainability goals are based on the relevant international conventions, including the goals of the United Nations Paris Climate Agreement, and the findings of science are fundamental to everything we do. We report on metrics in accordance with the Global Reporting Initiative (GRI) standards and the OECD Guidelines for Multinational Enterprises. By 2050 at the latest, we aim to have achieved net zero emissions along the entire value chain and to both, have reduced material consumption and decoupled it from our growth. With 'WeCare', we have developed a medium and long-term sustainability plan ('roadmap') to create shared value for all our stakeholders. We see sustainability as a driver of growth, innovation and productivity, and an essential part of our value proposition to our people." How is "WeCare" navigating the path to sustainable transformation? ERIC DE KESEL: "We have defined three pillars for the 'WeCare roadmap': 'Green mindset', 'Responsible relationships' and 'Ethical business'. These are, according to the materiality analysis we conducted, the most important issues that represent sources of risks and opportunities for Mölnlycke and its stakeholders. When we focused fully on sustainable mindset and action, we also decided to think in an integrative way. This is because integration, thus the embedding of all three pillars in all functions and business areas within the company, is, in our experience, the key to innovation and a high degree of effectiveness. The close interweaving of sustainability work with all areas of our business facilitates detection and measurement of potential challenges at early stage and guides us in how to act on these. It is important to Mölnlycke to constantly measure and improve our sustainability approach." "The goal is to transform Mölnlycke to become a global leader in sustainable healthcare." Eric De Kesel, COO & EVP Sustainability, Mölnlycke Health Care Mölnlycke manufactures disposable medical products – how can this be reconciled with sustainability? ERIC DE KESEL: "Mölnlycke does not compromise on the safety and quality of its products; our promise is to be a premium supplier. At the same time, we are committed to offer our customers solutions with the smallest possible environmental footprint. Finding the right balance in this equation is not always easy or straightforward. Life Cycle Assessment (LCA) shapes our main approach to sustainability in product development. The assessment helps us to ensure that the prudent management of natural resources and the environment provides the foundations for Mölnlycke’s sustainable business growth and supports Mölnlycke’s commitment to meet the growing needs of our customers for sustainable products while guaranteeing patient safety. Reusable is not always the best option due to the high amount of resource used and investigation on a case-to-case basis should be done, taking into account the entire value chain impact. At Mölnlycke, we have been working on phasing out the use of fossil materials in our product formulations for quite some time now. One example is our ISCC-certified surgical drape product offers, produced with bio-based raw materials, contributing to effectively reducing GHG emissions compared to similar products with the same function. We are a pioneer in this, by the way. ISCC-certification also ensures full traceability of materials. Another example is a post-op wound dressing that can remain on surgical wounds for up to seven days. This significant reduction in dressing changes, as compared to conventional dressings, contributes to a reduction in material consumption as well as dressing costs and also helps reduce the risk of wound infections.” Global zero balance is your goal. How far is Mölnlycke with renewable energy in terms of sustainable growth? ERIC DE KESEL: "We plan to source 100 per cent electricity from fossil-free sources at all our sites worldwide by the end of 2024. Already today, we have a cumulative share of up to 57 per cent of fossil-free electricity in our production sites. One example: since the beginning of 2020, the electricity at our plant in Finland has been 100 per cent carbon-free. The energy that powers the production facilities, lighting, cooling and waste systems there comes from a combination of wind, solar and hydropower. We partner with ENGIE Impact, the sustainability consulting division of the world's leading low-carbon energy and services company, on the above Net Zero goal, from strategy to implementation.” Every ethical behaviour includes a willingness to help. How does Mölnlycke live by this code? ERIC DE KESEL: "We are committed to acting in a socially responsible way that benefits our customers, patients and society in the long term. We are aware of our responsibility and want to have a sustainable, positive impact. We support medical charities that can deliver credible and measurable results and are in line with our ethical guidelines. With 'Operation Smile', we support a global, non-profit charity organisation that provides free and safe surgeries for children with cleft lip and palate. In addition to donations in kind, we also support Operation Smile with employee volunteers and train healthcare professionals in infection prevention. In the fall of 2023, together with Operation Smile, we plan to open a centre of excellence for cleft treatment in the Philippine city of Cebu. In addition, we partner with Debra International – a network that works to improve the quality of life of people with the rare genetic skin disease epidermolysis bullosa (EB), also known as 'butterfly disease'. The wound patches we developed specifically for this condition are considered the gold standard of treatment worldwide." Would you have a "tool kit" along the lines of Mölnlycke's that would help companies in a sustainable transformation of key business areas beyond the legal requirements? ERIC DE KESEL: "It would be wonderful if such a fixed toolkit existed. But every transformation journey is different, depending on the company and the regulations of the country where it is located. ESG, the components of which – Environmental, Social, Governance – are still being shaped, illustrate well how broadly the topic of sustainability should be constructed. Mölnlycke recognises its responsibility, a good starting point for the journey to begin. We acknowledge the central role of social responsibility and involve our employees in a targeted way. Instead of applying a rigid 'tool-kit', companies should take action and apply appropriate measures courageously. Even if you fail, the learnings can be used to correct your own ESG path." How does Mölnlycke motivate its employees to act sustainably? ERIC DE KESEL: "In our business, employees are genuinely very motivated to work sustainably on their own accord. We believe in creating a first-class workplace, and ethical behaviour is crucial. We actively nurture integrity mindset and encourage our employees to speak up. We also believe that embracing diversity not only teaches tolerance for the individual differences but also contributes to boosting innovative thinking. We give a lot of support to our employees, including regular meetings, learning and leadership programmes and training. Overall, this creates a snowball effect, where ethical behaviour attracts even more ethical behaviour." "Ethical behaviour attracts ethical behaviour." Eric De Kesel, COO & EVP Sustainability, Mölnlycke Health Care Does this also apply to partners and suppliers? ERIC DE KESEL: "Absolutely. Mölnlycke expects its partners to act in the same responsible and ethical way. We promote and encourage values of our corporate culture, such as fairness and transparency among our suppliers, and ask them to promote this in turn with their own partners and suppliers. The company’s Supplier Code of Conduct is designed to ensure responsible business operations and respect for human rights in the supply chain, including human rights, employee relations and health and safety. Compliance with these principles is a key factor when choosing suppliers and business partners. If any issues of concern are identified, we work with the partner to investigate those issues and, where necessary, encourage the development of higher standards. If the partner does not change their behaviour, Mölnlycke will move away from using them whenever possible. We continually monitor our efforts to meet our own standards, as well as the needs and expectations of our customers and stakeholders, and report annually on its progress to the UN Global Compact. All reporting, including disclosures on human rights, connected communities, working conditions, discrimination and harassment in our operations, and modern slavery at company level, is carried out in accordance with local reporting requirements on non-financial information.”   How does Mölnlycke organise its talent management, and do you notice a shortage of skilled workers, as in Germany?   ERIC DE KESEL: "The shortage of skilled workers is not felt as strongly at Mölnlycke as elsewhere. A good 70 per cent of our managers have progressed through the ranks at our company, so they are insiders, which we encourage a lot. Mölnlycke owes its attractiveness to the purpose we stand for. Our product portfolio and our research bring positive value of improving many people's lives. This sense of purpose builds a certain reputation, which is reinforced by our sustainability profile, all of which is very attractive to existing and potential employees. This way, we minimise talent attrition in spite of not having targeted programmes to recruit talent."   Thank you very much for the interview, Mr. De Kesel! About Mölnlycke: Mölnlycke is a world-leading medical products and solutions company that equips healthcare professionals to achieve the best patient, clinical and economic outcomes. The core business is within the four Business Areas: Wound Care, Operating Room Solutions (ORS), Gloves, and Antiseptics. Mölnlycke employs around 8,700 people. The headquarters are in Gothenburg, Sweden, and the company operates in more than 100 countries worldwide. Mölnlycke is owned by Patricia Industries AB, which is part of Investor AB, an engaged owner of high-quality, global companies founded by the Wallenberg family in 1916. www.molnlycke.com Eric De Kesel has held executive positions at Mölnlycke Health Care since 2002. As Chief Operating Officer (COO) and Executive Vice President (EVP) Sustainability, Belgian-born Eric is responsible for the development and implementation of Mölnlycke Health Care's sustainability strategic framework. 1. Beele, H. et al. A prospective randomized controlled clinical investigation comparing two post-operative wound dressings used after elective hip and knee replacement; Mepilex® Border Post-Op versus Aquacel® Surgical. International Journal of Orthopaedic and Trauma Nursing, 2020. 2. Zarghooni, K. et al. Is the use of modern versus conventional wound dressings warranted after primary knee and hip arthroplasty? Acta Orthopaedica Belgica, 2015. 3. Bredow, J. et al. Evaluation of Absorbent Versus Conventional Wound Dressing. A Randomized Controlled Study in Orthopedic Surgery. Deutsches Ärzteblatt International, 2018. ### IoT in the industrial sector The Internet of things in the industrial sector, generally termed the Industrial Internet of Things (IIOT), concerns the application of digital-physical systems to monitor industrial manufacturing processes and to make autonomous decisions based on the data and driven by predictive analytics and artificial intelligence. The IIoT is undoubtedly disrupting many traditional manufacturing operations, particularly in the conversion of linear manufacturing supply chains into interconnected systems that deliver improved efficiencies, enhanced safety for human workers, and with much lower costs. This sea change is often referred to as the fourth industrial revolution, or “Industry 4”. IIoT is big business. It is estimated that by 2025 the impact of the IIOT will be between $1.2 trillion and $3.7 trillion. Evolution or revolution? Although we have described the IIOT as the fourth industrial revolution, in many ways, it is more evolution than revolution. We have been using sensors to track the progress of goods through the factory floor and to monitor machinery for very many years. There is nothing new about the concept. Programmable logic controllers (PLCs) have been used in manufacturing since the late 1960s and by the early 1980s, we were already creating networks of smart devices. RFID technologies began making a significant impact at the turn of the century. Notable developments in the early 2000s were cloud computing, big data analytics, and the implementation of the OPC Unified Architecture protocol for secure communication between devices, data sources and applications. The unfettered progress of Moore’s Law resulted in improved performance and lower prices for devices such as smart sensors and computer technologies. Advances in predictive technologies and artificial intelligence promised more intelligent systems that could replace or complement the human operative offering all the benefits of improved productivity, enhanced security, reduced downtime, and many other benefits. Concepts such as smart manufacturing and the smart factory became realistic goals, not only for big manufacturers but also for smaller enterprises. Which manufacturers have successfully implemented the IIoT? As with all significant advances, some organisations have been quick to implement these technologies, while others often impeded by a lack of resources and expertise have lagged. The reality is that currently, IIOT remains out of reach for most companies. Some of the necessary technologies remain unaffordable; there is a lack of talent to implement complex IIOT processes; and there is still a technology lag - not everything that is necessary, such as 5G networks, is currently available. Thus, while some of the largest organisations have made significant progress, many potential users of the IIoT are still at the early stages of investment. Here we will attempt to assess the current state of play in terms of leading proponents and how far networked and automated production advanced? In a 2019 survey of decision-makers in 204 manufacturing companies in Europe, each with over 500 employees, conducted by PAC Ltd on behalf of Fujitsu, the key findings were: 63% plan to increase their investment in Smart Factory over the next three years. 66% rank Smart factory as one of the top three priorities. 44% are already achieving ROI on their Smart Factory projects, many in under a year, and of the 56% that are yet to deliver ROI, they are still in the early days of implementation. 8% are in the advanced stages of Smart Factory with organisation-wide rollouts. 37% are still at the planning and evaluation stages of Smart factory initiatives; 19% have their first live Smart factory initiatives that are impacting on their business. 46% handle data in-house; 14% in the cloud; and 14% on the factory floor (known as the edge). The ambition of 35% is to move data analytics to the edge. The main goals of Smart factory implementation are to improve product quality, digital transformation, and product customisation. Overall, the external driving goals are improved customer satisfaction, supply chain management, and after-sales products monitoring. The major impediments to Smart factory are cost (58%), building a business case, lack of skilled staff, and technical challenges. Looking to the future, 59% saw blockchain technologies as important, 50% deep learning and Artificial Intelligence, and 19% quantum computing. While we are clearly in the early days of IIoT, there is a considerable momentum which will surely increase over the coming years. While there remain impediments to implementation, there would appear to be real enthusiasm throughout the manufacturing sector. Investments in IIOT While the PAC survey illuminated the opinions of key decision-makers, the data provided little information on actual investment levels. According to a 2019 report by the IDC, by the end of 2019, global spending on the IoT which includes the  IIoT was estimated at $745 billion, 15.4% more than  2018. The companies that invested most in IoT during 2019 were: Discrete manufacturing – mainly manufacturing operations and production asset management: ($119 billion) Process manufacturing ($78 billion) Transportation – mostly freight monitoring and fleet management:  ($71 billion) Utilities – mainly smart grids for electricity, gas, and water: ($61 billion) The highest levels of industrial investment during 2019 were : Manufacturing operations ($100 billion) Production asset management ($44.2 billion) Smart home ($44.1 billion) Freight monitoring ($41.7 billion). While these figures combine the IoT and the IIoT, excluding the smart home, the total level of IIoT investment was $185.9 billion, and this is currently growing at around 16%. Finally While today networking and automation of the production world is still in its early days, nearly half of large manufacturers surveyed in Europe are already seeing returns on the IIoT investments, and higher numbers are expecting to make further investments in the coming years. Globally investment levels are high, amounting to $185.9 billion in 2019 and snowballing. A simple answer to the question posed in the title of this article is probably more than you might suppose and watch this space. The Smart Factory is here, and undoubtedly it is getting smarter. ### Building equipment - Technology as a driver Smart buildings are getting smarter. Today, new commercial buildings are specified with automatic equipment and controls for every function. Heating, air conditioning, lighting, shade and cooling, door and window controls, along with personnel tracking and monitoring are potentially all parts of an integrated network where each element can communicate with each other. Typically, heating, ventilation and air condition are automatically regulated, lighting switches to the optimum levels depending on external brightness and whether space is occupied; blinds are lowered and raised; doors and windows are automatically opened and closed. Every action is a response to the needs of people as they pass through the building, and when they leave, systems are adjusted to minimise energy consumption, access is locked, and security systems are activated. Markets and technology drivers Globally the market for smart building technology is skyrocketing. By 2024 it is expected to reach $105.8 billion, up from $60.7 billion in 2019.  This is all underpinned by the Internet of Things, (IoT), cloud computing, big data analytics, artificial intelligence and machine learning. Here we will focus on one specific aspect of these advances, namely building access technologies. We will look at both traditional and modern solutions and how the latest development provides increased convenience and enhanced security. We will also look to the future and how the IoT is driving the next evolution of building access control and its integration with the rest of the smart building network. Building access technology Controlling and managing who is permitted to enter and leave a building and controlling what areas of that building are restricted to specific people is fundamental to security and safety. In the distant past identification-systems were based on face-to-face interactions and presentation of documents. Access was primarily controlled by a few security people with a large bunch of keys. By the end of the 20th century that had mostly been replaced by digital technologies based on key cards and key fobs. Access cards The three kinds of access cards are commonly used, and provide different levels of security and convenience: Magnetic stripe cards: These are the oldest kind of access card include a magnetic stripe which carries an authorisation code.  The card is swiped through a card reader to gain access. These are highly insecure as they are easy to copy. Nowadays they are used mainly in low-security buildings such as hotels. Proximity cards: Today, many modern commercial and residential buildings use proximity cards to control access. However, while these are convenient, they provide little in terms of security. Typically, the cards are credit-card size and usually replaced when the user no longer needs them. To gain access, the card is held near a card reader. Smart cards: Smart cards offer a considerably higher level of security. They are designed to be extremely difficult if not impossible to copy. They use an embedded smart chip which can read and write data, and they can store far more data than a conventional proximity card including encrypted authentication, security levels, personal identification, data storage, and smart applications. Smart card readers must decrypt the data before acting on it; thus, they provide strong authentication. Mobile Bluetooth-enabled access Some organisations are moving away from access card technologies and instead introducing Bluetooth-enabled mobile access control. Encrypted mobile credentials are stored on a smartphone which interacts with access control readers in the building. Biometric data controlled access In high-security settings, biometric technologies such as fingerprint recognition and iris scanning are often combined with a card system to provide multi-tiered security or used as an alternative to a card system. Building access systems Building access systems may be standalone or networked. With standalone systems, access is controlled at specific locations, and each entry point is individually programmed to allow access to all or specified cardholders with the appropriate authentication credentials. These are easy to install and manage and typically are used by smaller businesses. Networked access control systems can control multiple access points with many users. Control is usually centralised and can be readily programmed and reconfigured. For instance, the system can permit different individuals or groups with various authorisation levels access to different parts of the building at different times of the day. Such systems may be networked across multiple buildings within an organisation and can be integrated with other smart building technologies such as CCTV; heating, cooling and lighting controls; intruder and fire alarms. Such systems can track every person in the building providing enhanced safety, for instance, in case of a fire or other emergency. IoT building access control The IoT is now beginning to drive substantial changes in building access control. While a local network can provide a high degree of access control, IoT building access control can take this to a higher level. In such a system, each lock, access point, card reader, iris scanner, fingerprint reader and any other associated device has its unique IP address. Each device is connected to the internet via a wireless network, and each occupant is similarly connected to the network through the IP address of their authorised smartphone. With such a system there is no need to carry any physical ID; users can readily communicate with each other; they can receive wayfinding information, and doors can be opened, and lifts summoned from a distance. Looking to the future of building access control While card-less IoT based building access control is an emergent technology and already there is an increasing number of firms offering IoT access control as a service (ACaaS), in the immediate future it is the more traditional systems that are dominating the market. The access control market is predicted to grow from $7.5 billion in 2018 to $12.1 billion by 2024, though, over this time, card-based readers will retain the largest share of the market. This is being driven by increasing need by organisations to monitor and record their employee activities. ### Robotics in the Manufacturing Industry Modern manufacturing is dependent on robotic automation and inevitably will become more so as technologies, in particular, artificial intelligence (AI), continue to improve. This has aroused fears that robots will replace humans in the workplace, and that many people will lose their jobs. Many experts believe, robots will create more employment opportunities. In this infographic, we look at the impact of robots on the jobs market.   ### News, updates and insights from the Horton International Consumer Group. For businesses across consumer industries, disruption can either seem like a huge threat or has massive potential. Typically, disruption comes from the fledgeling start-ups rather than the big corporations. However, it doesn’t have to be this way. By understanding disruption in consumer industries, it is possible for businesses to stay one step ahead of their competitors. And no, it doesn’t have to mean investing heavily in digital technology, but it does mean focusing on one aspect in particular. Is Technology Driving Consumer Disruption? Most businesses will claim that technology is the biggest disruptor to their business. When you think of the big market disruptors such as Uber, Airbnb and Deliveroo, it is clear that they have used technology to their advantage. However, the technology they have wasn’t especially unique. Instead, it was the way they gave consumers a more accessible and convenient option. For example, when Uber started, they didn’t have their map-based app service. It began by customers texting their requirements. An agent then connected them to a nearby driver. Uber didn’t disrupt the marketplace with technology, but the way they offered customers a quicker and easier method of booking transport. Similarly, Airbnb wasn’t the first website or app where customers could list their homes or book accommodation. But it was the user-friendly platform, that could provide a wide product offering with flexibility and often (although not necessarily) at a cheaper price that won consumers over. Likewise, Deliveroo was certainly not the first takeaway delivery service. However, it was the fact that the businesses could bring great restaurants and high-quality food closer to their consumer. As with the case in these examples and many more, while technology has been a benefit to these businesses, it wasn’t their technology that disrupted the marketplace. It is the fact that they were offering customers more value (whether cheaper, quicker, easier or more variety) than other providers which made their businesses a disruptive success. Who Is The Disruptor? It is not start-ups that disrupt the industry, nor is it technology. It is, in fact, customers who are the disruptors. Your consumers are constantly seeking out the businesses, products and technologies to improve their lives or that take away a consumer-based activity that they just aren’t happy with. Remember, it is customers that choose to adopt new products or services. It is not technology that is stealing them away. Why You Shouldn’t Fear Disruption Whether by your business or another, disruption is a fantastic way to improve your service offering and acquire new clients. So many businesses worry about where the next disruption will come from. They then spend valuable time playing catch up. However, if businesses put their fears about ensuring they have the best technology to one side, they’ll have more time getting ahead of the curve and being the biggest disruptor in the industry. How To Get Ahead Of The Disruptive Curve 1.     Map Out Your Customer Value Chain There will be lots of activities that a customer will have to complete in order to acquire a product or service. For example, a person may consult a nutritionist or health professional who recommends supplements. The consumer then will have to visit a shop and search the shelves for the right supplements. They will then have to sort their vitamins and remember to take them at the right time and with the right substance. 2.     Focus On An Activity That Could Be Better Value is given to the customer if they can save time, money or effort in an activity. It doesn’t have to be the whole process, just an aspect of it. In the example above, a disruptor for this could be an online health shop where customers can complete a health assessment online. Based on the results, the provider will create tailored supplements in easy daily packs. This means the customer does not have to visit multiple providers. A consumer can receive their personalised pack through the post.  They also don’t have to sort out their pills as this is done for them 3.     Look At Other Industries So often, businesses focus all of their attention on what their competitors are doing. This means they fail to see how they can apply tools and techniques that other businesses are using to their advantage to their own processes. Generally, disruption comes in waves. Did you know, for example, that those who buy from the Amazon App are more likely to sign up to Uber than those who don’t? Furthermore, these consumers are far more likely to use Airbnb too. Even though there are in different industries, there are similarities that customers love. See what other businesses are doing well and see if you can apply that to your own strategy. Why You Should Attract Disruptive Talent With customers being in control of what is disruptive and what is not, you need the talent that strives for customer empowerment and ensures their focus is entirely on the customer value chain of reducing a customer’s time, money or effort. It will be the top talent who will spot trends before your competitors do and will deep-dive into processes to find out where you can be doing something better. Even small savings can make a massive difference to your customers. ### Why Building Your Omnichannel Services Requires New Talent And Qualifications Regardless of your target market, building omnichannel services is becoming an essential requirement for 2020 and beyond. It is no longer enough to simply have a website and a bricks-and-mortar store. Nor is it enough to use social media to showcase your products and then send customers to a marketplace like Amazon to buy them. Consumers don’t have time for inconvenience. So, if you’re not offering a seamless and enjoyable experience across your brand, you can expect your customers to move to a provider than can. What Are Omnichannel Services? Omnichannel services focus on ensuring that every touchpoint in your business offers a fantastic and seamless experience so that it all feels connected. From your physical shops to website, social media platforms to marketplaces, every interaction a consumer has with your business must be an enjoyable experience. There are so many ways to describe omnichannel services such as seamless integration, contextual, overarching, sophistication, an ecosystem, in harmony or cohesive. Ultimately, if you have one aspect of your customer experience that is working well, you need to ensure that all other touchpoints for your business offer that same level of excellent service. The Demands Of Omnichannel Due to its nature, omnichannel requires a wide range of skills and has a large number of processes. It is not enough to simply set up omnichannel services. From there, it requires constant maintenance and continual improvement to keep delivering what the customers want. The ultimate goal is to create incredible experiences which deliver the emotional connections that consumers crave. However, to achieve this, it requires almost every department in your business to work together.  So, here are the essential skills that your business needs for each aspect of your omnichannel services. Strategy Team In the beginning, you need a team of individuals who are enthusiastic about the future developments of omnichannel services and can think outside of the box for the direction of your business – from AI to automation. Problem-solving and critical thinking are essential so that your strategists can remove hurdles and implement improved solutions throughout the process. Strong technical understanding is also a bonus, as it will help to build better relationships with the developers in the business. In terms of experience, those with product management experience, especially with fulfilment technologies, will be highly sought after. Market Research and Customer Service To build effective omnichannel services, you need to know exactly where your customers are and where they want your services to be. This can require extensive market research as you look to have an in-depth understanding of your target market and detailed customer profile. Those with customer service experience will also have an understanding of what customers need and want and how to implement this into your omnichannel services to deliver the best service experience possible. Innovation and Product Development This extensive department will need a huge range of technical skills as it is likely to comprise of key aspects such as; Architecture and system design User Interface and app development Agile prototype development User Experience (UX) developers AI and Technology Officers As well as experts in any systems and software you are currently deploying. All of these skills are high-level technical skills that need to be balanced out with important soft skills such as communication, prioritisation, logic, problem-solving and teamwork. This team will largely be responsible for building a solution with a central hub and complete functionality. Furthermore, to be truly omnichannel, every aspect should be seamless, which means all of the team must work together to create a solution that is consistent across every platform. Testers and Programmers Ensuring a smooth and seamless experience is the major benefit of delivering omnichannel services. As such, you need the high-level team of software testers in place which can ensure your systems and solutions are ready to be launched. You’ll also need testers from a UX point of view to ensure you are delivering the three critical aspects of omnichannel: convenience, speed and experiences. Omnichannel services need to remove challenges and inconveniences rather than create them. This is where your team of testers can help you to improve. IT, Security and Privacy While firms with customer data must have a Data Compliance Officer due to GDPR requirements, this aspect of omnichannel services really does require security and privacy experts due to the complexities of omnichannel services and the number of touchpoints that could lead to a breach. With automation and AI soon becoming an essential part of omnichannel services, having the team who can ensure the ethics and security of such emerging technologies will be critical. Finance And Legal A significant aspect of omnichannel services is the fact you are offering consumers a number of different ways to pay for goods and services. From cash to credit card, PayPal and credit solutions such as Klarna or PayPal Credit. You may also accept cryptocurrencies and, of course, a variety of currencies from all over the world. There are also regional preferences of preferred payment which need to be addressed too. Your finance team will need to ensure that you are giving customers the best payment options to suit their needs while ensuring your business has the processes in place to ensure every payment option you offer is safe, legally compliant and user-friendly. Marketing With PPC, SEM, SEO, social media and PR to consider, your team need to excel in capturing data, tracking conversions and always delivering compelling target messaging. A key aspect of omnichannel services is to create a truly personalised service. This could be thanks to tailored onsite offers, for example. Again, you need marketers that will look to future trends with their methods to ensure that your business is always a step ahead of competitors. Supply Chain Management With potential orders from a range of different touchpoints, your supply chain and logistics team need to be ready for every option. Furthermore, the demand for urgent deliveries will be something that will need continual review, to ensure you can get products to consumers as quickly as possible while also in the most environmentally friendly way. Organisation skills and fulfilment strategists will help your team to become a success at omnichannel delivery. With the broad nature of omnichannel services, it can help for businesses to look for candidates who have a varied background and that can bring experiences from a wide range of industries and departments to give your omnichannel services a cohesive strategy. Those who can easily build partnerships and connections will be essential in creating a strong team with a clear, consistent goal of creating the best customer experience across every platform. ### 5 Ways Technology Is Reshaping Marketing And Sales 5 Ways Technology Is Reshaping Marketing And Sales No matter the industry you are in or type of business you have, there is no denying that new technologies are reshaping the way things are done. Marketing and sales departments are at the brunt of many of these technological advances, and it is essential that these teams can keep up. In recent years, there have been huge revelations within emerging technologies in marketing, including artificial intelligence, augmented reality and voice technology. All of these pose new opportunities and threats to businesses, and ultimately the sales and marketing landscape is changing. We have narrowed it down to 5 ways that technology in sales and marketing is impacting teams across the globe: 1.    Social Media Is More Important Than Ever Social networking has been around for decades, and marketing teams have been adopting the technologies for a long time already. But in recent years, there has been a huge shift in consumer focus. Today, the majority of consumers are using various social media channels not only for keeping in touch with friends and up to date with the news, but also for making purchasing decisions and connecting with brands. Social media is now one of the most important marketing channels that any business can use. All social channels are invaluable for marketing and sales campaigns which will drive sales and attract new business. This technology also provides sales and marketing teams with previously unobtainable data. The introduction of sentiment analysis can reveal customer reactions to products and services, which can be used for strategic decision making going forward. 2.    Redefined Relationships Between Marketing, Sales And Technology Ten years ago, the realm of technologies and systems was generally confined to the IT department. Today, sales and marketing teams are required to take more responsibility for the technology they use. As these team members use more and more solutions for their roles, it is vital that they have some influence over them. This means that the relationship between IT departments and marketing and sale staff has transformed. Businesses are now required to have team members that are able to collaborate across departments, especially when it comes to new technology investments. 3.    Augmented Reality Brings New Marketing Opportunities Augmented reality (AR) has been around for a while, but it has only been in recent years that businesses have begun adopting it. As technology companies are starting to make augmented reality more accessible to businesses of all sizes, the opportunities for sales and marketing teams has increased. Marketing campaigns can now go beyond imagery and video content, and AR can be used to provide a more immersive experience to consumers. This technology opens up a whole world of new opportunities for businesses to showcase their products and services, and this is something that marketing and sales teams now need to embrace to avoid being left behind. 4.    Artificial Intelligence Redefines Customer Experiences Artificial intelligence (AI) is becoming commonplace among many businesses. Marketing and sales teams are finding these new technologies to be incredibly useful, particularly for customer interactions. Every aspect of a customer journey can be enhanced with artificial intelligence, including customer service and advertising. Sales teams can utilise AI to reduce the amount of time spent answering everyday customer queries. Consumers today are comfortable asking their questions to digital assistants and chatbots, and businesses can use these technologies to build strong relationships whilst reducing manpower. Marketing activities can be improved through artificial intelligence, and it can be used to drive sales through personalised product recommendations and advertising.     As we have already discussed, social media is more important than ever for marketing and sales teams. One area that social networking sites are investing a lot of time and money into is live video. Many brands that adopt live video for their digital marketing are seeing huge ROIs and increased brand engagement. Live videos can showcase products, services and people in a fully immersive experience. It adds a sense of immediacy to interactions which consumers respond well to. Marketing and sales professionals are having to shift their strategies to incorporate authentic and creative live video content.   For many businesses, keeping up with these everchanging technologies and learning to embrace them is an ongoing challenge. For sales and marketing teams to stay ahead of competitors, it is vital that they are made up of the best people for the job. Top talent within marketing and sales is required to harness the full potential of these growing trends. Your business’ ability to embrace new technologies is only ever as strong as the team implementing and learning them. ### Platforms, Ecosystems And Wealth Creation Over recent decades platform business models have become a crucial part of the economy. Unlike traditional business models, which create and sell products and services, platform businesses facilitate and monetise transaction between different user groups. Here we will look at: What exactly is a platform? Are platforms new? How platform businesses operate Why some platforms perform well while others fail The disruptive effect of platforms Skills that platform start-ups need The future of platforms What is (and what is not) a platform Apart from being some of the most successful start-ups of recent times, Uber, Apple, Amazon, Airbnb, Facebook, PayPal and Alibaba are examples of organisations that operate platform business models.  Rather than selling their own products and services, they focus on facilitating economic exchanges between different user groups. For example, in the case of Uber, the user groups are drivers and passengers, and with Airbnb, they are landlords and tenants. The core benefit that such businesses provide to their users is access to participants on the other side of the equation. For instance, eBay attracts participants to join, facilitates matches between buyers and sellers, and provides a transactional rule-based architecture where buyers and sellers can safely do business. While platform businesses leverage technology, a platform is the business model, not just the technology. While incorporating technology, the value-creating component is the holistic business model that brings together users and suppliers. Platforms and ecosystems We can view this as a combination of platforms and ecosystems. A business ecosystem is the business community of interacting participants, while the platform is the integrating element that organises the interactions and creates additional value. In other words: Communities of interacting entities such as businesses, individuals, and organisations that produce value for one another, maybe by creating and consuming goods and services, are considered an ecosystem. A platform is a way of organising that ecosystem and facilitating interactions between its members to create value. Compared to traditional linear businesses where suppliers create the product or means of production, it is relatively easy and inexpensive to scale platform businesses. In a linear business, the inventory appears on their balance sheet, while this is not the case with a platform business. Surprising as it may seem, Netflix is a linear business and not a platform business as it owns the licences of the content that it streams. Also, many SaaS businesses that market themselves as platforms, for instance, Amazon Web Services, are linear businesses that sell in-house developed products and services to multiple users. Platform businesses are as old as the hills In our highly connected world, we tend to think of platform businesses as new and modern, the natural extension of modern technology and the internet. However, we have been operating platform businesses for as long as human civilisation has existed. Ancient marketplaces and auctions held in Ancient Egypt and Rome were all platform businesses, as are today’s shopping centres and malls.  However, it is only in recent times that platform businesses have become so dominant. Yet only recently have they dominated the economy Since the turn of the 21st century, platform businesses have grown exponentially and have overtaken linear businesses in leading the economy. Eight of the ten wealthiest companies are platforms, and globally around 60% of unicorn start-ups (start-ups worth over a billion dollars) are platforms. This exponential growth has, of course, been fuelled by digital technology, but as we have indicated, it takes more than just technology to create a platform business. Technology makes creating platform businesses a much more straightforward and economic process. The essence of a platform business Platform businesses generate value through the core transactions they facilitate, thus optimising the core transaction elements of the platform is critical to success. These include: Building an audience Bringing together users and suppliers Providing the tools and services needed to facilitate the transactions Setting and enforcing rules, protocols, and standards There are many different kinds of platforms. Some examples are: Technology platforms are not actual platform businesses as they market their own technologies to multiple users. However, they are often considered as such, even though they don’t connect platform participants. Examples include Twilio, Microsoft Azure and Amazon Web Services. Computing platforms connect users and third-party developers, typically through an app store. These may start with a parent building the technology side of the platform before launching it to third parties. For instance, Apple developed its initial iPhone apps through partnerships with other businesses, increasing the user side before opening the platform to third-party developers. Google did the opposite – they grew a developer network before launching an Android phone. Utility platforms such as Google and Bing attract users by offering free services. Once the user phase is established, they open the platform to advertisers. Interaction platforms such as Facebook, WhatsApp, LinkedIn and bitcoin facilitate interactions between users. Such interactions could be text, voice, and money transfer. The network builds organically as users attract more users who attract more users and so on. Marketplaces such as Amazon, eBay, Airbnb and People-Per-Hour connect the supply side with the demand side. The supply-side sets the prices, and the network builds organically with suppliers attracting buyers who attract more suppliers. On-demand platform services such as Uber deliver services fulfilled by independent suppliers, for instance, passengers and drivers. Content crowdsourcing platforms such as YouTube and TripAdvisor collect content from various users and share it with a broad user audience. Additional content attracts additional users.   Creating a platform Adopting a platform business model is easy if you are a start-up. As we have shown, most unicorn start-ups did precisely that. Of course, not all have been successful; many platform start-ups have failed to take off or have eventually fallen by the wayside - think Friends Reunited and Sidecar. So what differentiates a successful platform and one doomed to failure? Why platform start-ups fail In his paper “Seven mistakes to avoid in launching and scaling digital platforms”, Rubén Mancha and his co-authors listed the following mistakes: Failing to create a seamless digital experience Failing to develop a vibrant ecosystem Failing to protect monetisation opportunities Failing to recognise and  balance strategic options at  three crucial  pivot  points Failing  to  exploit the synergy  of  digital and physical  assets Failing to innovate  beyond  the  digital  experience Failing  to  follow  emergent  strategies Wenhui Fu, writing on “The influence of platform service innovation”, categorised the main platform failure mistakes as: Mispricing on one side of the market Failure to develop trust with users and partners Prematurely dismissing the competition Entering too late Other analysts have emphasised financial challenges, pricing, regulatory and legal issues, hubris, overconfidence and other personality traits of entrepreneurs.  Overall, creating a successful platform is far from easy, and there are many obstacles to overcome. How platforms disrupt linear business models While platform businesses are becoming increasingly dominant, this is often at the expense of linear businesses. Most businesses are linear, for instance, manufacturing, traditional education, SaaS (where software is developed by the business and sold on a pay-as-you-use basis), and e-commerce are all linear businesses. Any business that adds value to products and sells them to consumers can be considered linear; in other words, value is created upstream and flows downstream.   Such businesses seek an advantage over their competitors by leveraging their internal resources and providing their customers with channel access. The platform business model turns this on its head. Platform businesses assemble hordes of connected users and resource ecosystems. For example, a traditional software business develops software that it sells to customers adopting a linear model. In contrast, a software business such as the Android app store leverages an army of developers to supply a much larger audience of users. The positive feedback of the user and developer network allows such enterprises to grow into behemoths. So how can a traditional linear business survive in an increasingly platformed marketplace? The adage that if you can’t beat them, join them comes to mind. For instance, the software business we used in the example could refocus its internal expertise on developing its users’ capabilities. Thus, it could sell its products alongside those created by its customers, perhaps by creating building blocks that its customers assemble into products which it sells alongside its internal developments, thus relying on the network effect to grow. An alternative approach might be to build a network of similar developers which focuses on solving customer’s problems. The power of the network effect rapidly increases the size of the customer base while driving down costs. When faced with competitors that strive to harness this power, surviving while maintaining a strictly linear approach may be too challenging. A hybrid approach that combines both linear and platform business models may allow a business to capitalise on its internal expertise alongside the power of the network. Skills that platform start-ups need As in all start-ups, strong personal skills, the ability to work long, arduous hours, and the willingness and ability to take on any role in addition to your niche are essential requirements. You also need to be able to get on with people; while geek culture still prevails in parts of silicon valley, people skills are in the ascendency. As a new employee, you must work well with the rest of the team while bringing a range of unique skills that will significantly impact the business. Here are some of the most important hard and soft skills you will need. Hard technical skills Digital skills - whatever your specialisation, you need to be equipped with fundamental development skills: Front-end development skills such as HTML, CSS, and Javascript, along with experience using frameworks and code libraries Back-end development skills such as python, Ruby, MySQL and PHP Full-stack developers capable of all front-end and back-end development are often crucial players in platform start-ups – it is said that Facebook at one time hired only full-stack developers. UI and UX skills – as platform businesses rely on end-user interactions with the company, products and services, user interface and user experience skills are highly sought. Sales and marketing skills are highly sought after. These include: Relationship marketing, including branding, social media, and influencer marketing Inbound marketing, including audience analysis and content creation. Digital marketing such as SEO and CPC, which both require strong analytics skills Direct marketing skills that focus on B2B interactions. Financial planning and analysis skills are the bedrock of successful start-ups. Good financial planners typically have excellent analytic skills and a deep understanding of business models. Softer personal skills Initiative and resourcefulness are skills needed in any start-up.  Taking the initiative and finding resourceful solutions to problems that may seem intractable is a sure way to get ahead. Flexibility – in any start-up, the one thing you can rely on is constant change. To cope with this, you need to be flexible and willing to move on quickly. Enthusiasm – you must embrace what you do and your business aims; in other words, be a true believer in the mission. Patience and perseverance – don’t give up when things don’t turn out as planned. More often than not, they don’t. The future of platforms Apple, Microsoft, Alphabet, Amazon. Facebook, Alibaba, and Tencent are all leading platform businesses with a combined market value of $6.3 trillion. There is no doubt that platforms are here to stay. As we have indicated, many platforms fail. Successful platforms must finely judge the future trends that will lead to success. Over the next decade or so, we will see platforms disrupt many more traditional businesses. AI and machine learning are likely to play an increasing role, and perhaps quantum computing will eventually prove useful. Driverless cars and ride-sharing platforms are now on the horizon. In general, ownership is likely to give way to sharing, organised through peer to peer transaction platforms ### Leadership through Covid-19: An interview with Dr Santrupt Misra I was delighted and honoured to facilitate this interview with Dr Santrupt Misra, CEO of Birla Carbon, Director Chemicals and Director Group Human Resources for the  Aditya Birla Group, a USD 46 billion global conglomerate and Gary Woollacott, Director of Asia-Pacific at Horton International Group,   In this interview, Gary Woollacott and Dr Santrupt Misra share a thought-provoking discussion on the following topics: Changes in corporate governance brought about by the 2020 pandemic The pros and cons of globalization The evolution of corporate attitudes to wellness How to keep your staff engaged whilst working from home How to onboard new team members remotely Cultural differences in response to Covid 19   It was a real pleasure having Dr Misra talk us through his take on the current state and future of work, and we hope that you enjoy the interview as much as we did!   https://youtu.be/Nwx8JAEN_7U   BIOS   Dr. Santrupt Misra is currently the CEO, Birla Carbon;  Director, Chemicals - and Director, Group Human Resources for the Aditya Birla Group,  a USD 46 Billion global conglomerate. A Business leader and an HR Professional of standing, with over three decades of experience in --  global business leadership -  corporate governance - organizational transformation -  non-profit leadership - and professional development. Santrupt has worked at Board level for over two decades - as Non-Executive Director and Executive Director in publicly listed companies, unlisted companies, and not for Profit Organizations both in India and overseas. He is a Director in several companies of the Aditya Birla Group including Aditya Birla Capital Ltd., Grasim, and Birla Carbon Thailand,-- which are listed companies. He was an Independent Director on the Board of the Oil and Natural Gas Corporation Ltd. a leading Government of India enterprise, (Revenue US 61 Billion), and the Chairperson of the Board of Governors of the National Institute of Technology, Rourkela. He is also on Governing Bodies of professional organisations/associations such as the Association of Executive Search Consultants (AESC). He was also on the Board of the Xavier’s Institute of Management. Under his leadership Birla Carbon has emerged as a global leader in the carbon black space. He has been instrumental in developing a strong employer brand for the Aditya Birla Group, which was named: The Best Employer in India- by AON Hewitt Great Place for Leaders to Work,  by Fortune Magazine Top Company for Leaders by RBL group    Dr. Misra holds two Post Graduate degrees in Political Science from the UTKAL University and in Personnel Management & Industrial Relations, from  the Tata Institute of Social Sciences. In addition, he also holds two PhDs In Public Administration from India and Industrial Relations from UK He also holds an honorary D.Sc. degree from Aston University, U.K. He is a Fellow of the National Academy of Human Resources (NAHR), USA; Hon. Fellow of the Coaching Federation of India; an Eisenhower Fellow, an Aston Business School Fellow, an AIMA Fellow and a Commonwealth Scholar.   Gary Woollacott  Gary is Managing Partner of Horton International in Thailand and Vietnam -  Regional Director of Asia Pacific and one of Horton’s longest standing Board Members. Gary has twenty years’ experience in executive search, and extensive experience in the financial sector having spent the first part of his career working in investment banking in London and Sydney. He has a bachelor’s degree in economics, and a master’s in financial management He is known at Horton for his “thought leadership” pieces.   Dipy Nigam Managing Partner & Country Manager for India and SAARC countries at Horton International  I hold a Masters in Management from Jamnalal Bajaj Institute – and a PHD I've been with Horton International for over twelve years and prior this joining the group, I worked with VIP industries , American Express, Hay Management consultants ### After Diversity Month: 9 Top Tips To Keep Diversity A Priority All Year Round Taking place each April, Celebrate Diversity Month has been vital on organisational calendars as a way to learn more and showcase their commitment to diversity. Diversity not only increases employee engagement and retention but also offers a competitive advantage, increases employee performance and can grow innovation revenue. With this in mind, diversity is something that deserves year-round attention. So now that Celebrate Diversity Month is over for another year, what can organisations do to ensure diversity is a year-round commitment? Read on for top tips for celebrating diversity all year round. 1. Start A Cultural Calendar Create an open calendar for your organisation where employees can add all of the cultural events that are important to them. This calendar offers a chance for people to book specific holidays off without feeling like they have to discuss their cultural beliefs/practices. It is also a chance for people to learn more about specific events and celebrate more festivities at work. 2. Reduce Unconscious Bias With technology advancements, there are some excellent tools available that can help to unlearn bias and help organisations are actively trying to reduce bias from their practices. For example, a Google Chrome extension helps remove names and photos from social media searches to mitigate unconscious bias in recruitment. There are also AI text tools that can help create inclusive job descriptions and broader company communications. Similarly, you can get content analysis tools that can help create more balanced communication in terms of using masculine and feminine words to attract a wider audience. 3. Acknowledge And Improve Many organisations will have a cultural blindness to things happening within the company – this can often be to look good. However, regularly checking in on any diversity challenges the organisation faces and speaking up about it not only shows that you’re aware of the problem but are trying to make changes. Accepting accountability, acknowledging that changes need to happen and inviting discussion around these themes regularly can help with continual improvement and may increase employee engagement too. 4. Conversational Skills Some of the best friendships people will have are with people they meet at work. Organisations can not only help to encourage these friendship bonds to form but also help conversations to flow, which can lead to ideas and innovation that benefit the organisation. To celebrate diversity, it can help to train employees in conversational skills and non-offensive ways to strike up conversations about cultures, religions and practices. Inviting these conversations while also understanding what questions may be offensive and how to navigate different topics can help your workforce feel more confident and comfortable in striking up conversations. 5. Is Everyone Feeling Valued? Employee appreciation is a significant factor in employee engagement and retention, and diverse organisations must ensure that every employee feels valued. Check through your employee recognition program – is it inclusive and accessible to all members of the organisation? Does your recognition scheme offer peer-to-peer recognition to help everyone at every level to celebrate achievements and feel appreciated? Employee recognition can reap big rewards, too, with studies suggesting that organisations are 2.5 times more likely to see an increase in employee engagement and three times more likely to see an increase in employee retention. 6. Pulse Surveys Issues can come up for employees that can either be forgotten about by the time an annual survey comes around or these issues evolve into bigger issues with severe disruption. However, regular pulse surveys offer the opportunity to regularly check in with employees, make sure issues are reported promptly, and you can take immediate action. Frequent pulse surveys help every employee to feel heard and can help to highlight and prevent any anti-diversity or anti-inclusion behaviours before stemming into a bigger problem. Creating this trusted feedback loop and showing that you’re always here to listen can help improve diversity all year round. 7. Offer Regular Voluntary Diversity Training It is becoming commonplace for diversity training to feature in induction days for organisations. These are often mandatory and a way to share the organisation's diversity, equity and inclusion values with new employees. However, studies have found that when diversity training is compulsory, it can strengthen bias, whereas freedom to choose diversity training can reduce bias. As a result, running regular voluntary diversity workshops and exploring different areas can help people to make a conscious choice to show up and actively commit to being pro-diverse. 8. Inclusive Company Culture Events How does your organisation celebrate its success or bring teams together? The company socials can give significant insight into how inclusive your company culture is. It may be that you have a go-to event that people feel uncomfortable attending or that doesn’t align with their values. It is well worth considering inclusive events and offering a variety of options to make events more accessible to your workforce. Of course, your company culture extends beyond the events you host and finding ways to further improve your inclusivity in your policies can maintain your commitment to diversity. 9. Communicate salary and raise policies Sadly, there are vast discrepancies regarding salaries and diversity, and the pay gap widens more significantly as individuals progress to more senior positions. However, organisations can help mitigate this by improving transparency around salary expectations for roles while also detailing requirements for reaching the highest salary bracket or expectations to meet for raises. Transparency can help to narrow any pay gaps in the organisation and also help to increase awareness so that employees are not second-guessing their salary in comparison to other workers. In addition, understanding top performance goals for salaries and raises can also offer a motivating factor for employees while also maintaining transparency. ### LGBTQ+ Advocacy In The Workplace Despite the progress made, many people across the world are under attack for who they are.  To commemorate the 1969 Stonewall Riots, the whole of June is Pride Month, a chance to honour and celebrate LGBTQ+ people and their impact, raising awareness of issues, challenges and stigmas LGBTQ+ people fact as well as amplifying their voices and showing support and solidarity to their rights and culture. While supporting LGBTQ+ rights is not just for Pride Month, June can be an excellent time to further improve the workplace culture and foster an even more inclusive environment at work. This is where advocacy can play an essential role in building inclusivity and equality in the organisation. What is Advocacy? At its core, advocacy is the act of championing equity, amplifying underrepresented voices, and influencing meaningful change, whether at an individual, organisational, or systemic level. In the workplace, advocacy goes beyond support; it involves intentional action to challenge inequity, promote inclusive practices, and ensure that all individuals are seen, heard, and valued. Effective advocacy not only addresses immediate concerns but also helps reshape cultures, policies, and leadership behaviours to foster long-term inclusion. There are three core forms of advocacy that organisations should recognise and support: • Self-Advocacy Empowering individuals to articulate their needs, assert their identities, and take ownership of their lived experience within the workplace. • Peer or Individual Advocacy Supporting and speaking up on behalf of others, particularly when power dynamics, bias, or marginalisation hinder someone’s ability to do so themselves. • Systems Advocacy Driving structural and cultural change by challenging outdated policies, addressing institutional barriers, and influencing how organisations or industries approach equity and inclusion. Building LGBTQIA+ Workplace Advocacy 95% of Fortune 500 companies have non-discrimination policies for sexual orientation and Gender Identity, which is a positive change in the industry. However, there are still more changes to make, as just 72% of these firms have transgender-inclusive benefits. For organisations, fostering advocacy can help bridge gaps in inclusion and contribute to a more equitable workplace culture. When individuals speak up in support and solidarity, they help create an environment that is welcoming, empowering, and fair, especially for those who may not yet feel able to use their voice. For employers, encouraging advocacy isn’t just the right thing to do, it also delivers measurable business benefits. An inclusive and engaged culture boosts performance, enhances employee wellbeing, and strengthens communication across teams. Encouraging advocacy isn’t just about representation,  it’s about retention, productivity, and psychological safety. Research shows that 34% of LGBTQ+employees have left a job due to a non-inclusive culture, and nearly half report experiencing discrimination in the workplace. By promoting visible advocacy and inclusive leadership, organisations can reduce turnover, increase engagement, and build cultures where everyone can thrive. Educate Advocacy starts with education to ensure people have understanding. It is usual for organisations to have tick-box diversity training. However, education extends beyond a training session on LGBTQIA+ rights. It is important to stay up to date with recent news, updates on changes and inclusion of personal stories and perspectives to build greater awareness. Education can also help advocates to speak up on the matters raised in training. Education can also show the company’s current position on matters and provides an opportunity to explore what more can be done within the organisation to become more inclusive. In some organisations, having external experts or a diversity lead can help to build confidence regarding training areas and improve inclusion within the workplace. Find the champions While advocates can be at any level in the workplace, it can really benefit from having champions in the senior leadership team that can help create a trickle-down effect. Finding senior leaders who are vocal and passionate about inclusivity can help to widen the advocacy message to encourage more people to speak up and let their voices be heard. Ensuring there are advocates at every level can help to feel like the whole organisation is supportive and accepting of every individual. Create advocacy reporting channels The focus of advocacy is to be an active participant rather than a bystander. However, for employees to be active participants means creating the proper channels of communication that ensure employees feel safe and comfortable in speaking up and speaking out. Sadly, many LGBTQ+ individuals may not feel comfortable reporting incidents or providing recommendations for changes and improvements for fear of risking their job security or sharing personal information. This is where advocates and allies can be vital. Organisations should not only encourage individuals to speak up if they witness discrimination or inappropriate behaviour but also encourage people to report concerns through a clear reporting strategy that is clearly promoted throughout the organisation. Create a culture of growth  It is important that organisations accept that embracing LGBTQ+ advocacy is a learning experience, and organisations cannot expect to have a perfectly inclusive culture, as there can always be areas of change, development or improvements. Advocacy also means supporting others who are committed to championing LGBTQ+ rights but who may be on a journey of learning, building awareness and understanding. They may be actively changing any hurtful behaviours they have undertaken in the past, and it’s about embracing this growth rather than creating barriers. Organisations that can own up to their shortcomings, areas which need more work and gaps in their inclusivity will grow and develop to become more inclusive than organisations that think they’ve already done the work and do not have any further changes to make. Recognise privilege Finally, when advocating for LGBTQ+ people, it is important to recognise your own privilege and perspective that may need consideration. Advocates will stand up, take action and support LGBTQ+ people, but they will also recognise where and when to step back so as not to take up space when a platform can be more effectively used. The focus of advocacy is to keep speaking out for change while standing in solidarity with those marginalised. ### Your Business Case For Improving Diversity In Your Leadership Team In the current climate, there has never been so much focus on diversity. At Horton International, we have a duty to seek out the best talent for your team. This means attracting and securing diverse talent while supporting businesses in their inclusion practices. A recent McKinsey report shows just what diversity can do for businesses. At Horton International, we’re here to make attracting, retaining and supporting diverse talent easier for your business, so that you can reap the rewards. With this in mind, this post is the perfect starting point of building your business case for improving diversity in your team. Business Lessons From Pandemic Leadership Many lessons are coming out of the COVID-19 pandemic. There have been stark differences in the effectiveness of different nations responses to the crisis. It is hard to ignore the fact that if you collect together the most successful nations, you will find a lot of female leaders. In Denmark, Mette Frederiksen gave clear, firm instructions which have spared the country considerably while also earning her wide praise for her response. In Norway, Erna Solberg was also praised for her response and effort to curb the virus by focusing on a science-driven approach. While in Finland, Sanna Marin – the world’s youngest head of government – also helped to ensure a minimal spread of the virus. Another example, Germany, led by Angela Merkel, has one of the lowest death rates in Europe. These are a few extraordinary women in exceptional circumstances, but to ignore this trend would be foolish. Women in leadership positions can be highly successful. So, how does this translate to business? The reality is that this is just more evidence for a trend that has already been shown to exist. The most recent McKinsey report has followed more than 1000 large companies, across 15 countries for the last five years. It shows that the most diverse companies are more likely to outperform less diverse rivals in terms of profitability. This doesn’t just mean gender diversity, but ethnic diversity too. Benefits Of Gender Diversity In Leadership  The Mckinsey report found some compelling arguments for gender diversity in executive positions. They found that the top quartile of gender-diverse companies was 25% more likely to financially outperform their industries average, as compared to companies in the bottom quartile. The report also found that the higher the representation of women, the more substantial the effect. So, when it comes to a company’s bottom line, it seems clear that having more representation of women is going to improve the chance of boosting profits. Benefits Of Ethnic And Cultural Diversity In Leadership  The impact on profitability for ethnically diverse companies is even more significant than for gender diversity. The top companies outperform the bottom ones by a staggering 36%. And again, the larger the representation, the more substantial the effect. If you are looking for a business case for increasing diversity at the top of your company, then this is it. What Is Behind These Effects? It is not at all unreasonable to question why diversity within a leadership team would lead to these results. It comes done to having more options and more points of view. A simple way to illustrate this idea is with tomato ketchup. Generally speaking, there are two types of people—those who keep ketchup in the cupboard and those who keep it in the fridge. If you are in a room full of people who only keep ketchup in the fridge, then you may not even consider looking for it elsewhere. More viewpoints increase your chances of finding what you’re looking for. This explanation can help with understanding why nations with female leaders have done better in the current crisis. Typically their teams are more diverse. They had more points of view in the room. So, they had more options to deal with the crisis. It’s not that male leaders couldn’t have made the same choices; it’s more that they may not have known there are other choices to make. Having a significant and clear female and ethnic presence within the leadership team is a way of signalling the company’s ethos. For any talented individuals that you hope to recruit the makeup of the company’s leadership will factor into their decision-making process. Having diversity at the top will become self-sustaining as it will draw more diverse talent into the company at all levels. Why Inclusion Matters Just As Much As Diversity It can be tempting to think that the task ends after you make some hiring decisions. Unfortunately, it’s not that simple. Nothing ever is. The next challenge comes from building a company where all the voices you have collected can feel included. Without a focus on inclusion, you may be able to get more diversity in the door, but you might not keep it. You also may not see the benefits. You get benefits from diversity when the minority voices in your company can be heard. If those voices do not feel able to speak up, then you lose your advantage. To achieve this, you need to build a culture of inclusive leadership. There must be equality of opportunity, and communication should be open and free from discrimination or bias. This is a challenge that even the leaders in diversity are still working on mastering How to Improve Your Company’s Diversity and Inclusion So the next big question is how to go about bolstering the diversity and inclusion of your company. There are a few best practices that are common among the best performing companies in the McKinsey report. Focus On Pushing Diverse Talent To make progress on this front, the forerunners have used a data-driven approach. Following analysis of their starting position, they targeted the specific variety of diversity they needed. Every opportunity is taken to advance these talents once they are recruited. Accountability The responsibility for diversity and inclusions shouldn’t solely rest with HR. All leaders within the company need to take responsibility for and be held accountable for promoting diversity and inclusion. Remove Bias From Advancements Advancement decisions, raises and promotions should be carried out openly and transparently. Where possible, they should be data and analytically driven. The aim is to remove bias from these decisions, whether is it conscious or not. Managing Diversity And Inclusion In The Face Of COVID-19 There have and will continue to be many challenges for companies of all size over the coming months and years. The fall out of the pandemic will be felt for a long time. Unless care is taken, it can erode any progress that has been made in terms of expanding diversity. As a company, you need to be aware of the risks. It would be best if you tried to focus on protecting the diversity you have. Your more diverse team members are the most at risk of being cut or lost. It would help if you also made plans to continue to build your inclusion policies. Remote working can easily chip away at morale. In Summary Diversity within your leadership team has the potential to boost your company’s profitability in a significant way. To get there, it requires focus and policies aimed at building both diversity and inclusion at all levels of your company. At Horton International, we’re here to help you find the right talent for your business. With this, it becomes easier to grow and develop inclusion throughout your business to foster exceptional talent and see the outstanding results that can come from a diverse and inclusive workforce. ### What C-levels Reveal About Our Working World Chief growth officer, chief innovation officer, chief happiness officer – C-level positions let us easily measure how much the working world is changing and which issues are becoming more strategically important for companies. An interview with Martin Krill, Managing Partner of Horton International Germany and Thomas Wetzel, head of training & coaching for Hager Unternehmensberatung. There has been a lot of activity in C-level positions in recent years, with numerous new titles being added. What can we deduce from this and to what extent is this an indicator of changes in the world of work? Martin Krill: When new job titles are created, it’s usually about more than just semantics. At C-level, job titles are an expression of power, of professional recognition. Whenever the C-level spectrum is expanded, and new positions are created, it’s a sign of a change in corporate strategy. The organizational structure below CEO level illustrates which are the most relevant topics and therefore which areas of the company will become more important in future. Which exciting CxO positions have been added in recent years? Martin Krill: The subject of compliance, for example, and the position of chief compliance officer have become more relevant in many companies. Human resources is also being prioritized quite differently. HR used to be almost neglected and was essentially restricted to the HR board. Nowadays, companies have chief happiness officers, which allows us to draw conclusions about the importance of corporate culture. The position of chief diversity officer is also relatively new; it didn’t even exist five years ago. These are all issues where companies want to take a strategic position. The area of security, which used to be not necessarily at C-level but rather under the COO, has also become more important, even if it’s perhaps not that new. Nowadays, companies often have a chief information security officer or even a chief security officer. So, you can see that IT security or security, in general, has taken on a completely different significance. The US is a pioneer in terms of CxO. Is it a question here of synchronizing increasingly global jobs? Thomas Wetzel: I was already familiar with this even before it caught on in the German economy. I have a military background and have worked a lot in an international context. There was a very clear hierarchy: the chiefs made up the highest rank. They were the ones who had the power to make decisions. That has also become important in business, as positions can’t be defined as easily as they used to be. Take the chief growth officer, for instance. That covers a broad spectrum, depending on whether the company is a small, medium-sized enterprise or a DAX-listed corporation. The position remains the same, but the company size determines the size of the playing field. But the title conveys the same message: I’m the one who makes the decisions. That’s become very important in business. On one hand, we’re seeing more and more differentiated job titles, but on the other hand there’s a tendency towards flatter hierarchies – the catchword here being New Work. How can you explain what essentially is a contradiction? Thomas Wetzel: I’ve been dealing with New Work for decades, but unfortunately, it’s now become a buzzword because there isn’t a precise definition for it. Much of what is now called “New Work” already existed in the 70s, but back then it was known as lean management. But that is only by the by – there’s a risk that terms become so diffuse that it’s almost impossible to work with them. Actually, the question about New Work is not whether or how hierarchies have changed but rather: How are managers behaving in the current world of work? How should we deal with the younger generations who are now moving up in these companies? How do you manage to be a good conductor for those specialists and other soloists who will join your orchestra in the years to come? Thomas, you deal with the subject of development a lot. How can you best promote young talent? What are the important skills? Thomas Wetzel: The topic of leadership is becoming increasingly important. Graduates have received excellent technical training. What they need to learn are social skills: How to deal with other people. I believe you can encourage young talent by giving them early responsibility. I’ve seen people in their mid-twenties who’ve already had five or six employees and managed them really well. It’s noticeable though how they have mostly trained abroad. Studies there naturally include subjects such as psychology and philosophy, so you learn how group dynamics work. Martin Krill: In the last five to ten years I’ve seen a generational change in many companies. In other words, digitization has created great pressure to innovate in banks, insurance companies and more traditional companies. As a result, more and more young talents have moved into C-level positions, especially into roles such as the CIO – the chief information officer, or CDO – the chief digital officer. These new leaders naturally had and still have to follow a steep learning curve, which is definitely an advantage in this rapidly changing market. At the same time, we can now see, even in this current phase, that this can also be critical, because decision-maker positions are filled with people who haven’t yet had to manage a crisis in their professional lives. At least not such a fundamental one right now like COVID-19. To what extent does this generation still covet position and title? Has the concept of a career changed? Does the younger generation really tend to be purpose-driven? Martin Krill: I think that in the end, it’s always a question of personality. Not everyone has the right level of motivation or maybe even the right kind of ability. Then again, others attach extreme importance to titles. We recently conducted a survey about the “workplace of the future”. This revealed that many candidates are increasingly concerned about being able to realize their personal abilities, and to freely shape their own lives and that is considered more important than having responsibility or power. Nevertheless, a title is definitely crucial for some. Thomas Wetzel: I share Martin’s opinion. What actually constitutes a career is a really exciting topic. Here’s another example from when I was in the army. I was a specialist for explosives, defused bombs and terrorist packages. And during operations in the field, for example in terrain where there were unexploded bombs, I was everyone else’s superior, even though I held a subordinate rank, simply because of my specialist training. Even when a high-ranking officer was present, I could say: “If you ignore my order, you will be held responsible if something happens at a later stage.” They always complied then. But still, you didn’t want to meet them again (laughs). To get back to Martin’s point, I also notice that people tend to define themselves via the content of their job rather than through holding a specific position in the hierarchy. But it will still take a while before this is the case everywhere. Which brings me nicely to the next point: what will the working world look like in future, when it’s organized into networks and it’s no longer standard to have a permanent job in a company. Won’t job titles automatically become less important?  Martin Krill: Yes, but I assume that CxO titles with international acceptance will continue to exist. Certainly, jobs and responsibilities will change in a new working environment but it’s not yet possible to say exactly how. However, it’s very likely, and in some cases is already becoming apparent, that working in networks will break up areas of responsibility and more responsibility will be transferred to decentralized teams and units. I’d be interested to know, Thomas, what issues are you increasingly facing in your training sessions? Thomas Wetzel: An important aspect is how different generations can work together. Younger people are trying to work out: how do I manage to lead people who are ten years older or even in my parents’ age group? More experienced employees are motivated by the question: how should I deal with the up-and-coming generation, who are demonstrably better educated and at a higher technological and scientific level. So, the buzzword here is loss of power. Without sounding cynical, for companies, the challenge is: what should we do with residual executives? Not in the sense of getting rid of them, but of keeping them onboard. Many employees have been with the company for two or three decades and they have a low, latent willingness to change. What should you do with those people who are only interested in preserving prosperity, and not in seeking new horizons? How do you motivate them? A delicate subject. What are the special challenges faced by those companies in the midst of transition?  Martin Krill: In many companies, there is indeed a succession issue. And/or there are new investors who want to initiate change, especially in the management structure. This has to do with the implementation of new roles due to digitalization and new business models. This can go hand in hand with the introduction of new positions at C-level. In other words, this can mean that one or two positions are replaced. Is it always a question of age? Or is it more about a certain mindset? Martin Krill: How innovative someone is, how many new ideas and how much passion they invest in his or her management job isn’t necessarily linked to age. It’s also not linked to gender. Rather, it’s about the composition of the management team. The question is: what kind of dynamic is present? Often new appointments result from an analysis of which additional skills are required. And then it’s not a question of age but really a question of personality and the company’s situation, and what’s currently advisable. For example, we’re currently seeing, partly due to the difficult market situation, that the position of CFO is taking on completely new relevance in many companies. Finance and controlling are being reevaluated. Experienced and seasoned CFOs are in demand, managers who have already navigated critical market phases. Anyone can sail a boat through calm waters. But what if it’s stormy? In this case, age can even be an asset. This article was written by Natascha Zeljko of Female One Zero, and is part of a content cooperation between FemaleOneZero (F10) and Hager Unternehmensberatung. The company, which specializes in executive search, has repeatedly been named one of the best personnel consultancies in Germany by the magazines WirtschaftsWoche and Focus. Hager Unternehmensberatung employs around 110 people and, in addition to its extensive know-how in the field of digitalization, is also considered a specialist in issues relating to diversity and innovation. ### Benefits Of LGBT Advocacy And Training At Work June is Pride Month, and while inclusivity should be a year-round practice for organisations, this month when there is a greater focus on LGBTQ+ awareness, is ideal for ensuring your organisation remains committed to being inclusive and advocating for those who are marginalised. Many organisations have implemented inclusion policies and have diversity training that is part of the induction process. While many organisations believe to be inclusive, many LGBTQ+ employees still face discomfort and discrimination in the workplace. For example, 60% of LGBTQ+ survey respondents reported needing to correct assumptions that colleagues make, and 40% of LGBTQ+ women felt they had to provide additional evidence to prove their competence. One of the biggest areas that can boost workplace advocacy is education. No organisation is perfect With all areas of employee support and diversity in the workplace, it is simply not possible for LGBTQ+ training to be a ‘set and forget’ practice. By adopting a growth mindset, organisations can always learn more and improve procedures and policies to be more inclusive and supportive of every single team member in the business. Benefits of LGBTQ+ training in the workplace Legal compliance While this shouldn’t be the driving factor for creating an inclusive workplace, it is an important consideration for organisations. As part of the Equality Act 2010, there is a requirement for employers to take all reasonable steps to prevent discrimination in the workplace. By taking all reasonable steps, the organisation will not be liable for incidents of offending behaviour. However, without this training, awareness and anti-discriminatory policies, the organisation could face severe consequences. Boost recruitment Attracting talent is a big challenge for employers in a super competitive market. Many organisations are facing a significant skills gap, and attracting and retaining talent is becoming a major priority. A diverse workforce is seen as a significant benefit to job seekers. In fact, 76% of job seekers say that diversity in the workplace is an important factor when considering potential employment offers. Furthermore, one in three employees would not apply for a role where there is a lack of diversity in the organisation, which rises to 41% for LGBTQ+ job seekers. As part of the recruitment drive, emphasising what the organisation does in terms of LGBTQ+ advocacy and training can significantly boost the number of applications. What’s more, job seekers are more likely to trust employees compared to senior leaders, websites and recruiters when it comes to understanding diversity. Consequently, the LGBTQ+ training, discussions and advocacy within the work that operates across every level can help boost recruitment and attract top talent. Productivity through training A diverse workforce is a more productive workforce. Training can help foster a culture of acceptance and belonging for LGBTQ+ employees, who can face feeling isolated, marginalised, or unsafe at work. Training and advocacy promotion can help to build awareness and inclusivity within the workplace. Advocacy can feel limited at work as people may feel scared of standing up, understanding accepted terminology or feeling like they don’t know enough to stand up and raise their voices. LGBTQ+ training can help to build confidence in knowing what to say, how to help and why advocacy can be so important in the workplace. All of this, from learning more, creating a more welcoming culture and building advocacy, can bring your teams together, creating improved employee engagement, which, in turn, increases productivity. How to implement LGBTQ+ training at work? LGBT training can be implemented in various ways depending on the needs and goals of each organisation. Some possible steps are: Assess A needs assessment can help to identify the current level of awareness and acceptance of LGBT issues among employees and managers, as well as the gaps and challenges that need to be addressed. Align Developing a clear vision and strategy for LGBTQ+ inclusion that aligns with the organisation's mission, values, and objectives can create synchronicity for the organisation. Tailor Designing LGBTQ+ training programs tailored to the specific context and audience of each department or unit. The training programs should cover topics such as terminology, stereotypes, myths, facts, laws, policies, best practices and case studies related to LGBTQ+ issues. Evaluate As well as delivering training, it is important to evaluate the impact and effectiveness of the training programs. This can be done using feedback surveys, interviews, focus groups or other methods. The evaluation should measure changes in knowledge, attitudes, behaviours and outcomes related to LGBTQ+ inclusion. Maintain Finally, it is important to provide ongoing support and resources for employees and managers who want to learn more or get involved in LGBT initiatives to build a workplace of advocacy. This could include mentoring programs, employee networks, online platforms, events or campaigns. LGBTQ+ training is not a one-time event but a continuous process that requires commitment and collaboration from all levels of the organisation. By investing in LGBTQ+ training, organisations can create a more inclusive workplace where everyone can thrive and the business can prosper ### How To Implement LGBTQIA+ Inclusion Training 60% of employers say they are trying to prioritise inclusion in the workplace. However, just one-third of employers have diversity and inclusion initiatives and policies in place, showing a disparity in desired outcomes and actions in place. As well as employers, employees see the importance of having an inclusive culture and this Pride month, there is no better time than to look at what organisations can do to create a more inclusive culture with an LGBTQIA+ focus. What is LGBTQ+ inclusion training? LGBTQ+ inclusion training is a form of diversity and inclusion education that aims to foster a respectful and supportive work environment for lesbian, gay, bisexual, transgender, queer, questioning, intersex, asexual and more (LGBTQIA+) employees and customers. LGBTQIA+ inclusion training can help organisations to: Boost awareness Increase awareness and understanding of LGBTQIA+ identities and experiences. For example, the training can cover topics such as LGBTQIA+ terminology, history, culture and rights. Training can also address common myths and stereotypes about LGBTQIA+ people and how to challenge them. Tackle discrimination Reduce bias and discrimination against LGBTQIA+ people. For example, inclusion training can teach employees how to recognise and avoid microaggressions, harassment and bullying based on sexual orientation or gender identity. Inclusion training can also provide guidance on how to handle complaints and incidents involving LGBTQIA+ discrimination. Grow allyship Promote a culture of respect and allyship. For example, inclusion training can encourage employees to use inclusive language and pronouns when communicating both internally and externally for the organisation. Inclusion training can also inspire employees to support and advocate for LGBTQIA+ colleagues and customers in the workplace and beyond. Increase engagement Enhance employee engagement and retention. For example, inclusion training can demonstrate the organisation's commitment to LGBTQIA+ inclusion and its benefits for the organisation's performance, reputation and social responsibility. Training can also foster a sense of belonging and pride among LGBTQIA+ employees and allies. Highlight diversity Attract and retain diverse talent and customers. For example, inclusion training can showcase the organisation's policies, practices and initiatives that support LGBTQ+ inclusion, such as employee resource groups, mentoring programs, events and partnerships. The training can also highlight the organisation's value proposition and competitive edge for LGBTQ+ talent and customers. Implementing inclusion training While inclusion training offers a range of benefits described above, implementing LGBTQIA+ inclusion training can be challenging for some organisations, especially if they need more knowledge, resources or commitment to do so effectively. Here are some tips on how organisations can implement LGBTQIA+ inclusion training successfully: Baseline assessment The first step in becoming a more inclusive organisation is to assess the current state of LGBTQIA+ inclusion in the organisation. A baseline assessment of the current state can give a starting block. It can be done using a survey or focus group to gather feedback from LGBTQIA+ employees, advocates and allies on their experiences, needs and expectations. At this stage, it is important to identify the strengths and gaps in the organisation's policies, practices, and culture regarding LGBTQIA+ inclusion. A SWOT analysis can be helpful at this stage. When conducting baseline assessments, organisations can then use the data to set goals and priorities for improvement. Build involvement Involving LGBTQIA+ employees and allies in the design and delivery of the training can further build inclusivity. Seek input from LGBTQIA+ employees and allies on the content, format and objectives of the training they want to see. It can also help to Invite them to share their stories, perspectives and insights as part of the training, but only if they feel comfortable doing so. It is essential to ensure that the training is respectful, inclusive and relevant to the organisation's context and goals. Align with organisational objectives  Whether developing internal training, working with a diversity lead or external training provider, it is important that the training aligns with the organisation's values, culture and objectives. It needs to feel relevant to everyone in the organisation. It also needs to be focused to achieve the organisation’s training goals. Ongoing improvement Following any inclusion training session or rollout, it is also important to provide ongoing support and follow-up after the training. With this, it can help to reinforce the learning outcomes and create action plans from the training through regular communication, feedback and recognition. Furthermore, it can help to provide additional resources and opportunities for employees to learn more about LGBTQIA+ inclusion. In this maintenance phase, it is important to monitor and evaluate the impact of the training on the organisation's performance, culture and climate. It is important to stress that LGBTQIA+ inclusion training is not a one-time event but a continuous process of learning, growth and change. By implementing LGBTQ+ inclusion training effectively, organisations can create a more diverse, inclusive, and thriving work environment for everyone. Celebrate diversity As well as undertaking training, it can increase employee engagement by celebrating and showcasing the organisation's commitment to LGBTQIA+ inclusion. This can be celebrated in several ways, such as recognising and rewarding employees who demonstrate LGBTQIA+ inclusion in their work. It can also help to showcase the organisation's achievements and initiatives in LGBTQIA+ inclusion through internal and external channels. Joining or supporting LGBTQIA+ networks, events, and causes in the community can often align with organisational values. Furthermore, it can help to communicate the organisation's vision, mission, and values regarding LGBTQ+ inclusion to all stakeholders ### Recruiting for Diversity, Truly I am really enjoying my work at Horton International Finland. We partners are a diverse team with one economist, two engineers and one psychologist. Even though, we seniors are too close to each other in age, we are well balanced with our research team ranging from 25 to 31 in age. All together we are four women and four men. Well, it’s not always easy but we have learned so much about diversities in thinking, acting, cooperation, and looking at matters from another perspective. When we take the whole Global Horton International family, luckily there is even a lot more diversity to add when it comes to nationalities, ethnic groups, etc. We are fortunate, by the way, to know personally each other quite well. This, I’m sure, will contribute to our assignments and benefit our customers truly and deeply. Many companies have added diversity clauses to their compliance statements and recruitment policies already a long time ago. For many reasons, women’s role, participation, number, etc. have been raised up recently, so I’m not going to talk about that. What I really would like to see, and maybe am seeing a little more just lately, is diversity in the background and business, also in roles involving business P&L -responsibility. I hear you saying that this has been around for quite some time and yes, it’s been in discussions and even target settings. However, it has not come true. Maybe there is not enough push for it. It might be that traditional business is still going strong, and thus, no need to change how to lead it. There may be a certain amount of protectionism in the “old boys’ clubs” and also, it is sometimes difficult to admit what you don’t know. It’s likewise so much easier to lead a team with look-alikes. Companies realize their future lies in new products and services but it is difficult to predict. Many companies struggle when trying to understand the future and where to take their business. I see two solutions: first to hire CEOs from outside the business, and then secondly, for the CEO to hire a diverse team from different businesses. In both cases what comes much more important than the solid track record in this particular manufacturing industry, this exact finance sector or retail branch is the ability to lead people. The ability to motivate, empower and get the best out the different people in the company, is crucial. Also the ability to think out of the box when trying to navigate in the ever changing game of new business development. This is especially needed in those businesses that are changing rapidly. But are there any others left? Next time when making a hiring decision: Make it differently! Make it truly diverse, deeply… maybe even madly? #recruiting #diversity #diversitymatters ### The candidate you want or the candidate you need? The added value available from Executive Search Consultants At first glance this question might appear presumptuous. It is a fundamentally important aspect of how a strong relationship with an Executive Search Partner can benefit an organisation. As Rob Briner, Professor of Organisational Psychology at the Queen Mary University of London’s School of Management, points out: “to say ‘we want the best person for the job’ subconsciously presumes some objective hierarchy of talent exists when it comes to the next executive superstar, rather than this being context-dependent”. Sometimes it is too easy to fall into the trap of simply upgrading the current candidate profile by adding extra elements that are seen as contributing to the next candidate being able to deliver a stellar performance. This is a largely context-independent approach. To quote Professor Briner: “You have to stand back and consider whether you need the actual best person, which is a slippery concept, or someone who can do a really good job. Because they are – or can be (my addition) – two completely different things”. That pushes the responsibility back onto people to decide: what is it we actually want here? This can be challenging, not only because it is not difficult to get distracted by the concept of the superstar vision, but also because it means that it is necessary to think not only about the role, but the context too. How the Executive Search Consultant can add value  And this is where the Executive Search Consultant should contribute. At Horton International, our business experience underpins our client relationships. We work with our clients as partners. This approach demands significant investment in understanding the client, their business, culture, and what their real requirements are. We have evolved a more strategic and holistic approach to our service. One that focuses on satisfying the real needs, not just the delivering of bodies for a shortlist. The experience and knowledge of our consultants enables us to have meaningful and constructive discussions with our clients. This ensures that there is mutual agreement, combining context and profile, on what the requirement actually is and to contribute to the subsequent definition of what the optimal candidate might look like.​ Diversity in Executive Search  Elisabeth Kelan, Professor of Leadership and Director of the Global Centre for Gender and Leadership at Cranfield School of Management, believes that “Much executive search is still happening via cosy conversations in private members’ clubs over a huge glass of whisky,” This, she says, is why diversity is still so overlooked. This is a dated concept of what Executive Search should be and comes into the “little black book” era of recruitment. Which, as Professor of Business Psychology at UCL, Tomas Chamorro-Premuzic points out “the executive search firm’s little black book of contacts looks increasingly obsolete”; it is not yet dead, but will be soon. How we work at Horton International  At Horton International, we never compromise on our pursuit of excellence in all that we do. If our client wants to recruit a photographer, we do not put forward just anyone with a camera. Once the basics of the requirements are defined and agreed, we use all our resources to identify suitable candidates. We research internationally and do fresh research for every assignment. We do not recycle the same faces again and again, which has been a not uncommon characteristic of Executive Search in the whisky and black book era. ### How Leaders Can Become D&I Ambassadors It has recently become a stark realisation for many organisations that they need to do more to improve their diversity and inclusion commitment. It is clear that one-off induction training doesn't create a culture of inclusivity. As a result, organisations are doing more to build this culture and make a change that benefits all. One way that organisations are promoting D&I is by hiring Heads of Diversity and Diversity Leads. In fact, this is a role that is growing four times faster than HR roles, with a 107% increase in the last five years. With organisations focusing on diversity and inclusion, many leaders are now looking at what they can do to embody this culture and step up for a positive change. Diversity Challenges In leadership, there are huge concerns that there is a lack of diversity in leaders. For example, just 37% of Black workers agree that Black people hold leadership positions in their organisation compared to 55% of white workers. Another study has found that 68% of C-level executives are white men, whereas just 4% are BIPOC women. Furthermore, research suggests that three in every five workers in the United States have experienced or witness discrimination in the workplace. Again, showing that many organisations have a long way to go to ensure an inclusive culture. Driving Diversity Benefits However, those organisations and leaders ready to make improvements in their diversity and inclusion will reap the rewards. A McKinsey study has found that 33% of companies are seeing high achievements in their diversity and inclusion. Those that are achieving gains can enjoy tangible results: An ethically diverse leadership team is 36% more likely to be profitable Culturally diverse boards are 43% more likely to achieve higher profits Diverse management teams report 19% higher revenue 64% of candidates say diversity is an important factor in their job decision Diversity enhances innovation by 20% What Leaders Can Do It is easy to assume that diversity and inclusivity must come from a top-down approach. However, it is up to every individual to create a space where diversity is celebrated, and inclusivity and acceptance are the norm. Leaders in organisations can do their own part to create a more inclusive culture not only for their team but the wider organisation. Three Ways Leaders Can Improve D&I 1.  Where Are You Now? Gather The Data Before leaders can take steps to improve D&I, it is important to understand what the experience is like now. Understanding how employees really feel and what they actually experience is vital in creating positive changes for the future. It can help to start with the quantitative data. For example, what is the current status of the team? Once you have the data, you can start to work out the percentages you are striving for. For instance, this could be to increase leadership diversity by 20% over the next five years. As well as the team statistics, it is also vital to look at the qualitative data. What does the team really think and feel about diversity and inclusion? Understanding inclusivity from an employee perspective can be vital; however, it can be subjective. With this in mind, it can help to use an inclusivity index to establish the critical pillars of inclusivity. For example, Gallup measure three main pillars: strength, respect and trust. There are lots of ways to measure inclusivity. Some themes that can be useful to explore with your team include: Mentorship and support Belongingness Equality and recognition Turnover and development Pay and growth Engagement and opportunities. It is important to consider the different touchpoints throughout an employee lifecycle. Does inclusivity vary depending on the employee's time in the business? 2.  Where Do You Want To Be? Plan Your Next Steps As soon as you create your priorities from your data and set D&I goals, it is time to put in place the plans that will help you achieve them. As leaders, it is vital to create a team that can help steer and execute the next steps. For an inclusive organisation, cross-collaboration will be vital. This means drawing upon a range of voices and experiences in the business. At this stage, leaders may need to reflect on whether to hire or promote D&I Leads or have committee leads. Each business will have very different D&I needs, so there is no one-size-fits-all solution. As a result, it is important to create a robust plan that is fully tailored to the business needs. Some of the factors that organisations may wish to explore include: Employee feedback mechanisms Reporting tools for metrics Communication plan for a collective steer Accessible leaders for support Events, resources and experiences (e.g. mentorships) A D&I champion and sponsor A charter that explains the steps to success.   3.  What Will Get In Your Way? Build Momentum With a plan in place, businesses are set for success. However, it is important to prepare for any situations that may detract from the focus. The day-to-day can often take priority. So, to ensure organisational buy-in continues throughout the plan, it is important to build accountability. Accountability from leaders is crucial as it is this commitment and embodiment of the plan that will cascade through the rest of the organisation. Visibility and clear actions will be crucial for sustaining momentum. As a leader that is committed to the success of the D&I plan, it will be vital to show proactive and enthusiastic communication. Some of the ways leaders can embody their inclusive plan include: Conducting wider recruitment searches to diversify and attract top talent Communication and collaborative goal setting Flexible working arrangements with inclusivity at its heart Actions in alignment with communication Being authentic and honest for employee buy-in Creating employee cues and cascade actions. The shared commitment is at the heart of an inclusive organisation, so at every step, a leader must ensure there can be a wider action that the rest of the team can support and be a part of. Leading For Diversity Leaders have a huge responsibility in helping organisations to embody their inclusive values. By leaders taking steps in improving diversity and inclusion in the workplace, these actions can have far-reaching positive effects. With leaders being passionate about building an inclusive culture, the whole organisation will benefit from attracting diverse talent, building a culture built on respect and understanding and ensuring employee engagement and wellbeing. ### Diversity - everyone is discussing it - but which company implements it on all levels? Diversity actually pays off; in many technically oriented companies, diversity is 'state of the art'. The German labour market often does not provide enough employees with the necessary skills, so that vacancies are filled with foreign employees. For most positions in the tech industry, specialist knowledge and personality are crucial in order to fit into the team or the specialist area. Gender, nationality and skin colour are irrelevant. But is this the case at all hierarchical levels? Everyone who has heard about women's quotas knows that women are rarer at board level. But this is not always a matter of chance. And how many people of colour are in the CEO role in German-speaking countries? Are these groups of people less qualified just because they don't fit into the frame of the image brochure they are looking for? Unfortunately, thinking here is often still strongly influenced by conservative value patterns. In many large German companies and corporations, you will also find the so-called 'boy groups', which are located directly below the board level and are on the waiting list for the next vacant position. Which opportunities remain for female candidates and/or people of colour? I can only advise companies that want to strengthen their employer branding and put on a positive PR to pursue a well-thought-out recruiting strategy and not to stick to old traditions or machinations. Ultimately, everything comes to light at some point, and a public outcry about an old boy's network within a company is detrimental to any glossy brochure. ### How To Provide The Very Best Experience To Employees Companies in search of peak performance are aware more than ever that employee experience is not a nice to have, but an absolute must! People are changing roles, searching out the perfect mix of fulfilment in their role, an improved work-life-balance along with the right benefits. As a result, it is more important than ever to create a truly happy workforce and keep that top talent in your business. But how do you do that?   How an organisation can provide the very best experience to their employees According to HR leaders, enhancing employee experience is a practice embedded in the company ethos. It is the systematic way through which a company designs and curates long term policies to ensure employee satisfaction. Creating policies based upon enhanced employee experience will always have the employees at the very heart of the policy making. The employee experience starts from the moment a job offer is accepted. It involves your company culture, the benefits offered, the communications within the organizations, the work environment, the tools provided and development opportunities. If you are looking to increase employee retention rates, take a look at these tips:   Start at the very beginning - Create a great onboarding experience Along with all the necessary tasks such as getting set-up with appropriate kit etc, you need a programme that makes a new employee feel valued, welcomed and gives them what they need to do their job, from the very beginning. The programme should also be tailored depending on the audience so that it truly speaks to them and what they are joining to do.   Lead by example - Organizational Culture Organizational culture, once practiced by the leadership team automatically trickles down to the employees. It is anchored in HR policies which place the employee first and truly cares for them. Policies which include and promote features such as: -       Flexibility (such as the ability to work remotely when possible) -       Autonomy -       Accountability -       Collaboration -       Transparency -       Diversity -       Inclusion   Communication is key Internal communications are vital in creating a real sense of involvement and community within a company, especially at a time when more and more people are working remotely. Engaging a workforce by asking for their feedback and opinions, including them in decisions and sharing knowledge all helps to make them feel valued, involved and part of a community. And how best to communicate? Make use of the technology that is available now, that could be collaboration tools such as Slack, or video conferencing that enables you to still have face to face meetings and keep global & remote teams connected.   Work Place Technology Outdated work place technology causes frustration, with updated systems and seamless technology, employees perform and communicate better. Technology that assists efficient performance and connectivity is considered one of the most important tools that aids employee experience.   Physical Space It may not be something you’d think of immediately, but physical space has a huge impact on employee productivity and satisfaction. The way the office is set up, it’s take on open door policy, accessible infrastructure all have a significant role to play in how an employee feels about the work place.   Investing in wellness and wellbeing Some companies will offer gym memberships or may have an on-site facility as part of the benefits package, but also offering employees support by providing programmes for mental health and emotional wellness is just as important, and can help reduce sickness along with stress-related issues.   Promoting career development If an employee can see a real possibility of career progression and feel they are being invested in, they are much more likely to stay on with a company. Taking the time to discuss career goals, along with giving access to mentors who can coach and help develop will all help to nurture loyal employees.   "Coaching is the most potent tool for introducing lasting personal change.” Anja de Leeuw – Horton International Executive Coach   So how does a company judge how it’s faring on the employee experience meter? Here are some simple ways to go about it:   Employee Surveys: Regular employee surveys that take feedback from the workforce about their opinions can be a game changer. It makes the employees feel involved in company policies and helps leadership gain direct insight in the employee experience pulse.   But don’t ignore that feedback! Once you have received the feedback, make sure it is acted upon. Employees are much more likely to engage and share their honest thoughts if they know their opinions are listened to. By sharing feedback results with the organisation and explaining how changes are being made (where necessary) it will develop trust within the company.   Adapt best practices from the best companies in the world Google is said to be one of the best employers in the world. They rate the highest in providing employee satisfaction and many organizations all over the world ape Google HR policies to ensure employee experience. Employee Experience is an amalgamation of many functions working together seamlessly to enhance the organizations over all functioning. Measuring it at regular intervals and ensuring it is something the top organizations of the world are always doing. Conclusion At a time when employees have more choices than ever and companies need to retain their talent, employee experience can’t be ignored. It’s time to take a proper look at your offering and, where necessary, make changes that will have a positive impact on your employees. By making these changes, you’ll be creating an environment where people really want to come to work.   At Horton International, we understand how vital employee experience is to the success and growth of any company. This is why we offer a range of services, including management consultation, to help create a better and more productive workplace. At the point where many consultancies are already calling it a day, we’re just getting started with our efforts to support you, ensuring your success and helping you get your business to the top. ### Why Female-Friendly Companies are Winning The first female CEO in the history of modern business was probably Anna Bissell, a Canadian whose husband invented the modern carpet sweeper in 1876. Anna was the company’s top salesperson, and when her husband died of pneumonia in 1889, she took over as CEO. With five children in her care, Anna Bissell vigorously defended the company’s legal patents as she moved its products into the international market. By the dawn of the 20th century, Bissell, Inc. was more successful than any of its competitors. Queen Victoria herself was enamoured with Bissell carpet sweeper, and regularly asked for the carpets at Buckingham Palace to be “Bisselled.” But it wasn’t just the financial growth of the company that made Anna’s tenure as CEO notable. As chairman of the board, she brought forth progressive internal policies that were rare in those days, including pension plans and worker’s compensation. She was actively involved in numerous advocacy organisations for women and immigrants, including Zonta International, Bissell House, and the Blodgett Home for Children. She was a founding member of the Ladies Literary Club, and the only female member of the U.S. National Hardware Men’s Association. What can Anna Bissell tell us about modern business? There is growing evidence that female leadership is a boon for business, and that organisations with a stronger female presence at the executive level will see tangible gains in performance. A 2016 study by the Peterson Institute for International Economics surveyed nearly 22,000 companies in 91 countries, and found positive correlations between corporate performance and the presence of female leadership. For example, companies whose senior leadership comprised of 30% women experienced a 15% increase in net profit over companies who had no female leaders. Such performance gains, the study suggests, could be attributed to a greater diversity of skillsets in companies with more female leaders, or to the absence of gender-based discrimination that might block better candidates from being hired or promoted. From a recruitment and talent management point of view, the rise of female leadership has a lot to teach us about the cultures, attitudes, and analytical skills that drive better performance. We keep hearing that success in business is increasingly linked to work cultures that 1) encourage innovation and 2) help employees achieve greater overall balance in their lives. It’s also been shown (in a global report by Unilever, for example) that vast numbers of people prefer to support businesses with strong environmental principles. So how does female leadership help build these organisational traits? Questions of neurochemistry It’s tough to quantify the differences in female and male brain chemistry, and to draw conclusions that apply to business. But researchers are trying, and the results are worth a look. A University of Pennsylvania study found “greater connectivity from front to back and within one hemisphere in males, suggesting their brains are structured to facilitate connectivity between perception and coordinated action. In contrast, in females, the wiring goes between the left and right hemispheres, suggesting that they facilitate communication between the analytical and intuition.” A University of California study found that women, on average, have ten times the amount of white matter in their brains. Gray matter is effectively the ability to process information. White matter is the ability to draw connections between information processing centres in the brain. The California study notes that despite common differences, brain designs are highly unique regardless of sex. It concludes that “no single neuroanatomical structure determines general intelligence and that different types of brain designs are capable of producing equivalent intellectual performance.” That said, it seems possible that one advantage of a stronger female leadership presence is a stronger ability to discover unseen connections and pain points within the organisational framework. Where are things headed? Weber Shandwick’s 2016 Gender Forward Pioneer (GFP) Index measured the presence of female executives at Fortune 500 companies. It found that women account for 10.9% of senior executive positions, but that 40% of Fortune 500 companies did not have any women in a senior leadership roles. The study also found that Fortune’s “Most Admired” companies had an average of 17% female senior leadership, while companies that didn’t make the “admired” list had an average of 8% female senior leadership. Finding the right fit for any position, within any organisation, is a highly individual process. Organisations themselves are rather like human brains – each one is a unique architecture with different strengths and weaknesses. What’s clear is that businesses need a diverse, flexible, and creative vision if they want to compete on a global scale. Anna Bissell provided this to her company at a time when it was practically unheard of. Today, more companies are beginning to see what they have to gain by developing a stronger female leadership – and what they have to lose if they don’t. ### Are You Making Mental Health A Priority? With the business world gearing up to potentially welcome teams back to the office in a few weeks, you might be forgiven for putting mental health on the back burner while you deal with the logistics and practical matters that surround transitioning back to the workplace after months of remote working. While we’re all glad of a return to normal, keep in mind that this change can also be a trigger for stress and anxiety. According to Personnel Today, the unusual circumstances we find ourselves in can be triggering for almost anyone. Speaking to Dr Johnson from Sarum Occupational Health, the HR experts say, “People can often be anxious about returning to work at the best of times, whether after a time away for illness or even just coming back after a fortnight’s holiday away, he pointed out. So, given the length of time many people have been away from the physical office environment, this could well be amplified.” The companies who make a habit of placing great importance on the mental health of their employees tend to be those who offer a wide range of benefits and perks designed to support each person both inside and outside of the workplace (such as offering access to private counselling and subsidised gym memberships to help fend off stress). It’s no coincidence that these firms tend to register less employee churn, record greater staff satisfaction levels and benefit from increased productivity. If your business doesn’t yet have a firm mental health policy in place,  the prospect of entering a post-pandemic world affords you the perfect opportunity to redress this oversight. An easy way to begin is simply by talking and listening; Not only does investing in mental health and general wellbeing benefits lessen the amount of stress-related sick days taken by staff. Many businesses which have offered holistic wellness benefits such as access to online yoga classes have reported a significant reduction in remote working fatigue and higher productivity levels during the pandemic. However, many employees are highly attuned to insincere attempts to look after their mental health with the end product being an increase in company profits. It’s worth consulting with staff on what they actually need and want to be happy, healthy and productive at work before putting in place new policies or procedures. You’ll also need to accept that there’s no one-size-fits-all approach to support the mental wellbeing of your team. What works for one won’t work for another, so a varied and well thought out plan that has employee input and considers the needs of all is key. ### Diversity – one of the current ‘commandments’ of the hour. But... diversity in your own team? Companies that still haven’t seriously taken up the topic of diversity are often considered antiquated. Indeed, nobody wants a totally homogeneous team in which everyone all functions or feels the same. It’s a well-known fact that heterogeneous groups are far more productive. But what about the reality of the situation? How well does it work in everyday life? Do people want diversity within their own ranks, or is it just wishful thinking that only applies to others? A recent online study carried out by the website Glassdoor on ‘Diversity + Inclusion’ took a closer look at this question on the international stage. Overall, 37 percent of the respondents from Germany, UK, France and the USA stated that they had already experienced or at least observed discrimination. Half of all employees in the countries surveyed believe that their company should do more to promote diversity. However, it is more likely to be the younger employees who see a change as necessary rather than many of their older colleagues. Interestingly, around 10 percent fewer respondents in Germany agreed with this statement compared to their colleagues in other countries. However, this does not necessarily mean that diversity is particularly well implemented in Germany. In fact, the opposite is the case. In an international comparison, many German companies can hardly claim to be diverse: rather, they are homogeneously positioned. On the plus side, this means that there are fewer grounds that could lead to discrimination. But it has also become clear that many people feel that diversity is a matter for others rather than something they’d like to see within their own ranks. When it comes to themselves, people often prefer to work with colleagues who are as similar as possible to them. Therefore, it makes a difference here whether you’re choosing co-workers for yourself or for third parties. While most of the participants associate diversity with creativity and innovation, they fear that working with people who have different views, speak a different language or have an unfamiliar cultural lifestyle could be rather difficult. And the more it affects the person themselves, the more pronounced these concerns become. For this reason, many employees prefer like-minded people in their own team rather than a diverse team player, someone who may create controversy by bringing in distinctly different views. The diversity survey conducted by Hager Unternehmensberatung last year also showed comparable results. Many companies have already recognised the importance and the added value that diversity brings. However, very few of the participants surveyed have a fixed strategy that they follow. So although the knowledge has already reached most people it is often not actively put into practice in their own ranks. Diversity will only become normal when we no longer have to think about it and discuss it. ### Why End Of Year Reviews Should Focus On Employee Wellbeing Key Highlights   44% of newly remote workers said their mental health had declined since the outbreak of the pandemic. 38 productive days are lost per employee due to absence. 48% feel isolated or lonely as a result of working from home End of year reviews can cause stress for employees and it's essential to alleviate these concerns. We recently looked into how COVID-19 has changed the way we work for the better, but end of year reviews are yet another aspect which are not going to be the same as they once were. You might be considering how to conduct an effective end of year review over Zoom, or how to accurately review productivity for teams that have been remote working. These are important aspects to consider, but we believe the primary focus should be elsewhere this year; how are your employees really doing on the inside? Why Is Employee Wellbeing So Important In 2021?  Employee wellbeing is more important than ever and focusing your end of year reviews on overall health and wellbeing makes perfect sense this year. The last two years were stressful not only due to the high levels of uncertainty, dismissals and the looming threat of the pandemic, but also because the social needs of employees were not being met. Team members are feeling less connected, there is an increased sense of loneliness and isolation and financial concerns have been weighing on employees' minds during the pandemic. Many workers around the world were suddenly forced to work from home, often times they were also juggling childcare and home schooling as well as their ‘day job’.  Chats in the corridor were a thing of the past, no social interactions or lunches with colleagues took place. We are social beings, and this has had a real negative impact on many people. Globally, large numbers of employees are currently suffering with poor mental health. A survey from EY shared that 44% of newly remote workers said their mental health had declined since the outbreak of the pandemic.  It is no surprise that a team that is struggling with their mental and physical wellbeing will never be as productive and efficient as a team that is satisfied and well supported. On average, each employee loses 38 productive days every year due to both absence and presenteeism, so anything that can be done to reduce this is going to be beneficial to both business and team members. The Chartered Institute of Personnel Development (CIPD) revealed that supporting and promoting wellbeing among employees can result in a mutual benefit to businesses, people, economies and the wider society. While you might have a wellbeing programme in place, or various initiatives to promote healthy habits, such as organising non-work activities online, checking in on your colleagues and team more frequently or arranging virtual health classes, end of year reviews are an excellent way to reinforce the message that you are on hand and care about their wellbeing. End of year reviews can be a stressful experience for employees even in years that have not been affected by a global pandemic. It is essential that management teams are mindful that end of year reviews could add more anxiety and stress to an already difficult year for employees. How To Focus On Wellbeing During End Of Year Reviews  The chances are, you have completed many end of year reviews over your career. Traditionally, the focus would be on performance, KPIs and achievements throughout the last 12 months. Switching that focus to your employees mental and physical wellbeing, whilst still looking to boost team performance, can be a struggle. Here are a few ways you can focus on wellbeing and create a supportive work environment during your end of year reviews; Ditch The Fixed Mindset  End of year reviews can often leave employees feeling that their performance is based on fixed abilities. It can feel like each individual has no power to make changes or improve with each review. This can leave your team feeling inferior, inadequate or like they have failed at their job. Adopting a growth mindset over a fixed mindset can help boost wellbeing and positivity among your team. Emphasise that there are always tangible, concrete actions that can be taken in order for an employee to learn, grow and improve in their role. When you have a growth mindset, your end of year reviews become a stepping stone to helping employees reach their full potential. This can leave your team feeling inspired, motivated and ready to tackle the next year ahead, no matter what challenges it might bring. Show Compassion  It can be easy to go into an end of year review armed with numbers and figures about an employee's performance over the last 12 months. You might already know what you want them to improve on going forward, or the areas they haven't been doing so well in. When you are focusing on their wellbeing, it is important that you approach the end of year review with compassion and empathy. Be understanding towards the struggles they might have faced this year and discuss what can be done to better support them in the future. Check in with your team about their mental and emotional wellbeing. Make sure they know that their mental health is a top priority, and that comes first over performance. If your employees are struggling, show them some leniency and flexibility. This year has been tough for everyone, with many employees juggling working from home alongside caring for family, or battling the loneliness of quarantines and lockdown. Remove Competitive Culture  Some companies like to use numerical rankings and comparisons to other employees during end of year reviews. These rigid ranking systems can leave individuals feeling undermined and disregarded and result in them being less likely to respond to any feedback you might give. Numerical rankings within teams can pit workers up against each other and create a competitive culture in the workplace. For the sake of both wellbeing and productivity, it is better to have a focus on team collaboration rather than competition. Keep end of year reviews solely about each individual employee, as opposed to comparing them to the rest of the team. Check In Regularly  After end of year reviews are over, it can be easy to just slip back into old habits and return to business as usual. One of the best ways to boost wellbeing among employees is to check in regularly. Keep lines of communication open between yourself and your teams. Don't wait for the next performance review to come around to let employees know if they are meeting expectations or have areas where they can improve. Be sure to have regular conversations with your team about the challenges they are facing and what you could do to help support them. Take time to truly understand your employees' needs and respond to their struggles.   This could be the perfect time to reimagine your end of year reviews to focus on the issues that need addressing that not only help your employees to thrive, but to help your business to show that it really does prioritise your most important asset. ### The importance of switching off As we prepare for yet another festive period affected by Covid-19 restrictions, it’s time to think about the importance of taking some time away from work to switch off. Self-care and relaxation are not luxuries. They are essential for our wellbeing and make us happier and more productive workers as a result. Switching off was made easier when more of us were ensconced in the traditional office environment as the annual Christmas shutdown allowed for some much-needed family time. However, in 2020 and 2021, the lines between home and work have been blurred for many. Homeworking and hybrid offices have become commonplace, making us more accessible to our workplace. Likewise, checking in with work from home is far easier and now more routine than ever before. Getting time away this festive season is more challenging than usual, but it’s still essential for you and your team’s happiness both professionally and personally. If you need some inspiration for ways to switch off, we’ve put together this list to help get you started: 1.     Plan before the holidays If you plan on taking a well-earned break over the festive season, make a list of tasks that must be completed, prioritise the important ones and leave the rest for when you return. Of course, you might have to say no or push back on deadlines, but having a priority list can help you focus and give clear, concise reasons why you cannot meet someone else’s demands. 2.     Don’t forget the Christmas wind down. When we work in an office, the signs that Christmas is nearly upon us are clear. There’s more relaxed work wear, chocolates, long festive lunches and the annual staff party. It’s very easy to forget this when you are working at home. It’s impossible to recreate this environment fully, but you could carry out actions that mark the end of each workday to prevent yourself from working longer hours. For example, pack away your laptop and any other equipment until the next working day or take a festive lunch or small celebration with your household instead. 3.     Schedule time to relax If you struggle to pull yourself away from work, put it in the diary, set alarms and take that time out Take a break, go for a walk, catch up with a friend. Don’t ignore or feel guilty about the time that you have set aside for yourself. 4.     Use your out of office One thing that sends a strong message that you are not reachable during the holidays is a clear-out of office automatic email reply. Let people know you are taking a well-earned break. If necessary, leave contact details where someone can be reached in an emergency. Do not reply to emails over the holidays, as once you open your inbox, it’s hard to go back and relax. If you absolutely must check in, schedule some time and stick to it before going back and relaxing. Before you email others also consider the potential effect and pressure it puts on them. While it may seem harmless to forward an email with the best of intentions during this period, it may put unintended and unnecessary pressure on that colleague to respond or work during their holiday. Whatever you do this festive season, take some time to recuperate and relax and spend time with family and friends. By taking care of your own well being, you will be able to return to work refreshed and be more productive and efficient as a result. ### How Businesses Can Support Their Staff Through the Cost of Living Crisis Millions of people, all around the world, are facing the biggest cost of living crisis we’ve ever encountered. Globally, the average price of goods and services has grown by 3.5% year on year. And across OECD countries, the rise is even greater, at a 5.8% average YoY growth. From paying bills and buying fuel to feeding the family and purchasing everyday essentials, employee financial worries are increasing. And this isn’t a ‘them’ problem. It’s an ‘us’ problem. If your employees are struggling, your business will struggle, too. In fact, reports show that one quarter of employees believe that their financial concerns impact their ability to carry out their work responsibilities. Operating a successful, productive business means supporting workers through this difficult time. Supporting Employees Of course, the obvious solution is to increase salaries in line with inflation. But that really isn’t a feasible solution for most businesses. During this challenging period of recovery following the COVID-19 health crisis, few organisations have the financial stability and confidence that’s needed to provide cost of living rises. However, that doesn’t mean there aren’t things you can do to help. Beneficial ways to support employees at this time may include: ●      Flexible working policies: Offering employees the opportunity to work remotely - for at least one day per week - can help to minimise the cost of commuting, whether that’s using the car less, or reducing public transport. ●      Salary sacrifice schemes: These schemes typically cost businesses very little, yet they could offer significant savings for employees, who may be able to use their pre-tax salary to pay for essentials such as transport or childcare. ●      Financial support: Businesses may wish to explore options for financial wellbeing support, providing employees with access to tools and resources that help them to manage their money better and plan for the future. ●      Knowledge base: Consider launching an internal knowledge base, providing information on any cost-saving methods such as claiming tax-free allowances for remote working. Employees can also share any offers they’ve heard of. ●      Wellbeing support: Ensure that your employees know that they are able to talk to someone - yourself or a trusted colleague - in a safe and secure environment about any issue that they feel is impacting their working life. ●      Leadership: Perhaps the most important way that leaders can support their employees is to lead with empathy. It’s important to remember that we are all in this together. The more we understand and help each other, the better.   Developing a Support Strategy As a business leader, one of the most important things that you can do right now is to understand that every employee is being affected differently by the cost of living crisis. And so, there’s no magical formula. There’s no one single way to help out. A good idea is to provide your employees with anonymous surveys, asking what sort of measures could be implemented to support them at this difficult time. Their answers can help you to develop a support strategy that best fits the needs of your workforce, and can help to ensure you’re providing the best possible assistance.   ### Long COVID: How Leaders Can Support Teams Through Challenges More than 500 million people around the globe have tested positive for COVID-19 since the start of the pandemic. Fortunately, for many the virus is a mild disease, and symptoms typically begin to ease between a few days and 4 weeks after infection. However, for some, the effects of COVID-19 can last much longer. It’s known as ‘long COVID’, and it’s believed that 100 million people have suffered with it so far. How Long COVID Could be Affecting Your Workforce With long COVID, sufferers can experience the same symptoms of the disease for extended periods of time. Fatigue is reported as a main symptom by more than 50% of long COVID patients, while brain fog and difficulty concentrating is also common. But there are many other ways that long COVID could impact your workforce. It has been reported that many sufferers have difficulty sleeping, which can affect both performance and mood in the office. Others notice increased anxiety, which may impact their ability to communicate. Some experience severe joint aches, nausea, and mobility problems, which could make it challenging to leave the home. You worked hard to build a strong team of powerful people. But the truth is that, if those people aren’t being supported in a way that helps them perform their best, you’re failing to get the full value out of your carefully planned, strategic hires. Supporting Your Team The symptoms and severity of COVID-19 differ from person to person. Some are completely asymptomatic, while others require hospital care. It’s exactly the same when it comes to long COVID. Everyone will experience it in a different way. That means that leaders can’t simply implement the support measures that they think will be effective. Instead, they need to be working to encourage more open communication, and asking their employees what they need to help them. For example, employees experiencing sleep disturbances could benefit from more flexible working hours that enable them to carry out their tasks at a time when they feel most alert. Employees experiencing pain or nausea may benefit from the introduction of remote working policies that give them the option to work from a more comfortable environment. Those experiencing anxiety may benefit from opportunities to talk with colleagues in an informal, safe setting within the workplace. It’s clear that there is no one, single way to support employees through long COVID. What is most important is to work to create an inclusive environment that acknowledges the varying needs of workers at the difficult time and helps team members to carry out their tasks in a way that promotes their health and wellbeing.   ### Menopause Support - What Is Being Done To Help Women Around The World? In the traditional workplace, it seems the menopause has always been a taboo topic.  Many women feel like they can't mention anything because it would make male colleagues feel uncomfortable or simply that they don't have any support from their employer. In 2021 an Opinium study found that a third of women are hiding the fact that they're going through menopause at work. The countries surveyed included Spain, Italy, Germany, the UK and South Africa. 33% of respondents said that they had hidden symptoms at work, and half of the people surveyed said they felt there was still a stigma attached to going through menopause. Many of the respondents interviewed said they felt embarrassed or that there simply wasn't enough support from their employer, so it was easier not to say anything. Of the British respondents, 43% said they'd feel too embarrassed to ask for support at work. Why does having an employee going through menopause matter? Despite being a natural part of the ageing process and something that most women experience, it's no less challenging to deal with the many symptoms. The NHS describes the most common symptoms as hot flushes, anxiety, difficulty sleeping, low mood and problems with memory and concentration. All of these things can make it difficult and sometimes impossible for a woman experiencing menopause to do her job to her usual high standard. Understanding how the symptoms can make a standard workday challenging shows why having an employee menopause support policy is vital. Thankfully, after decades of women feeling embarrassed and unsupported, attitudes towards people going through menopause are starting to change. Leading The Way With Menopause Support In 2021 five major corporations in the UK announced an employee menopause support policy. Vodafone announced its support on International Women's Day and pledged to roll the policy out to all of its offices across Europe and Africa. Drinks company Diageo, responsible for household names like Baileys and Smirnoff, announced their new guidelines for "Thriving Through Menopause", which included offering employees counselling and mindfulness sessions and increased flexibility in work hours and sick leave. Aviva, Santander and Channel 4 also implemented similar policies, although Channel 4 conducted an additional review around support for issues that women face and included support for menopause and pregnancy loss. While for the people affected by menopause symptoms, the new regulations have been a long time coming. However, it appears that the UK is actually ahead of the curve. Menopause Support In The United States In a report, women's lifestyle publication In Style looked at the support for women going through the menopause across the pond after ASOS made headlines for their gender-neutral policy that covered all "major life events" such as menopause, abortion and gender reassignment surgery. The UK based company was praised for introducing the new rules in all of its locations, including America, but it also highlighted the poor support that women in the US face. According to InStyle's report, approximately 1.3 million people enter menopause in the US every year. A 2014 study conducted on American women by Pfizer found that almost half of women who had experienced menopause said that it made their work lives more difficult. The study also found that one in 10 women had been overlooked for a more demanding position due to experiencing symptoms of menopause which resulted in the perception that they weren't working as hard. Large multinational corporations with offices in the UK have rolled out their British menopause policies to all territories. This means that any international employees of Diageo, Vodafone, Santander, or ASOS (to name a few) also benefit from more flexibility to cope with such a challenging, natural part of life. However, the norm in US workplace culture is still in favour of not offering any support for those experiencing menopause or any kind of big life events other than maternity leave, for that matter. European Menopause Support Falls Behind Despite extensive research, no menopause support policies could be found for any companies based in mainland Europe other than those that are headquartered in the UK with offices in other European territories. Not having a menopause support policy is a huge oversight. Companies that have implemented such policies are praised for being so thoughtful when it should be standard in every corporation's HR practices. Implementing A Menopause Support Policy Loss of productivity due to menopause symptoms is thought to cost businesses up to $150 billion every year - although, of course, you need to take that number with a pinch of salt because many employees wouldn't openly admit to experiencing menopause. Multiple studies have indicated that menopause symptoms can lower someone's ability to function normally at work. These same studies have proved a loss in productivity, increased sick days, reduced quality of work and, as such, costs businesses billions of dollars. One study found that one in eight women had left work due to severe menopause symptoms, and in careers industries like nursing, where the workforce is predominately female, this is causing huge issues. With such overwhelming evidence, why are companies still choosing to ignore the desperate need for menopause support? The short answer is tradition - many policies haven't been updated for years because it's too far down of priorities. However, now multiple studies have laid out the costs to businesses in both loss of workforce and decreased productivity, organisations are now seeing a more pressing need to adopt this into their strategies. For organisations focusing on a people-led approach, adopting a menopause support policy is becoming a matter of urgency. ### Staff Burnout: Identify, Mitigate, Assist What is Burnout? The first step in identifying and mitigating staff burnout is understanding exactly what it is: “Job burnout is a special type of work-related stress — a state of physical or emotional exhaustion that also involves a sense of reduced accomplishment and loss of personal identity.” - Mayo Clinic Burnout not only impacts the mental wellbeing of your staff but can also impact the productivity of your business. There is a clear ethical responsibility for businesses to identify and deal with staff burnout, but it also makes good business sense to ensure that your staff are not suffering from burnout to increase the likelihood that they are in an optimal state of productivity. Common Reasons for Burnout Excessive stress is the core reason why your staff may be experiencing burnout. This could be for several reasons, many of which are within the professional space. However, burnout can also occur when external factors impact an employee's ability to do their usual work. Common reasons for burnout include: ●      Lack of professional direction - such as a lack of clear professional progression ●      Lack of clear expectations - such as not knowing what success looks like within their role ●      Not enough resources - such as having a large workload and not enough resources to deal with it ●      Lack of knowledge or skills - such as feeling like they don't have the skills they need to complete their role and feeling like insufficient training is provided to help them upskill ●      Poor work/life balance - such as spending too much time working and not enough time enjoying life outside of work ●      External global factors - such as pandemics, wars and other emotionally stressful world events ●      External personal factors - such as challenges with family matters   Identifying Staff Burnout Burnout can display itself in many different ways. Some people will actually be able to hide many of the signs of burnout, which means you need to be vigilant when looking for those who are suffering from this type of stress. Some signs to look out for include: ●      Exhaustion - always looking tired ●      Isolation - choosing to work and be alone during the working day ●      Heightened sensitivity - not taking feedback well ●      Lower productivity - productivity consistently dipping below normal rates ●      Absenteeism - often calling into work sick ●      Shortened temper - getting angry or frustrated with things more easily than usual ●      Disengagement - from work and coworkers ●      Negativity - failing to see the positive side of situations.   Ultimately, the above will act as indicators that a staff member may be experiencing burnout. It is down to those responsible for staff wellbeing to identify these signs and have conversations with those exhibiting them to understand better why they may be occurring. How to Help How you deal with staff burnout will depend on several factors ranging from the source of the stress to the unique personality of the person suffering from it. Here are some common ways that employers can tackle burnout: ●      Facilitate more time away from work ●      Offer more resources to help tackle workload ●      Provide staff with access to private, independent counselling ●      Give regular feedback on staff work, including thanks and praise where it is due ●      Setting clear career progression for all staff and sticking to career promises ●      Providing training to help upskill staff   Staff Burnout: Summary Staff burnout can impact both employees and businesses negatively. It is within the best interest of everyone to find ways to identify and limit the potential for burnout. Smart businesses will train their staff to recognise burnout in themselves and others to ensure that it is caught and remedied as quickly as possible. The information we have included in this article is a perfect starting place for educating yourself and others on how to do this. ### Keep Calm and Recruit It’s easy, with the drama around the coronavirus, to lose sight of the fact that it might – just might, and with luck – be short-lived. When that happens, the world can start to get back to normal. But in the meantime, that old saying about a rising tide lifting all boats is becoming starkly obvious. Many companies have taken advantage of the easy, good times to build their businesses. Now that their sectors have shrunk back, those companies are exposed. The rest of us might also be feeling the pinch, but business goes on. I recall client meetings in the 1997 SE Asian financial crisis: “I have ten people, now I see that only four are any good. I need to retrench six and hire two more; can you help?” Well, yes we can. This enforced lull in business activity may be an excellent time to properly assess your assets – in all classes. Take a cold-eyed look at what you’re working with and think, is this the best that I can do? You will need to move quickly though – just as in good times, talent doesn’t wait around for long. ### Remote working and the impact of the Coronavirus on business. Covid-19 is creating an increased need for people to work remotely. In the UK and across the world businesses, schools and governments are imposing ever more drastic ways to slow down the spread of the virus.  Even before the virus outbreak, globally more two thirds of professionals work remotely at least one day a week and around half work remotely for half their work time. Thus many businesses are already well versed in the practice, and many of them are accelerating their working from home initiatives. Businesses that are yet to implement remote working may no longer have that option and must now allow their employees to work from home. Implementing such a policy can be a significant challenge. We will look at some of the things businesses can do to ensure they are ready; see what lessons we can learn from China about remote working, and review the status of some of the flagship tools designed to keep teams connected. How can businesses prepare for Covid-19 lockdown? While the trajectory of the Coronavirus is as yet unknown, in many countries up to 70% of the population could contract Covid-19 and, for an extended period, around 20% of the workforce will be in isolation and unable to travel to work. If you don’t already have a plan for dealing with this, then assembling one should be a top priority as time is short. Some critical decisions must be made, for instance: Which roles are crucial to operations? What tasks can be carried out remotely? What are the security implications of remote working? How can we ensure data protection and other regulations are not breached? Should we set up a VPN for confidential data? What hardware is needed, including phones, printers and other office tools? What software and tools do we need to keep teams connected? How do we monitor the performance of remote workers? How do we ensure that all remote workers have all the necessary information, understand their roles, and can reach out should they encounter difficulties? How will teams communicate and hold meetings? How will they communicate with customers and clients? Where employees are unfamiliar with the necessary tools and protocols, essential training will be required. Strong leadership at all levels is called for, and it is crucial to maintain high levels of motivation throughout the crisis. Lessons we might learn from China In China, Covid-19 has already forced tens of millions of employees to work remotely, usually from the family home. As we report later, the immediate impact was a massively increased demand for videoconferencing apps. Chinese workers report varied experiences. While some find the home environment too distracting and others complain of intrusive bosses who don’t trust their employees to work from home, many of the new band of home workers report improved productivity and job satisfaction. Homeworking is particularly beneficial to workers who previously had a long commute and can now use that time for their own as well as their company’s benefit. At offices where people used to clock in and out, the day now starts with checking in to a talk group app and updating daily work reports. Bosses have to adapt the way they monitor their staff. Many managers report that they now have much less control, that administration is more complicated, and that they are concerned about employees slacking off from work to attend to personal tasks.  Where weekly meetings were the norm, working from home has resulted in daily meetings with employees reporting each day what they have achieved and what they plan to do tomorrow. Unsurprisingly, many workers say that this reduces their efficiency considerably. Work-from-home tools and software Worldwide, the demand for video and chat software that can help businesses in their quest to continue as usual is booming, and high tech businesses are cooperating fully. Google, Microsoft, Slack and Zoom are now providing their software free of charge and are increasing their capacity to service the snowballing demand from users. Some offers on the table include: Microsoft Teams Premium Edition is now free for six months. Microsoft Teams Limited Edition has had its usage limits removed. Google Enterprise videoconferencing features are now available free to existing G Suite customers. Slack is providing free online training on best practices for remote working. In China, there has been a five times increase in conference calls and virtual meetings since the end of January. In the US where several big tech companies including Microsoft and Twitter have instructed their employees to work from home, there has also been a substantial increase. The Microsoft Teams platform usage increased 50% with video and audio meetings up by a third, and there were similar increases in the use of Zoom software. In Italy, there has been a massive increase in the download volume of business apps. Google Hangouts Meet is now Italy’s most downloaded app in all categories. There are many other team-oriented apps designed for remote working and appropriate for different kinds of business. You are probably aware of the best ones that cater to the way you work. If not, now is the time to find out. Will remote working break broadband services? There have been various reports in the press and online that increased remote working will break  ISP broadband services. However, many homeworking tasks such as sending emails, updating databases, online messaging, and report writing make only a small impact on broadband networks and are possible on even slow home broadband links. Zoom, Microsoft Teams and Slack report that there have been no issues. Both major and minor ISPs claim that their networks can handle the increased payload without difficulty and that the UK Broadband network is capable of handling mass scale home working. However, video conferencing, graphic design and 4K and 8K video processing could overburden some broadband links. Often these problems are solvable with a simple broadband upgrade where improved services are available; however, some areas with inadequate broadband coverage are likely to suffer. Finally The coming months will be challenging for business. Many are already issuing profit warnings. According to Goldman Sachs, earnings growth will probably grind to a halt.  Ultimately, recovery might be quick, or, in the worst case, the pandemic could trigger a recession. To help weather the storm, businesses should use what time they have to prepare themselves and their employees and, where possible, implement a remote working policy. There is an abundance of tools to help you do so. A stitch in time saves nine, so don’t delay. ### Don’t shut down – just lock down! The coronavirus is hitting the German economy hard and forcing many companies to their knees. Stock market prices are crashing, entire branches of business are grinding to a halt, short-time working is being introduced. Many areas of the economy are in a state of emergency. The consequences are already dramatic. The whole situation feels like a war without any visible enemy. Nonetheless, most companies are doing their best to cope with the difficult situation. Supplying customers, patching up unreliable supply chains, maintaining operations – as well as they can. Some sectors – such as tourism and gastronomy – are inevitably suffering massive declines. But the many other sectors should not let the virus completely determine their economic activities. Of course, priority must be given to compliance with health protection measures. But unwanted forced breaks in daily business also provide an unprecedented opportunity to invest in training employees or in the development of new strategies. It’s true, no one knows exactly how long this virus will continue to affect our lives. No one can reliably forecast the expected sales losses. But one thing is certain; life will carry on – economic life too - after corona. With that in mind, in addition to being fully committed to the immediate protection of the people’s health, it is important that companies keep things in perspective. That they question the business models they have grown fond of. That they finally get to grips with implementing or finalising digitisation. There is no doubt that business leaders of all sizes of companies – including SMEs – must do one thing first: ensure their entrepreneurial survival. This includes acquiring any necessary state subsidies, renegotiating loans or sending employees on premature vacation or even short-time work. But medium- and long-term planning requires thinking in 6–12 monthly cycles. Is that absurd? No, it may be unusual to think like this, but it is a sensible way to look ahead – even after this phase is over. Sometimes personal, economic or, as now, global crises are an immense threat; but they can also be an opportunity for reorientation. In this difficult situation, one that entails drastic constraints for everyone, every single one of us should also keep an eye on planning. If everyone just sits back and waits until this is all over or merely buries their head in the sand, it will mean their economic demise. It’s time to buck up and look ahead! ### New working time models; from necessity to real alternative Flexible working hours, teleworking and home office – no problem in the digitised world of work of the 21st century, right? Despite the technical possibilities, many companies still stick to old work structures and the classic model of the 9-to-5 job. At the end of 2018, in a survey of 800 managing directors and HR managers by the digital association Bitkom, four out of ten employers (39 percent) said they would allow their employees to work outside the offices. This is a step forward compared to 2014 – when it was just one fifth of all companies surveyed. Nevertheless, the majority of companies are reluctant to accept workers' desire for more flexibility. There are also differences between individual sectors: the trend towards flexible working time models is much more widespread in the digital sector than, for example, in logistics or industry. The current Corona crisis could lead to a final break-up of rigid structures, as the companies that have the opportunity to send their employees to the home office – more or less voluntarily – to protect their health. In addition, the closure of schools and daycare centres in Germany poses major challenges for many working parents. Grandparents, who usually help out in such a case, are not an option as they belong to the at-risk group and their health should be particularly protected. So what to do if no one can take care of the offspring? For most of them, the only thing they can do is to find some way to combine work and childcare. More flexible work structures still an option in the future? Politicians have therefore already appealed to employers and asked for their leniency in view of the drastic situation. It is important to find a common solution without losing wages. For example, by allowing parents to work from home or, if possible, to make their working hours more flexible. Whether it's parents alternating with childcare and work on a daily basis, and distributing their hours over the rest of the days or working in "shifts," so that some are available during the first half of the day and the other the rest of the time. Although many companies offer their employees flexitime anyway, there is usually a core working time that limits the time margin. This must be avoided in the current situation, so that work can also be done at marginal times. What is a measure of necessity at the moment could perhaps become a real alternative in the future once we have become accustomed to it. Many companies have so far been concerned that productivity and effectiveness could suffer from so much flexibility. At the same time, it is a renunciation of control and requires the full confidence of employers in their employees that they continue to perform the same performance and deliver the required results. However, this is precisely what companies are forced to do in the current situation. And once they have addressed it, they may find that this could be a real option even after the crisis has been overcome. Even in industries where this has not been considered so far. This article is part of the "Game Changer Corona Crisis" series. ### All arrived at the home office? Who would have thought that such a small virus would send legions of employees to the home office worldwide and in many cases even paralyze industries? This lock-down or partly also shut-down is unique in the history of the world. It is important to learn from this crisis and to look forward to the business – but still not to forget the concerns within the company. How are my team colleagues doing? Does communication work from management to employees? Are they aware of how their areas of responsibility may have changed? Home office in days of Corona can also be stressful for many, some even consider the unwanted stay in their own home as a prison. In addition to working in the home environment, there are few escape points that can be found to compensate. After the last laptops have been set up and handed over for the employees, the network connection is established, a video conference is established, the employees should also be contacted regularly. What was it like in the 'normal' office routine? Regular meetings, in a team or face-to-face, this can also be maintained in the digitized world of work. The usual rituals should be maintained right now, so that no state of suspense arises that unsettles the employees. Forecast on Friday, Jour-Fix on Monday morning, Team Meeting Wednesday lunchtime – the normal weekly calendar helps maintain the work structure in the home office. What should not be forgotten are clear meeting rules, especially in large phone sessions with six, eight or more participants. Set up an agenda, observe speaking times, ask each employee for his or her opinion (and explicitly) because of the lack of physical contact. How does a company deal with this when even the specialists not working to capacity? What goals should be achieved in the changed situation? Are there online training offers that employees can take advantage of as further training measures in order to be able to move forward after the crisis, strengthened and with new knowledge? Are there any remaining vacation days or overtime saved in the account that team members can now use up? Here, too, communication is important. Employees who are made aware of the company's extremely difficult situation are usually prepared to make many compromises and take solidarity actions, as they usually want to support the company. Even without the offer of cheap all-inclusive flights to popular holiday regions, many employees are willing to take advantage of the time. For family outings, for a really thick book, for the garden or forest walks. Deceleration is de facto the magic word that helps employees with time (and little work) to rediscover themselves or the family and gather strength for the time after Corona. Conclusion: Home office does not mean structureless work. Employees should be spared a similar feeling of floating: regular meetings, rituals and also targets are important, so that the 'engine' remains in motion and does not come to a standstill. Less stress in the home office must not lead to the employee becoming inefficient because he does not have a 'controller'. Working in a home environment has a lot to do with trust – in both directions. However, if there is in fact no work involved, the company should talk openly with its employees as to whether larger periods of time are also used privately. Often such phases of calm are good for the employees ... and later also for the company. This article is part of the "Game Changer Corona Crisis" series. ### Global pandemic gives digitalisation a boost The crisis makes it clear to all of us: simple things, such as videoconferencing or the establishment of remote mobile workplaces, are fundamental prerequisites in the digitising world. Microsoft reports a rapid increase in the number of users on its own blog. Twelve million new Team users in just one week, bringing Microsoft Teams to over 44 million active users worldwide (as of March 19). The reason is obvious: Because of the current Corona pandemic, many companies send their employees to the home office. In order to be able to continue to work together despite the elimination of personal communication, programs and apps that enable group chats and video conferencing are currently in high demand. The figures released by Microsoft show how strong: In just one week, a total of more than 900 million minutes of meetings and conversations in teams came together every day. Microsoft's corporate vice president and author of the blog post, Jared Spataro: "It is obvious that it is now more important than ever to enable teleworking, and that this will continue to have lasting added value beyond the outbreak of the COVID-19 virus." In the crisis, it is always to be seen that the simple things, such as videoconferencing or the establishment of mobile remote workplaces in order to be able to work independently of location and time, are a prerequisite in the digitising world. In order to be able to offer such alternative possibilities in the future, the IT infrastructure must be equipped accordingly. Working outside the offices requires that servers, networks, devices, or other IT components be accessible from anywhere to enable all activities. This development will particularly benefit those who specialise in providing companies and individual jobs remotely. Basically, it's all about mobile devices such as laptops, tablets or smartphones. Especially in companies where the home office has been the exception until now, the majority of employees still have a permanently installed computer workstation. Now that the home office has become the norm, this means a complete conversion or a costly purchase of a second set for the home office as well as possible adapters. But the digitisation process encompasses much more than corresponding hardware. Although almost all households now have a working Internet connection, additional network components may be needed. Connectivity in the home office must also be ensured. This is where video conferencing tools, for example, come into play. In the current Corona crisis, some providers have recognized the chance to attract new users and make their programs available free of charge for a limited period of time. Another important point is cloud computing. In order for employees to access company data outside the office and work with colleagues, it must be accessible via the Internet. As a result, demand for cloud solutions and services has also risen sharply. Due to the current trend towards the home office, providers in the cloud business such as Amazon will emerge as potential profiteers from the Corona crisis, according to the market research institute Blueshift-Research. Not to mention the establishment of additional security measures for remote access to enterprise systems and data, as the potential attack surface for cybercriminals grows. "In addition to an increase in home office activity, we have also found that cybercriminals have tried to take advantage of the excitement surrounding the virus by hiding malicious files in documents with a predetermined connection to Corona," the statement said. Kaspersky security researcher David Emm in a blog post. The current situation forces all companies that have not yet dealt with the issue of digitalisation to follow suit as quickly as possible in order not to lose their connection to competition or even to lose their economic footing. Here, the Corona crisis is likely to lead to a further boost around digitalization.   This article is part of the "Game Changer Corona Crisis" series. ### Leading In Lockdown: How To Support Your Team While Strengthening Your Business The recent Coronavirus outbreak has been so unprecedented that many organisations and leaders have not been able to prepare for it sufficiently. While many organisations have been offering working from home for a while, few would have predicted that this would be the only way many of us could work for the foreseeable future. Of course, the COVID-19 outbreak has not only forced working from home where possible, but it has also posed a huge number of other obstacles for businesses, leaders and workers to navigate. From adjusting to the role of parent-teacher while working from home to doubling up as a volunteer, carer and supporting your community while managing work; there are lots of ways that lives have been affected by the Coronavirus. This doesn’t even take into account those who are ill from the virus as well as working issues such as network outages and supply, hardware requirements, and having the sufficient tools and resources to work. Obviously, all of the aspects need to be considered with care and thought. But, for teams that are safe and able to work from home, how can you demonstrate effective leadership when you have to lead in lockdown? Here are some of the top tips for showing support to your team while still being an effective leader for your business. Create A Common Vision In these uncertain times, it can be hard to find purpose in what we do. However, as a leader, it is your role to map out this vision for your team. A clear, shared vision that all of your team agrees can be incredibly motivating. It helps to give everyone in your team a sense of purpose and allows them to find focus and clarity in their work. This vision can also be fantastic for encouraging innovation, creativity and discovering new ways of working that can help to achieve these business objectives. What’s more, by sharing the vision, you’re giving your team the power to change their approach while allowing them to make constructive suggestions for the benefit of the business. All of this ultimately helps to keep people’s spirits up while ensuring their attention is focused on positive business results. Focus On Outcomes Many businesses are reluctant to let staff work from home as they worry productivity will fall. In fact, studies suggest that working from home actually boosts productivity. A Stanford University study found that working from home resulted in a 13% increase in performance. With this in mind, instilling trust in your team is essential for productive and effective working from home. If you give your staff a list of tasks or activities for the day, staff may be inclined to complete these as quickly as possible – with little thought or attention to what they are doing and why. Instead, if you focus on the outcomes you want to see, you’ll enjoy better results and performance. Setting your intentions with clear objectives such as a quality standard to adhere to, a specific deadline to meet and a positive result, you don’t need to concern yourself with the employee’s process. With people under a great deal of stress from the COVID-19 outbreak, now is not the time for micro-management. Instead, set clear goals, but give your team the creativity and flexibility to work how they need to work. As long as the work creates the outcomes you want to achieve, it doesn’t matter how or when your team complete their work. Check-In But Don’t Check-Up It is a fine line between being there to support your team and bothering them with persistent communication. It is important to check-in with your team to make sure they’re happy and healthy. But, it is unlikely you’ll need to continually chase for work or to check-in to ensure everyone is working. This wastes your time and theirs. On the other hand, you may be struggling with constant communication from your team members when you’re trying to work. It can be hard to be available to your team every minute of the day. So, instead, set up drop-in sessions. These virtual drop-ins can allow your team to catch up with you and get the answers they need while also allowing you to carve out time for focus and concentration, without interruption. It can also help to have a team video-call at a set point in the day. During this, they can fill you in on their progress, as well as allowing your team to stay connected. A video conference needn’t be long, but it can be a welcome opportunity for your team members to connect with each other and enjoy the company of people outside of their home – which can be essential for their wellbeing. Force Breaks Working from home can improve productivity, but it can also lead employees to struggle to switch off. Furthermore, house confinement can lead to fewer breaks and less exercise. Breaks and regular exercise are essential for employee health, wellbeing and productivity. Even when you’re all working from home, you can encourage breaks, walks and time-out. The outbreak and lockdown have affected almost everyone on an emotional level and can severely impact our mental health. This is why it is now more important than ever to look at the ways you can improve employee welfare and wellbeing. It may be as simple as telling everyone to take 15-minutes to make a drink before the next virtual meeting. You can schedule team walks – even if everyone is walking alone. You could even set fun photo challenges where everyone has to take a photo of something, whether that’s some form of nature or something that made them smile that day. You could also take on one of the many home-exercise challenges that are going viral on social media. Be Understanding Everyone will have a unique set of circumstances to deal with when it comes to lockdown. Some will be parent-teachers, some will be carers, others will have other issues to consider. At this time, while the lockdown is still so new, it is well worth loosening the reins for a little while, so that everyone can adapt to their new routine. While you should make your expectations of the team clear, keeping an employee-centric approach at this time is vital to reduce stress and anxiety that your team may face. As well as the day-to-day work for your employees, try to give your team time to maintain their personal development and learning. This helps to ensure your top talent continues developing their skillsets and are ready to progress within the business in the future. ### Leaders- Take time to reflect Before the corona-time, we actively shared ideas and our thinking with colleagues related to agile organization and self-directiveness. Agile organization thinking is a response to the world that is constantly becoming more unpredictable and complex and by definition also requires a major shift in how we view leadership. One way of describing that type of environment is to talk about VUCA. That term originates from US army and stands for volatility, uncertainty, complexity, ambiguity. Well, here we are now, faced with a massive example of a VUCA. In the middle of a crisis, it is critical for leaders to pause and take time to reflect on what is happening and how have we been able to lead during the past weeks and how to move forward. One could say the time of crisis is a “moment of truth” for us as a leader. To help to reflect, I listed few ideas on where the focus should be in order us to be “the best versions of ourselves as leaders” during these times of crisis and in the VUCA-world. Re-emphasize and concretize and the purpose and the direction. Then walk the talk. Now, more than ever your actions talk the loudest. Your actions will reveal what your purpose and values really are. Your future culture is set today. Your perception of human nature becomes visible Do you believe that humans can be trusted and are capable of Independent and responsible decision making? Do you engage them actively and systematically to make sense of the situation? Do you keep them actively informed about what is going on, what are decisions and why? Do you make sense of the wold together? Do you make sure that any communication towards the people in your organizations is empathetic and respectful? How do you make sure that you utilize all the capabilities across the organization? Also, those that may not have been utilized as a part of the normal business. People do have great powers if you just are able to empower them The power of community is enormous. Do you create an environment where people can relate to each other, get support and be supported? Are you leading and changing your structures and ways of working in an agile way to be able to respond most efficiently? Or are there still things that should not be discussed or questioned? Have you stripped down the bureaucracy and hierarchy and moved the decision making there where the expertise really is? It seems that the world is profoundly changing. I do think that there is a great opportunity as long as we get past this immediate crisis with dry feet. It’s a moment of truth for all of us. ### Leading from the home office Like many other people affected, my team and I have been thrust into this new situation.  At Horton International & Hager Unternehmensberatung, working from home is perfectly acceptable. However, in an industry that works with personal contacts and highly sensitive data, it is not the everyday standard. This current phase, in which all companies worldwide are affected, is an extraordinary situation for everyone. Horton International is increasingly focusing on communication and trust in our teams. The health and also the safety of our employees, customers and business partners is a top priority for all of us, which is why we have taken numerous measures to maximize protection and minimize infection. These include additional cleaning and disinfection measures in all offices as well as the standardisation of the home office. On the IT side, we had already switched over to Microsoft Office 365, using Teams as a communication platform. All employees were given Surface Devices to work on, regardless of their location. The hard work of the IT managers at Hager has really paid off today. In places where other companies were still in the process of converting and testing at short notice, this was already a tried and tested part of everyday life for us. But one challenge is dealing with this new situation from a technical point of view, the other is mastering leadership in a predominantly virtual time. The most important thing here is regular communication both with your own employees and with clients and candidates. Especially in a time when many people are unsettled by headlines and mood swings, it is all the more important to stay in regular contact. Personally, I try to think positively and to look ahead even in these difficult times. A home office does not only mean staying in a private environment, but due to the current situation, it even means to experience the whole family intensively as well as being entrusted with school-related topics of the children. Normally, very few managers are at home during the day or are confronted with daily schoolwork. However, at the moment many parents are challenged in the home office to also take care of the school issues of their offspring and to support the so-called homeschooling of their children. At the moment, it is a balancing act to also provide parental care in addition to the topics that help our company move forward. Binomial formulas and entrepreneurial visions, a special kind of multitasking. A dash of empathy, a pinch of optimism and a lot of adaptability - that could be a simple recipe. In these uncertain times, it can be difficult for many employees to find meaning in what they do. As a leader, it's part of the job to work out a vision for the team. A clear, shared vision that everyone in the team agrees with can be incredibly motivating. It helps all team members to see a sense in the matter and also to find a focus and clarity in their daily work. All of this ultimately helps to maintain people's mood while ensuring that their attention is focused on positive business outcomes. Exchange with employees in person - unfortunately, it is not possible at the moment. Nevertheless, exchange is essential to get a feel for the mood in the company and to strengthen the team spirit. Virtual coffee breaks during working hours, joint lunches, cooking together (each in their own kitchen, using the same recipe) - it is important that the feeling of cooperation is or remains strengthened. Rituals and regular team meetings to agree on goals and projects should be a matter of course for every manager in the current phase. Likewise, an open ear for the concerns and also personal problems of the employees. What is important under normal circumstances should now become even more important: responsibility for the team members. Confidence must be given to the employees in advance: everyone is an expert in their field and is responsible for them independently. When employees need support, they should know that they can always come to terms with their manager. It is important to actively convey a feeling of "we" to the employees and not to neglect them or to leave them completely to themselves. This motivates everyone and ultimately brings the company forward – we all have a life after the coronavirus.   ### Keep Calm and Recruit: Why Now is the Best Time to Assess Your Talent Assets Gary Woollacott, Partner of Horton International Laos, Thailand and Vietnam was recently interviewed by the team at Hunt Scanlon.  You can find Gary's original post on LinkedIn here and read the full interview with Hunt Scanlon below:     "April 3, 2020 – With all the drama around the coronavirus crisis, it can be easy to lose sight of the fact that it might – just might, and with luck – be short-lived. When that happens, the world can start to get back to normal. “Many companies took advantage of the recent easy, good times to build their businesses,” said Gary Woollacott, managing partner at Horton International. “Now that their sectors have shrunk back, those companies are exposed. The rest of us might also be feeling the pinch, but business goes on.” He recalled client meetings during the 1997 Southeast Asian financial crisis: “I have 10 people, now I see that only four are any good. I need to retrench six and hire two more; can you help?” Well, yes we can. “The current enforced lull in business activity may be an excellent time to properly assess your assets – in all classes,” Mr. Woollacott said. “Take a cold-eyed look at what you’re working with and consider if this might be the best you can do.” You will need to move quickly though – just as in good times, talent doesn’t wait around for long, he said. Focus on Candidates Caught in the Crossfire When asked what impacts the current pandemic crisis will have on executive search, Mr. Woollacott said it is “too early to forecast the long-term impact on our industry. There’s plenty of speculation but I don’t think that executive search is dead and buried – we will still have our uses.” If anything, he added, there may be another ‘flight to quality’ as often happens in downturns. “Rather than focusing on clients, now is the time to focus on candidates,” he said. “When this is over, they will remember how we (and their employers) treated them and made them feel. If employers make sacrifices on behalf of employees that will help sustain the business post-CV19.  From our point of view, candidates might be more open to move if they see that their employer doesn’t value them quite as much as they had thought.” The use of technology in this downturn can also help us push through this more quickly than in past slowdowns. “The technology is there now – it wasn’t in SARS, for example,” said Mr. Woollacott. “We’ve been using it for a while anyway, and now this crisis is highlighting how good it is. That said, final interviews are still going to be face-to-face; senior executives won’t want to move without it. Similarly, hiring someone senior without that in-person meeting is just adding risk.” Some companies are posturing that they have worked remotely for years, he said. “It sometimes comes across as a brag, rather than offering concrete tips on what they have learned and how we can all benefit from that. Naturally, many jobs simply have to be done in person: doctors and nurses, food deliveries, waiters and shop assistants – for now; technology may change all that in the future.” A Pervasive Slowdown “Separately, we are taking extra practical precautions on behalf of candidates and clients with ongoing searches to accommodate their concerns,” Mr. Woollacott said. “This is an excellent time for a client to be recruiting, or to be a candidate open to an opportunity, while the competition is confused and panicking.” People generally prefer to work for a company that is genuine and sincere, with a real sense of purpose. “That adds up to sustainability,” he said. “Senior managers who sacrifice their employees in the name of cost-saving may well find that their best people leave, once they realize where the true loyalties of the company lie. It doesn’t look like this slowdown is going away quickly – it’s so much more pervasive than anything else we have seen in decades. Naturally, we hope for the best, but we are hunkered down for the worst.” Contributed by Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, Managing Editor; and Stephen Sawicki, Managing Editor – Hunt Scanlon Media   ### Game Changer Corona Crisis Without digital distribution channels, non-food retailers are having an extremely difficult time in the current Corona crisis. The restrictions in public life will lead to a revival of e-commerce, especially in the long term. While the business in food markets continues to be in full swing, a large part of the non-food shops, such as clothing and sports shops, electronics stores and furniture stores, in some places DIY and garden centres, have had to close their doors indefinitely.  "Retailers who already operate multichannel channels can now shift sales to e-commerce," explains Nils Zündorf, e-commerce expert at the agency faktor-a. On the other hand, those who do not yet operate their own online shop or do not offer their products via platforms such as Amazon or eBay have no possibility to sell goods at the moment. According to the German Trade Association (HDE), this still applies to around two-thirds of stores in Germany, including mainly small shops and boutiques. Store closures no longer mean revenue for them – despite ongoing costs. In principle, sales have been increasingly shifting to the network for several years. In some cases, the large stationary retail companies are already generating significant sales through the digital sales route – especially in the consumer goods sector. The online share of consumer electronics was already 31 percent in 2018, while a quarter of fashion and accessories and leisure goods were ordered via the internet (source: Handelsverband Deutschland). Breaking up the habitual shopping behaviour However, trade in the network is not completely spared from the effects of the Coronavirus. In the short term, there will be logistical problems and supply bottlenecks in some areas, especially in the case of cross-border deliveries of goods. Nevertheless, the trend towards digital distribution is likely to be further exacerbated by the virus situation and, above all, to a change in consumption in the long term. Since there have recently been delivery difficulties in stationary trade for products in high demand such as durable foods, disinfectants or toilet paper, access to e-commerce resources has also increased here. Before the crisis began, many people were sceptical about ordering fresh food online. This picture has since changed dramatically. The largest German e-commerce operator for fresh food is Rewe. The retail chain is now experiencing a real boom: "In online retailing, we are noticing a significant increase in order intensity," a Rewe spokesman told the news magazine WELT. For fear of contagion, more and more people are avoiding the public, especially members of the risk group. When shopping online, the danger is minimal, which is why those who previously preferred to do their shopping locally are now becoming increasingly aware of e-commerce services. "The uncertainties surrounding the novel coronavirus are breaking up habitual shopping behaviour to a great extent and putting online food retailing in a more attractive, new light for many consumers*," explains Dr. Eva Stüber from the Cologne IFH Institute in a press release. Longer delivery times, due to the high demand, are also accepted for this. Online trade thus has a "very central supply function", emphasizes the digital association Bitkom. Post-crisis change Man is a creature of habit: Practiced behaviours are no longer discarded and so the trend of "we order online" will probably continue even when normality has returned. The current situation means that everyone has to sort themselves out and realign their distribution channels. The real change will therefore only take place after the crisis and will lead to a revival of e-commerce in the long term.       ### Businesses Unite in Fight against Covid-19 In the UK and across the world, there is a critical shortage of equipment needed to help the fight against the Covid-19 outbreak and numerous businesses have united in filling the gaps. Initiatives include the design and manufacture of much-needed ventilators, providing free accommodation to front line medical staff, 3D printing vital personal protective equipment, new factories to manufacture hand sanitisers, and more. Here are some of the fantastic contributions so many are making to help with the crisis. The VentilatorChallengeUK Consortium The fight against Covid-19 is critically dependent on the availability of medical ventilators, and we don’t have enough of them. While there are questions to be asked regarding how this situation was permitted to happen, more important than playing blame games is fixing the problem, and that is precisely what the VentilatorChallengeUK Consortium intends to do. The consortium includes the following organisations: Airbus, BAE Systems, Ford Motor Company, GKN Aerospace, High-Value Manufacturing Catapult, Inspiration Healthcare Group, Meggitt, Penlon, Renishaw, Rolls-Royce, Siemens Healthineers and Siemens UK, Smiths Group, Thales, Ultra Electronics, Unilever, Haas F1, McLaren, Mercedes, Red Bull Racing, Racing Point, Renault Sport Racing, and Williams, and is chaired by Dick Elsy, the CEO of High-Value Manufacturing Catapult. To say these are some of the most innovative organisation in the UK would be an understatement. Never in peacetime has there been such a concentration of talent all set on one goal; making ventilators to save lives. At the time of writing, they had already received orders for 10,000 units. Dyson to produce 15,000 ventilators In a separate initiative, Dyson is set to make 15,000 CoVent ventilators. This is a bed-mounted mains and battery-powered ventilator that can be used in field hospitals. Ten thousand of these are earmarked for the NHS and 5,000 will be exported to other countries where ventilators are in short supply. Dyson designed and made the prototype within ten days of being contacted by the UK government. The company switched production lines and now hopes to have the first models in hospitals within weeks. Tourism industry initiatives The travel industry is feeling some of the grim economic impacts of the Covid-19 outbreak, but that hasn’t stopped many members from doing what they can to contribute. Tourism may have ground to a halt, but that means there are many empty beds in hotels. Several operators are making these free to use by medical staff who wish to avoid the possibility of passing the virus on to their families and need somewhere to rest their head after their harrowing twelve-hour shifts on the front line. Similar initiatives are in place across the world. In New York, the Four Seasons Hotel is also housing doctors, nurses and other medical staff for free, and hotels owned by footballers Ryan Giggs and Gary Neville are making upwards of 150 beds available to medics. Roman Abramovich has followed suit with The Millennium Hotel at Chelsea Football Club. In Spain, where hotel wards are overbrimming, several hotel chains are housing Covid-19 patients, and several cruise lines have offered various governments worldwide to convert their cruise ships into temporary hospitals. Airbnb is providing free and subsidised accommodation across the world for 100,000 medics and Covid-19 responders. Numerous restaurants are preparing and delivering free food to healthcare workers. Jetblue is using its freed up capacity to shuttle medical volunteers to New York, and Delta Airlines is providing similar services. Personal protective equipment In many places, there is a dire need for more personal protective equipment for medical staff, responders and carers. Across the world, there are numerous initiatives to design and produce these using 3D printing. Stratasys, a 3D printer manufacturer in the US, is aiming to print 5,000 face disposable and renewable shields using numerous printers they have previously supplied to customers. Also, in the US, 3D Systems has released a ready-to-print face shield data file that can be downloaded and printed. In Italy CRP Technology is 3D printing critical PPE components and, in the UK, a crowdfunding initiative has been launched to fund 3D PPE printing projects. Over 100,000 3D printed masks have already been ordered. Fashion retailers are also heling with PPE. Prada, Armani, Zara, Yves Saint Laurent and other fashion houses are mass-producing surgical face masks. Hand sanitisers In the UK there is a massive shortage of hand sanitisers. To fill the gap, Billionaire Sir James Ratcliffe, supposedly the third richest man in the UK, is building two sanitiser factories within ten days through his chemical company Ineos. One factory is located in Manchester and the other in Germany. The plan is to produce one million bottles of sanitiser a month, supplying the NHS for free. As part of the initiative, various breweries and distilleries are producing alcohol for sanitisers while the craft beer business BrewDog is manufacturing its hand sanitiser called BrewGel; it will be provided free of charge to local charities and the community. Wartime legislation to force companies to help out Despite the massive effort by businesses across the world to contribute to the fight against Covid-19, in the US Donald Trump has revived the Defence Production Act which can be used to compel companies to manufacture specific products. The Act has now been used to force General Motors(GM)  to produce ventilators, but even before then, GM had already announced that it was working with medical supplies businesses to do just that. What of the future? This is a wartime effort from retailers and manufacturers in many sectors. Ventilators, masks, berths on cruise ships, and free hotels are just some of the contributions. Others are following. No doubt we will emerge into a different world once this is over. Let’s hope we will not forget the lessons we will have learned and that the spirit of cooperations continues. We need to be better prepared for the next time, should ever there be one. ### The Sudden, Inescapable Reality of the Remote Workforce Remote work and virtual offices have been a hot topic for a few years now. Recent research from the firm McCrindle showed that Australians were working remotely now more than ever, and that many people were even willing to take a pay cut in exchange for greater flexibility. Well, time is a luxury we no longer have. In the space of a few weeks, the COVID-19 pandemic has turned remote work into a sudden, inescapable reality for companies in Australia and around the world. As teams are forced to operate away from their headquarters – and more importantly, away from each other – managers and employees are getting a crash course in how to succeed in a decentralised workforce. How to adapt your team quickly Every remote work plan should start with a clear-headed approach to the basic question of who can work remotely. The best place to start is at the top. Encouraging CEOs and managers to go remote is a reassuring step for team members who feel uncertain about the team’s ability to function without gathering physically. For those who need to be present at the office, solid social distancing practices need to be well-established before the next commute. Productivity is the next big question. According to the aforementioned Mccrindle study, a slight majority of Australians feel they can be more productive from home. That leaves a great many who have their doubts. Nonetheless, it’s critical for everyone to maintain good work performance during periods of social isolation. Confidence goes up when managers establish clear goals and expectations around performance, from time measurement to project outcomes. Extra care should be taken to ensure that 1) workers have the right tools, 2) technology is properly leveraged, and 3) data is well-protected. Staying connected is another vital part of team performance. Teams should develop and follow specific plans around sharing information, working collaboratively, and staying professionally motivated in isolation with their families. Going the extra mile with a unified communication strategy, in addition to promoting a digital company culture (e.g. virtual water coolers and casual digital interactions), will have a positive impact. How to manage from a distance Trust will be a key differentiator between companies who perform well during periods of social isolation and those who fall behind. Managers should display confidence in their people and trust them to deliver the goods. If the right people were hired in the first place, and if expectations around remote work are clear, good outcomes will follow. Give employees the benefit of the doubt, and don’t sweat the small stuff. If performance lags, the issue may be deeper than the current circumstances. Managing a remote workforce might have become a social requirement, but it’s also an opportunity to see the strengths and weaknesses of your team in a different light. Facilitating a spirit of collaboration is another key for managers. The need for effective leadership is just as strong in periods of social isolation as it will be when your team returns to the office. This means being available for team members via phone or internet, utilising technology to make sure everyone is involved, and following through on regular meetups. It means communicating visibly across the organisation, and finding creative ways to manage conflicts. How to work effectively from home A common complaint around remote work is that people feel restless, or they can’t concentrate, or they go stir-crazy. When the novelty of working from home wears off, the blurring of lines between personal and professional life can be a challenge for some people; but there are simple ways to mitigate these problems. Create a calm and dedicated workplace away from the family hustle and bustle Stick to a schedule, maximise your time, and plan ahead Dress for work every day to keep yourself in a professional frame of mind Engage with colleagues personally every day to help reduce the sense of isolation Take the initiative, be a self-starter, and pursue great outcomes A hidden opportunity Coronavirus may end up making us – at least temporarily – far more isolated than we’ve ever been in our professional lives to date. This comes with challenges, but it’s also a hidden opportunity to create a digital work environment that is engaging, collaborative, and driven by human connection. We can experiment with innovative new tools. We can establish important new skills. We can leverage the digital world to improve our work cultures. Whatever lies beyond the disruptions of coronavirus, the necessity to build a cohesive remote workforce can genuinely make our organisations better suited to the digital age. ### Responding to change - What opportunities does the crisis offer managers? The coronavirus is keeping the German economy in a stranglehold, but in addition to many losses, it also offers new opportunities. Many companies had to stop or at least reduce their production because of the coronavirus. Some products are currently not in demand and others - such as protective equipment and disinfectants - are no longer available on the market because production capacities are unable to cover the huge demand. Some companies have switched their production at short notice to goods that are virtually non-industrial for them, thereby supporting the acute demand for products that are in high demand and in some cases urgently needed. The automotive supplier ZF Friedrichshafen on Lake Constance has been producing breathing masks in China since the beginning of March. This does not primarily serve external demand, but primarily because in the Chinese plants with government regulations, workers have not been allowed to work without face masks since the outbreak of the corona crisis. Italian car company Fiat Chrysler currently plans to produce more than one million masks a month. In addition to respirator masks, disinfectants are also urgently needed goods. Some alcohol manufacturers are providing agile support here, such as the companies Jägermeister or Berentzen. This change in production is not the core business of these companies, but at the same time it shows that it is possible to produce articles that are not part of production or at least to expand the depth of production. Restaurant operators have switched to 'to-go' to keep themselves afloat. Book and toy shops run their business online. Need or virtue? Both: The business models are being revised and partly restructured. The current situation worldwide can clearly be described as very diffuse, sometimes even chaotic: Nobody knows when or how things will continue. But nevertheless, those involved should remain level-headed, plan with the currently known circumstances and look ahead. Of course, managers must not make promises to their employees, customers or creditors that they ultimately cannot keep. But good managers should be able to focus their attention - both internally and externally - on both the present and the future. First of all, it is advisable to carry out a kind of inventory and analyse what resources are available. Based on the questions: What skills, networks, resources distinguish us, what else can we do to act in the market at short notice. Are there any restrictions in the current situation? If, for example, it is currently not permitted to enter the company premises for quarantine reasons, but remote access to IT resources is available, operations can be kept running, for example, via an IT partner network and its resources. The second question, which is crucial in the long term, is: What are the company's strengths and potential? What are the potential fields of action for future business. Do employees have creative ideas for new opportunities in the market? This is where visions that were previously taboo must be realized. Can the company completely reorient itself? Automobile manufacturers have already thought about the fact that the old core competence - manufacturing vehicles - will be transformed into the competence of making transport possible. With digital networking, the provision of platforms and cooperation with other service providers. Can banks combine their business models in such a way that they both offer digital services and once again attach great importance to personal advice? Are services also possible remotely and require infrastructure? The models currently still in existence must be questioned. Yes, here, too, the question of necessary disruption arises - caused by viral factors. Consistent change in business, vision forward. But without completely neglecting the core competencies. The time is now - unintentionally - there to critically question business models. On the personnel strategy side, too, companies are faced with the question of which paths they want to take after the Corona period in order to be well equipped in terms of personnel. Joy and sorrow sometimes lie close together: the current situation on the labour market can result in the acquisition of missing personnel data that would otherwise not have been available. But also existing, good employees can be bound to the company in the long term through concrete action if the right signals and measures are taken now. Employees need security now and opportunities for the future. If there are clear regulations to secure jobs and the location, but at the same time flexibility is granted to meet the current needs of the employees, they are usually loyal and grateful. Conclusion: At present, companies and management should systematically examine what conditions they have in place and what additional resources may be needed to be prepared and to implement change as an opportunity with new strategies. ### What’s the Key to Effective Management During COVID-19? The coronavirus outbreak has sparked a huge conversation around leadership. Government agencies are a focal point – but leadership is being tested at every level, in every organisation, from small businesses to global corporations. Many teams have been forced to suspend operations, and many of those who continue to operate have been decentralised. As employees adapt to new ways of working, anxieties around the long-term health of the organisation (and the state of the world in general) can negatively affect morale and performance. Managers don’t have all the answers – but they do have a chance demonstrate capable leadership. The best place to start – the foundation of a good crisis-management strategy – is open, clear, honest communication. Employees need to believe that the organisation is fit to navigate the crisis. To that end, here are seven steps managers can take to strengthen their communication efforts during COVID-19. 1. Strengthen your voice by leaning on experts Any effective crisis strategy begins by separating charged emotions from facts and data. Everyone has their own ideas around the crisis, and these ideas are often fuelled by 24-hour news coverage and the onslaught of social media. Instead of playing into the hype, managers should aim for a calming, unifying tone that instils optimism and level-headed determination. 2. Show that your business is prepared Even if your business continuity plan isn’t a blueprint for dealing with the current crisis, it must contain elements that do apply. By highlighting relevant sections of an existing plan, and communicating this information to your employees, you can support the psychological and emotional needs of the organisation: It demonstrates forethought, competence, and continuity during a chaotic moment It shows concern for the well-being of your workplace and your community It reduces the need for leaders to speak and act extemporaneously 3. Build community in the workplace Building a strong sense of community is an important driver of mental wellness and organisational success – but for now, our everyday experience of work has changed. If we’re going to build community during coronavirus, we have to get creative in the digital world. Our communications should lean on facts and preparedness plans, yes – but we should also acknowledge the human toll a crisis. Three suggestions: Issue a morning message from the CEO Establish times when employees can virtually convene Highlight existing resources and remind employees to support one another 4. Solicit feedback How can employees be productive if they don’t feel secure at work and at home? Even though the company can’t address all of the human challenges its employees are facing, its managers can and should be carefully tuned into those challenges. Maintaining a compassionate mindset toward the workforce – even if this can only be shown in subtle ways – will help create stability from within, where it counts. 5. Bend (or change) the rules The impulse to charge relentlessly forward – to follow the rules without making exceptions – is not always going to serve managers well during COVID-19. It might make sense to bend or change established rules for a number of reasons (e.g. to address tangible health requirements, or show support for people’s emotional needs). To lead effectively during this crisis is to show your willingness to work with people. Be an advocate for your team – they will remember it long after the crisis has ended. 6. Be transparent about your decisions Now more than ever, trust is an important currency. In order to build it, managers need to show direct examples of managerial competence. The best way to do this? Document your decision-making. Ask people in your organisation to be ambassadors by channelling information upstream and down. Be prepared to answer questions and explain your choices. If we take a “wizard behind the curtain” approach in the age of coronavirus, trust will start to erode and performance will suffer. 7. Emphasise passion over persuasion Keep in mind that employees are human beings – outside of work, they have families and lives that are deeply important to them. By showing empathy and dedication to the whole person, managers can improve solidarity and optimism in the workforce. Good leadership – especially during a crisis – is not one-dimensional. What managers do today will have far-reaching effects It doesn’t matter if you’re the manager of a small company or the CEO of a multi-national corporation: What you do in the early phases of COVID-19 will have ripple effects that outlast the virus itself. Your employees, customers, partners, regulators, and community are waiting for great leadership. If you lead with equal parts humanity and technical skill – and with a strong commitment to communication – you will deliver where it counts. ### 5 Ways to Keep Your Team Strong in a Crisis Is your default leadership style on steroids right now? That’s what happens in a crisis – signature responses go into overdrive. However, if you let this continue, you do so at your peril. Like opportunistic teenagers home alone and unaware of the risks, now is party time for your unchecked blind spots to wreak havoc. Do not to let this pandemic become the perfect breeding ground for collateral damage. Your team needs you more than ever. Take Off Your Leadership Mask Yes, you must convey a vision and drive for results. Yes, you must cultivate collaboration and demystify the data. But first, meet people where they are. Otherwise, you risk coming across as cold, detached and out of touch. Be transparent. Name the problems and issues quickly. Ask your team, “What’s on your mind right now? What is important to you? Do you have what you need, and how can I help? How are things with you and your loved ones?” Now is also the time to expressly debunk the myth that a leader needs to have all the right answers. Sometimes, the best answer is the most honest one, “I don’t know right now. When I do, you will know too.” The more you model authentic connection, the more your teams will pass it on to their own people. Show Trust In Your Team Sure, you trust your people. But how do they experience this? Unless you are intentionally conveying trust-based behaviours in the everyday, you are simply leaving to chance the most important foundation block for team success. Patrick Lencioni, author of “Five Dysfunctions of a Team”, urges, “Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.” Go first. Be vulnerable. Talk about your concerns and loved ones. Ask your people what they need to bring their best to this situation. This may mean the parents in your team mixing up their hours to fit around home schooling, or the morning lark starting early and finishing early. Actively seek out ways to let your team know that you have their best interests at heart. Don’t leave trust to chance. Share Common Goals Add a dispersed focus to a dispersed team and you’ll soon find yourself expending all the energy it takes to herd cats. First, align on common objectives to maintain a sense of purpose and direction. What are your team’s priorities in this new normal? Second, assuage that sense of overwhelm and anxiety by breaking down targets into bitesize pieces. Bain & Co recommend daily five-minute meetings to review short-term priorities, track progress and triage critical issues. “Getting the team together in this way helps us focus on the metrics that matter… and helps us know where we should focus our energy.” Third, keep sight of the bigger picture. Schedule a weekly meeting to focus exclusively on your team’s forward-looking thoughts. Ask, “What can we not afford to lose sight of? Is there anything that we have not yet considered that could be critical?” Inject Fun Every elite athlete knows the importance of recovery time after a workout. To get the best out of your team, spend some fun down time together each week. The only rule is that you cannot talk about work! Teams around the world are posting on social media their meeting ideas: coffee with pets, Friday happy hour, mad hatter breakfast. What’s yours to be? Take Care of Yourself Look after your greatest asset – you. You may be grappling with remote working, crunching numbers for the hundredth time, and the children think that because you’re home, it must be time to bake a cake together. It’s exhausting. In “The Seven Habits of Highly Effective People”, Covey instructs readers to “sharpen the saw”. This means keep yourself fresh so that you are able to do everything else. Go for a power walk, be present with your loved ones, zone out with a video. What is it that you need to do for yourself? Covid-19 presents an unprecedented challenge for leaders globally. By taking off your leadership mask, showing trust in your team, sharing common goals, injecting fun and taking care of yourself, you and your teams will not only survive this current crisis but emerge all the stronger for it. ### How Leaders Can Keep Remote Workers Happy, Motivated & Productive Research suggests that by 2025, an estimated 70% of the workforce will be working remotely for at least five days a month. Furthermore, more than two-thirds of businesses are planning to permanently move employees to remote work. While remote working has been practical for safety during the COVID pandemic, businesses and employees have quickly seen the benefits of remote working. For businesses, one of the biggest benefits is productivity. 94% of employers believe that remote working provides the same or higher levels of productivity. In the US alone, remote working can save over $4.5 trillion per year. This is thanks to the agility, flexibility and productivity that remote working can bring. Furthermore, 85% of businesses confirm that greater location flexibility can increase productivity. For many employees, remote working is quickly becoming non-negotiable. 76% of workers believe they would be more loyal to employers with flexible working options, and 61% of employees have even left a job due to their lack of work flexibility. So, with remote working becoming essential, leaders need to understand how to navigate a remote working future. While remote working can offer significant benefits, for leaders, it can be a challenge to manage a remote team. So, what can leaders do to manage a remote team and keep them happy, healthy and productive?     *Article edited June 2021 with updated data. ### Preparing Your Business For Post-Lockdown Success For many countries, businesses and organisations, the last few weeks have been about coming to terms with such an unprecedented time. This includes addressing the immediate concerns, ensuring staff and customers receive the correct communication about the business and putting the necessary safety measures in place. Now, after a period of lockdown, governments are beginning to consider the lockdown exit strategy. Consequently, businesses should be doing the same and working out how to come out of the other side of this outbreak stronger, more agile and ready to take their team, customers and business forward. So, how can businesses use this time now to prepare for a post-lockdown success? How To Create Your Post-Lockdown Strategy – The Five R’s Of Success Reflect In all the commotion of lockdown, it was likely that you had to make quick-thinking (and possibly, rash) decisions. While it was essential to work fast, there may have been aspects that, with hindsight, could have been handled differently. Now is a great time to pause for reflection on your actions and work out what went well and shows your business strengths, and where there are areas of improvement. It may be useful for you to instruct a focus group, or send out a survey for this reflection so that you can assess the opinions and ideas of people from all areas of your business – from shop floor to high management.   Resolve There may be immediate challenges that your business needs to face before you begin working on business improvement activities. It is crucial to touch base with your employees, suppliers, contractors and customers and determine if there are any immediate issues that you need to address. Unfortunately, the outbreak and economic downturn may mean you have had to let staff go, and there may be areas of your business and responsibilities that now need assigning to other members of your team. Similarly, your suppliers may have struggled or possibly collapsed with the economic downturn. It is vital to thoroughly review your supply chain network and ensure everything can run as it should when you’re back to operating at full capacity. While focusing on resolutions, prioritise the key aspects of making sure your business will be ready to get back to work immediately when it is safe to do so. Prepare your back-up plan (such as alternative suppliers, temporary workers and hiring strategies) so that there will be no hitches to get in your way. Reach Out Communication is essential during this time. With so many people in isolation, us naturally sociable humans are craving interaction. Your business has this prime opportunity to reach out to your customers and strengthen relationships in a way you haven’t been able to do before. Depending on your business and approach, there are lots of ways to drive communication and engagement with your brand. From hosting free webinars, to developing Q&A sessions with influential people in your industry to simply sharing business news. There are lots of ways that you can help your customers to connect with the brand on a deeper level. More people are online and using social media than ever before. For example, Facebook usage is up 50%. So, make sure you’re where your customers are, so you can expand your reach and grow your audience and sales funnel. Giveaways and competitions cost very little but can have a significant impact on engagement. Be creative and inventive to use this time to grow your followers. Many businesses have switched their services during lockdown to being one of help and support for those in need. From donating to charity, to free tools and resources, such as free trials of software and developing products to help key workers. While these may not be revenue-generating activities, they are increasing brand awareness and improving brand perception, which can pay off hugely in the future. Remember, how you interact with consumers now may shape how they feel about your business in the future.     Revenue One positive of this outbreak is that it has led many businesses to diversify their offering to create sustainable revenue streams. For example, businesses in the FMCG sector are seeing their trade soar. While also selling well in supermarkets, many FMCG businesses have diversified due to consumer demand to sell directly through e-commerce channels. For FMCG businesses, the demand is instant, and the response time needs to be fast. This is why many firms have adapted their supply chain and business strategy to focus on being closer to the customer. As well as FMCG, many other businesses are finding new revenue streams through online offerings. For example, training providers are moving their courses to virtual classes and e-learning, gyms are offering online classes using video platforms and social media platforms, coaches and consultants are working virtually. With the lockdown exposing customer demands, businesses that can adapt to these new, innovative revenue streams will be agile and in a better place than companies that have downed tools completely.     Reimagine And Redefine This outbreak has been a huge wake-up call for businesses who may not have responded in the best way possible. Now is the time that organisations can ensure they get back on the right trajectory by redefining the business and perhaps incorporating aspects that have been neglected, such as online offerings. While we all hope that the Coronavirus outbreak soon passes, it is expected that the pandemic has redefined a new normal, at least for the foreseeable. Businesses must make sure their objectives and plans align with this new normal. Aspects to consider include virtual services, safer business practices and a more personalised and sociable service – such as fulfilling the requirement of interaction which has been an apparent consumer demand during the lockdown. One key takeaway has been the critical importance of being agile, flexible and fast thinking. If this hasn’t been the case for your business, how can you reimagine your business processes so that you’re ready for any shift or hurdle that may come your way? ### Will logistics companies restructure? Corona breaks the "just-in-time" mantra that prevails in the logistics industry. Presumably, after the crisis, there will be a growing focus on building larger and more market-oriented warehouses. "Just-in-time": This is the mantra that has shaped the logistics industry for decades. The aim is to minimise stocks at the processing site by delivering goods that are accurate in time and quantity. In order to save storage costs, fast and direct supply chains are increasingly being used. Safety buffers are hardly available. This type of logistics system requires a smooth flow of goods and is therefore extremely susceptible to disruptions, for example due to environmental influences or traffic congestion. If the supply chain is interrupted by production downtimes or the like, just-in-time is no longer possible because the limited quantity of goods in the warehouse is quickly used up. It is not surprising that the current corona crisis is leading to considerable disruptions in this finely timed system in some places. Instead, the current situation shows us the importance of a functioning supply chain and how crisis-prone the logistics sector is at the same time.   Ensuring basic supply through greater storage capacities and higher delivery density Miles and miles of traffic jams caused by border controls and closures, the absence of employees who have to go into quarantine or look after their children at home, and a major change in consumer behaviour - all factors that logistics companies are currently facing. While business in some sectors, such as industry and retail, has come to a complete standstill in some cases, food markets have been experiencing a rush since mid-March, the kind of rush previously seen only before seasonal holidays such as Christmas and Easter. In order to ensure the basic supply of the population with food, drugstore and hygiene products, medicines, fuel and everyday necessities during the crisis, freight forwarders and transport companies have already increased their loading capacity and delivery density. The Federal Government has also relaxed the ban on Sunday driving for trucks. In order to be able to increase stocks during the crisis, new storage facilities and logistics areas are being sought in the short term, especially in conurbations.   Expansion of production capacities at the multi-logistics level As already reported in our last article of the series Game Changer Corona Crisis, due to the current output restrictions and contact blocks, more orders are being placed online. Amazon is the main beneficiary of the crisis. The US company announced in March that it would be creating 100,000 full- and part-time jobs in logistics centres and the delivery network in the USA. According to the online retailer, 350 new jobs will be created in Germany. But the e-commerce industry is also experiencing difficulties and interruptions in the supply chain because transport and parcel delivery services are overloaded due to high demand or goods are stuck abroad. Although production in China is gradually picking up speed again, the supply of goods is still stagnating due to the rampant virus. Even before the Covid 19 outbreak, it could be observed that production is gradually being shifted back from China to Europe. This relocation close to the sales market is also known as "nearshoring". When the crisis is over, there will probably be a shift towards building up production capacities increasingly on a multi-logistics level.   Higher inventory levels for greater crisis resistance The current situation could have a long-term impact on processes in the logistics industry and lead to a rethink: away from "just-in-time" and towards larger safety stocks in order to be better prepared for future crises. There will also be a stronger trend towards warehouses close to sales and a general shortening of delivery routes. In this way, the availability of the required goods can also be ensured in the event of a crisis. "If you have a sufficiently large stock, you can make use of it and do not immediately fall into the production hole because assured quantities do not come regularly and as agreed," explained Carsten Knauer from the Federal Association of Materials Management, Purchasing and Logistics to Mitteldeutscher Rundfunk. Corona puts existing structures and processes in logistics to the test and leads to them being rethought. ### Internal IT teams, Leadership & the Impact of COVID-19 Our daily lives have been overturned by the COVID-19 pandemic, and this includes the way we do business. Internal IT teams are working around the clock to ensure companies can keep going, particularly in their efforts to support their remote workforces. This poses many challenges, and demand for strong leadership has never been higher. For many organisations, there is nothing new about managing a remote workforce, and the necessary security and productivity tools are already in place to support remote teams. But the effect of COVID-19 has been to create broader groups that lack the experience of remote working and are ill-equipped with the necessary security tools needed to protect company data. How IT teams are coping with the crisis Fortunately, such technology is readily available. A decade ago, this wasn’t the case. We would have been looking at a potential disaster, but even today, there are challenges. To minimise the impact on business, we must get things right. Here are some of the ways internal IT departments are helping out. Few people had adequate time and resource to set up and test their remote working system properly; we all had to do so in a hurry. To make sure that people can continue to do their jobs and to maintain a secure working environment the first step was to check that all who need them have all the essential elements including laptops, log in details, adequate broadband, and headsets. It is also crucial to ensure that the home working environment is sufficient. For instance, is the home Wi-Fi system suitable and sufficiently secure? In many areas of the country, broadband services degrade during the day when most people are using them. Perhaps it is necessary to upgrade to a higher service level. Most businesses will require employees to connect to a company VPN, so employees need to know how to do so. While this is all fairly basic, any failures could jeopardise both productivity and security. Ongoing support Employees are likely to need ongoing support, especially for those inevitable times when things go wrong. Employees must be still able to contact IT when this happens. Good and efficient communications are essential. Teams that usually interact face-to-face will need to use various communication tools to stay in touch. Online chats, video chats, and frequent phone calls are all ways to stay connected and to avoid feeling isolated at home. Not only do these boost productivity, but they are also great for morale too. Although the IT team must keep things running smoothly, it is also essential to avoid burning out these support teams. Sharing solutions and quick fixes for everyday problems can do much to take some of the pressure of IT. Everybody should be aware of the need to back up data safely and securely and for IT to ensure they do so. Automatic backup systems can do much to avert potential problems of data loss. Getting into a routine Once all employees are up and running, and fundamental issues have been ironed out, it is essential to establish reliable methods for continuing business as usual. Again strong leadership is necessary. Currently, the situation is open-ended; nobody knows how long the lockdown will last and how it will be lifted in the future. While there is every likelihood that lockdown will be eased gradually through several phases, for some sectors and employees, the lockdown could be prolonged, possibly until a vaccine is developed. In reality, timelines are complete unknowns. The longer it does go on, the more long term problems are likely to emerge. For instance, paying suppliers could become an issue as could dealing with specific financial milestones such as the end of fiscal quarters and years. For many organisations, there are unlikely to be existing mechanisms for doing this remotely, and new measures will be needed. IT and other departments need to be aware of such challenges well before they become a severe issue and ensure the necessary tools and protocols in place. Until regular service is restored, businesses and employees will be under potential security threats. IT must stay on top of this, and all employees should be well versed in how to handle exploits such as phishing attacks. Advanced threat detection tools, spam filters and antivirus software should be used to identify and isolate malware, viruses and other attacks. Remote network monitoring should be used by IT to gain full visibility of remote workers’ systems. Potential downtimes must be managed to minimise potential disruption should things go badly wrong. A thoroughly tested disaster recovery processes must be in place. There is always the danger of many employees becoming too ill to work; of running out of supplies; and the loss of critical suppliers and customers. Perhaps it is appropriate to minimise business dependencies and to develop contingency plans in advance. The need for strong leadership As we said before, strong leadership is essential. We will need to do more with a smaller resource than we had before. Globally our infrastructures are under more stress than ever, certainly since the last World War. Business leaders need to be resilient and adaptable. It is time for imagination and initiative. While some businesses will fail, others are likely to thrive. Those individuals and organisations who live up to challenge will have an exciting future. ### Exit Strategy after the lockdown - What might be a possible strategy in the software industry? The Corona crisis is a global challenge whose further development or even end is not foreseeable, but with the end of the lockdown a new phase towards a new 'normality' is starting. When and at what speed the economy will recover is difficult to predict for all industries. This applies all the more to companies in the technology sector, as many of them are internationally oriented. Accordingly, both medical and economic developments abroad have a direct influence on German companies or on the German branches of international companies. After the first wave of the crisis, when the rapid spread of the virus overtook many companies, a second wave will now follow in the coming weeks. Here it is up to the management and the executives to lead companies through the crisis with pragmatism, sensitivity and creativity before the new 'normality' is established. In the interaction with customers, creative approaches are required that make it possible to implement projects in a time of great uncertainty. When dealing with employees, managers must "keep their nerve" and not pass on the pressure they feel to the teams unfiltered and unconstructively. "Most companies plan at short intervals - usually monthly - and have several plans: worst case, most probable, best case." Explains Dr. Monika Becker, Business Unit Director for Software at Hager Unternehmensberatung and Sector Head IT & Digitalisation at Horton International. "In the long term, most companies in the software industry expect the Corona crisis to have a strengthening effect on digitisation. Companies are now realising if they have not done their "homework" with regard to continuous digital processes and process automation and will push these issues with even higher priority". The Corona crisis has made the importance of digital technologies very clear to everyone. This phase should be seen as a wake-up call across the board to push the issue of digitisation more strongly. Not only cutting costs - entrepreneurial courage is also required Sales and margins are collapsing and cost pressure is increasing. This is precisely because emergency measures are often more cost-intensive than in normal cases. Nevertheless, if possible, companies should not sacrifice their future strategies for acute cost-saving measures and should act with foresight for the phase when the corona effect weakens. They should continue to push ahead with their business strategies. This applies in particular to recruiting in Germany. The long notice periods make a hiring freeze in Germany particularly painful. Because it will take a long time after the end of the hiring freeze before a company has the employees it needs on board. There are many indications that the DACH region could cope with the Corona crisis better than other regions, so that investments here appear to make particular sense. Conclusion: The Corona cut came very suddenly for many companies. The next phase, the management of the crisis, should be directed forward despite all the imponderables. Those who cut back their future-oriented corporate strategy for the post-Corona phase may give up a competitive advantage or lose out to companies that are able to move forward even during the crisis. This medium-term risk must not be lost sight of under current pressure to cut costs. This is particularly true in Germany, where many things - such as bringing new employees on board - can only be implemented with a certain latency. ### Why Communication Is Critical In A Crisis Getting communication right within a company is a challenge at the best of times. During a crisis, it not only becomes more difficult, but it’s also much more essential to get it right. When only 13% of employees believe that their leaders communicate effectively, it can be an uphill struggle. Communication during this pandemic is vitally important. It doesn’t matter if your business has been able to keep working or not. You need to be communicating clearly and regularly with both your staff and your clients. Getting it right can empower your teams to keep striving forward and coming out of the crisis stronger. It can even be an opportunity to strengthen your client relationships. However, getting it wrong can alienate your clients and your workforce. When it comes to crisis communication, you need to reach out to all of your key stakeholders. This means you need to have a focus on both internal and external messaging. Internal Communication The employees of your company are the single most significant factor in deciding how you bounce back from this crisis. By communicating with them effectively, you can build their loyalty. This is a chance to build trust in your leadership structures. Give your managers the tools they need to inform and support their teams. How you handle this situation will colour your staff’s morale and opinions for a long time. External Communication You need to have a plan for external communications. Your messaging needs to reach all of your stakeholders. It needs to be consistent and in tune with the situation. Times will be worrying for you and your customers. Open and honest communication can build trust and loyalty. You will need that once we get to the other side of this. Most companies have a crisis communication plan. However, it may not be fit for purpose, given the long term nature of this situation. It would be prudent to review your communication plan and ensure that everyone is aware of it. Getting the tone right can increase business. So make sure you follow your brand style. Can you be fun or playful? Do you need to maintain a serious and professional tone? Examples of this are how the American Red Cross responded to an accidental tweet by their social media manager. The account holder posted about picking up another four-pack of beer on the official account. The tweet was deleted and replaced with an assurance that the Red Cross was sober. Other brands then encouraged people to use the hashtag #gettngslizzerd to promote donations. This lighthearted reaction to a potential crisis resulted in a surge of funding and a greater awareness of the work the Red Cross does. Good Crisis Communication Excellent communication has a few key features to it. These are no different in times of crisis. Before you starting sending out emails, tweets or Slack messages, make sure your messaging ticks these boxes. Precise Precise language is essential. If your message is unclear or fuzzy in any way, it will lead to questions and concerns. You need to be specific when you can. Importantly don’t be afraid to identify things that are yet to be decided or are simply unknown. Using precise and clear language will provide certainty and reduce the incidence of misinformation and rumour. Timely It is essential to share information with teams promptly. If there is a time lag in sharing information, your employees will begin to worry. For example, if there are government announcements about the lockdown, plan a meeting/email to your team the next working day to clarify how the decision affects your company. By sharing information quickly, you will make your team feel valued and prevent idle speculation. You will keep your teams focused and productive, and you will build trust and security for your staff. Relevant It can be easy to fall into the trap of trying to over-communicate. But you mustn’t communicate just to be saying something. You need to make sure that everything you say to your team or your clients is on message and relevant to them. In an ideal world, your communication should be as concise as possible. No one wants to wade through an essay to find the point of your message. This is doubly true when people are worried and anxious. Two-Way Effective communication is a two-way exchange. Your employees need to feel heard. And, you need to listen to their worries and concerns to address them. This two-way process is even more critical in times of crisis. With such an unprecedented situation, there is no road map. You need all the information you can get. Issues To Watch For These are not normal times, so there are bound to be some issues. You will need to stay agile and responsive to the situation. However, there are two significant issues that you want to keep an eye on. Handling these things wrong can be enough to sink your ship even in untroubled times. Rumours/Misinformation When you are communicating electronically, there is a lot more scope for rumours to start. Whether it’s over Slack or in an email, a message can be misconstrued. Idle speculation can be taken as concrete fact. It’s a fertile breeding ground for rumour and misinformation. To avoid this, you should make sure to have a forum to stamp out any brewing rumours before they become widespread. Lack Of Empathy Whenever you are communicating, inside or outside of your company, make sure that you start from a place of empathy. Try to put your feelings aside and consider what the person you are communicating with is feeling. There is no doubt that everyone is finding life hard at the moment. However, no matter how bad things are for you, be mindful that others may have it a lot worse. There is a great cautionary tale of this exact thing. In 2010 in the wake of the Deep Water Horizon oil spill, the then CEO of BP gave an interview. He was quoted as saying “We’re sorry for the massive disruption it’s caused to their lives. There’s no one who wants this thing over more than I do. I’d like my life back.”. He was so caught up in how hard it had been for him; he somehow forgot that employees had died in the accident. Two weeks later, he was no longer CEO. Getting It Right For effective crisis communication, always think about how your message will be received and what the recipient needs to know. Be mindful of the situation to get the tone right and always be ready to act fast and be responsive. ### How COVID-19 is Impacting the Retail Industry The almost global shutdown in response to the coronavirus pandemic is impacting the retail industry in ways we could never have imagined. Even before the pandemic, many retailers were under severe pressure, which has meant many businesses in the sector have already or are on the brink of collapse. Furthermore, many thousands of workers are on furlough and dependent on support from their national governments. According to the British Retail Consortium, hundreds of thousands of jobs in the sector are at risk. In the first two weeks of the UK lockdown, retails sales plunged by 27 percent, even though sales surged by 12 percent as shoppers stocked up ahead of restrictions being imposed. Similar pictures are emerging across Europe and in the US. That said, many retailers have used this situation to transform their business, diversify their offerings, differentiated their business model and are now thriving thanks to their quick-thinking and spotting gaps in the market and buying trends. So, with this incredible polarisation, what’s happening across the different retail sectors? Food sector Early in the crisis, supermarket chains across the world experienced a mad rush of panic buying so severe that it created a black market in items such as toilet rolls and hand sanitisers. While shoppers were faced with empty shelves, some supermarkets saw up to a 50 percent uplift in sales. Over the first two weeks in March, however, there was a sudden reversal. While some shortages continue, sales fell over that period by as much as 10 percent compared to the similar pre-Easter period in 2019. To a large extent, this has been exacerbated by social distancing and shoppers switching to local shops to avoid the queues outside supermarkets. Consequently, many independent retailers and local producers have reaped the rewards. Online food sales have also skyrocketed to the extent that it is tough for UK shoppers to book a delivery slot. Many supermarkets prioritise slot availability for elderly and vulnerable customers, though even these prioritised customers find it difficult to secure a slot. Before the pandemic, much of continental Europe was unused to online food shopping. Food markets and stores were preferred. But since coronavirus people have turned in their droves to food shopping online. In France, online orders rose by a third and click-and-collect sales by a quarter. In Italy and Spain, the number of online customers more than doubled.  Similar increases were seen in the US. To cope with the demand, a huge number of employees have been taken on. The major UK supermarkets have between them hired 64,000 extra staff. As a result, this is great news for smaller, independent retailers and increasing employment levels – vital for stimulating the economy. Fashion industry Sadly, many of the headlines indicate that the fashion industry is faring badly; indeed, the coronavirus threatens its future should store closures extend for two months or more. Globally, 2020 fashion sales are likely to fall by 30 to 40 percent with the luxury end being hit the hardest. Two months closure threatens listed fashion companies in the US and Europe with “financial distress”, and stock values are falling faster than the overall stock market. The sector, worth $2.5 trillion, has lost 40 percent of its share value since the start of the year.  Many global fashion businesses are expected to become bankrupt over the next twelve months. The knock-on effect is massive. Globally, around 300 million people work in the sector. Many retail jobs have been lost, and many more are under threat. Orders for new season stock have been cancelled, and garment workers in countries such as India, Bangladesh, Pakistan, Vietnam, Sri Lanka, and Cambodia are out of work threatening the livelihoods of millions of workers. In some cases, fashion warehouses are also overflowing. In the UK alone high street fashion goods valued at £10 billion have piled up as shops are no longer able to accept deliveries through lack of space. That said, some fashion retailers are thriving through their strategic approaches. For example, many fashion houses and designers are better utilising technology to promote their clothing to audiences at home. For example, there has been a growth in clothing videos and 360-degree ‘look books’ so that fashion buyers can fully see and experience a product before buying. This has worked wonders for the designer, Steven Tai, who says that half of the orders placed are due to his new virtual look book. Some fashion retailers have also seen a sales boom as they promote comfy loungewear and sports clothing over ‘going out’ garments. For example, online retailer Boohoo has reported a significant sales growth with buyers opting for ‘Zoom-ready’ smart tops and relaxed homewear. Fashion supply chains are also diversifying and improving by digitising their software to create responsive production that is based on demand and supply. There is also a rise in made-to-order fashion which is enticing to fashion brands, especially as made-to-order items see a much lower return rate from consumers. Typically, the return rate can be between 5-7% - this is especially enticing to brands that struggle with the expenses of reverse logistics. eCommerce Unsurprisingly, global eCommerce sales are being driven by the closure of physical retail outlets for goods, services and entertainment. Many millions of people are now regularly shopping online. While online fashion sales have seen a small decline, during March transactions volumes grew on average by 74 percent with areas such as online gaming, home products and furnishing almost doubling and gardening essentials increasing by over 160 percent. For retailers who are able to move and market their business online, now has been a time to maximise sales. Retailers are innovating to help customers through the crisis Many retailers worldwide are coming up with innovative solutions to help their customers survive and cope with the crisis. Just some examples include: Repurposing manufacturing facilities to produce health products - Perfume manufacturers, breweries, distilleries, and fashion houses are repurposing their production lines to manufacture desperately needed personal protective equipment products such as hand sanitisers and face masks. In many instances, these are being provided free of charge. Special help for vulnerable people – Supermarkets are providing priority store access and online shopping priority delivery slots for elderly and vulnerable shoppers. Several supermarkets are providing “essential” food boxes to people who are unable to reserve delivery slots. They are also donating unprecedented amounts of goods to food banks. Social distancing delivery methods – food and other deliveries are now left at people’s front doors rather than handed over in person. Community building – many retailers are encouraging their customers to engage with each other in quizzes, exercise routines, virtual meetings with celebrities, cooking classes, book groups and more. Some leading retailers have set up drive-through COVID-19 test centres for health workers, and others are donating significant sums to charities that are helping people affected by the crisis. The future Eventually, the world will return to normal, or something approximating to normal. Our behaviours will revert gradually to how they were before the virus struck. We will visit pubs, eat in restaurants, attend events, and go shopping on what remains of the high street. But it won’t be precisely the same. Many people previously unaccustomed to digital sales will have discovered they prefer that way of shopping and will continue to shop online. Other shoppers, however, will fully embrace the chance to revisit the shops. For example, many shoppers will want to continue supporting the local, independent retailers who came through during lockdown when supermarkets struggled. As always, competition amongst retailers will be fierce, as they vie to retain old and attract new customers. Even those that weather the COVID-19 storm might not survive its aftermath without adapting their strategy. Some will continue, and others will disappear. We will see the more creative retail businesses introduce innovations and digitisations that boost their brands and drive sales. Consequently, there will be a significant demand for talented staff who can help lead the sector through its resurgence and carve out the new path for the future of the business. ### Making Mental Health And Wellbeing A Focus In the aftermath of the pandemic and with further global upheaval and a significant rise in the cost of living; mental health has been catapulted to the forefront of corporate priorities, compelling employers to reassess their approach to employee wellbeing. Previously viewed as optional luxuries, programmes designed to support mental health and overall wellbeing are now recognised as essential. This shift is driven by increasing levels of stress and pressure from multiple sources, pressing organisations to act not just out of moral obligation but also out of operational necessity. As businesses adapt to this new reality, the investment in comprehensive mental health initiatives is becoming indispensable for maintaining a healthy, productive workforce. The Rising Tide of Mental Health Concerns The incidence of people with mental health concerns has been steadily increasing for years. Some of this is to do with improving reporting rates, but that is certainly not enough to explain away the increases found here in the UK. Recent research has shown that there is more than a coincidental link between depression and the cost of living. A survey carried out by the Office for National Statistics during September and October 2022 found that: Around 1 in 6 (16%) adults experienced moderate to severe depressive symptoms; this is similar to rates found in summer 2021 (17%), however higher than pre-pandemic levels (10%).   When comparing within population groups, prevalence of moderate to severe depressive symptoms was higher among adults who were economically inactive because of long-term sickness (59%), unpaid carers for 35 or more hours a week (37%), disabled adults (35%), adults in the most deprived areas of England (25%), young adults aged 16 to 29 years (28%) and women (19%).   Around 1 in 4 (24%) of those who reported difficulty paying their energy bills experienced moderate to severe depressive symptoms, which is nearly three times higher than those who found it easy to pay their energy bills (9%).   Around 1 in 4 (27%) adults who reported difficulty in affording their rent or mortgage payments had moderate to severe depressive symptoms; this is around two times higher compared with those who reported that it was easy (15%)   Nearly a third (32%) of those experiencing moderate to severe depressive symptoms reported that they had to borrow more money or use more credit than usual in the last month compared with a year ago; this is higher compared with around 1 in 6 (18%) of those with no or mild depressive symptoms.   Mental health issues are consistently more pronounced among women, young adults and those with preschool-aged children at home, with one in three women experiencing severe mental health concerns. Globally, two-thirds of women report extreme stress levels, highlighting an urgent need for intervention.   Mental health concerns are also increasingly affecting children. A 2023 survey of children and young people’s mental health found that 20% of children aged 8 to 16 had a probable mental disorder in 2023, up from 12% in 2017. Among those aged 17 to 19, 10% had a probable mental disorder in 2017, rising to 23% in 2023.   The Corporate Disconnect Despite clear evidence of growing mental health issues, there is a notable disconnect in workplace priorities. Employees often rank improving wellbeing as a top priority, yet management frequently places it near the bottom of their agenda. Only 15% consider employee wellbeing a priority. HR managers are a little more on the ball, but only 20% believe it’s a priority. If companies want to continue getting the most out of their employees while preventing burnout on a large scale, these attitudes need to change. Changing Corporate Attitudes In an interview with Horton International in the aftermath of the pandemic, Dr Santrupt Misra, shared his thoughts with us on corporate attitudes towards employee wellness. He told us that there’s always been a normal distribution of approaches. Some are proactive and getting ahead in terms of employee wellness and others are doing very little and not caring. Then, of course, there’s a large number in the middle. Now there appears to be a shift. Both companies in the middle and the proactive group are doing more for employee wellness. Dr Santrupt Misra described the growth in awareness, willingness to invest and willingness to experiment with new offerings and services. This change in attitude appears to be happening across the globe in all sorts of businesses. There is a trend of employees leading and companies providing support. What Getting It Right Looks Like Employee Assistance Programmes (EAPs) These are not a new idea. In 2020, Gallup spoke to over 200 CHROs (Chief Human Resource Officers) from large organisations about their mental health and wellbeing approach. Four years on and organisations are increasingly recognising the importance of robust mental health programmes. Companies like Accenture have led the way with their own Employee Assistance Programmes (EAPs) focused on improving various aspects of employee wellbeing, including mental health. These programmes are complemented by initiatives to improve nutrition, hydration, digestion and sleep. Their extensive EAP programmes built around these pillars have given them a world-renowned culture of employee wellbeing. Take The Pulse of Your Company There is nothing more effective than asking your employees how they’re doing. Intermittent touchstone surveys were identified by the CHROs as an effective tool to identify teams where there may be wellbeing concerns. With this information, you can act before problems become unmanageable. Train Your Managers Managers are the first port of call for most employees who are struggling. This means that your managers can find themselves having a lot of difficult conversations. Instead of leaving them to deal with it alone, the CHROs advocate for upskilling. Train your managers on how to talk about mental health, how to do a mental health check-in, and allow them to brush up on their soft skills. Don't Forget Your Leadership Team CEOs and senior executives face immense pressure, carrying the weight of entire organisations, which can impact their mental health, yet the resources available to support them are often limited. From onboarding, CEOs and leaders should have access to appropriate support. This may be a coach, mentor or another third-party support system. It may be that a CEO has access to a specific go-to board member of the organisation with regular one-to-ones. As well as this, professional options of mental health support such as psychotherapists should be considered and available as necessary.    Strategies That Work The right strategy for your company may look different from another’s. It’s crucial that whatever you do is designed to work for your employees and your managers. If you don’t get buy-in across the company, it doesn’t matter how amazing the idea is; it will fail. With that in mind, it’s important to have a toolkit of options at your disposal. Starting from an organisational level will allow you to plan your work systems. You can embed wellbeing from the top down. This doesn’t mean it’s done as a dictate to workers, though. For instance, one effective option is to form teams around worker preferences and needs. Smoothly functioning teams can reduce a lot of day-to-day stress for everyone involved. Embedding wellbeing into every aspect of your processes means that workers opting out or slipping through the cracks is less likely. You can add wellbeing and mental health criteria to standard agendas, performance reviews, and reward programmes. Give your teams the freedom to choose the wellbeing practices that work for them. Offering choices is a good start, but try to be open to suggestions as well. An easy way to give your staff agency is to mandate micro-breaks. They can choose how to best use these. At a minimum, step away from their work for a moment and just breathe.   Conclusion: A Call to Action Ultimately, focusing on mental health and wellbeing is not only the right thing to do; it’s also good business. Stressed and unhealthy workers are less productive and cost companies money. Whatever motivates you to improve health and wellbeing, it’s clear that organisations can’t ignore the situation any longer.   ### Exit strategy after the lockdown - What could this look like in the agricultural sector? No industry will have the same orientation after the Corona crisis as before The agricultural industry is currently facing massive challenges. Business models are under threat or have already collapsed in some cases. A lack of harvest workers, the closure of restaurants and catering businesses, resulting in a drop in customers, a considerable decline in the level of value added and the weakening of the international economy. More than half of all short-term losses are caused by declining international demand and supply bottlenecks. The current problems of the agricultural and food industry were initially triggered by a massive supply shock to consumers due to the pandemic. Supply chains - in Europe and worldwide - have been disrupted and therefore fewer goods and agricultural commodities could be traded and sold, which has consequently reduced the supply of goods. The shortage of available labour also reduces production and thus the potential supply. At the same time, however, there are consumer hoarding purchases, which in many countries and regions has led to export restrictions on food and other supply bottlenecks. Meanwhile, many agricultural companies are facing further, massive problems: many large importing countries and regions such as the USA, the EU and also Asia and North Africa have imposed far-reaching quarantine measures. As a result, the economies of these countries are also collapsing - sometimes the entire demand for goods even collapses. What happens in the agricultural industry? Many farms try to keep their cash flow above water by optimizing their cash flow and see this as the only viable way forward. But what comes next? The entrepreneurial view should also be adjusted to the future in order to be able to operate successfully in the post-corona phase. Leaner processes and increased transparency could be a successful measure in the agricultural sector. In addition, the crop protection industry is strongly affected by political regulatory changes and limitations and is therefore rethinking its existing range of products. This leads to stagnating sales and the loss of approvals. As a consequence, there is a decline in the number of suppliers of machinery and thus declining sales figures. This vicious circle is further compounded by the threat of a drought in the third year of the following year, which completely jeopardizes the harvests. This tricky situation calls for an optimisation of business processes. "Lean through digitalisation" can make a not inconsiderable contribution to improving the economic situation in this area. As a result of the influences described above, the willingness of agricultural enterprises to invest in the renewal of machinery has currently fallen sharply, and as a result the entire supply industry is affected to the same extent. "Based on my many years of experience in the agricultural industry, I can only encourage those responsible in this sector to push the issue of digitization further in order to streamline processes and increase transparency". Explains Hans-Gerd Birlenberg, head of the Agribusiness & Distribution business unit at Hager Unternehmensberatung. The agricultural industry should make even greater use of the opportunities offered by digitalisation for its sector than it has done to date. The agricultural sector, which was already one of the pioneers in the use of GPS data, should switch to digital, as should the digital 'Büro Deutschland'. Intelligent new approaches are currently more necessary than ever. Digitisation can provide relaxation and survival in the future in many places. It does not always have to be the expensive agricultural machine that navigates the fields via satellite or applies fertilisers and fungicides. An intelligent farm management system can also do a lot, for example for personnel planning, documentation or even applying for agricultural subsidies. By using such measures, processes can be streamlined, capacities better utilised, resources conserved and ultimately production costs reduced. Those responsible in the agricultural industry should consider this issue for their exit strategies in the corona phase and not be put off by high investment costs or the complexity of the issue. Focus on change in personnel policy An equally important aspect for a forward-looking strategy is the succession of personnel in the management area. When making new appointments at management level, it is advisable to focus on 'change agents' and not on 'keepers'. The agricultural sector is also in a state of upheaval, so managers are needed who support, demand and, at best, even initiate change. "Another focus in the agricultural industry should be to find ways and means to expand the B2C business more strongly. In general, there is a high degree of primary contact in this industry, and this should no longer be the sole focus of attention due to digitalisation". So Birlenberg continues. Especially in the current corona phase, many companies have converted their sales networks. Due to the sometimes limited supply chains, direct sales to the consumer can also be another way of opening up new avenues in the agricultural sector. In addition, the consumer market is often larger and also more varied, which ultimately increases the number of potential customers. In addition, consumers like to know where their food comes from. Therefore, consumer business could be a successful way to open up new sales channels.   Conclusion It is not easy for any industry to define a complete exit strategy, as no one knows what the next step will be. However, one thing is certain, sticking to the tried and tested is not a suitable way to achieve long-term economic success. By driving the digital transformation, farms can operate more effectively, suffer fewer production losses and ultimately become more profitable. In addition, a combination of B2B and B2C can provide an additional mainstay so that agricultural products find their way to consumers even in times of crisis. In the short and medium term, new fields of activity and more complex tasks will also be required in the agricultural industry. Here, in addition to sound specialist knowledge, special skills such as quality management, communication and risk and crisis management will be added to agricultural knowledge. ### Women In Leadership 2021 Key Insights  Job losses during COVID are 1.8 times higher for women   Just 7.4% of Fortune 500 company leaders are female   Greater gender diversity leads to increased business earnings  Despite making up half of the world’s population, the battle for women in leadership roles is still ongoing. There are more women in roles of power today than ever before, and the plight of women in leadership has been moving in the right direction. We are looking into how women handled the Coronavirus pandemic and the struggles of 2020, and what that could mean for women in leadership in 2021.   There are record numbers of women running Fortune 500 companies, yet the total of these women is still only 37. That makes just 7.4% of the people running America’s largest companies female. The Women in the Workplace report for 2020 revealed that for every 100 men that are promoted to management, only 85 women are promoted. So why is progress for women in leadership so slow, and what can be expected for women in positions of power in 2021?  Women In Leadership And The Coronavirus Pandemic  COVID-19 has introduced many new challenges for workplaces, with a large number of workers struggling to work in this new world. Boundaries between work life and home life have been blurred as employees are forced to work from home, and many teams feel a need to be ‘always on’.   Women have been impacted more negatively by the Coronavirus pandemic in terms of work and employment than their male counterparts. It is estimated that job losses for women due to COVID-19 are roughly 1.8 times higher than that of men. One of the reasons behind this discrepancy is that men and women tend to work in varying occupations.   Women are more likely to work within the industries that have been negatively impacted by the pandemic, such as food service, accommodation and retail. During September, 1.1 million people left the workforce, and of this, a huge 865,000 of them were women.   The Coronavirus pandemic has increased the challenges that women in the workplace were already facing. Working women with children were already having to handle a full day at work and hours of childcare and housework. The various supports they had in place to help with this, such as childcare and school, were taken away during the lockdown months of 2020.   A vast amount of the workforce has been forced to work from home and juggle their home life balance, but for women, these struggles were intensified. Because of these challenges, more than 25% of women are contemplating downshifting their careers or altogether leaving the workforce. This is a considerable risk for women in leadership and could undo many years of progress to gender diversity.  The Expectations Of Women In Leadership In 2021  The big question is, how will the struggles of 2020 impact the female representation in leadership roles in the future? Women in senior-level positions are 1.5 times more likely than men to downshift their careers. Nearly three in four of these women say that burnout would be the main reason behind this downshift, and increased caregiving duties play a huge part.   With female-dominated industries being the hardest hit over the last few months, and usual support systems being taken away, it is clear that women in leadership are facing a difficult road to recovery. Despite prior to 2020 there being some excellent steps towards gender equality in positions of power, and more and more companies putting women in leadership roles, it seems the COVID-19 pandemic has forced women to take a step back.   It is difficult to predict how women in leadership will fair in a post-COVID world. Still, those that have exited the labour force this year will most likely be impacted both financially and professionally for the rest of their lives.  Women In Leadership Are More Important Than Ever  Despite the setbacks and challenges that women in management roles have faced this year, having women in power is more important now than ever. In a male-dominated world, many women don’t realise how poised they could be for success in leadership roles. In actual fact, women have many natural traits and qualities that make for great leaders;  Women Value Work-Life Balance  Women are often better able to balance their professional and personal lives, usually because they truly value this balance. There is a greater understanding of the importance of spending enough time and energy at home with family, as well as at work. It can be easier to approach women in leadership with sensitive questions or personal requests because they can be more understanding. It is a natural instinct for women to care about their team and their wellbeing.  Women Have An Impact On The Bottom Line  It isn’t just about how women handle their teams in positions of leadership, but the impact they can have on revenue. A report from McKinsey revealed that senior executive teams with greater gender diversity have increased earnings. In fact, for every 10% increase in gender diversity, earnings rise by roughly 3.5%.  Women Have High Emotional Intelligence  Emotional intelligence is about being able to recognise emotions in others and relate to them. It has recently gained a lot of momentum as being a vital skill for those in leadership positions. Research suggests that emotional intelligence is usually more prevalent in woman, and it can help them to get the best out of their employees.   Putting The Spotlight On Women In Leadership  More needs to be done to help encourage and support women in leadership. It is important that we make changes to the stereotypes that the world has of each gender so that women are given the opportunities to truly thrive in management positions.   While 2020 has been a challenging year for women in leadership, there have been some huge success stories for female leaders. Consequently, in 2021, changes need to be made to continue working towards gender diversity. Companies need to consider women on their skillsets and experience when it comes to senior promotions, and more compassion and understanding needs to be given to women following the Coronavirus pandemic.   Many companies still do not see gender diversity as a priority, and there is still a very persistent gap for women in senior roles. However, with greater engagement and a significant positive impact on the bottom line of the business, promoting women in leadership could set your business up for success in 2021.  ### What Will Remain After Corona? With thanks to Female One Zero for this article featuring Martin Krill, Managing Partner of Horton International Germany.    Crises are known to be accelerators for transformation. A shift that, as Corona showed, will change permanently the working world and can even be good news for many. Here comes the interim balance 1. Came to stay: Home Office For many companies, working from home was already firmly established in daily business before Corona. Others started from scratch and worked flat out on interface solutions. For all of them, however, the surprising outcome was: It really works. And it works better than expected. The American tech giants have completely switched over to ‘remote’. Facebook is sending its people to the home office until the end of the year, Twitter even forever, while Google is introducing a rotation principle for its teams. Martin Krill, Managing Director at Hager Unternehmensberatung, a consultancy that specializes in executive search, underlines: “I can only encourage all companies or managers to continue to support their employees in the home office. Of course, this also includes trust on the part of the employer. But quite honestly, whether my employee is sitting at his desk at 8 a.m. on the dot or starts work later because they do sports before, if they are motivated and successful afterwards, it is a win-win situation. In the end, it’s the results that count – Corona has proven it, home office can bring real benefits to those involved if everyone plays by the rules”. Scientific studies have now also proven the gains. According to organizational researchers at the University of Constance, 45% of employees stated that they were very productive at home. Nicholas Bloom, professor at Stanford University, has found that performance in the home office is actually 13% higher. He sees this as ‘A Future-Looking Technology’ with enormous potential. Not only would employees be able to concentrate better and be less distracted – the fact that they can act in a more self-determined manner and manage their time more autonomously has reduced the layoff rate by 50%. 2. B2B events become more virtual Fly to Cape Town for a conference? To Tokyo for an event? One thing is certain: Corona marks the end of the B2B world as we know it. If you take a closer look, this rupture was already apparent before, the pandemic has merely accelerated these developments. Christian Muche, co-founder and creative mind behind DMEXCO from 2008 to 2018, forecasts: “Of course there will still be in-real-life events, they won’t disappear overnight. But there is a shift towards digital formats, with completely new ways of interacting and specifically exchanging information”. At the same time, digital or hybrid events will have much wider reach. This is also, in the best sense, a democratization, a removal of barriers, a sharing of knowledge and experience. Much of what was previously only accessible to an exclusive circle can now be broadly accessed. Everywhere, at any time. The recent London Fashion Week is a good example of this. For the first time in its history, the shows were streamed in full, accessible to everyone. Bye-bye, Front Row. Martin Krill says: “Currently, in times of Corona, virtual trade fair stands are a successful alternative. But when we go back to ‘normal’, this virtual option can be a very valuable addition to a balanced marketing mix. It should not be forgotten, that an online invitation can achieve a wider reach of potential participants. Of course the direct personal contact, that makes trade fairs interesting, will disappear. It is therefore important not only to focus on personal chemistry – which is not completely lost thanks to virtual tools – but also to focus more on the actual content”. 3. Leadership in both hands What has not been written about leadership, about Agile and New Work. But we can now see how essential this transformation is. When was trust in employees a tougher and more resilient currency than in Corona times? Martin Krill is convinced: “For many companies, Corona has not only proven that home office works, but has also often put managers’ leadership qualities to the test. Remote leadership cannot even be managed in the same way. Trust and letting go are the buzzwords, but there are also many employees who, left alone, are disoriented and need their manager to point a direction. Others, at the same time, are running at full speed remotely, because they enjoy the credit of trust, know their way and want to achieve the best results with new impulses. This requires a good balance and a feeling for individual needs of the employees”. In this context, the two-handed leadership principle “ambidexterity” is very interesting. Originally, from the field of medicine, this term refers to the ability to use the left and right hand equally. In management, it describes a synchronous principle: Expanding and simultaneously developing the core business, daily work on the one hand and innovation projects on the other. Julia Duwe has written a relevant non-fiction book about this: ‘Beidhändige Führung’ (‘Ambidextrous leadership’). This trend will intensify over the coming years. And another component will become more important. Glen Llopis talks in a Forbes article (‘Leadership Will Change Forever After the Coronavirus Pandemic’) about the end of standardization workflows towards personalization. He says that although the latter are more chaotic, simply because they are decentralized and sometimes even separated across time zones, these models have the advantage of being much more resilient. He sees the age of personalization dawning. 4. Two roles, one life: The private becomes public Who remembers the reporter Robert E Kelly, when in the middle of a live interview with ‘BBC World News’ the children burst into the study and were hectically pushed out again by their mother. That was just two years ago. The video went viral back then (Link). Today this sequence would have no news value anymore. In the last months we have seen and experienced so much private insights as in all the years before combined. We know the children, dogs and cats of our colleagues, we have studied their book walls and we know that CEOs of DAX companies wear hoodies at home. Martin Krill explains: “Corona has made us all more human. The view into the ‘home office’ was really very interesting for some of my contacts. But I must also say that it was precisely these impressions that replaced personal exchanges to a certain extent. Those aspects also resonate in a face-to-face meeting. Be it in small talk, when a conversation partner has a family photo on their desk and you make reference to it. Or awards for sporting activities that decorate office walls. All this is virtually replaced exactly by these ‘private attitudes’ that participants in video conferences unpack”. And, perhaps most importantly, we’ve all seen others struggle with technology – blurred images, a rattling sound are no reason to hyperventilate. In this respect, a new serenity, a ‘Good Enough’ has prevailed, which was previously rather foreign, especially to Germans. Carry on, instead of wasting energy on perfection. 2020 is also the rediscovery of the Pareto principle, also known as the 80-20 rule: With 20% of the total expenditure you achieve 80% of the result, for the remaining 20% you have to spend 80% of the expenditure. 5. Diversity matters – now more than ever In the last few weeks, one would hear occasional sentences from companies that went in the direction: We have more important things to do now than worry about diversity. As if this was a ‘Sunshine Issue’. Of course, it’s the opposite. We don’t run out of arguments in favor of diversity; in fact, making progress in this area is more urgent than ever. “Mixed teams increase creativity and innovation – skills that are currently irreplaceable for organizations. That is why we need even more active diversity management right now,” says Stephan Dirschl, spokesman for the ‘Charta der Vielfalt’. Who would deny that we need to become even more creative and innovative in the coming years? Martin Krill also sees a need for action here: “I can only emphasize that: Diversity is key to corporate digital competence. Diversity opens many doors. However, this requires not only an open-minded attitude, but also action. Everyone can and should showcase diversity as a normality and not just discuss it.” There are many studies that have examined diversity as a success factor and driver of innovation. An interesting and underestimated dimension in this context is the question of group intelligence. Claudia Peus, Professor for Research and Science Management at the TU Munich, recently pointed out this aspect. She quoted an article that appeared in ‘Science’. According to this, the proportion of women is an important predictor for the success of a group in order to make good decisions (and that is what business success essentially depends on). The reason: “Women tend to listen more and be more responsive to each other.” Catastrophic decisions like the ‘Bay Pigs Disaster’ under Kennedy would not have happened then.   Article by Natascha Zeljko, Female One Zero ### How Are You Going To #ChooseToChallenge? This year on International Women’s Day, the call was clear. If we want to continue making progress towards an equal world, we need to keep standing up and making our voices heard. We need to challenge the status quo and not get complacent. We all need to #ChooseTo Challenge.  International Women’s Day has been recognised and celebrated for over 100 years now. Huge strides have been made in that time to close the gender gap. However, it is still disheartening that many of the issues raised in the early years are the same issues that still need work now.   We've been reflecting on some of the conversations that came up on International Women’s Day, and in this article, we're exploring some of the areas that still need improvement and challenging.    Pay Gap  Pay remains an area where women are significantly below men. Women of colour are even further behind. Yes, we have made huge strides towards paying women based on the work they do, but there remains a 31.4% average global gender pay gap.   Fully closing the pay gap is a complicated issue. There are so many factors that contribute to lower lifetime earnings for women. However, the first step needs to be paying women the same amount as men in the same positions.   This issue is why Ani Närhi, Managing Partner - Country Manager Horton International Finland said   “I #ChooseToChallenge all employers to pay equal, and all women to ask for higher pay or a pay rise.”  This incredible challenge highlights that there are two factors here. Firstly employers need to step up and pay their employees fairly. But, women also need to make a change. Women are less likely to ask for a pay rise or negotiate for their pay. This is a factor in the discrepancy. If you don't challenge it, many companies will pay you less.   So if you haven’t asked for a pay rise in a long time, perhaps that is a place for you to start your challenge.  Supporting And Empowering Women  Women have long been underrepresented in senior positions. At present, on a global scale, 36% of senior private sector managers and public sector officials are women. This number represents a significant improvement over the last year. However, most of that improvement comes from a small number of countries taking significant steps, while others have made no progress at all.   One of the barriers to advancement is that most childcare and family caring responsibilities still fall on women. This means that to support women to advance, we need to allow them to be more flexible. This means creating work environments where there is no need to hide their familial duties. Instead, they are trusted to get done what needs to be.  Karmeli Love Kintanar, Director and Vice President for Business Services Horton International Philippines, had this to say:   “I #ChooseToChallenge by pushing for an increasingly flexible work environment where women feel safer and bolder”  Another feature of many workplaces is that the lack of women in senior positions can create a competitive atmosphere. If women feel like they’re always competing against each other, it can be hard to be supportive. Emma Whittle, Partner Horton International UK, answers this with:  “I will #ChooseToChallenge by celebrating other women’s success.”  Dealing With Stereotypes  One of the biggest obstacles to women in a male-dominated environment is dealing with the stereotypes and biases that exist. Often these are born out of ignorance, but that doesn’t stop them from being harmful. Unfortunately, it seems that the only way to change these sorts of entrenched opinions is to keep showing up and doing good work.   A fundamental problem lies in the fact that many women can internalise the ideas that others hold about them based on their gender. When this happens, women can begin to limit their own choices and actions. Nina Ariluoma, Managing Partner Hoton International Finland, wants to challenge this.   “I #ChooseToChallenge women’s own biases so they have fewer boundaries when making choices.”  What #ChooseToChallege Can Look Like  Ruth Sacks, Leadership Mentor, shared: "Challenge is a strong word - for me it’s more than a question. The distance between the two words isn’t far and yet it can make all the difference. A difference which can be both constructive and difficult. #Choosetochallenge for me means: I’ve decided to think harder before I speak Check my bias and assumptions Clarify what I want the outcome of my challenge to be and the impact I want to have. Women are often labelled aggressive or bossy when being challenging. Undoubtedly there are times when this is accurate. Achieving an appropriate tone, language and approach depends on what we say, how we say it and to whom. Our professional context and company culture also influence how we communicate. Choosing to challenge may be a higher stretch - it will create a more visible and confident place Choosing to challenge will reframe assumptions about our strength and our influence. Choosing to challenge will keep us in the conversation and ensure we are heard" There are many voices in this conversation, and there are some who may choose to remain silent. There are understandable reasons for this but choosing not to speak up is a decision that has an impact. Dr Monika Becker, Business Unit Director & Sector Head IT - Digitalisation Horton International Germany, puts it like this:   “We are responsible for our non-actions. If we don’t raise our voice against inequality, we silently accept it. So let’s be brave and challenging.”  Why We Should All #ChooseToChallege in 2021  If we keep going at the pace we are, the gender gap will take at least 100 years to close, although some projections suggest it may be as long as 250 years. So unless we are all willing to wait another quarter millennia for things to get better, we need to keep pushing improvements and looking for new tactics and tools to achieve gender parity.  So let’s all keep moving forward and challenging each other together. That way, we can all improve the world, not only for ourselves and the people around us but also for those who will follow in our footsteps.  So, how will you #choosetochallenge?  ### How To Hire A DE&I Lead And Set Them Up For Success Despite DEI investment falling to 27% in 2023 (down 33% from the previous year) and predicted to drop to just 20% in 2024, the question of how to advance diversity, equity and inclusion in the workplace continues to be a pressing question for businesses. DE&I leads come in a range of job titles, such as Head of Diversity, Director of Diversity or Chief Diversity, Equity and Inclusion Officers. Whatever you choose to call them, their responsibilities remain the same. These leaders will play a crucial role in instigating changes within an organisation and steering them to a fairer, more inclusive place of work. Following George Floyd's murder and the rise of the Black Lives Matter Movement, chief diversity and inclusion officers (CDIOs) became highly sought after. Companies hired these C-suite executives to show a commitment to improving diversity within their organisations, acknowledging that inclusion had not previously been a top priority. Data from LinkedIn reveals that CDIOs saw the largest growth in hires among US companies, increasing by 168.9% between 2019 and 2022, more than any other C-suite title. However, recruitment for this role is already declining, with high-profile businesses like Disney, Warner Bros, and Netflix parting ways with their diversity and inclusion leaders, despite some roles being created as recently as last year. Diversity and inclusion leads are often new roles for many businesses, and hiring them and setting them up for success is a new challenge that many executives face. How To Hire a D&I Lead The person you choose to fill your DE&I lead role must have the right skillset and capacity to be able to drive real change. A successful DE&I lead will be passionate whilst also having an expertise in the field. This position requires a professional who can effortlessly move between many different roles and teams in the business. This is a role where cross-functional understanding is critical to make a business impact A DE&I lead is often expected to be a coach, an advisor, a therapist, an educator and perspective broker all at the same time. They need to be involved within conversations around promotions and compensations, they need to work with PR and marketing teams to think inclusively about communications, and they need to be able to discuss policies with legislators. These skills aren’t always easy to find, or recognise, especially when hiring a DE&I lead as an entirely new role. Here are a few interview questions that can help you to find the perfect DE&I lead for your business; Can you describe a change you have made to a benefits policy which helped to make the programme more competitive? Give an example of a time you have helped to mentor or coach someone. What improvements did you notice to their skills or knowledge? What are some long-term objectives which you developed in your last role? How did you achieve them? How have you demonstrated your commitment to diversity, and what does that mean to you? What is your vision for diversity and inclusion at our organisation? How To Set Your New DE&I Lead Up for Success After finding the perfect candidate for your DE&I lead role, it is vital that you set them for success in your business. Hiring a DE&I lead is not enough; you need to make sure your entire organisation is prepared to work with them to make a change. This one person can’t be solely responsible for making changes to the whole business, and they will need the support and guidance of others. In order for them to be successful, you need to consider a few important aspects; The Role’s Purpose If this is a new role for your business, you need to think carefully about the purpose behind it. Some organisations look to hire a DE&I lead just to be seen as though they are doing something. If this is the case for your company, then a D&I lead is not for you. When this happens, the role is tokenised, and its only real purpose is to exist. No change will ever truly be made because the rest of the company and the people within will not support it. Consider who you want this new role to impact and why. Is Your Business Ready? In order to do real, meaningful work when it comes to diversity and inclusion, your business must be ready for it. This can mean complete overhauls of your existing business policies and processes. If you are not ready to allow these changes and prepared for a major shift, then a DE&I lead might not be a good move for your organisation. Define Seniority and Accountability For a DE&I lead to be successful, you need to be very clear on their seniority level and communicate it to your teams. DE&I leads should ideally be part of your senior leadership team, and so they need to be treated as one. Make sure they are included at your decision-making table and given the freedom to have a say on the company vision. Not only that, but you need to clearly define the lines of accountability for the role. The D&I lead will impact your workforce, your products, your sales tactics and everything in between. This is a lot of responsibility for a new role to hold, and direct communication with all other managers is essential for keeping up to date with progress. Set A Budget Diversity, Equity and inclusion initiatives should have a dedicated budget, and this will differ depending on business size, industry, and company goals. When setting your budget, you should consider DE&I strategies, staffing costs, external partnerships and training resources. DE&I leads should be trusted to manage this budget as they are the ones with the expertise in this area. Making Diversity, Equity and Inclusion Your Focus If your company’s mission focuses on diversity and the fact that diverse workforces are more successful, then there has never been a better time to really practice the beliefs of the organisation and having someone leading diversity and inclusion in your business. With a D&I lead, you can foster innovation, engagement, improve your brand’s image and make it easier to recruit top talent too. This could be the best way to set your business up for success in 2024 and beyond.   ### International Women's Day 2020 International Women's Day 2020 International Women's Day is a time to reflect and celebrate the social, economic, cultural and political achievements of women. Here at Horton International, we are passionate about diversity, we believe gender equality is not a women's issue, it's a business issue.  We caught up with some of the Horton International team to get their thoughts on International Women’s Day,  #EachforEqual and how Horton International continues to work with our clients to create equal working environments. An equal world is an enabled world.   Dr. Monika Becker, Business Unit Director for Horton International Germany shared: “We can actively choose to challenge stereotypes, fight bias and broaden perceptions. From my point of view, women can do even better in supporting each other, building networks and celebrating the achievements of their female colleagues and friends." Ani Närhi, Country Manager for Horton International Finland: "How can we, as recruitment professionals challenge stereotypes and fight bias more?  Our newly formed promise to our clients is to include diverse candidates in all of our shortlists. From here on it will guide us even stronger than before.  We can actively choose to challenge stereotypes, fight bias, broaden perceptions, improve situations and celebrate women's achievements."   Nina Ariluoma,  Managing Partner for Horton International Finland: "We all agree that diversity drives business performance. Yet there is a gap between the reality and business leaders perception of the progress.  I am passionately helping our clients to build truly equal environments - One leadership position at a time." Gemma Van Rooyen, Project Manager - Board Affairs & Business Operations for Horton Group International. "Even though we have made huge progress when it comes to global equality for women, the fight continues. Women are still lacking in recognition and compensation, this has to change. We must all make a concerted effort to celebrate our fellow women's achievements and support one another through our challenges." Amy Cutbill, Digital Marketing Manager Horton Group International "I feel proud to be part of a company that works towards increasing the number of talented women placed in top leadership positions and believes, at its core, that diverse teams achieve better results. Share your thoughts and join the discussion with us on LinkedIn. ### Will "Work" and "Life" intertwine more strongly in the future? As a result of the Corona crisis, work and private life are becoming increasingly intertwined. A strict separation of both worlds is currently hardly possible for many people. But what will things look like after the crisis? "Home office as a home environment in which one can work in a concentrated and productive manner" - until a few months ago, this description was quite accurate. Within one's own four walls, it was possible to continue working on projects or to make business phone calls without distraction from colleagues. Of course, this is still the case oftentimes. However, until recently, the possibility of working in the home office was something special and not standardized everywhere. The decision to work at home was based on voluntariness. With the beginning of the Corona crisis, it often became a compulsory measure, and many working people perceive it exactly like that. In the meantime, home office is a great challenge, especially for those who have to combine job, family and household.   The line between private and professional life is becoming increasingly blurred Many people work more in the home office than in the office because they do not have a real knocking-off time and change of location. Home is no longer just a place to switch off and relax, but now also a workplace. The lines between 'work' and 'life' are disappearing. In addition, the lack of alternative leisure activities and the (social) isolation increase the temptation to simply continue working. As a result, the balance is increasingly shifting towards the 'work' level. Family and children are among the biggest obstacles in home office After the morning rituals, which are to be maintained even in these times, we sit down at the desk, do our work, then have a lunch break and continue until the hour mark is met. For many, the separation of business and private life continues to work well. However, those who, due to closed day-care centres and schools, currently have an additional 24/7 job as a mother or father know that the reality looks quite different right now. Between answering emails, phone calls and video conferences, children often need support with their homework and seek the attention of their parents. Consistently working several hours at a time is no longer feasible. In a recent survey conducted by the survey institute Civey, based in Berlin, among 2,500 professionals who currently have the option to work in a home office, around one-fifth of those surveyed said that disruptions caused by family and children were one of the biggest obstacles they faced. In addition, about one in three also stated that they were less concentrated in the current situation. Blocks in new everyday life are more variable This new and unusual mixture of both worlds requires creative solutions and flexible models. When and where can work be done? Who looks after the children during this time if necessary? Are there situations that can be used to work undisturbed? Is it possible to distribute the work to marginal times? Many people are currently dealing with these and similar questions. If both parents are working, it is important to coordinate and find a common solution. For only few people it is imaginable that one partner shuts himself off completely and concentrates on work while the other looks after the family and vice versa. A strict separation of job, family and leisure time is almost impossible for most people in the current situation. Instead, the blocks are becoming more variable: instead of eight hours of work and the rest of the day family and leisure, the day could be structured more like this for example: three to four hours of work, other commitments such as shopping or home schooling, followed by work again and so on. The ‘new everyday life’ is organised around fixed appointments such as online meetings, telephone conferences, doctor's appointments etc., gaps must be used more intensively. This requires very good planning. Nevertheless, something can always come up in between, which we must react to flexibly and adjust our schedule accordingly.   Work-Life-Balance in the truest sense of the word If at some point, normality returns to our lives, this more flexible arrangement may be retained. Perhaps the crisis offers the chance to let go of our still rigid structures and to reschedule. The business buzzword 'work-life balance' takes on a whole new meaning. The risk is not being able to satisfy all interests at the same time. Neither too much work should be done nor should the private share become too large. Everyone must find the right way to balance work, family and leisure. ### Exit strategy after the lockdown - What about the life science industry? As in many other sectors, the current crisis is also changing fundamental areas in the life science industry. There are major changes in the regulatory environment and across the entire value chain. Many companies in this sector are dependent on government support. The life science sector has to be viewed in its various divisions: The pharmaceutical sector is quite stable despite the crisis. Provided that the companies have replenished their raw material stocks before the restrictions of free trade. Nevertheless, a relatively high level of dependence on the Asian markets could lead to problems within the supply chain in the medium term. In principle, the pharmaceutical industry is more likely to be on the winning side of the crisis due to pharmacy distribution and the existing prescription requirement. However, as in many other industries, there is a general reluctance to hire new staff in order to control costs. Only important positions are being filled and those that are being filled must currently be approved by a higher authority than in the 'normal case' in management. There is also a dichotomy within medical technology. Companies for ventilators such as Dräger in Northern Germany and specialized industrial companies for intensive care units can hardly escape from orders. By contrast, other areas of industry are not spared the economic consequences of the corona crisis. According to a recent survey by the industry association Spectaris and Medical Mountains GmbH, around two-thirds of the companies surveyed assess the current business situation as having deteriorated significantly and expect sales to fall if it is blocked for a longer period. In addition, almost half complained about supply bottlenecks and more than 60 percent even reported a significant drop in demand. Here, too, the dependence on Asia with existing restrictions on free trade and the interrupted supply chain is noticeable. Hiring freeze, short-time work, etc. are pending - government support measures such as tax deferrals provide relief in the current situation. "At present, no specific exit strategy for the life science industry is discernible - and in some cases, it is not even necessary. In the medical field, it is advisable to resume all treatments in all medical practices and hospitals, such as postponed operations. Likewise, a restoration of the partially interrupted supply chain is urgently required. If possible, alternatives should be provided. Free trade should also be resumed urgently in order to cushion the general downward trend," explains Johannes Suciu, head of the Life Science business unit at Hager Unternehmensberatung. "In the period after the lockdown, many companies in the life science sector are planning to rebuild certain production capacities within the EU - at least for the time being as "hidden reserves". For critical products and ingredients, the 'just in time delivery' concept is critically reviewed. At present, there is also a tendency for production to return from China and India in the medium and long term due to rising wage and logistics costs," Suciu continues. A positive side effect of the crisis is that investments in industrial automation are being accelerated. The topics of digitalisation of production and robotics have achieved a much higher priority in a very short time. Many CFOs have also noticed that numerous topics can be dealt with in a technically sound manner without the travel effort required to date. This saves millions of euros for large pharmaceutical companies - a further step towards establishing digital meetings that previously seemed impossible.  Conclusion: There are winners and losers of the current crisis in the life science sector as well. In many cases, the products that are stable and established finance those that are stagnating or declining. An exit strategy is difficult to plan without a foreseeable end to the crisis and is not necessary for some companies in this sector. The quintessence, which is common to almost all industries, is that the topics of digitization and robotics are receiving higher priorities in the management agenda than was conceivable just a few weeks ago.   ### How To Onboard New Hires During COVID19 The global COVID19 pandemic has changed the way businesses hire and onboard team members and leaders. The entire recruitment process has been forced to adapt and utilise technology in various ways. From video interviews to virtual assessments, things that were once completed in person have had to move online.  With each country across the globe practising slightly different lockdown and social distancing measures, the one common factor is that the internet is key to keeping businesses running. Most countries have been encouraged to adopt a remote workforce, but what happens when a new recruit is needed?  Getting a new employee up and running with their role virtually might seem like a difficult task, but we’re sharing our top tips and advice for onboarding leaders during COVID19.  The Fundamentals Stay The Same Management and HR teams should bear in mind that the fundamentals of the onboarding process should stay the same. New employees must understand how their role fits into the company and the bigger picture. When they can’t physically meet and get to know their team members, communication with new recruits is more crucial than ever. Focus on how everyone is going to communicate effectively without being in the same office. Remember that new staff members often have a lot of questions and need support and guidance, and this shouldn’t be forgotten because they are working remotely. Face to face onboarding processes generally includes training sessions, a mentor system and regular check-ins. Keep this structure and ideology for remote onboarding and communicate the full onboarding plan to everyone involved. Be Flexible With Onboarding Time Frames If one thing is sure at the moment, it’s that things can change quickly, and businesses need to adapt and remain flexible. The same goes for an onboarding process. Make a plan for how new hires will be onboarded and what will be happening and when. However, be prepared for it to change sometimes.  Onboarding in a normal situation can be a lengthy process, and adding in the complications of remote working may make the process longer. It will take more time for a new leader to truly get to know the ins and outs of a business when they are working from home.  Focus on making sure they know the company culture, procedures, products and resources. The first two or three weeks of the process are critical for setting a new hire up for success, so make sure there is a detailed plan in place. Without the luxury of face to face meetings, schedule in plenty of video conferences and catch-ups so they feel well connected. Be Properly Prepared The onboarding process begins before the new hire actually starts working, and it is vital that everything is in place and ready for them. Make sure HR and IT departments work together to have everything set up and ready to go on their first day.  A new employee will get a bad impression if their first days are spent troubleshooting their new equipment with the IT team. Get all the technology they need in place and tested, and deliver any hardware they need in advance. Consider what systems they will need access to and set up accounts and logins for them in advance. Legal and regulatory requirements also need to be considered carefully. Prepare employment contracts and legal documents with plenty of time, as it might be necessary for them to print, scan and post them.  A nice touch and way to make the companies personality shine through is to send a little gift with their hardware delivery to welcome them to the business. Consider a branded mug, headphones or something relevant to the industry, alongside a friendly personal message from their new manager or CEO. It will help new hires to feel welcomed and valued right from the start. Set Clear Objectives And Progress Reviews Joining a new company can be overwhelming on its own, but remote working for those who aren’t used to it can be even more of a challenge. Working from home is a skill that takes time to adopt. Staying motivated and on track when working from home is often a struggle.  To keep new hires focused, set them clear objectives from day one. Not only will this help them to know where to focus their time, but it will also give them purpose right from the start. Setting objectives will mean they feel like they a contributing and having an impact on the wider organisation.  In addition to setting out both long and short term goals for new employees, it is essential to properly monitor and review their progress. Try to have weekly one to one video meetings with all new recruits. During this time, discuss their priorities, projects, expectations and give them the chance to give their feedback as well.  It is likely they will be doing a lot of training with different people and systems. Make sure to touch base after each training session to find out how it went and if they are happy with everything. Immerse Them In Company Culture When new recruits aren’t spending time in the business with current employees, immersing them in the company culture can be challenging. However, it is one of the most important aspects of joining a business. Particularly if the new recruit is in a position of leadership or management, understanding the existing company culture is vital for success.  Be very clear with the work processes and how culture influences the decision making and strategies of the business. Schedule in frequent video calls with different team members, especially in the early days of the onboarding process. Even if these calls aren’t always project or work-related, they are essential for socialising and immersing new hires with the team.  Social interactions are the fastest and most effective way of embedding company culture, and just because everyone is working remotely doesn’t mean they have to stop. Don’t be afraid of giving your new recruits plenty of informal chat sessions with team members. This way, new employees will truly get to grips with their new team and new company.  ### Exit strategy after the lockdown - What options are available in the Technology Solutions sector The coronavirus has changed many industries forever. Both winners and losers will emerge from the crisis: In the tech industry, you can expect both. Many companies in this industry were confronted with the massive production backlogs from China. How has the technology solutions industry prepared for the end of the corona phase? The restrictions of the lockdown are often reversed and a new 'normality' continues. In the Technology Solutions industry, various preparations have been made, which are heavily dependent on the technological solution offered and the size of the company. Due to the high level of innovation in this sector, there are numerous up-and-coming companies and start-ups. In contrast to many large corporations and DAX companies, these smaller, dynamic tech companies have reacted very agile to the crisis. Instead of counteracting the lockdown with a shutdown and stopping or postponing all investments, they have proceeded here with the motto 'Now more than ever!‘ This has put these companies in a very good position to emerge from the crisis stronger than before. The current is a good time to address internal issues. Be it technical investments to create a better infrastructure or a well-founded analysis of the bugs in their own products. Also the recruiting of new employees can already be useful to prepare for the post-Corona times in the best possible way. "Of course, Corona will also leave its mark on the tech industry. Most technology companies are globally positioned and not all the resources needed are available in the respective country or region. If this is the case, a rethink will have to take place here. Our globalized world cannot operate as cross-border as usual in these times, ergo resources in all regions have to be built up more intensively in order not to lose potential business. It is particularly important to have key technical and customer-oriented roles that can maintain sales in such times," explains Kevin Eckstaedt, Manager of the Technology Solutions business unit at Hager Unternehmensberatung, which specialises in executive search. Before the outbreak of the pandemic, many companies were literally running behind the market. Many vacancies to be filled, important processes and investments in innovation fell by the wayside. The investment-happy companies were already actively preparing for the time after the pandemic during the entire lockdown phase in order to be able to get off to a more professional start with increased manpower. Companies that have shut everything down at the beginning of the exit from the lockdown will not be able to react quickly enough in the start-up phase to withstand the competition. It is precisely this motto that drives start-ups to actively prepare themselves and continue to fill key positions and invest in technology. "My recommendation is quite clear: pull your head out of the sand and look ahead! Currently, everyone, whether customer, supplier, partner or employee, wants to get back to the same level after the crisis! This dynamic will help us to quickly regain momentum together as an economy, both nationally and internationally, and work hard for the status quo. So now set yourself up as if you had to give 150 percent after Corona, because this will probably be the minimum! Every crisis also brings an upswing, as it was after the Second World War and as it will be after COVID-19", Eckstaedt affirms. ### How is the Sports Industry Preparing for Life After Corona? The German Football League has made a fresh start in Germany and, under intensive worldwide observation, has resumed playing after a two-month break. What has happened in the meantime? The time has been used and many great social projects have been started or supported. Players like Leon Goretzka or Josua Kimmich have collected donations of over four million euros for charitable institutions with the "We kick Corona" initiative. During the Corona crisis, almost every club has comprehensively expanded or relaunched its e-sports activities, which has given the entire scene a significant boost. Digitalisation was the buzzword at every event in recent years and hardly anyone was able to really grasp what was actually meant. Keyword home office. In many conversations, I have learned how well it worked when most employees worked flexibly from home. The consequence of this? The offices of the future will become increasingly empty. Not because the number of employees is being reduced, but because it is possible to work more effectively. "Working hours for everyone from 9 a.m. to 5 p.m. will no longer exist in this form at our company," the marketing director of a German Football League club told me. But a rethink also seems to be taking place in the normative area. Those responsible had sufficient time to reflect on the system and its functionality from all sides. Marco Bode, chairman of the supervisory board of Werder Bremen puts it this way: "It is the attitude that counts, not the money." "Keywords like salary cap or personnel cost ratio are now frequently used. This should be discussed by those responsible at European level and implemented accordingly in accordance with EU law. I would like to see the balance of power between the clubs, players and consultants in player transfers become more evenly balanced again", says Richard Golz, former professional footballer and head of the sports industry division at Hager Unternehmensberatung, which specialises in executive search. "After the Corona pandemic, things in the sports industry will not be better or worse, but simply different", Golz confirms.   ### To What Extent is an Exit Strategy Necessary in the Industrial Sector? First of all, it should be noted that economic activity was not completely interrupted by the corona phase. Contrary to the drama in the media, we are not in a warlike scenario or in a phase of severely restricted lending as in the case of global bank failures. The current situation is causing an interruption in economic activity and - as a result - in demand. The Corona crisis is shaping the German economy, but there are numerous industries that are producing as normal as possible. Although many market participants are currently being prevented from realising planned projects, this does not mean that they will be completely cancelled. The question remains as to what effects the general development will have on the announced new business in the next three to six months.  Around 70 percent of industrial companies continue to manufacture at a high production level. Urgent restrictions require measures to protect against infection and often involve a redistribution of production shifts to prevent employees from meeting each other or to ensure a safe distance. Teamwork has to be modified in some cases, as the distance now required - also in production - demands a different form of work. A further challenge is that of component replenishment. Due to the interruption of global supply chains, many processes are delayed or interrupted. The remaining 30 percent of industrial companies are directly or indirectly attributable to the automotive industry. Here, it is also important to differentiate between production and engineering / R&D. In many cases, short-time work or production shutdowns have been initiated in the past, particularly in the production area. Engineering is often working on the projects of tomorrow: More than usual, the focus is on the future and the relevant technical preparations. The development department therefore continues to work "normally" with special emphasis with slight restrictions. Due to the expected expansion of government subsidies in the field of eMobility, OEM and TIER1 are working on these projects with particular pressure. Due to the high diversity of industries, the picture is not uniform - it is influenced by company-specific factors. The announcements of the resumption of assembly at OEMs are encouraging, but cannot yet be concretely confirmed by TIER1. They are often still waiting for the components to be called off. As a conclusion, a two-part picture remains: business as usual - with adjustments for the situation - but also restrictions or standstill with a high degree of uncertainty. Many companies are currently still expecting downstream slumps in demand, which must be evaluated regularly, preferably on a weekly basis, with regard to current production and also with regard to short-time work. "Humanity masters such situations! There are an incredible number of success stories around Corona, especially in business. Already today, the IT departments of companies that make the incredible possible are being carried on hands. If we counter the success stories with the negative endurance loop in the news, it will encourage others," explains Hagen Schönfeld, Business Unit Manager Industry and Sector Head Industry of Horton Group International. What entrepreneurial exit strategies are being pursued in the industry sector? The industry as a whole is very diverse, so there is no single, manageable strategy. Customers from the automation and robotics industries are currently feeling the reluctance of OEMs and TIER1 in the automotive sector and are hoping for their courage to invest. Mechanical engineering, on the other hand, is struggling with a wide variety of challenges, such as the spontaneous collapse of the European and American markets, but on the other hand the rapid resurgence of the Chinese market. All companies want to return to "normality" as quickly as possible, i.e. to previously smooth processes in supply chains, sales, etc.   Have measures or plans been prepared to relocate, change or even realign business areas, if necessary? The media often presents a distorted picture. There is no attempt whatsoever to call into question the previous model of market economy or post-Corona capitalism. Production will remain globally networked. There will only be occasional government regulations for safety-relevant or pharmaceutical products. Trade restrictions designed to keep the risk of infection low are not known, but they are conceivable. But what advantage would it have to have currently only suppliers in Europe as OEMs? In the end, these are affected in the same way, and it would also be very costly to establish them on the European market. "I could imagine that in the future, even greater emphasis will be placed on lean manufacturing, automation and the digitalization of processes in all functional areas. The two must be seen in conjunction. Automated processes cannot fall ill with corona, whether in finance or on the production line. Ultimately, efficiency, stability and speed will increase again, and this with a decreasing error rate and lower personnel requirements". Hagen Schönfeld sums up.     ### What Does The Coronavirus Pandemic Teach Us About The Business Approach To Crises? The scale and speed of the Coronavirus pandemic was like nothing else the world has experienced. Businesses had to think fast, and, whether planned or unplanned, set themselves on the path the recovery. Studies suggest that this recovery will be relatively slow. McKinsey, for example, predicts that it will take Europe until 2023 before economic activity reaches pre-Coronavirus crisis levels. However, indications from China suggest a quick bounce-back could happen too. So, what does the road to recovery look like? Here is a five-step business approach to help build a successful recovery plan. Stage One: Withstanding The Initial Impact This is the first stage for many businesses, and the recent pandemic has perhaps shown some organisations that having a structure in place is vital at this time. When the virus spread and lockdown became commonplace across the world, many businesses had to think fast and act quickly to ensure the business had what it needed. The first step for any business facing a crisis is to look for methods that support business continuation. Digitisation is key in this stage. This was shown through many retailers selling out of laptops as organisations looked to continue their business through home-working. Similarly, video conferencing functions such as Zoom also increased heavily during the lockdown. With daily users jumping from 10 million to over 200 million, it became the way to connect with the office and colleagues and create a makeshift work environment. As well as utilising technology where possible to improve business continuity, this stage required a considerable communication effort. From emails to clients, calls to suppliers, communication on social media and everything in between. The initial phase focuses on making sure the business is braced for impact and being able to deliver an emergency response. Planning for your business: What can your organisation put in place to help make sure you can have business continuity for all emergencies? Are all your communication lines running smoothly? Is your customer and supplier data all up to date? Stage Two: Explore Short-Term Opportunities If, with business continuity in place, your team still has free time, or could still work harder to improve operations then now is the time to explore any new opportunities or sales channels that may present themselves during a crisis. For example, looking to increase your e-commerce if your foot traffic is down or offering one-off solutions rather than a commitment to an annual package. It can also be a time to consider any marketing or brand-building opportunities. Your customers may not be in the position to buy during a crisis. However, by maintaining that marketing effort and keeping up your customer communication is the best way to stay in the mindset of your customer. This is so that you’re the first brand they think of when they’re ready to make a purchase. Planning for your business: Right now, you need to be thinking of how a crisis is affecting your customers. What pain points are they experiencing? What’s worrying them, what would benefit them and what do they need? Then work out how you can provide this. Stage Three: Re-Evaluation While some businesses are thriving at the moment due to the fact that they have an in-demand offering, many firms are suffering in the short-term. However, with business continuity in place in stage one, businesses should have more peace of mind for their long-term viability. Once continuity is in place, this is the chance re-evaluate your business and business offering. What’s working well in your operations, processes and platforms? What’s outdated and serving little purpose? A crisis needs both short and long-term thinking. For the long-term, it is well worth utilising your resources for lead management and nurturing, contingency planning and strategising for the future. Remember, a slowdown can be very short-term. We’ve already learnt from China that it doesn’t take long for the economy to rebound. Utilising this time wisely to prepare for unprecedented demand may be well worth the investment. Planning for your business: It is time to take a detailed look at all of your processes – what adds value and what detracts? How can you increase value and remove expense? Stage Four: The New Normal For every international crisis, it becomes quickly apparent that we have to prepare for a ‘new’ normal. In terms of the Coronavirus outbreak, this means a significant focus on cleanliness, hygiene, safety and social distancing. However, other aspects could include operating rules and work prioritisation too. Each industry will begin to see a new normal that it will have to adapt to. For example, supermarkets at the moment have to prepare for larger weekly grocery shops coming back in fashion. Similarly, the aerospace industry is now having to adapt, and changes may include increased fever checks, mandatory PPE and caps on plane capacity. For each business, there will be a fundamental shift that will make up their new normal. This could be as simple as increased working from home or increased e-commerce and online operations. For example, an increase in digital financial transactions. Planning for your business: What do your customers want from your company in this ‘new normal? How can you ingrain this into your long-term business offering? Stage Five: Realisation While we are a long way off post-pandemic realisation from the Coronavirus, this is the stage where ‘new normal’ becomes normal. All of the changes and risk management strategies put in place throughout other stages will redefine and create an updated business model. This realisation could be focusing on increasing your digital integration, reworking your staffing models and redesigning your workforce. Whatever your business has now become, this is the stage where you embrace this change and fully adopt it into practice. Planning for your business: How can you increase your risk and emergency management strategies to better prepare for any future crises? ### Why Solving The Challenges Of The Professional Services Sector Starts With Your Next Hire The Coronavirus crisis has been challenging for organisations. However, perhaps one of the most surprising outcomes of the pandemic has been the power shift to employees. The last few years have fundamentally changed the way we work. While there has been a notable shift in where we work, there have also been paradigm shifts in when and how we work. This agility can be seen as a benefit to executive leaders looking to reimagine the organisation and build resilience for future adaptability. However, in the professional services sector, there are many challenges that come with the coronavirus power shift that has put employees in the driving seat: Challenges Of The Professional Services Sector   Employee Retention Pre-pandemic, the professional services sector was already known for its fast employee turnover. The 'Big 4' regularly report turnover rates of 15-20%. However, from 2020 to 2021, the voluntary turnover rate almost doubled as employees look elsewhere for more comfortable and enjoyable conditions, whether that's employee development, reduced stress or fewer hours. It is no secret that the professional services sector have some of the highest weekly hours, with 92% of those in the professional services saying that they regularly work beyond their contracted hours. Furthermore, 18% of those work an additional ten or more hours each week. However, the last few years has put a significant focus on work-life balance. Consequently, many professionals seek roles that put less demand on their personal life and mental wellbeing. This is contributing to the rising attrition rates in the sector. What's The Solution? Considering that rehiring a highly skilled professional may cost up to 400% of their annual salary, employee retention in the professional services sector can become essential for the bottom line. Your next hire is looking for an organisation that values the work-life balance and gives them the autonomy to choose their way of working that is most productive. When we consider that billable hours become a significant focus for professional services, creating the support and structure that enables your team to be as productive in their billable hours can be the difference for the organisation's bottom line. Examples of this success include Deloittes's 'WorkAgility Programme', which offers extended time off for travel, PwC's flexible work programme, which had a 90% uptake and Baringa Partners who provide each employee with a £300 wellbeing budget which has increased employee satisfaction to 92%. Slow And Costly Onboarding Onboarding in the professional services is often seen as a catch-22. Your time-stretched team need the support, but your new hire needs your time for training, onboarding and getting up to speed. All of this requires extensive non-billable time, and it can take weeks, if not months, to get the new hire up to a billable level. Neglecting this onboarding stage can reduce the experience for hires who may not feel fully integrated, supported or engaged in the organisation. This in itself can increase employee turnover, especially when you consider that 70% of employees are likely to stay with an organisation for more than three years if the onboarding experience was great. If your organisation struggles to set welcoming foundations in place, your unsettled new recruits may be looking elsewhere for somewhere to feel more welcome. What's The Solution? A strategic onboarding process becomes essential to reduce the burden on existing staff while giving your new hires the support they need. Automating the onboarding process can be a critical step to save money and help the new hire get up to speed as quickly as possible. Another critical factor to consider is the balance between hiring top talent and developing talent. In a time-critical, fast-paced scenario, hiring top talent typically shortens the onboarding process as they can get up to speed faster. Hiring developing talent will require more onboarding and internal training for their support. Again, talent strategy becomes essential. When does the business need to see a return on its hiring investment? Inclusivity And Culture Diversity, inclusion and equality are critical for the professional services sector after recent surveys have found that just 0.4% of partners in professional services firms in the UK are Black.  As well as racial bias, there is also a gender imbalance. For example, PWC has a 20% female representation, and Deloitte has a female partner rate of 19% and a recent study of Danish Consultancy companies found only 13.5% female partners/management and 36% female consultants. As a result, there is a huge drive for professional services to change their organisation's culture, remove unconscious bias, and address diversity gaps in the business structure. This is not just driven by the employees, but clients also expect to see a diverse proposal team when pitching and many state that diversity becomes a deciding factor in who they work with. Shifting the culture becomes imperative for the whole organisation. By creating a purpose for the organisation, employees can not only understand what the organisation stands for but also become ambassadors. Post-pandemic, this connection to a meaningful purpose is becoming a more important factor for employees. What's The Solution? There are many solutions available to drive a workplace culture, from hiring a D&I lead to developing culture champions, spending time focusing on the company's focus, purpose and what it stands for. Developing An Agile Strategy With your next hire, you have the chance to set out your future expectations of the organisation. However, the first step for organisations to overcome these (and many other) challenges in the professional services sector is to be strategic. With employees firmly in the driving seat, professional services need to adapt and create the organisational structure and culture that helps to: Attract top, diverse talent Addresses employee turnover Create a meaningful purpose Balances wellbeing, flexibility and mental health Advance with technology and future trends Provide a competitive advantage Increase employee engagement and satisfaction Improves the client experience for organisational success. With every challenge that the professional services sector faces also comes opportunities to improve and thrive. It's time to take advantage of the opportunities ahead and build an organisation for the better. ### Prioritizing Your Post-Pandemic Attack Plan. Horton International's Chairman, Andreas Wartenberg was interviewed recently by Rob Adams for Hunt Scanlon's new podcast series. In this podcast, Andreas discusses post-pandemic exit strategies for business success You can listen to the full podcast here: https://huntscanlon.com/talent-talk/prioritizing-your-post-pandemic-attack-plan/ Thanks to the Hunt Scanlon team for including us in this podcast series.   ### India: Creating Business Opportunities Out Of A Crisis As the Coronavirus pandemic spread of out China in the latter part of 2019, early 2020, countries across the world were left trying to respond to a situation most couldn’t have imagined outside of a paper exercise just a few months before. The response included ‘lockdowns’, which saw businesses asking staff to work from home, or not work at all. It wasn’t long before both companies and countries began to count the economic cost of Covid-19[1]. India’s Response India wasn’t exempt from the Covid-19 pandemic. However, thanks to the government’s rapid response (informed by previous Ebola[2] and Nipah[3] outbreaks), the impact was much less than in other countries. The country immediately quarantined all incoming travellers, for example, and cancelled mass gatherings. As a result, Indian infection and death rates remain low[4]; an illustration of this is India has six deaths per million vs 611 in the UK. Business Opportunities In India Post-Lockdown India’s low infection and death rates mean they are already reducing their restrictive lockdown measures and planning to get back to work in a post-Coronavirus world. And, while this world may initially seem like one with few opportunities, the reality is now is a great time for companies looking to invest in business opportunities in India. Here’s why: Government Policies India’s government is focused on its economy. In fact, it’s one of the ‘five pillars of self-reliance’ recently announced by Prime Minister Modi, along with a $280 billion stimulus package in response to the pandemic. Equivalent to 10% of India’s GDP, it’s designed to reduce economic reliance on other countries. In his announcement, the Prime Minister asked citizens to buy domestic products to drive the country forward. For companies looking to set-up in India, therefore, now’s a good time to do so. Investment Opportunities Investing in an Indian company is exactly what Facebook did recently when they bought a 9.99% share in Jio[5]. While India is already Facebook’s biggest market, its partnership with Jio will allow it to expand its footprint further, reaching a wider audience, and move into other e-commerce sectors. As one of the fastest-growing economies in the world, there are lots of Indian businesses that are thriving and would offer great investment opportunities for companies wanting to get their ‘foot in the door’ of the Indian market. Workforce One of the reasons India’s economy is growing so rapidly is its workforce. India is a young country. By 2022, it will have the youngest population in the world; 65% will be of working age[6]. This offers great opportunities for companies looking to set up offices or manufacturing facilities because there are plenty of potential employees. Furthermore, a growing number of these employees have disposable income. This seems to be part of Apple’s reasoning as they look to move manufacturing from China to India[7]. They sell $1.5bn of phones in India but produce less than $0.5bn locally. India also benefits for having many highly-qualified and trained individuals that are seen as a top talent for many businesses locally and globally. State Reforms Finally, there are structural reforms across the Indian states. Very much like the Prime Minister’s recent announcement, states have begun announcing reforms designed to restart their local economies after the lockdown and attract business previously destined for China. In Maharashtra, for example, they are introducing ‘mega permissions’ for companies looking to invest, making it easier for them to set up and start operating quickly[8]. They are also relaxing labour laws, as is Gujarat[9]. All this means there really isn’t a better time to invest in India, especially for companies looking to increase their global footprint and customer base as well as take advantage of a wide range of financial incentives and the high levels of talent that India can provide. [1] https://www.bbc.co.uk/news/business-51706225 [2] https://www.nytimes.com/2014/11/19/world/asia/india-ebola-survivor-quarantine-delhi-airport.html [3] https://edition.cnn.com/2019/06/05/health/india-nipah-virus-intl/index.html [4] https://www.worldometers.info/coronavirus/country/india/ [5] https://economictimes.indiatimes.com/tech/internet/facebook-buys-9-99-stake-in-reliance-jio-for-5-7-billion/articleshow/75283735.cms?from=mdr [6] https://www.weforum.org/agenda/2017/10/india-workforce-skills-training/ [7] https://www.weforum.org/agenda/2017/10/india-workforce-skills-training/ [8] https://economictimes.indiatimes.com/news/economy/policy/maharashtra-woos-industry-with-maha-permits-names-sherpa-to-facilitate-fdi/articleshow/75729145.cms [9] https://www.business-standard.com/article/economy-policy/gujarat-eases-labour-laws-offers-land-to-firms-shifting-base-from-china-120050801467_1.html ### Strategic recruiting Due to the Corona crisis, candidates are not willing to change their current job? No! Of course, the assumption is that currently, only those who are willing to change jobs anyway or who are afraid because of the situation of their employer are willing to change. But this is also not true. We often read in the media: employees are holding on to their jobs, many companies have decreed a hiring freeze, short-time work is being introduced and job cuts are imminent. This may be true for some professionals and companies, but not for the entire economy. There are industries where production is still running at full speed and even extra shifts have to be worked. This applies not only to hygiene articles and the pharmaceutical industry, but also to the food industry and selected technology companies that are not experiencing standstills due to supply bottlenecks. Many branches of industry are producing at their usual high capacity utilization rates or sometimes even at more than 100 percent. Moreover, the current production level is in many cases the calm before the post-Corona storm. On the candidate side, the situation is very similar: there are candidates who are frightened by the current situation and who are currently unwilling to move to a new, as yet unknown company to complete a probationary period and do not know what the entrepreneurial future will bring. The flip side, however, is that it is precisely the highly qualified top candidates who have been dissatisfied with their current employer or their area of responsibility for some time that are open to new job offers in the current phase. Often they have been so intensively involved in their normal professional life that they have neither the time nor the freedom to even think about the direction in which a change could be considered for them. In the current travel and commuting-free time, in which many people work in the home office, it is precisely these candidates who have the freedom to deal with changed and new professional perspectives. Before the Corona phase, it was often difficult to find suitable candidates because there was a massive shortage of specialists and managers on the German job market. Currently, there are many potential top candidates available. Quote from Henry Ford: "Whoever does what he can already do will always remain what he already is." Professional recruiting in times of Corona offers multiple opportunities Hager Unternehmensberatun, partner of Horton Group International is very broadly networked due to the wide variety of industries it serves. This means not only that the right contact person is known. A good network also means that information is available from trustworthy sources about what is planned in the background at companies. What is the strategic direction for the post-corona phase? Are there short-time work plans? Are there any plans for redundancies? Are plant closures being considered? This level of so-called 'insider knowledge' ensures a placement with solid employers. Vice versa, there is the concrete possibility to identify suitable candidates for companies that want to take advantage of the situation now. What distinguishes a good personnel consultant is that, in addition to general market knowledge and an understanding of the industry, he also knows what is happening behind the scenes. This also includes knowing which candidate is already willing to change anyway and is just waiting for the right offer. We advise these candidates in particular not to passively shape the current - possibly uncertain - phase and shy away from change, but to think about the time after the crisis. Conclusion: A lot has shifted, changed and relocated because of Corona. But the economy is still running. Maybe not everywhere at full speed, but in many places with new creativity and willingness to change. To sit out topics in a crisis situation and wait until the phase is over can paralyze a successful future. Activity in such times is a credo for ambitious employees and company leaders. Finally, there is a positive reverse conclusion: Candidates who are currently prepared to take this 'personal risk' and do not just want to wait until things are more relaxed again are also willing to take entrepreneurial risks. Such employees are often those who can positively shape the future of a company. ### Don‘t wait for the ‘new normal’ We’re heading towards the summer months and a time when many of us would have been looking forward to a break away from home, a different, more relaxing environment and a total change of perspective.  Many of us are working out how to manage without or to make do… There are  so many headlines about ‘the new normal’. Perhaps you, like me, are thinking to yourself.. ‘there wasn’t an old one’. There were just a few routines, regular events that marked our daily lives that you never even considered as routines. Recent months and ‘lockdown’  have meant we have created innovative schedules to meet our different working space and context taking into account the requirements and demands of those people (and pets) who share our living and working spaces. What you may have thought was just a temporary short term measure, is turning out to be ongoing. Your working day no longer has the same structure or form. No more grabbing a coffee and having a brief chat with the barista before work. You probably make your own coffee and lunch. Do you even take time for lunch? The subtle lifestyle changes mean you may also have recognised that not walking around the office or the daily commute have changed the amount of ‘unconscious activity’ you used to do and the calories don’t seem to burn so quickly. The ‘fun’ videos and gifs have all but disappeared. The WhatsApp support groups are calmer. Planning to shop and estimating supermarket queue times seem an ongoing pre-occupation Your view from the laptop remains the same.. only the weather changes.. Working from home does not have to have an ‘always on’ approach. Are the boundaries between work, family, fresh air and relaxation clear or increasingly blurred? Do you feel tied to your laptop more than ever before? Make an opportunity to take some time and review your work style. You can make improvements that take into account what you have learnt so far about working from home and what you could adjust or enhance. Being proactive gives everyone a sense of control that many of us are missing. Formulate this as a team initiative: Set up a ‘what’s going to make this work for us?’  meeting with your team. Questions that may help facilitate the meeting: What’s working well for all of us? What do we want to stay the same? What has been enjoyable about working together that we’d like to keep? What could be better or different? What would we like to stop doing?   Be constructive and look for opportunities to set clear boundaries creating a more supportive and less stressful environment. Many of us are struggling with sharing the workload, caring responsibilities and home ‘stuff’ (shopping, cleaning etc) and not yet having a social life away from our own space. Use this meeting to find out the challenges your colleagues are facing. Work on different approaches that may suit individuals yet as a team you can all collaborate constructively. Ensure everyone has the opportunity to share their experiences, rebalance, reset boundaries and expectations about how you are going to work. If working from home is now going to be more permanent, what are you going to do to ensure a balance of activity, your social time? Will you have lunch at your desk or take time out – going for a walk, doing an exercise class, ironing? Discuss ways to support individual demands on time that arise when working from home. Define your core working hours when you are definitely at your desk and make sure that colleagues know when these are, and that these are in line with company guidelines. Create a ‘footer’ for your emails that manage expectations: For example: We support flexible working so you may receive emails at times that fall outside of your own working hours. Please reply when it is convenient for you.   Whatever you agree together, this is a good time to review how you spend your professional time, to improve it and give it more balance;  reset your ‘new normal’. Be proactive, share and agree your choices. Test them for a few weeks, then reflect, review and amend. As a team you can become stronger, more resilient when you create your own ‘new normal ### What influence did AI and Corona have on the working world? Martin Krill, managing partner of Hager Unternehmensberatung and Horton International Germany, spent a lot of time in the home office during the Corona lockdown, as did many other employees. In addition to the challenges at home in his home office with children, he has also gained experience as a 'remote manager'. Martin is a core team member of the Digitisation & IT Practice at Horton International and has extensive knowledge of AI. How will we work in the future? What lasting influences will the pandemic have on the way we work and what will come with the help of artificial intelligence? An interview with Martin Krill. A look into the crystal ball, what will our working world look like in the next few years? Krill: The changes are clearly driven by the effects and experiences of the corona pandemic. Added to this is the still rapidly growing digital transformation. Certainly more people will return to the office after the corona crisis. As the 'home office' work model has proven itself on all sides in recent months, a mix of presence and remote working environments is well conceivable. It is important for work mixtures not to ignore the interpersonal components. Here, managers and key players need not only a pronounced technical understanding but also a large portion of empathy to sense when one employee needs more or another less leadership. This is easier to perceive in a 5-day presence operation than in a remote variant.  Does work also have to be meaningful? Krill:  Many employees during the Corona crisis will have asked themselves about the motive for work and why they do what they do. Here again, managers are called upon to convey the meaning and background of their actions to their employees. Not everyone can turn their vocation into a profession, but with an understanding of their own actions and the success of their work, employers can provide helpful support for the topic of purpose. What influence does AI have at this point? Krill: The search for meaning does not become easier when algorithms prevail. Depending on the job, the question of one's own raison d'être quickly arises here. In start-up companies, AI is a real booster of meaningfulness. They help to successfully implement innovative ideas. One could say that digitization acts like a pendulum or a swing. On the one hand, it is a true enrichment, on the other hand, it acts as a threat. Is there a healthy middle way? Krill: I think that AI should not be seen as a threat, but can lead to a rethinking within the workforce. Managers should not limit themselves to hiring only employees who have certain skills. Rather, human and artificial intelligence should be combined to ultimately strengthen or even maximize productivity. AI also provides, to a certain extent, a formal basis for more fairness in the world of work. This can also lead to a stimulation around the topic of diversity. What advice do you give to managers? Krill: One thing is clear, the manager of the future not only has to rethink, but also relearn, because the leadership role is no longer just a disciplining figure. In the home office, everyone is out of control, the promise of meaning becomes a management task, bosses become role models and idea generators in terms of purpose and mission. It is important to actively convey a sense of "we" to employees and not to neglect them or leave them completely to their own devices. This motivates each individual and ultimately helps the company to move forward - we all have a life after the coronavirus and also with everyday AI. ### How is COVID-19 Shaping the Executive Search Industry? Recently, we at Horton International Russia, placed our 6th C-Level candidate for our clients in Food, Commodities & Retail sectors. These placements have all taken place during COVID-19, and we realised that several months ago, we had been concerned that the pandemic would mean we could not deliver all assignments in time. However, people here in Russia have become highly resilient since today's crisis is not the first one we’ve lived through and is likely not the last one in Russia. Very few of the engaged candidates actually declined considering new career opportunities, despite uncertainty caused by the pandemic. And I am proud of the candidates' courage and happy for them that despite the many efforts to keep them by their employers, they were firm in their final decision (having our support) to accept a new career challenge during such an ambiguous time. Still, there is a strong need to adapt to a new modus operandi for all of us involved in the Executive Search business including Consultants, Candidates and Clients. Hard to imagine for us before, but in fact, none of the 6 placed talents has met their future Employer in person – due to ‘New Normal’ circumstances. With the fully virtual communications stream, the significance of thorough reference checks and proper assessment tools has become more crucial than ever before. Moreover, 2 out of the 6 talents hired in the COVID period were on international assignments – so, their first working day in Moscow started from abroad due to lockdown restrictions, awaiting the first plane to catch. Small technicalities like signing the hard copy of your labour contract or getting your corporate laptop suddenly became a very special case during lockdown. In order to minimize the risks of failure due to non-standard onboarding, we are prompted to take a higher level of responsibility for our placed talents’ integration into the new company.  Regular intensive post-placement communication plays a much bigger role nowadays when the candidate needs to adapt not only to a new business & environment but basically to a new everything! Building TRUST with your Client and Candidates today is more essential than ever. Executive Search Consultants today take personal responsibility to both Clients and Candidates especially for the Offer negotiations influenced by the rapidly changing environment which may negatively affect “rules of the game” and basic ethics principles. So, one thing is for sure. We all have to be close to each other. Is it business or just life ### Driving Revenue Recovery - Webinar Over recent weeks, Horton International India and InSalesPro conducted a series of webinars for CEOs and CXOs and we're delighted to be able to share the recordings for anyone that wasn't able to attend in person.   Themes for discussion included:   Sales and Customer facing teams become the frontline warriors Taking care of employees, vendors and customers Re-orienting sales teams to resilient mindset     For any enquiries, please contact me  Dr. Deependra (Dipy) Nigam ### Don’t Put Your Career into Lockdown Wherever you are in the world, much will have changed in your company in the last six months: ways of working, communicating, the needs and focus of clients, stakeholders and staff. Whether you are anticipating a return to the office or not, working life is different. Priorities have shifted. Collaboration, teamwork, negotiation now have different parameters. Promotion may be on the ‘back burner’, ‘not in this quarter or maybe next financial year’. That shouldn’t mean you pause your career aspirations or delay professional development. If you are interested in taking on leadership roles then this is a good time to develop your skills and look out for opportunities. First, reflect on the range of styles and approaches that are current in your organisation, what needs to be different to meet changes at work, and, most importantly, what you can offer to achieve this.   If you want to take on more leadership responsibilities,  start by answering the following questions: What makes a good leader in your company? How do you know? What are considered to be the most relevant skills? Do you think they are the same skills for all leaders across the organisation?   Your answers to these questions will enable you to define leadership where you work. Consider what is now different about the demands and expectations of leaders since March. As a  guide, how do you answer the following questions: What has changed in the ways you work? Have expectations of leaders and potential leaders changed? Have expectations of staff changed? What does this mean now in this context/department/set of circumstances? You could share these questions and your answers as a basis for discussions with colleagues. What about the leaders of the future?  If the context has changed then the current styles of leadership may not be as relevant or appropriate. Certain characteristics and skills may now be more important than before. These include: Being able to take a holistic view and know when to focus in on specific issues Knowing the difference between being strategic, proactive and responsive Having communication skills that are effective face to face and on-line Building on individual and team strengths   Recognising those people who have such attributes and the value they offer is essential to shifting perceptions of leadership roles. These skills may not all be found in one individual - and it is here that companies can strengthen their governance, management and leadership by broadening the leadership approach and diversifying teams.   Back to you…  What do you think is and will be relevant to your career, your current and future working context? What are you good at? What do you do well? What do you feel you need to work on? Take some time to identify those skills you need to develop and the ways you can gain experience to increase your competence and who can support you. Identify projects that would support your development needs. Create an achievable action plan with timescales Break down the big ideas into achievable activities Share your plan with those who need to know so they can give you support and feedback Now  …….  START… ### Webinar -Sales 2.0-Emerging New Paradigm -BFSI Sector Over recent weeks, Horton International India and InSalesPro conducted a series of webinars for CEOs and CXOs and we're delighted to be able to share the recordings for anyone that wasn't able to attend in person. Webinar -Sales 2.0-Emerging New Paradigm -BFSI Sector Themes for discussion included: - Reshaping Sales Strategies - Digitally Savy Sales Organisations - Resilient, Self-driven and Adaptable Sales Teams   For any enquiries, please contact me  Dr. Deependra (Dipy) Nigam ### Big Data in Times of Crisis Big Data - one of the buzzwords that has been circulating for several years in connection with digital transformation and radical changes in media processes. Since the beginning of this year, the term has also been increasingly associated with Corona and the fight against the pandemic. Nowadays, data is collected in very different ways. Not only computers, smartphones and portable sensors, but also cars, household appliances and buildings routinely record where we are, what we do and with whom we communicate, thanks to embedded information and communication technologies (ICT). This is not necessarily done with the intention of specifically monitoring people. Rather, it is an inherent property of digital technology to generate data: for example, if a mobile phone network cannot locate a smartphone, it would not be accessible. For many companies - and this across all industries - it seems unthinkable today to implement development, production and sales without significant support from ICT-based processes. Among other things, this automatically generates data about processes that used to take place virtually in secret, such as a customer browsing through a speciality store. The data generated in online retailing can be stored and evaluated in a much simpler and more cost-effective way than would have been possible in a stationary environment. Big Data - the oil of the 21st century Personalized advertising, customized offers or individualized pricing are examples of applications in the use of data by companies at the interface with their customers. But where are the ethics? Do we already live in Orwell's world where 'Big Brother' is omnipresent? On the other hand, with the increasing importance of large amounts of data, many new systems - such as the current Corona app - have been developed to solve and process the associated data challenge. In German companies, further development in the area of data analytics is often blocked by the organisational importance of the IT. It is not the IT specialists in their function who are responsible for this; what is meant is the hierarchical positioning of the IT in companies. Especially when it comes to pushing technical issues forward, the role of the IT should have a higher position and also more responsibility. As long as the IT manager, or even the CIO, reports to the CFO, who has to approve investments based on data and hypotheses, this is a difficult undertaking. Digitization, and Big Data in particular, is an important part of operational strategies of companies and their future survival. Just think differently Control slows down the creativity - being creative and thinking outside the box are the drivers for innovation. Readiness to take risks and a culture of innovation are important prerequisites for allowing creativity to develop and for making meaningful use of data - the oil of the 21st century. Clear structures and straightforward thinking are then needed for implementation. Particularly in the current corona situation, where many investments are being held back, companies with a little courage and an aptitude for risk should give employees with an affinity for data the opportunity to prepare the hidden treasures in such a way that they can also develop into refined oil without financial restrictions. Often it is also the somewhat exotic individual players who are particularly innovative for this refining process and who can take the best routes. Only those who take different paths today and are prepared to take risks can become successful 'gold diggers‘ in the post-Corona phase. ### 7 Top Tips To Promote Employee Wellbeing For The New Normal When COVID-19 hit, the world changed. It’s becoming increasingly clear that things are not going to snap back to how they were for a long time. That means it’s time to act on the new normal. Maintaining employee wellbeing is still vital, but the methods you used to use may no longer apply. The benefits at the office – whether that’s free lunches, a chill-out room or fruit basket - isn’t much help when you work from home. Why Employee Wellbeing Is More Important Than Ever Employee wellbeing is something that all organisations should have been addressing for a long time. It is estimated that poor mental health costs employers as much as $1 trillion per year in lost productivity. So, there is a clear financial incentive to care for your workers. However,  1 in 5 employees reports that their organisation does nothing to improve their wellbeing or health. It can be hard to directly measure the impact of ignoring the wellness of your employees. However, one survey showed that on average workers are losing 38 days of productive work a year. This is up from 23 days in 2014. This figure represents not only days of missed work, but also days of low productivity. The Relationship Between Wellbeing And Productivity Unhealthy lifestyles can be a factor in this volume of lost time, but so is poor mental health and stress. Work is one of the largest contributors to stress in any employees life. Major risk factors for work-related stress stem from poor communication, lack of support, and inflexibility in working hours and practices. So any policy to address wellness needs to takes these factors into account. When beginning working for home in lockdown, there appeared to be a bump in productivity. Many workers reported that they were happy with the new arrangement and it seemed to be working well for everyone. However, as lockdown continued, enthusiasm for working from home waned. The reality of how much socialisation you have in a workplace it is becoming clear, and over 30% of employees are reporting that working remotely is causing them to struggle with loneliness. It’s clear that at the moment the world is a more stressful place than usual, so it’s essential to put time, energy, and money into maintaining your employees, and supporting them through all the transitions that are still on the horizon. Top Tips To Boost Employee Wellness To maintain social distancing, many organisations are opting to continue with WFH, to some level. This means that location-based wellness initiatives are no longer a viable option. So here are some top tips to help you deliver your wellness programmes remotely. 1.     Train Your Managers Good communication is vital to ensure that your employees feel supported. An excellent way to improve communication within a remote workforce is to have regular 1-1 check-ins, specifically focused on wellbeing. Your middle managers are going to be vital in making this happen. To do that though you need to give them the tools and confidence to deal with any issues they come across. They don’t need to become psychiatrists, but they do need to know how to have difficult conversations, how to talk about mental health, and where to refer employees who need more than a shoulder to lean on. 2.     Schedule Socialisation Loneliness is a significant factor in wellbeing. With employees working from home, or even in a socially distanced office, all the small interactions throughout the day are gone. This is a huge loss. So it would help if you could find ways to build interactions into the working day. Some organisations are scheduling in time for socialisation. One easy way is to have a virtual breakroom and specific break times. So, employees can make a cuppa, have a snack, an open up the Zoom break room for a natter. Another option is to have a weekly meeting dedicated to team-building with activities like trivia or games. 3.     Be Flexible Where You Can Employees value flexibility, especially now. So make sure that you bend where you can. Organisations can easily turn into machines. It can seem fairer to have strict and transparent policies that you bend for no-one. However, by empowering your teams to make decisions about what works for them, you will open up the opportunities for innovation. 4.     Online Wellness And Exercise Classes Some tried and tested ways to improve wellness include activities like journaling, meditation and yoga. There is no reason you can’t offer these sorts of classes remotely. By unbinding these perks from locations, you may find that you get a larger uptake than usual as well. 5.     Teach Your Employees New Skills Offering your employees the chance to learn new skills has a few benefits. You can help them to get better at their jobs, which will increase their productivity and provide them with job security. You can also offer them classes in things that will help them in their daily lives. For example, offering courses on retirement planning and money management can help reduce financial stresses. While classes on painting or mindfulness can help prevent anxiety and burnout. 6.     Tell Your Employees What You Are Doing This is simple but important. Make sure your employees know what’s going on. There is no point in creating innovative programmes if no one knows about them. 7.     Have A Wellness Co-ordinator Even implementing a few of these suggestions is going to require time. If you attempt to distribute the work to your existing team, you are likely only going to exacerbate the problem. For this reason, it is worth considering creating a new position explicitly for coordinating and managing these programmes and initiatives. This is the best way to maximise the results of these new policies. If you find the right person, then the improvement to your overall productivity can easily pay for the new position you need to create. How Does This Impact On Recruitment? 95% of workers say that work-life balance is an essential factor when they are looking for a new job. So when it comes to recruiting new talent, the culture you have built around wellness is going to affect the size of the talent pool you have available. Building your employee wellness programs will not only benefit you and your current employees, but it will help you develop your company, and attract new talent, in the future as well. ### Leadership and the Impact of Long-Term Remote Working Many businesses are extending their work from home schemes, and some may switch at least part of their workforce to permanent remote working. While this has many potential benefits for employees and businesses, it also has some downsides. Not all employees enjoy home working; for some, it can be a lonely and distressing experience. Managing remote teams can also be a daunting challenge for businesses. Lack of face-to-face supervision and ensuring the wellbeing of the workforce are amongst the many challenges that managers of newly remote teams face. Effective leadership is essential if businesses are to survive and grow through the economic difficulties that we will all face post-lockdown. Enterprises extend remote working Even before the COVID-19 pandemic, for many companies worldwide, the trend to remote working had been gathering pace. However, for many, there had been little time to prepare for home working before lockdown. For such businesses, the learning curve has been steep. While the initial focus was on crisis management and business continuity, new challenges such as employee wellbeing have emerged, and these must be addressed appropriately. On the other hand, employers and employees have discovered numerous advantages of remote working, including reduced costs and improved work-life balance. Many enterprises are extending remote working beyond the lockdown period, and some are doing so into the foreseeable future. Of the latter, the Japanese technology multinational Fujitsu is one of the leaders. Fujitsu is launching a remote working programme it calls “Work-Life Shift” which, it says, will be a new way of working where employees will enjoy a “more empowering, productive, and creative experience”. Commuting to and from the office will become a thing of the past. The company plans to halve its office space by 2022 and will instead use a hot desk system. The  new work paradigm encompasses three core principles: Smart working – 80,000 Fujitsu employees will work remotely adopting a working style that allows them to use their time flexibly depending on their work content, business role and lifestyle. Borderless office – employees can choose to work from home or a hub or satellite office. Culture change – the company will develop a new management style based on trust and employee autonomy that maximises productivity, team performance, and employee wellbeing. Many other companies are adopting similar models. Google and Facebook announced that most employees can work from home until 2021, and there is a consensus that remote working could become a permanent feature of corporate life. In the UK, 82 per cent of businesses are considering extending their work-from-home schemes after lockdown has ended, with 65 per cent planning to reduce their office space. Some SMEs have abandoned their office space permanently, and all their staff will work from home. Impact on recruitment Remote working has a significant impact on recruitment. It means that enterprises are no longer limited to recruiting talent from any specific geographical region. They can recruit from almost anywhere in the world. It also makes it easier to upscale and downscale a business by hiring freelancers and on-demand specialists. The ability to work from home allows enterprises to attract top-quality candidates whose family and other commitments would have previously precluded them from working at your location.  By choosing candidates from different time zones, companies can make better use of valuable assets, improve response times, and maintain round-the-clock working on essential projects. The risks of remote working A significant challenge for remote teams is maintaining team cohesion. While most of us now have extensive experience with video conferencing programs such as Microsoft Teams and Zoom, remote meetings do not compensate fully for human-to-human contact. Some people are much better than others at speaking up at virtual meetings; the more reticent people can find it challenging to get a word in. Differences that tend to be smoothed out in real meetings are amplified in a virtual setting. In such circumstances, collaboration is difficult, conflicts arise, and teams begin to fall apart. Remote working, mental health, and wellbeing Working from home can have a detrimental impact on mental health, even in less stressful times.   The European Foundation for the Improvement of Living and Working Conditions reported that 41 per cent of employees who work from home experience stress, almost twice as many as those who work in the office.  COVID-19 adds an extra dimension to this. We are all are affected by the pandemic; we think and feel differently about both the world and us. It is a lot to take in, and not everybody can cope readily with such changes. Effective leadership has never been as important. Leaders have a special responsibility for the wellbeing of their workforce. They must recognise that some people are more vulnerable than others. These include people with protected characteristics and others facing possible discrimination. Anyone with pre-existing or historical problems with mental health faces additional challenges; staying at home may exacerbate conditions such as depression. Senior managers are also vulnerable. Expected to demonstrate extraordinary leadership in such difficult circumstances, many are feeling the strain to such an extent that it is affecting their mental health. Overwork and burnout are significant problems. Everyone needs support. Simple steps include maintaining daily contact with line managers, supervisors, and the general workforce. People need to know who to contact should they have wellbeing or mental health problems. Businesses should provide access to appropriate mental health resources. If you do not have a wellbeing champion, there is a strong case for appointing one. Finally It seems unlikely that the world will return to traditional working patterns where employees commute each day to and from their workplace. For much of the population, the workplace will be their home. The advantages are enormous. Costs are lower, employees have more time to call their own, and flexible working potentially offers a better work-life balance along with higher productivity and greater satisfaction. There are also advantages to recruitment, with businesses having access to an almost global talent pool. But there are challenges. Not everyone can adapt readily to the lack of face-to-face contact; some employees require extensive support through these difficult times. Mental health and wellbeing are significant issues we must address. Effective leadership is essential if we are to survive unscathed as we reach the promised land of permanently working from home. ### Building Workforce Resilience In The Banking Sector The whole world is having to adjust to the 'new normal' in life as well as at work. The effects of the pandemic are even challenging and changing consumers' traditional behaviours. Consequently, pushing them to consider and use new tools and technologies that they may not have considered using before. Lightico conducted a survey in March 2020 that found that 82% of customers were concerned about visiting their bank branch in person. As a result, 63% were now more willing to try digital applications. Consequently, experts predict that these shifts in customer behaviour will be extremely long-lasting. In response, the banking sector is having to undergo a paradigm shift to keep up. It is an opportunity to bring forward and implement plans to reshape its structure and operational practices. The problem is the sudden impact of the COVID-19 virus gave little notice for banks to respond and develop plans to enable them to adapt and change quickly in the face of the pandemic. Banks are now having to innovate to succeed and introduce intelligent technology that can be integrated with human ingenuity to create something new. However, it is not a case of simply implementing AI technology and keeping human practices as two separate entities, but instead blending the two elements together to help improve productivity, efficiency, and to reassure anxious banking customers that all is well by delivering them with excellent customer service, on-demand. Adapting The Banking Workforce While the banking sector has been using intelligent technologies such as AI for a few years now, businesses typically utilise AI in parallel with workers as an artificial intelligence toolset, mostly used in automated isolation – very separate from their human workforce. The main drivers for using AI is the cost savings and improved efficiencies it provides. However, now is the time for using AI in a more nuanced way to help banks move forward and integrate it with human capabilities to bring them more value. A major cultural shift is needed right now in the banking sector to help build better workforce resilience, and this is in the form of the further integration of human and machine capabilities. This means using AI to boost productivity, but combining it with the creativity, empathy and innovation that only humans can bring to their role. Dispelling Preconceived Ideas One barrier towards more is the fear that it will only act to replace workers rather than aid them in their role. These preconceived ideas can be intimidating and can be met with resistance by both bank staff and management alike. However, the banking sector needs to look at utilising AI from a different viewpoint. Instead of seeing it as a threat to the establishment, they should see it as an opportunity to improve their services by being combined with human skills to yield more significant levels of efficiency. The positive news is that these old fashioned beliefs are being dispelled with 68% of workers surveyed by Deloitte already believing that AI's widespread adoption will yield positive results. Optimising More Than The Mundane Tasks Many banks are already establishing what mundane tasks that AI can adopt. This enables them to upskill or re-skill their staff and move them into more qualitative banking roles. By harnessing the benefits of AI technology combined with reframing live human banking roles, banks can now start to draw optimal results from their investments in both AI and the costs of retraining staff. Actively adopting AI capabilities and coupling them with their human resources can help to deliver prompt customer services. This support works to retain customer confidence in their financial services. Keeping Customers At The Heart Of The Business With their customers being at the heart of their business, banks need to do everything they can to keep hold of their customers and keep them happy and engaged.  This has never been so critical as the chaos of the lockdown in response to the pandemic led to banking customers becoming tired of hearing that their bank is closed. Customers became increasingly frustrated. Trying to get any help or reassurance was either impossible, very confusing or took too long to access. It is evident that banking customers demand immediate responses and answers to their questions. Consequently, utilising AI capabilities such as virtual agents and chatbots can help to deliver a timely and reassuring response to a customer's initial enquiry. Furthermore, it can help the bank to correctly and quickly direct customers to the help they need. AI technologies can be easily integrated as a first response service. Banks can effectively teach their AI agents to respond to common questions asked and deliver the information the customer wants, but will also efficiently redirect more complex queries to a live agent for help. Upskilling Staff To Develop New Capabilities To continue to build resilience in the banking sector, banking services need to have staff with a good balance of functional capability and technical skills. This involves recruiting, training and up-skilling talented staff to empower them to help the bank progress and remain competitive, moving forward into a more digital-driven future. Innovative banks and financial institutions are investing in new methods of staff training, delivery and improving the ways to maintain employee well-being to help increase staff retention levels. This includes: Expert shadowing and mentorship programmes Progressive learning opportunities Providing staff with multi-lingual support networks Real-time and interactive centres of excellence Staff rewards and incentive schemes. Agile And AI With more banks introducing agile practices such as these to help deliver improved performance, there is a fair degree of flexibility available to them to adapt and mould opportunities to suit their needs. There isn't a one-size-fits-all approach for banks to take to help integrate AI and adapt existing staff skills. This is a good thing because it gives individual banking and financial institutions a chance to adopt the agile principles they need to deliver results, but in a way which better reflects their own internal workplace culture and existing processes. This is an opportunity to reimagine their digital AI and human skills to build stronger workforce resilience. Furthermore, they can ensure they offer services to meet the financial needs of their customers while also increasing value for their business and achieving job satisfaction for all banking employees. So, by investing in AI in fintech, banks can ensure they have the time and talent they require to reach their goals and continue to stay one step ahead of their industry for greater success. ### How To Thrive With A Dispersed Global Workforce: Key Challenges To Consider COVID-19 has had a transformative effect on the way we work. When travel across, and even within, borders became more difficult, companies adapted. As the crisis continues and the world continues to change, the next challenge is dealing with the ongoing impact of having a mostly remote workforce. Simply reacting is no longer enough. Companies need to start planning for how they will manage their workforce for the foreseeable future. Already, conservative estimates suggest that we could be dealing with the current state of affairs for at least another year. For companies looking to thrive, rather than survive, a plan for a dispersed global workforce is vital. Whether the aim is to maintain your current workforce or you need to attract new talent, several issues need to be considered. Having plans and policies surrounding the following areas will help to smooth problems and keep your teams and your company working. Working Across Time Zones There is a surprisingly large number of companies that have suddenly found their local teams split across time zones. When offices closed, people dispersed. Many people decided to travel back home, to visit family, or to work from somewhere safe, comfortable and productive. In some cases, working across time zones wasn’t a choice people made, but a necessity. Our clients have told us stories about recruiting individuals across the world and come to their starting date; they were unable to travel. Instead, they have had to begin a new job remotely. Before the pandemic, a talented individual received a promotion to become Regional Manager. The move would see the individual move from Australia to Russia. However, when the pandemic began, they were unable to travel. Instead, he began his new role remotely, but because of the time difference, meant he was keeping different hours to his family, friends and everyone around him.   While this type of arrangement for a short time can be beneficial to both the employer and employee, it is not a sustainable choice. Employees and businesses need to accept that disruption and a dispersed workforce may be necessary for many months to come. While we can admire the individuals who have upended their lives to meet the demands of their work, prioritising employee wellbeing is paramount for a dispersed global workforce. Core Hour Balance For employee wellbeing, it is essential that they can maintain a healthy work-life balance. This is not easy to achieve when someone is operating in a completely different time zone to their family and when they live. Furthermore, it can lead to burnout. With this in mind, a critical consideration for businesses is the concept of core hours. Having a policy about core hours not only sets a standard for the organisation to ensure critical business needs are met, but also offers employees flexibility too. To achieve this, it might be necessary to change the way your teams work. You need to move from an always-available system to one with scheduled check-ins and some compromise around meeting times. Taxes When your workforce is spread around the world, this can bring up a lot of money issues. Some will impact directly on the company while others will fall on your employees. Knowing about the potential pitfalls can help everyone make informed decisions. Corporate If your employees are working in countries where you do not operate, then your company may be liable for taxes in that country. Companies must keep close tabs on the number of hours your workers are completing in different locations, so you know where you stand. It might be a good idea for organisations to investigate the cost implications of allowing workers to reside in different companies. There may be some places that are less of an issue than others. Taking time to analyse your workforce and their countries of residence is important. This is the only way to create a policy that is clear and protects everyone involved. Personal In most parts of the world, you can complete an amount of work for an overseas company without having to worry about tax. However, once you are working in a location for a more extended period, you can be required to pay local taxes. For your employees, this could mean that they are paying tax twice, once in the country where you employ them and again in the country where they are living. Companies that have international employees may already have policies in place surrounding this issue. They just need to ensure that they are applied to newly remote workers as well. The very least a business should be doing in warning its people of the potential for taxation. Travel Once things start to open up again, it might be tempting to return to business as usual. However, before you start flying your teams around the world again, or even asking them to come to the office, you need to be aware that the world has changed. Not everyone will be comfortable travelling. It may take longer for one person over another to feel safe. Pushing before your workers are ready will harm morale and productivity. There will be two crucial consideration to ensure that once travel starts again, everyone feels as safe as possible. The first consideration is clear policies and expectations. It would help if you had guidelines that focus on safety and are unambiguous. It needs to be clear when a quarantine period should be followed, what social distancing expectations are, as well as cleanliness and contact policies. The second, easier to miss aspect, is education. Not only for those travelling. Workers at the locations you are sending people also need to feel comfortable; this could be other teams, suppliers or clients. Making sure everyone has the correct information and knows the policies will be vital in the success of establishing successful relationships around the world. Work-Life Balance When working conditions change, it always has an impact on home life. Corporations have a responsibility to help their workers maintain the balance in their lives. Companies that are inflexible in the face of this change may find that they are losing employees due to burnout and stress. An expat regional manager, with a spouse also operating across a multinational area, both made a schedule to alternate weeks at home and at work to allow both of them to travel as necessary while having one of them at home for the family. However, when the pandemic hit, the manager was trapped away from his home and family. However, his company accepted the strain that it would be for their employee, his wife’s work commitments and his family. Consequently, they allowed him to work solely from home.  While travel was stressful (including a cross-country motorcycle ride), the end result was worth it. The organisation still receives the same high-quality work and they have a happy, healthy and loyal regional manager working for them. Being flexible and compassionate is often the best business decision an organisation can make. However, it does require an organisation to think carefully about what level of support they can feasibly offer to their employees to support their work-life balance. For example, some businesses may support with travel costs so that employees can reunite with their family. Another example may be offering tuition assistance for employees with children, to allow their employees to focus on work, knowing that children are able to learn while they are at home. Whatever policy a business implements to help its employees achieve a work-life balance as a dispersed global team, it needs to be clear, consistent and accessible. Another consideration is how long-term and viable the solution is. When you consider that a dispersed global workforce may be a long term prospect, the sustainability of your work-life balance benefits must be carefully considered and managed for the long-term.   ### Closing The Skills Gap In The Post-Pandemic Economy Even before the COVID-19 pandemic, the growing workforce skills gap was widely acknowledged as posing a real threat to economic growth globally and to the opportunities for individuals to find suitable employment in the rapidly changing workplace. According to the 2019 pwc 23rd Annual Global CEO Survey, 74% of CEOs shared these concerns. The pandemic has served to exacerbate the situation and increase the risk of economic inequality. The workplace is more fluid than it has ever been. On the one hand, the global pandemic is changing the way we work. On the other, the successful implementation of rapidly advancing technologies demands advanced knowledge and skills that are in scarce supply. Yet those same technologies are taking over many routine tasks previously carried out by people, making their jobs obsolete and threatening their futures. The urgent need for upskilling is clear and is widely recognised by most, if not all, high tech companies. Those companies are investing heavily in the futures of their employees and society as a whole. Amazon Upskilling 2025 Amazon is a prime example. The company has pledged $700 million to its Upskilling 2025 program which aims to upskill and train Amazon's colossal workforce, helping individuals move into more highly skilled roles both within and outside of the organisation. Upskilling 2025 also includes: The Machine Learning University for employees with technology and coding background who wish to gain skills in machine learning. The Amazon Technical Academy for non-technical employees who wish to gain software engineering skills Associate2Tech for fulfilment centre employees who want to transition to more technical roles The Amazon Career Choice programme for fulfilment centre employees seeking to move into more demanding roles. Successful candidates receive a certificate or diploma in their chosen field while Amazon foots 95% of the tuition costs. Amazon Apprenticeship which provides training and on-the-job apprenticeships AWS Training and Certification, which aims to help professionals from both inside and outside the organisation, develop their knowledge of cloud computing. Microsoft will upskill 25 million workers Microsoft has launched an initiative to upskill 25 million workers across the globe in preparation for what it describes as a "post-pandemic future." Satya Nadella, Microsoft's CEO, believes that the impact of COVID-19 has served to make the skills gap "even more acute", especially for people with disabilities and lacking a formal education. Up to 800 million people, he believes, will need to learn new job skills by 2030. Microsoft's approach is to create a digital model of the global economy and identify the tech jobs that are most in demand. The company will develop a service matching people's skills with the right jobs while offering affordable certification and free job-seeking tools. Additionally, a new Microsoft Teams app will help organisations deliver learning and upskilling to their employees, leveraging content from Microsoft Learn, LinkedIn Learning and other training providers. IBM Talent and Transformation A recent IBM study has discovered that most C-suite executives are accelerating digital transformation in response to the pandemic; however, it is people and talent that are crucial to future progress. Currently, the skills gap, along with employee burnout, are inhibiting progress; 120 million people need upskilling over the next three years. In partnership with various organisations including the Open University, Social Enterprise UK,  Jones Day and others, IBM has launched the SkillsBuild Reignite platform. The aim is to provide job seekers and business owners with access to online learning and mentoring resources to help them develop technical and professional skills. Topics include cloud computing, data analytics, artificial intelligence, financial management and more. There are around 370 different activities, and the consortium is continually developing more. Final thoughts Never before, at least not since the industrial revolution, has upskilling been as crucial to individuals and the economy as a whole as it is now. While high tech businesses such as those we have mentioned are blazing trails, there is also a considerable pressure from employees, a third of whom are concerned their skills may become irrelevant in the next few years. There is now a real risk that post-pandemic a large proportion of the population will be out of work, and lacking the necessary skills to find a new job. The big question is how to reconstruct the post-pandemic workforce. Fortunately, most of the necessary learning resources are available online, and, as we have described above, several large tech companies are ensuring that many of these are available at no or minimal cost. The UK Government's Skills Toolkit platform provides free access to a range of digital courses providing people with the opportunity to equip themselves with the skills they will need in the future. These are all moves in the right direction; however, it is essential not to underestimate the challenge we face in closing the skills gap in the post-pandemic economy. The opportunity for adults to upskill and reskill is critical to our future prosperity. Businesses, governments, and individuals all have a vital role to play. ### Is Adaptability The Most In-Demand But Overlooked Skill? 2020 has shown how vital it is for organisations to be able to respond to change. Innovation and transformation have been the order of the day for businesses. However, for businesses to adopt an agile approach to change, they need a team that has the skillset that is able to respond, innovate and adapt at speed. As Charles Darwin says, “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” In the theory of evolution, it is those that can adapt that will survive. When building an organisation that thrives, it is essential to have a team that is willing and ready to adapt. So, if adaptability is critical for the strongest organisations to succeed, then it may suggest that this is a skill to seek out during the recruitment stage. What Is Adaptability? Adaptability is considered an emotional intelligence soft skill. It means that individuals are able to change their behaviours, actions and the way they work to suit new situations. Furthermore, adaptable people will not just change to suit their new environments, but they are willing to approach the unknown with positivity, confidence and determinedness. Talent may define their adaptability as being a forward-thinker or a lifelong learner. Candidates will usually be able to demonstrate a balance of curiosity and control when it comes to goals. For example, they may be committed to their training but also be looking at other avenues that they need to explore. Their mindset may be beyond their current position and be thinking about new situations that they can thrive in. Why Is Adaptability So Important? A PWC study found that 63% of CEOs are unable to find and recruit talent that can adapt to the requirements of the business. Furthermore, research by Barclays Lifeskills shows that 60% of employers believe that adaptability has become more important this decade than in the past. Interestingly, research suggests that around 44% of employees do not recognise adaptability as a skill they possess. Furthermore, only 15% list adaptability on their CV; this is despite many employers seeing adaptability as a critical work skill. While employers see this as a vital skill, research suggests that just 8% of employers actually offer training in this skill, suggesting there may be a discord between what employers look for and what they are willing to develop in-house. Responsiveness To Change In A Post-COVID World 2020 has been a year where it has been essential to respond to change and adapt to suit almost every environment. Whether in or out of the workplace, people have faced cancelled plans, disrupted routines, closures, stress and upheaval. However, despite the overwhelming negatives, some organisations have used their innovation and flexibility to create a more adaptable future. Many businesses have had to lose sight of their one-, two- and five-year plans. It has never seemed so important for individuals and businesses to ride this challenge like a wave, rather than desperately try to swim against the tide. While many people have understandably struggled with the unprecedented events of the year, the ability to transition has been admirable. From small businesses to huge-scale operations, many have been able to pivot quickly to offer remote working and diversify their portfolio to meet the changing demands of their customers. In some cases, this year has served as a wake-up call that unexpected shifts are inevitable and that being able to recover and capitalise on change will help employees and businesses to be in the best possible shape to thrive. Cultivating Adaptability   There are ways that organisations and individuals can cultivate this skill and become more adaptable by nature. Understand A Rapidly Changing Landscape Technology and digitisation have shown the difference that mere months can make to the way we work. Traditional forecasting can be impossible when the landscape is so unpredictable. With this in mind, it is essential to keep an ear to the ground and watch carefully what competitors, the industry or overall market is doing. When you can begin the see the landscape unfolding and become aware of the demands ahead, you can become better prepared to make the rapid changes that are needed. Experiment Quickly Organisations now have to adopt new strategies and take on fresh ideas at a rapid rate. For a long time, the focus for businesses was to perfect their offering. Now, it’s a focus of trialling, experimenting and learning processes and strategies that can be successful in an interconnected world. Unlocking Your Greatest Resources With a business centred on adaptability, it is vital to have a team ready to respond to change. With this in mind, the focus on ‘job role’ may no longer apply. Instead, organisations may be looking for talent that can step outside of their comfort zone when it comes to skills and be willing to learn new skills, try new processes and interact with the organisation differently. Businesses and employees will need to be able to read the signals of change and adapt accordingly, even if that means going beyond the boundaries of the job description. However, in order to do this, it is vital to look for the talent that has great potential in solving problems and is will the grasp new opportunities while reacting positively to the changing landscape, context and competition. How To Hire Adaptability So often, screening candidates means concentrating on the candidate’s ability to conform to the job description. However, with this, you are assessing their ability to work in a role that is in the past rather than the role of the future. It may, instead, be a better idea, to focus on what a candidate can do in the future and look into the skills of creativity, digital awareness, problem-solving and strategic analysis to create a responsive ecosystem in your workplace and an adaptable organisation that is optimistic about change. ### Podcast - Making 2021 work for you.. Putting on your own oxygen mask before helping others! How we can plan to make 2021 a year that works for us all as individuals.   I recently recorded this conversation with Ghilaine Chan. We were thinking about how we can make 2021 work for us. Reflecting on how we have coped in recent months, our chat focuses on what we have learnt, finding our balance in a context of uncertainty and realising that we support others better when we have a stronger sense of our own resilience. You can listen to our conversation here: Making 2021 work for you     Our key points:   Talk about what works for you and supports your resilience. Share your personal successful coping strategies and those you should now leave behind. Recognise the balance of work and life is still shifting and consider Dynamic Poise. #Dynamic Poise is making constant minor adjustments to keep our balance, rolling with the latest changes. We have come to recognise nothing has to be set in stone and more people are talking more about how they want to work and that is making a difference. Many leaders are checking in with their staff – finding out what works for different people and importantly giving people the confidence and the space to say what they need. If you need to make changes, share what works for you as your starting point in negotiation. Our levels of confidence have shifted. Some people may want reassurance it’s OK to ask for support, say what help they need, and be listened to. Celebrate the good stuff and be proud of our achievements. ### Tips for Virtual Onboarding During COVID-19 The global COVID-19 pandemic has changed the way businesses hire and onboard team members and leaders. The entire recruitment process has been forced to adapt and utilise technology in various ways. From video interviews to virtual assessments, things that were once completed in person have had to move online.  With each country across the globe practising slightly different lockdown and social distancing measures, the one common factor is that the internet is key to keeping businesses running. Most countries have been encouraged to adopt a remote workforce, but what happens when a new recruit is needed?  Getting a new employee up and running with their role virtually might seem like a difficult task, but we’re sharing our top tips and advice for onboarding leaders during COVID-19.  With thanks to Joshua Hollander, President and CEO of Horton International USA, Dr. Monika Becker, Business Unit Director of Horton International Germany and  Artem Antipov, Partner of Horton International Russia for their input. ### How COVID-19 Has Changed The Way We Work For The Better Highlights A round-up of some of the most positive success stories to come out of the pandemic A supportive culture is vital for motivation and engagement Combining personal and professional lives can be morale-boosting and foster a team spirit. From businesses to individuals, we have all been affected one way or another by the Coronavirus pandemic. While we know that many businesses have had an extremely difficult time, some businesses have managed to turn their fortunes around. In fact, many businesses are enjoying some very positive changes that have come out of the situation. There is no denying the way we work has changed, but in many ways, it has changed for the better. During this unprecedented time, we have seen companies and employees embrace new skills and develop new behaviours which have improved the way we operate. Many businesses have managed to use the COVID-19 pandemic as an opportunity for change, but just how has this year helped change the way we work for the better? Office Culture To Supportive Culture For decades, we have been engrained to believe that 9 to 5, office-centric work was the best thing for business. As employees have been forced to work from home, and companies have had to embrace this change, we’re experiencing a change in productivity and employee freedom. This shift in working life has encouraged businesses to take only the best parts of office culture, and free employees from inefficient processes and bad habits. Leaders are switching their focus from office culture to a more supportive culture, with a new focus on how to improve the lives of employees while still getting the best from them. One excellent example of this is how Hisense Mexico embraced home working and supporting their team through this difficult time. Their top priority has been to keep team members at home and safe, while also keeping them motivated, engaged and informed. Hisense encouraged open communication by holding regular virtual meetings, sending newsletters, and even throwing virtual birthday parties. Even post-pandemic, Hisense aim to continue with this supportive new culture they have created. Virtual-First Companies Many companies are taking steps towards hybrid working environments, where teams can work both remotely and in the office. This shift in the way we work has seen a rise in companies becoming ‘virtual first’. This means that workplaces are being distributed across offices and homes, and employees have the freedom to choose how they work. For companies to successfully work in this innovative way, they must be virtual-ready. Leaders must know how to effectively manage, train and evaluate virtually, and technology must be in place to enable virtual working. Remote communications are an area of technology that businesses are being forced to embrace. This means cloud storage is used for data and security measures in place for different modes of working. The Coronavirus pandemic is driving these transformations and innovations in many different ways. A Crash Course On Modern Technology The entire workforce had no choice but to develop new skills and experiences during the pandemic. Our population has been forced into a crash course on modern technology, and the result is that more people than ever have the skills and knowledge to work effectively from anywhere. Businesses have been forced to embrace technologies in ways never done before. For example, Estee Lauder worked quickly to incorporate technology into their point-of-sale. They’ve used innovative ‘virtual try-on’ features to allow customers to try out their products in a safe and secure manner. Nike is another excellent example of a company that has embraced technologies to help alter the way they work during these stranger times. Their teams worked together quickly in order to allow more stock to be sold online than ever before. There is no denying that these new skills and technologies that we have had to embrace will continue to help businesses flourish in a post-pandemic business world. Many employees and companies would never have had the opportunity or reason to become so clued up on modern technologies if it hadn’t been for Coronavirus. Overlapping Personal And Professional Lives For years we have been keeping our professional lives and personal lives at a distance, with little overlap between the two. With the rise of Zoom meetings and remote working, it has given us an insight into team member’s private spaces. Every video call and virtual meeting makes the personal lives of colleagues, managers and clients visible. We are now used to seeing employees’ children and pets on-screen, interrupting meetings and phone calls on a regular basis. While this might seem like a distraction to the working day, in actual fact, these little glimpses into our personal lives can improve workplace relationships. When working from home, it is almost impossible to keep up an entirely professional persona, giving colleagues an insight into the real, personal life of team members. These personal interactions are not unprofessional. Instead, they allow teams to connect and get to know each other in a new way. Overlapping personal and professional lives can help teams to work better together and understand one another’s everyday challenges. Increased Focus On Mental Wellbeing The Coronavirus pandemic has seen a sharp rise in mental health issues. While this is in no way a positive outcome, it has resulted in businesses focusing more closely on employee’s mental wellbeing. Companies are doing more than ever to protect and promote positive mental wellbeing among teams; a trend that will continue even as the world returns to normal. Many employers, such as Ipsen, have been prioritising mental health even before the pandemic. But these difficult times have made many businesses realise mental wellbeing is more important than ever. Ipsen trained teams on mental health and appointed health and wellbeing advocates to help support employees. This focus on mental wellbeing in the workplace is set to keep momentum, even in a post-pandemic world. With many businesses having been forced to understand and acknowledge the importance of mental wellbeing at work. So, as we move forward, we hope that many of these positive work outcomes such as a greater focus on mental health and wellbeing, more freedom and flexibility for employees and outstanding innovations will keep workforces happy and healthy while businesses will remain as creative, responsive and successful. ### Leadership through COVID-19 - With Ger Groot Wesseldijk. This week we had the pleasure of speaking to Ger Groot Wesseldijk, Motion Managing Director FraBeNelux at Norgren. In the first of these "Leadership through Covid-19" articles, Ger gives us his insights on how IMI is adapting to the new business and how to navigate through a global pandemic. IMI plc (formerly Imperial Metal Industries), is a world-leading engineering company headquartered in Birmingham, England, specialising in motion and fluid control technologies. IMI is listed on the London Stock Exchange and is a constituent of the FTSE 250 Index. Norgren is one of three divisions alongside IMI Critical and IMI Hydronic, who produce and sell pneumatic and fluid control technologies. The coronavirus has been a crisis like unlike any other that we have experienced. How have you responded to the situation? A global pandemic is something we have never experienced before. The safety of our employees is always our top priority, so even before the government-led lockdowns were announced, we implemented home office arrangements for all our office-based colleagues. Through several challenges, cooperation between the local and international management was key to achieving our priorities. IMI has high standards as an employer, and we wanted to make 100% sure that our colleagues weren't put at risk in any way. Securing people in a safe environment, whether that was working in the office or from home, was our priority. We also ensured that we maintained consistent and simple communication and conversation (both daily and weekly). What would you consider the top three leadership challenges have been during the coronavirus? Health and safety have been our top priority, that's number one for us all. We have to make sure that our team is safe, not only physically, but mentally too. We take a great interest in motivating and engaging our people. That has been key for us at this time. What we then wanted to do was maintain strong working contact but with as much of the team as possible working from home. As a result, despite us being an international company of 11,000 people, we have had very low rates of Covid-19. Under the circumstances, we feel like we have done an excellent job. Secondly, we have wanted to maintain business continuity. To do this, we have needed to support our ability to provide our customers with the products that they require and to keep up the best possible standard of customer relations. Maintaining customer satisfaction is key. We continually measure customer satisfaction via the Net Promoter Score, and we know that even when you have problems in your supply chain, customers appreciate it if you communicate this to them. Even though we all struggle without our usual human contact at times, keeping those lines open is key! Thirdly, cost control is essential. We are listed on the London Stock Exchange and will have to present our facts and figures and will need to secure our margins and profits. We try to monitor our financials as well as possible, which is difficult currently, as nobody has any experience with this type of global crisis. It is tricky to predict the long term, so we are focusing on the short and medium-term at this stage. How are you keeping your employees motivated? Separately from Covid19 we already have a great engagement program in Europe, of which I am a leader for the FraBenelux division. We always want to make sure that our people are motivated and engaged. Of course, now there is an extra element to this as we don't see our colleagues face to face. We are trying to find a balance and maintain good relationships with our team, mostly through video meetings, which we do two or three times a week. It's crucial to have personal (one to one) contact as well as team meetings to keep everyone motivated and work through the new sets of challenges we are facing due to Covid19.  We also support this with internal online training that aims to inspire people and improve specific sales skills and competences.  We have also tried to promote strong interaction between different teams. A specific example is between our field and internal sales. Usually, the field sales team is out meeting new customers, and internal sales are focused on taking care of our existing customer base. Now, these two teams are coming together to share their skills due to the new business landscape we find ourselves in. Finally, we still need to ensure that we reward our teams and celebrate top performance; France had a fantastic Net Promoter Score last quarter, so we made sure that despite everything, we celebrated their achievement. How are you managing your management team? Usually, I would travel weekly to one of the countries within the FraBeNeLux region to meet with the management teams face to face. Now we have bi-weekly meetings via video instead, and individual calls with members of our management team. I want us all to stay as focused, as always, on our targets, despite the difficult circumstances. Again, while remaining mindful of the challenges people might facing personally. How are you preparing for the future? In the short-term, it's things like how we get people back into the offices now some countries are relaxing their lockdown. How do we figure out health and safety plans for that? Who is key to get back first? We are also now offering part-time work. Honesty is also is a massive one. We have been very honest with our customers, and they have in turn been very honest with us. We have understood and made arrangements for those who needed to figure out different payments, and they have understood if sometimes we have had delivery delays. Ultimately we just all need to be transparent. In the medium-term, we are monitoring how the market is developing, we are trying to project the ways in which this may go and to stay on top of our game by continuing to provide quality products and services. Medium-term, we also are thinking about structure. Now more than ever we must have the right people in place. As we are more independent, since we are physically not next to one another, it's crucial that we can trust each other's abilities to do our jobs.   What advice would you give other business leaders at this time?   My one big take away from working through the 2008 financial crisis was that many businesses perhaps focused internally too much, this time I want to make sure that we keep our customers close to us on this journey, as well as my team. We have a much better chance of coming out of this together if we stay close, stay honest and support each other.   ### Health Leadership In A Time Of COVID: An Interview With Ipsen UK and Ireland In the last few months, almost every business has had to make some huge adjustments to how it operates. However, organisations in the healthcare sector have been thrust into the spotlight. They are not only having to ensure they maintain their critical services to patients and healthcare operators, but also are having to navigate a virus pandemic and look after their employees. For an insight into how the healthcare industry has had to adapt, we spoke to Asad Ali, Managing Director at Ipsen UK and Ireland. Ipsen is a leading global biopharmaceutical company focused on innovation and specialty care, working hard to bring solutions for patients and healthcare providers. We caught up with Asad to discover what impact COVID-19 has had on Ipsen UK and Ireland, and the healthcare industry as a whole.     How has Ipsen UKI been affected by COVID-19, particularly as a leader in the biopharma space? The healthcare industry makes a tremendous difference not only to the lives of patients with debilitating diseases but also to the healthcare professionals that are there to take care of those patients, and the treatment and management of their conditions.  So, with the advent of COVID-19, as an industry we knew we had a significant role to play as the pandemic evolved. At Ipsen, our portfolio focuses on three main therapeutic areas - oncology, neuroscience, and rare diseases - the largest of these being oncology. With regard to cancer treatment, the healthcare systems in the UK and Ireland have had to evolve, adopting new measures such as the establishment of covid-free zones across the cancer networks, enabling patients to still receive care. Despite the disruption there has been a strong focus on cancer patients continuing to get their treatment, whether face-to-face or via virtual interaction with their healthcare professional. Neuroscience is an area where we have seen a more adverse influence of COVID-19. Some of the services and clinics have been categorised as non-essential, bringing some negative impact on patient care. However, both Ipsen and the healthcare providers have adapted to continue to support our patients and healthcare workers, and thankfully we are starting to see a return towards more normal services. How did you respond to the current situation both personally and professionally? On a personal level, I have a job that requires a lot of travel, as does my wife, so that has been a big change for the family. Perhaps the biggest challenge has been supporting our kids through this new reality. We have a teenager, an 11-year-old and a 3-year-old, so trying to get them all set up for home-schooling was something of a struggle initially. By comparison, professionally the transition was quite smooth! At Ipsen, we already had a strong focus on online working, and our usual face-to-face meetings switched to virtual. We also quickly switched to virtual engagement with our customers, to better support the vital interaction with healthcare professionals through this period of uncertainty. Obviously, the NHS and HSE have been under extreme pressure; the whole point of lockdown was to avoid the spread of the virus and overburdening of healthcare systems. So, Ipsen had to play a role from day one, streamlining processes and going virtual. We are lucky that we operate in countries where our infrastructure has been reliable; unfortunately it has not been as easy in some other parts of the world. What would you consider as your top three leadership challenges during this pandemic? For me, the top three challenges Ipsen has faced can also be perceived as opportunities. Firstly, it has been critical to us that we are adding maximum value during the crisis. We want to provide meaningful value to our stakeholders, patients, customers, colleagues, and our business. Value is going to be different in all of these instances and, as always for Ipsen, has to be tangible and measurable. For our customers, this has meant reducing the number of patients that need to come into hospital for their treatment. For patients, this is around being more empowered to manage their treatment independently. We want all of our partners and colleagues to see that we have pivoted the business to ensure we have solutions that work for everyone, wherever possible. The second challenge is around really being present, which was front of mind for me, even before the lockdown. Whether it is for our customers, patients or colleagues, or other stakeholders, it is vital that we remain available for them all. Throughout lockdown, we have continued with the aspects we feel would make a real difference for our people. One example is that we continued to hold “mentoring retreats”: protected time to focus on our people's growth, development, aspirations, and plans. We did these through virtual sessions, and it worked exceptionally well. The third topic is how we react to change. Consciously we championed the change, and emphasised that it was in fact more of an opportunity than a challenge. In many ways the pandemic has accelerated changes that were coming anyway, for example in digital adoption and remote working. When change is being thrown at us relentlessly, human nature can be to fight, freeze, or flee. But, if we actually embrace it and become more ‘change agile’, we can engage with our stakeholders in ways that embrace the new reality that we’re all facing. How have you been keeping your employees safe, informed, and motivated? For the last year, Ipsen has been prioritising the focus on mental health. As part of this, an Ipsen team, including myself, started training to be mental health and well-being advocates. When the pandemic hit us, and we locked down, it became even more important than ever to focus on this area. I am very proud that we continued with that training virtually, and we now have a team of accredited mental health and well-being ambassadors within the company. We have also created a well-being hub on our intranet where colleagues can find yoga, exercise, and meditation videos among other things, as part of this initiative. It has also been essential to keep engaged with our employees; they need to feel heard and know that we understand their challenges. We are mindful that it is a very profound challenge that we are facing right now, but it is also essential to keep some light-heartedness too. So we have openly welcomed families and pets to our video interactions, held online quizzes and virtual drinks parties. Instead of our usual KPI reporting during this period, we did a "KPI – Keeping Our Purpose Ignited" video series, which were employee videos recorded from their homes and in their gardens talking about our progress with a different KPI each day. It was a fun and engaging way of recognising colleagues whilst keeping peoples’ engagement and optimism up. Did you draw inspiration from other leaders during COVID-19? It is so important to be aware of what is going on in your own ecosystem – in your sector, in your industry, and in the wider world. Clearly, healthcare has been a huge consideration throughout the pandemic. Entire countries have been working towards ensuring that our healthcare systems are not overburdened. I have drawn inspiration from how the Irish and UK healthcare systems have responded to the crisis; both NHS and HSE leadership decisions have been exemplary. In the UK, NHS Nightingale temporary hospitals were set up in record time and to an excellent standard. In Ireland, they put in immediate protocols to minimise face-to-face contact in medical situations, which will have saved many lives. The other place from which I have drawn inspiration is my colleagues; both my leadership team and my other direct reports. Ipsen has a full bench-to-bedside footprint in the UK and Ireland. We have activities all the way from basic research and discovery through to full commercialisation, lifecycle management and everything in between. We employ almost 900 people in UK and Ireland, and every single one of them has played a key role in this pandemic. We continued making and distributing essential medicine during this period and we continued with research and development throughout the lockdown, even though it has been challenging. And we all did this while managing our personal situations - with the challenges of having children and pets jump onto our conference calls! I have been so impressed with how everyone has dealt with their new working normality. Another incredible feat is that we have brought in a new CEO, David Loew, who joined Ipsen from Sanofi Pasteur on July 1st. I am not sure how many companies can say that they have virtually recruited a new executive leader during a pandemic!   It was a pleasure to catch up with Asad Ali and to find out just how Ipsen has not only weathered the storm of COVID-19 but embraced the challenge and made positive changes, to benefit not only the organisation but its patients, clients and stakeholders too.   Asad Mohsin Ali, currently Managing Director for UK & Ireland at Ipsen, an emerging global leader in innovation and specialty care, including Rare Diseases, Oncology and Neuroscience. Asad also heads 1 of 3 Ipsen Global Hubs (the 2 others are France and the US), and is Chair of Ipsen’s UK & Ireland Site Steering Committee which is responsible for a 900 strong workforce across four global sites (Slough, Abingdon, Wrexham, Dublin) that span the full "bench to bedside" chain including R&D, TechOps, Supply, Commercial Operations and Corporate Functions. 22 years of industry experience across a variety of roles with Novartis, MSD and TESARO. ### Leadership In A Time Of COVID: An Interview With Hisense Mexico We recently caught up with Mauricio Silis, HR & GMO Director, Hisense Mexico to find out what impact COVID-19 has had on Hisense Mexico, and the leadership challenges they have faced during the pandemic. How has the ongoing COVID-19 pandemic impacted Hisense Mexico?  It is a unique moment in time for sure. Even though we faced a swine flu epidemic in 2009, this crisis has been of very different proportions. We are following many recommendations that we received back in 2009. We will perhaps keep in mind these practices forever now, not just for a short period, or epidemic situation. We have all had to redesign our daily working lives all around the world, and because of what we went through with the Swine flu, we had already learned how to do this to an extent. We were also fortunate to have seen how our Headquarters in China handled the situation; they faced a huge challenge there; everything stopped there very quickly – so in a sense, we knew what might be coming and that it might change every part of how we work. How did you respond to this situation both personally and corporately? Our first priority, both inside and outside of the company, was health – keeping our people safe was paramount. So immediately we began to adapt our office. As soon as our Chinese colleagues started facing severe problems, we began to make some changes in our offices and to communicate with people and take specific measures to keep people safe. As a company, we also decided to be cautious, making sure that we had a stock of all the supplies we need for our health prevention. We also started our "home working" policy earlier than many Mexican companies, which helped us a lot. We had enough time to prepare everything and start creating a certain culture in our company to combat COVID-19. The economic situation and our performance were also critical; we very quickly worked to reduce costs and renegotiate with certain landlords, suppliers and customer service providers. On the other hand, we also received the same sort of requests from our customers; they asked for extended periods of credit and cut certain purchase orders. Everyone was scared; they wanted to avoid having a huge amount of stock in their warehouses, as did we. So for that reason, we were very conservative in terms of economy. Communication was hugely important too. We trained our staff on how to behave in a pandemic. We let everyone know that homeworking was the best solution for many people. Again we were lucky that due to our HQ being ahead of us in terms of the pandemic, we had made sure that our infrastructure and IT systems could support employees working from home and that our security was up to the job. Another huge part of our response was updating our e-commerce. In Mexico, we are still beginners in terms of e-commerce, so it was a steep learning curve for us – but we managed! We feel very privileged that we have not stopped our operation and managed to adapt to the new way of life. What do you consider were your top three leadership challenges during this pandemic?  First of all – Connectivity. Getting everyone working on a remote basis was a challenge. We didn't know how the infrastructure in Mexico. Fortunately, our IT people deployed an essential implementation to give us adequate tools for working from home. Secondly - Connecting with leaders on a remote basis. Managing from afar is a new skill for many of us. When we moved our people back home, we had to change how we work, report, and engage with our customers and service providers. It was undoubtedly a challenge! We set very clear objectives and set up different assessments for performance, but also we had to all learn to adjust our expectations – everyone was learning. It was also vital for us to share our experience with our fellow managers and directors in managing this way. Thirdly - Business continuity. Mexico is a country that suffers a lot of earthquakes and hurricanes, so civil protection activity is something significant in our country. We have built our company in a way that is adaptable to these kinds of events. We have to be prepared for if we all have to hide out for some time. Honestly, no business continuity plan could match the current circumstances and experiences we are facing. We had to build new strategies to deal with this. Sometimes we were assisted by specialists. Sometimes we were following instructions from the government. Sometimes we exchanged information with other companies and tried to create a model that could fit with Hisense. We had to be fast and creative and keep in mind that we were all human beings at the end of the day. Did you draw inspiration from other leaders, corporations, or partners in their responses to COVID-19? I would say that we did draw from many sources, all across the world. After all, this is not a local issue. This is a worldwide issue. We took recommendations in terms of infrastructure, in terms of supplies, and in terms of how to protect people. When our Chinese HQ went through the pandemic before the rest of the world, we sent them funds and resources to help. Ironically two and a half months later, they ended up doing the same for us. In the beginning, they sent us thermometers and almost 250,000 masks. These masks were for internal purposes and to donate for hospitals and charity organizations in Mexico and our customers. I also used my network across the world to draw from other's experiences. I have spent 30 years in global human resources, so I am lucky to have a large network. I ensured that I was checking in with people in Asia and Europe – getting the bigger picture. They were saying: keep focused on your objectives, on how to measure those objectives, reward your people, recognize their adaptability, and keep watching your economy. How have you been keeping your employees safe, informed and motivated? Keeping people at home has been first and foremost. As a company, we are fortunate that much of our workforce can work remotely. But some of our team also had to be on the ground. What we have done for these people is that we have alternated the activity at our office so that everyone is not there at one time. We have also been providing all types of supplies to our employees. And also, we have been adapting the office in accordance with the COVID19. Our total office capacity was reduced by probably 30% and the health and hygiene was a huge priority - sanitizing carpets, distance markers, division, the list was long! The second measure that we took to keep our employees safe, informed and motivated was through open communication. We made sure that we provided informative bulletins, newsletters, messages, meetings, spots. We sent cards to employees' homes, threw virtual birthday parties, and celebrated people's achievements. Our people must know that we value them as human beings. We even had an initiative where we sent out coin boxes for folks to save money, board games and some chocolates for their kids who have also been stuck at home. And also we put some tickets to watch films to watch movies online. We wanted to make sure that they knew that Hisense valued them and their families. How are you managing your leadership team?  As I mentioned before, taking the pulse of the employees very important. Sometimes I just called, to say like the song, “to say we love you” rather than only to discuss our work challenges. These calls allowed people a forum to talk about their challenges and to keep boosting their morale. We have made sure to create a supportive new culture. The optimal infrastructure is also critical. If people start to face problems with a mobile phone system or with applications, they start to feel that’s not what we want. So we tried to ensure that we had not only robust technology but also good support on hand. We have also been conscious to be more tolerant, many have not only a home office, but we have a home school going on – so we have been more flexible with when people work and with interruptions. We are all having to be very conscious in general. Keeping focused on economics, in terms of political issues, digital issues, health issues, and social issues. It’s a lot to deal with, but we must keep our eyes open and keep adapting. How do you see the next 12 months for Hisense, and how different might it be?  We will need to balance the collaborator experience and maintain an efficient company in terms of process and cost. We have to look forward. We have to keep on balance. We will look continue to work to keep our talent motivated. We are looking toward the future. For instance, it’s very possible that moving forward credit cards may be replaced to an extent with QR codes, so we are looking to digitalize in ways like utilizing QR codes. We will continue to implement flex time and part-time work. It’s essential to recreate our employee experience in a way that works for the times. Part of this will be continuous training and contact. And, of course, our leaders will need to continue to be resilient. Finally, we need to be very mindful of discrimination, if one of our people (or a member of their family) suffers directly from COVID-19 there must be no discrimination. We must support them and continue to create a culture where our employees can thrive. What is your advice to leaders of other businesses at this time?  I think sharing is hugely important; let's support our economies by talking with our fellow business leaders about what is working for us to keep our companies going through this period. Keep thinking about assessments, about your roles and responsibilities. Take the pulse of your employees and organization – ask them what is working and what is not. Keep flexible, keep adapting, and keep caring.   Mauricio Silis  is the HR & GMO Director of Hisense Mexico. He previously worked for the     Samsung Group for 27 years, eight years at Samsung Corporation and 19 years at       Samsung Electronics Mexico. Mauricio joined Hisense Mexico in 2018.    About Hisense:   Hisense, a high-tech company and sponsor of UEFA EURO 2020, was founded in China in     1969. It is one of the leading international manufacturers of flat- screen TVs, household   appliances (refrigerators / freezers, washing machines, stoves, ovens and dishwashers) as   well such as air conditioning and climate control equipment, mobile devices and entertainment electronics.  Hisense has 54 subsidiaries worldwide, strategically distributed around the world, with the ability to distribute its products to more than 160 countries. Hisense's production is carried out in 14 plants, the largest outside of China is in Mexico, which allows it to meet needs and be within immediate reach.  Hisense continually invests in research and technological development. Thanks to an international team of around 75,000 employees, the company carries out its goal: to make Hisense a leading brand worldwide. To do this, Hisense has more than 14 production centers and 12 R&D centers worldwide, as well as subsidiaries in Europe, North America, Australia, Africa and Southeast Asia.  ### International Women's Day 2019 Today, the Horton International team are celebrating International Women's Day. It's a time to reflect and celebrate the social, economic, cultural and political achievements of women. We've come a long way since the first IWD gathering back in 1911, but have we really come far enough in all that time? Despite some progress, women still account for less than a quarter of senior roles globally.  And even though the gender pay gap is narrowing, women are still being paid 23% less than men.  We caught up with some of the Horton International team to get their thoughts on IWD,  #BalanceforBetter and how Horton International is pushing for change.    "I am deeply convinced that diverse teams achieve better results. So gender balance is not a women's issue, it's a business issue. Women still tend to be more self-critical when it comes to applying for a bigger role. As executive search consultants we can encourage skilled women. Moreover, we can work on traditional false beliefs in management. Omni-presence is not an indicator of being good in your job (but rather of neglecting your personal duties). And working part-time, as well as taking time-out (for caring for your children or a loved one) can trigger personal growth and make a person an even better manager."  Dr. Monika Becker "Gender balance is at the core of what we stand for at Horton Mexico. Over the past 16 years, we have been on a journey at our company to make gender balance a reality. We have developed an enthusiastic strategy to increase awareness among our clients. Our biggest challenge is to raise our efforts so we can place more talented women in management and leadership positions for different companies, following different principles: We make sure all our woman candidates are treated fairly at work, respect and support their human rights. The promotion of their education, training and professional development by our clients. We encourage our clients to implement practices that empower woman. I strongly believe the investment in gender diversity is necessary. Nowadays, companies are becoming more supportive of women and their importance in the global economy. When the main stakeholders in the economy have a diverse workforce, it creates an attractive work environment for talent." Simonne Borrell     "It’s simply a business case. Diverse teams just do better. Hire for culture add not culture fit; whether it’s gender, age, ethnicity." Ani Narhi    Share your thoughts and join the discussion with us on LinkedIn ### Gartner's Top Strategic Technology Trends for 2021 Gartner has published what they consider will be the leading strategic technology trends for 2021, and it makes interesting reading. Grouping their predictions around three major themes – People Centricity, Location Independence, and Resilient Delivery – most of the identified trends are a direct reaction to the coronavirus pandemic and its impact on business and the economy. What you will learn from this article: What are the three major themes and their leading strategic technology trends? What is the Internet of Behaviour, and how does it impact on our lives and jobs? What must organisations do to weather these disruptions? People Centricity The pandemic has changed the way many of us work and interact with our organisations. Despite that, people remain at the centre of business. However, to function effectively, the Gartner report emphasises that they need improved digitised processes. These include the internet of behaviours, total experience, and privacy-enhancing computation. Internet of Behaviours The internet of behaviours (IoB) follows on from the internet of things (IoT). In many ways, it is the most pervasive and controversial strategic technology trend identified by Gartner and has substantial ethical implications. Essentially it involves gaining ever more information on individuals from what the report calls their "digital dust", in other words from customer data, social media, surveillance cameras, facial recognition, and other sources. The technology will integrate this data, gain insights on how individuals behave and use such insights to control their behaviour. While the IoB can be as innocuous as monitoring the way you drive to fine-tune your insurance premium, it isn't difficult to imagine more sinister applications. Though Gartner reassures us that "IoB must offer mutual benefit to both parties or risk being rejected by consumers". Total Experience Total experience is an integration of various other experience collections, including multi-experience (MX), customer experience (CX), employee experience (EX) and user experience (UX). The aim is to create a better overall experience for all, particularly in response to challenges created by the pandemic. Such an approach provides organisations with tools for creating joined-up services to optimise how customers interact with the organisation. Privacy-enhancing computation Privacy-enhancing computation includes several technologies, each of which are designed to protect individual privacy. These include: Creating a safe environment with confidential computing Decentralised processing and analytics Encrypting data and algorithms before processing or analytics (homomorphic encryption). The aim is to allow organisations to share information while protecting private information and comply with the latest privacy laws. With these innovations, it becomes obvious that innovation is not a question of technology only but deeply entangled with legal and ethical questions. As a consequence, managers in the tech sector should have broad competencies and a holistic view of their job. Location Independence The pandemic has shown that many of us can work remotely and that employees, customers, suppliers and the organisational infrastructure can interact without occupying the same physical space. However, we need new technologies to ensure this all works seamlessly. These technologies include the distributed cloud, anywhere operations, and a cybersecurity mesh. Distributed Cloud The distributed cloud made its first appearance in a Gartner report in 2020 and continues in the 2021 edition. Effectively it is the next generation of cloud computing and aims to reduce latency by locating data storage and cloud services closer to the user in a micro-cloud while running it all from a centralised location. Essentially it is a form of edge computing. One benefit is cost savings by providing customers access to public cloud services while keeping their private data in a specific geographical location in compliance with privacy regulations. Anywhere Operations This might, by today's standards, appear old hat. After all, we have become accustomed to remote working, remote customer support, and providing business services through a distributed infrastructure. But "anywhere operations" as perceived by Gartner takes this to the next level and offers "unique value-added digital experiences". The five core areas for delivering this promise include: Collaboration and productivity Secure remote access Cloud and edge infrastructure Quantification of the digital experience Automation to support remote operations Gartner predicts that by the end of 2023, 40% of organisations will be applying anywhere operations to deliver "optimised and blended virtual and physical customer and employee experiences". Cybersecurity mesh Cybersecurity is a pervading and burgeoning challenge, but what exactly does Gartner mean by a cybersecurity mesh? They define it as "distributed architectural approach to flexible, reliable, and scalable cybersecurity control". The pandemic has increased the trend for digital assets to be located externally to traditional physical and security parameters and the mesh provides an infrastructure whereby all those assets receive the same stringent level of security services wherever their location. The distributed cybersecurity mesh must provide high security without hindering growth. It must be scalable, flexible and dependable. The pandemic has rolled over the way we used to work. No question, the “new normal” will be different from the Pre Corona working habits. What it exactly will be, nobody knows. Therefore the only advice can be to create the conditions, regading performance of technical infrastructure, security but also legal aspects to allow the most flexible way of working under the new normal. Resilient delivery Gartner's third theme is resilient delivery, which refers to maintaining delivery despite instability and volatility in the world, whether caused by a pandemic or an economic recession. The three vital strategic technologies to enable this are an intelligent composable business model, AI engineering, and hyper-automation. Intelligent composable business The pandemic has proven too disruptive for many businesses. Those that have failed to adapt have broken. To rebuild, businesses must build an architecture that provides improved access to information, provides new insights based on that information, and is "composable, modular, and can change and respond more quickly as decisions are made". In other words, such a model will provide better business outcomes that are "timely, relevant and contextual". It is about being more adaptable, agile, and capable of responding rapidly to change. This calls for an overhaul of the decision-making process. AI engineering Gartner points out that we need to get better at AI engineering, specifically in terms of DataOps, ModelOps and DevOps. The same principals of DevOps that apply to high-speed code changes must also be applied to models and data if we are to mover project on from proof of concept to full-scale production. Hyperautomation If it is capable of being automated then, according to Gartner, it will be automated. Hyper-automation is, they say, key to digital operational excellence and operational resiliency. Hyperautomation combines multiple components of process automation, integrating tools and technologies for automating work. Such elements include robotic process automation (RPA) and (AI), process mining, advanced analytics, and other tools. As the pandemic has disrupted our mode of work it has also shed a bright light on all the breaks in our “semi-digital” processes. From one day to the other, our manual bypasses haven’t been an option anymore. Therefore it is good news that help is at hand. With approaches such as AI and Hyperautomation, it is possible to create end-to-end digital processes and guarantee resilient delivery internally to employees as well as externally to clients, partners and suppliers. How organisations can adapt to these technology trends Over the pandemic, business has on the whole been extraordinarily capable of adapting to rapid change and uncertainty. It must continue to do so into the future, and the trends identified by Gartner should be viewed as opportunities to differentiate themselves from the competition. Adaptability and flexibility are key. None of the trends identified in the report should be viewed as independent; they are all synergetic to each other.  Taken together, they will change the business landscape through and beyond the pandemic. As Gartner points out, they are not reversible. The arrow points only forward. ### Industrial Sector Global Report 2020 The global economy as a whole, and industry in particular, has been hit by an extraordinary slump over the past eight months. However, this Industry Country Report is intended to show that this does not apply to all industrial segments across the board and that there are many different impressions of the current crisis in the economically relevant regions of the world. Our industry colleagues from Horton International would like to give you a brief, concise and individual impression. The report should quickly give you a feeling for the drama and the many positive examples. It is certain that the industry will overcome this global crisis. Technological developments and the resulting competitive pressure will always remain the individual's biggest challenger in the long term. ### Industrial & Manufacturing Trends for 2021 This time last year and for several years previously industry trends were dominated by Industry 4, the next industrial revolution. So, what has changed? Have the shadows of coronavirus and Brexit changed the entire industrial landscape, or are we still on course for the much-heralded smart factory of the future?  In this article, you will learn:  What are the leading trends driving the industrial & manufacturing sectors in 2021?  How will industry recover from the impending post-COVID-19 recession?  How will it all impact jobs?  Industry 4 and smart factories  Industry 4, the so-called fourth industrial revolution first mooted in 2013, promised us the traditional manufacturing systems would be replaced by a combination of robotics, the Internet of Things, big data, and artificial intelligence. To an extent, all these things have happened already. We already have a handful of smart factories that require zero human intervention. For example, in FANUC, a Japanese robotics company, robots manufacture more robots. The factory functions in the dark with the lights and air conditioning systems switched off. The robots work round the clock, never need a break, and monitor their own performance. The impact of Industry 4 on the jobs market cannot be overestimated. At FANUC Just a few workers remain to keep an eye on things. This does not mean that Industry 4 threatens people’s livelihoods; it creates more jobs than it destroys, merely different kinds of jobs. Job retraining is another major trend.   Mass customisation  The kind of mass automation described above is not as mindless as it might at first seem. Such smart factories are massively flexible and responsive to human requirements. For instance, today, when purchasing a new car, buyers can design their own vehicle by choosing between hundreds of alternative variables. Automated systems can make the car seamlessly within the automated mass production system. This is the very opposite of the traditional mass-production model. While mass customisation will continue as a trend for 2021 and beyond, it is not without its problems. From a customer viewpoint, mass customisation can result in mass confusion, where there are too many parameters to choose from, resulting in lost sales. As we shall see below, mass customisation is giving way to mass personalisation.   Industry 5  While the goals of Industry 4 will continue to dominate the direction of manufacturing through 2021 and beyond, today, analysts are focussing attention on what they call Industry 5. While Industry 4 is all about automation, Industry 5 recognises the importance of the human element. Essentially, Industry 5 involves the collaboration between smart manufacturing and human creativity, emphasising the synergy of human-machine interaction. The machines create efficiency and do the tedious, repetitive tasks while humans provide the human touch that adds value to the product. The hope is that human intelligence will take over once artificial intelligence has accomplished all it can. Humans will provide significantly higher levels of customisation than robots. It is the mass customisation offered by Industry 4 taken to the altogether higher level of personalisation, understanding and responding to customer needs rather than specifications.   The rise of the Cobots  Cobots, or collaborative robots, are an important trend. These intelligent machines work alongside humans in a shared workspace and are easy to program and train.  They are far from new, but over recent years they have become considerably more sophisticated and powerful. The global Cobot market in 2019 was  $981 million, and it is expected to grow to $7,172 million by 2025 – a CAGR of 41.8%. Seen by some analysts as a manifestation of Industry 5, in that they represent a close collaboration between humans and robots, a leading market driver appears to be a lack of skilled human workers and rising labour costs.   Recovering from COVID-19  Recovering from COVID-19 will be a significant factor in the industrial & manufacturing sector for 2021. Not all manufacturing sectors have been affected adversely by the pandemic; the pharmaceutical, chemicals, medical devices and defence sectors have been relatively unaffected. The sectors have made heroic contributions to the fightback against the virus. Assisted by government efforts, other sectors are likely to grow from their 2019 levels in 2021 including automotive, electronics, aerospace and textiles. However, some manufacturing companies will inevitably fail.  Overall, the sector is optimistic – around 60% of manufacturing industry professionals expect a full recovery by the middle of next year, though this adverse supply chain issues might impact on this. Overall, the manufacturing industry is successfully implementing modified working practices to ensure safe working, a trend that will continue into 2021.   Brexit is also casting a shadow over the manufacturing sector. Whether it is a threat or an opportunity is debatable. Industries that thrive will be those that are flexible and willing to adapt to what could be a rapidly changing landscape.   Our Q4 Industry Sector Global Report for 2020 shares the many different impressions of the current crisis in the economically relevant regions of the world. Industrial & manufacturing jobs  COVID-19 will continue to have a significant impact on the industrial & manufacturing jobs market in the shorter term. This is likely to recover quickly, especially as there is now encouraging news on the vaccine front. However, the changes we describe above, including smart factories and the digital transformation of the industry, are having and will continue to have a profound impact on jobs.   According to Deloitte, these changes will create a skills gap resulting in millions of unfilled jobs. The new manufacturing work environment will “blend advanced technology and digital skills with uniquely human skills to yield the highest level of productivity.”  Conclusion  Overall, leaders in the industrial and manufacturing sectors are optimistic of a rapid recovery from the current pandemic, followed by significant future growth. While Industry 4 and the smart factory remain important trends, the drive for automation at any cost has given ground to the more humane approach of Industry 5. Here, automation, perhaps in the form of cobots, does the donkey work leaving human workers to add the creative touches. The trend is to move on from mass customisation to personalisation.  ### How CEOs Can Transform And Thrive In 2021 · 10% of the most valuable roles often don’t exist in businesses - do you know where value lies in your team? · 80% of CEOs are planning operational efficiencies this year – can your organisation stay in a growth mindset? · Commit to ongoing transformation rather than a single change – keep looking for the 1% increments. 2020 was a challenging year for business leaders. 2021 is set to be no different. With most experts agreeing that the global economic recovery is likely to be ‘W’ shaped, the challenges are clearly not over. However, challenges are also opportunities for growth and success. As a CEO, you can take steps to make sure that you are transforming your company into one that will not just survive, but thrive in 2021. Act Decisively One of the most significant hallmarks of a successful CEO is not only making decisions but also acting on them. Moreover, the best of the best act boldly. This means you make a decision early and move big. The areas where decisive action have the largest impact on success include; · Reallocating resources · Merging, acquiring, and divesting programs · Improvements to productivity · Capital expenses. Key takeaway: What’s the one decision you can make which will make the most significant positive impact? Define Your Agenda Despite Lack Of Clarity Not knowing what’s coming around the corner is becoming an all too familiar feeling at the moment. But, you cannot let the uncertainty stop you from planning. Having a clear agenda and roadmap laid out for your company can help to stop you and your team from floundering. It is crucial to accept that any plans you make are likely to change and evolve. However, part of being a successful CEO through this pandemic is developing the skills of continuous planning. You can’t let the uncertainty stop you from planning. At the same time, it is important not to get stuck on a path just because you planned it months ago. Key takeaway: Approach planning with flexibility in mind. Get Your Team Right It’s no big secret that having the right people in the right roles can make or break a company. Different roles create different amounts of value. It would make sense that the most valuable ones be those you, as a CEO, are keeping the closest watch on. Yet, careful analysis suggests that only 10% of the most valuable roles in a company report to CEOs, 60% are two levels below the CEO, and a worrying 10% of these valuable roles may not even exist. If you are going to thrive in challenging conditions, you need to analyse your team - Not just who is in it, but how it’s structured. Knowing where the value in your team lies is essential, and surprisingly easy to get wrong. Key takeaway: Work out where your talent value lies and make sure it’s in line with your company structure. Commit To Longterm, Ongoing Transformation Being an effective, transformative leader means that you are not just looking for a quick fix. To be truly effective, you should commit to ongoing transformation. The global situation has made it clear that to thrive you need to be continually adapting to the changes in the world. If you start thinking that there is a single solution to this pandemic that will see you through, you may miss vital transformation steps. It is important to consider that the steps you need to weather the immediate crisis may not be the one to get you through the next. The best mindset to have is one that accepts the need to change and innovate fluidly. You’re not carving out a new company you’re moulding the one you have - over and over again. Key takeaway: Don’t just make one change; look for transformational steps. Plan For The Next Stage Of Your Transformation Thanks to books such as Atomic Habits and Tiny Habits, lots of people are familiar with the incrementalism that has become the hallmark of many great athletes. From the British cycling team to Micheal Phelps, there are plenty of examples of how making many small changes can significantly affect your results. We can apply the same philosophy to business. To make this strategy most effective, though you need to be thinking ahead. If you just focus entirely on your current step, you’ll get left behind. To keep the momentum of change and improvement going, you need to keep one eye on your current goal while searching and planning the next step in your journey. Key takeaway: Instead of focusing on the big changes, look for the 1% improvements that keep the business moving forward. Manage Your Topline Whenever an economic crisis hits CEOs will instinctively turn to cost-saving measures. Around 80% of CEOs are planning to continue pursuing operational efficiencies through 2021. This is an approach that may preserve your bottom line in the short term. However, there are limits to how many cuts you can make. There also comes the point where cuts to your costs begin to cause cuts to your revenue. If you want to preserve your bottom line, your best option is to focus on your topline. Topline growth is, and always will be a pillar of growth. Finding new ways to push your sales will be the most crucial strategy for weathering this storm. There are plenty of tools for keeping your topline healthy. Options include pursuing new revenue streams, reinventing your marketing strategy, and innovating your product. It’s worth exploring them all. Key takeaway: Stay in a growth mindset as much as possible. Protect Your Working Capital Never has it been more important to try and protect your capital. Consequently, careful spending decisions are crucial in a turbulent time. If you don’t have the runway to last your business for 6-12 months, you will be in a perilous position. It’s clear that national lockdowns are still on the cards. Countries are opening and closing their borders daily. There is no way to predict if and how you may be hit. You cannot rule out having to shut down for an extended period. Key takeaway: Get clear on your finances and make sure your working capital is as sustainable as possible. Think Like An Outsider Exceptional CEOs are more likely to be outsiders. CEOs with an external view of a company are more likely to use a broader range of strategies. They are also more likely to make bolder moves when they do implement strategic changes. The combination of boldness and willingness to change are key drivers to success. If your goal is to thrive in 2021, you need to start thinking like an outsider. Consider your whole business dispassionately and try going back to scratch. If you could redesign your processes today, what would you do? Don’t be afraid to shake things up. It might be precisely what your company needs. ### How To Be An Effective Leader When Starting A New Job Remotely Key takeaways · Create your own induction plan · Don’t fill the diary, leave time for reflection · Consider your personal brand and online presence · Communication is key for a culture of transparency Moving into a new company as an executive can be challenging. You’re often viewed as an outsider, and you have to take some time to build up the social capital you need to be effective. However, all the techniques for doing that are rendered impossible when you’re all working remotely. You can’t just wander the halls and soak up the atmosphere of your new workplace. To help you get up and running as quickly as possible, here are the tools that the most influential executives are using when they make a move to a company that’s working remotely. Pre-Boarding Is The New First Step You will probably have gone through an onboarding process at least once in your career already, so you probably know to expect that. However, with the shift to remote working pre-boarding has now become a more significant and vital step. If you want to hit the ground running, you need to step into your new role with as much knowledge and understanding as you can. That means you need to be methodical about getting as much information as possible from your contacts with the company before your start date. By starting remotely, you can’t rely on soaking up the context of your workplace over coffee or by wandering the halls. Getting as much information before you start is the best way to overcome this deficit. An excellent resource to ask for at this point is access to recordings of recent key meetings. With everything now done virtually, this is something you may be able to get hold of. Watching a meeting in your new company is a quick way to get a feel for the people you’ll be working with. It’s also an ideal way to get some insight into team dynamics and learn your new company’s processes. Leave Space In Your Calendar When all your meetings are taking place virtually, it can be tempting to pack your calendar with back to back meetings. After all, you don’t have to worry about finding your way to the next meeting room. But, it’s a good idea to leave space between meetings intentionally. This is true all the time, but especially during your first few weeks. The space between meetings will give you the chance to properly absorb and reflect on what you’ve heard. It’s a good time to jot down notes and thoughts, something you might not do as much in a virtual meeting. This chance to reflect on what you’re learning has two main benefits. Firstly it will allow you to absorb the information much more quickly. You won’t get overloaded as swiftly and need to get information repeated to you. Secondly, it gives you space to develop your ideas. With a small amount of time to reflect, you can move past your reaction and instead develop insight and actions. Curate Your Online Presence There is no doubt that people will judge you based on what they can see through your camera. Take some time to make sure that what is presented reflects you as a professional. A clean background is a good option to start with. Unless you have a clear idea of what you want your personal brand to be with your new team, it can help to start with a neutral presence. This is not to say that it’s unprofessional to have these things on view. After all, it can be quite humanising to have a peek inside your CEOs home. However, when you are new to the company, you need to make sure that you build the image that you’re happy for your new team members to see. It’s well worth taking some time to think about that first impression that you want to give. Get To Know Your Team It’s vital that you make an effort to get to know your team on a personal level. This means that you might need to arrange a group video call or some virtual social activity. If your company has arranged something as part of your onboarding process, then make sure that you engage with the event. These things can feel a little stilted, so you need to make an effort to break the ice. As well as an informal group event, you will want to schedule one-to-one or small team meetings with everyone you will be managing. This gives you the chance to meet everyone properly and to put names to faces. It will also make everyone in your team feel that they have the basis of a personal bond with you. Get To Know Your Peers and Manager When you’re not in an office, you need to be intentional about getting to know everyone around you. It might seem obvious to meet your team, but it’s also important to make appointments to get to know those around and above you. Without the ability to pop down the hall to pick someone’s brain, you need to make formal arrangements. When you’re new, you don’t know what you don’t know. That means you need to build opportunities to ask questions of people best placed to give you answers. Other executives at the same level as you are often the best resource for this. It can help determine who their go-tos are, who are the cogs that keep the business running and the departments that link to yours. There may be certain specialists in the business that will be instrumental to the business but may not directly relate to your department. These people are still well worth talking to, even if they’re not immediately included in your induction. Build A Culture Of Transparency Remote workplaces are very different from working in an office. A lot of the cues that help you to manage your team are absent. You can’t easily notice that someone is struggling and needs to be given a boost or some support. To support your teams properly as a leader, you need them to communicate with you. To get the kind of communication you need from your team, you also need to model transparent communication. This makes it safe for your team to confide in you. In meetings, you can share information about yourself. This doesn’t need to be a full biography, but a few strategic, seemingly off-hand comments that help build trust and rapport. With these sorts of comments, you can normalise disclosure of information about physical or emotional problems that can impact productivity. ### The Most In-demand Jobs In 2021 Based On LinkedIn Data With its finger forever on the jobs market, LinkedIn regularly provides updates on what it considers to be the most sought after jobs of the moment. It published the latest assessment of the market in January 2021, which is a great time to take the pulse as widescale vaccinations roll out and we start looking forward to life after lockdown. Here we cover: · The top fifteen jobs on the rise right now · How coronavirus pandemic has impacted the jobs market   Jobs in e-commerce, IT and artificial intelligence Since the pandemic, e-commerce has been booming as has the requirement for associated IT and digital marketing activities. Remote working also increases the demand for advanced computing skills to keep us all in the loop and safe from malicious online attacks. Even before the pandemic, the relentless march of artificial intelligence paid dividends to both firms and individuals skilled in the art - COVID has none nothing to dampen that progress. LinkedIn has identified several critical roles in these categories: Professionals on the Frontline of E-commerce features at number 1 of the leading 15; Digital Marketing Professionals at number 6; Digital Content Creators at number 9; User Experience Professionals at number 13; Data Science Specialists at number 14; and Artificial Intelligence Practitioners at number 15. 1 - Professionals on the Frontlines of E-commerce Such has been the demand for frontline e-commerce skills that hiring in this sector grew by 73% over the year. LinkedIn has identified 400,000 currently open jobs in the industry, covering everything from delivery driver to personal shopper. 6 - Digital Marketing Professionals Not only have we turned to the internet for our shopping, but it is also playing a significant role in our entertainment. Netflix and similar streaming services are growing at a pace. So is the demand for digital marketing professionals whose primary functions are finding new ways to grab and maintain our attention. Over the last year, demand for digital marketing professions of all flavours has increased by 33%. 9 - Digital Content Creators We consume digital content at a burgeoning rate. Blogs, podcasts, YouTube videos, platforms such as TikTok all permeate our daily lives. The demand for digital content creators is now almost 50% higher than this time last year, with many lobs available for people with skills in creative and technical writing, video editing, podcasting, and public speaking. 13 - User Experience Professionals User Experience or UX is now at the heart of all forms of digital technologies. Understanding how people interact with websites, apps, and other digital experience experiences is crucial to their commercial success. Demand for UX professionals grew by 20% over the last year. 14 - Data Science Specialists Data dominates the world, and the world needs people who can understand and analyse data, and it needs them in abundance with 46% more jobs available in the sector than a year ago. 15 - Artificial Intelligence Practitioners Artificial intelligence is driving all kinds of business. During the pandemic, it played a crucial role in discovering new and repurposing old drugs to treat COVID-19 infections, thus saving many lives. According to LinkedIn, jobs for artificial intelligence practitioners are up by a third and achieve some of the top salaries.   Here at  Horton International Argentina, we’ve seen an increase in the number of searches in the digital world, just a few of the searches we’ve conducted recently are: - Head of E-Commerce - Data Governance Manager - Head of Digital Media - Head of Implementations - Head of Data Science - Head of Security The rise of jobs in healthcare Of course, we shouldn’t be surprised at the increasing demand for healthcare professionals. If we have learned anything from the pandemic, then it is how much we depend on these people to help keep us stay healthy in both body and mind. Healthcare and wellness roles feature in four of LinkedIn’s top categories: Healthcare Supporting Staff at number 4; Nurses at number 5; Professional and Personal Coaches at number 10; and Mental Health Specialist at number 12. 4 - Healthcare Supporting Staff While we are all aware of the increasing demand for doctors and nurses, we might not realise the concomitant need for healthcare support staff. For every doctor and nurse who treat patients, other specialist staff keep the system running as smoothly as possible. Maintaining records, ushering patients through the system, informing patients what to expect from vaccines, and many other roles are necessary to keep the system running smoothly. Hiring for these type of positions is up by over 34% compared to 2019. 5 – Nurses Never before have we needed nurses as much as we do today. After all, they are the heart of the healthcare system globally. We don’t just need nurses in hospitals and doctors’ surgeries; they are becoming increasingly sought after for roles in education, industry, and long-term care. And it isn’t only the pandemic that makes them even more indispensable – amongst other factors, the ageing population is also driving demand. Demand for nurses is almost 30% higher than in 2019, which is one of the reasons why we need to pay them a little more. 10 - Professional and Personal Coaches With gyms closed in many regimens and outdoor exercise often significantly curtailed in times of lockdown, the need for personal and professional coaches to keep our bodies and minds in shape is booming. Since 2019, the demand for these roles by organisations and individuals is up over 51%. 12 - Mental Health Specialist The pandemic and associated lockdowns continue to take a heavy toll on people’s mental health. Isolation, fear, burnout, anxiety, and depression are just a few areas where people find they need more support. Demand for jobs in this field is growing at around 24% per year and will continue to grow year on year. The best of the rest The other high demand jobs include Loan and Mortgage Experts at number 2; Business Development and Sales Professionals at number 4; Experts in Workplace Diversity at number 5; Educational Professionals at number 8; and Specialised Engineers at number 11. 2 - Loan and Mortgage Experts Despite the pandemic, money continues to make the world go round. Borrowing is big business, and the demand for experts in the field is up by 59% compared to a year ago. There are also opportunities to work from home while commanding a healthy salary. 3 - Business Development and Sales Professionals The pandemic has forced many businesses to adjust rapidly to new circumstances or fail. While many have fallen by the wayside, adaptable, agile companies are urgently seeking business development and sales professionals to help them navigate through the turbulent waters of a post-pandemic world. Job openings for the sector are up 45% over the year. 5 - Experts in Workplace Diversity Our attitudes to diversity in the workplace have undergone a sea change over recent times, especially in terms of anti-racism, gender, disability, and sexual orientation. Businesses are looking to bring new voices into their organisations, and are urgently seeking help from those skilled in workplace diversity & inclusion. Demand for such experts has almost doubled over the last year. 8 - Educational Professionals Education at all levels has suffered significant challenges during the pandemic. However, many educational establishments have been impressively creative in the measures they have taken to mitigate the damage to students and pupils. The need for educational professionals is over 20% higher than in 2019. 11 - Specialised Engineers Keeping systems running during the pandemic as progressively more services move online is a considerable challenge that requires engineers of many specialisations. Jobs in web development, program management and systems engineering are up by a quarter since last year. Finally LinkedIn assembled this information by analysing over 15,000 job titles to uncover those that have grown the most since 2019 and assembled the job titles into the above categories. It’s excellent news on the jobs front and suggests we may anticipate a post-pandemic boom time ahead. ### Leadership In A Time Of COVID: An Interview With Linde Material Handling Over the last year, every business has had to adapt in ways that we could never have imagined. Organisations in the manufacturing and logistics sectors have had to keep our supply chains moving despite enormous challenges.   We spoke to Peter Pesthy, Managing Director at Linde Material Handling, Hungary, about his professional journey through COVID-19. Linde Material Handling is one of the world’s leading manufacturers of forklift trucks and warehouse equipment and is part of The KION Group, which are the world’s second-largest manufacturer of industrial trucks and one of the leading suppliers of automation solutions for intralogistics       Peter, can you tell us a little bit about Linde and how COVID has impacted your business?     At Linde, we provide forklift trucks, automation, racking systems and related services to any industry that needs to move or store anything. COVID heavily impacted the production and manufacturing industries, and yet we needed to keep going. So, we have made a substantial number of changes here.    Linde was among the first companies in Hungary to go into lockdown. It’s been 12 months, and we have had no single infected personnel at Linde Hungary. We have had some quarantined employees, but other than that, we managed to put strategies in place to keep everyone safe and keep the business moving.   Like most companies, we had to adapt how we work and how we communicated with our employees and our customers.   Also, our leadership team soon realised that we needed to re-plan our entire budget for 2020. It was a challenge, but we adjusted our costs and made it work!     How did you pivot the company during the COVID crisis to ensure profitability?     We formed the “Linde Crisis Team.” This team decided the critical actions needed for our field workers, office workers, and internal systems. Over two weeks, we transformed the whole company into a remote and digitised working environment.   During the first few weeks, employees were bringing their desktops and monitors home with them, trying to do their jobs, as usual, thankfully we utilised mobile solutions quickly! The whole thing was a tremendous change, a new way of working, mainly because anyway we were already undergoing a substantial organisational restructuring around the time COVID came.   One of our main revenue streams is the maintenance and servicing of material handling equipment. Our customers cannot run their businesses effectively if these machines aren’t working. So, we needed to rethink how to ensure that we took care of our customers in these new circumstances. On the back of this, we strengthened our field technicians’ training sessions, making sure they are even better prepared getting things done for those who rely on us. At the same time, we also generated additional revenue sources. For example, we introduced a new service to our customers: we would sanitise forklift trucks between shifts so that the truck driver who steps into the vehicle is in a disinfected environment.   We also knew that we needed to change how we communicated with both our customers and employees immediately. For our employees, we introduced a weekly Sunday message that I created, where I covered how we ere doing as a company, our cash situation, what our order situation was, and how we were doing for instance with recruitment of new colleagues.  For our customers, we kept in regular contact on social media channels and via direct mail and picked up the phone to see how they were. We quickly made sure to let our customers know that we were still there for them and that Linde was still running.   How did you respond personally and professionally to the crisis when it started?    After the initial shock, I looked at how we could manage our response. Together with the leadership team, we needed to think, “What is it that really makes this company sustainable?” and the end of the day, as cliched as it may sound, a company is about the sum of its people, both it’s customers and employees. So we made the people our focus.   In the beginning, it was challenging to find solutions to basic things such as acquiring masks from our suppliers. Our response was survival mode initially, but after three or four months, we realised that this is business-as-usual.    With our employees, we strengthened our development programmes to provide them with comfort and confidence. For example, the commercial career path programme initially planned for late 2021; we brought it forward to keep Linde’s commercial team engaged. It was essential also to keep all motivated. We tried to keep things going digital, while elevating interaction: we introduced new e-learning courses, virtual sport challenges and team competition, named “FittLinde” programme that was highly appreciated among all employees.  We have also managed to continue our Vision 2025 programme, which we are very proud of. It is a co-creation programme where we created our long-term vision and detailed plans together with employees. So our response has been to, again, focus on our two most essential asset groups: our customers and our employees, and trying to adapt to the digital way of working.    How did you approach marketing during this time?      We re-planned our marketing activities, both event and digital marketing. We introduced a new marketing approach, which, of course, is now only digital. We changed our customer contact; we introduced live chats and live meetings – which they seem got used to and like a lot.   Thanks to this, we have increased our order intake and increased our revenues while keeping our costs low. We didn’t achieve our original budget for 2020, but the whole business has ended up growing, so it was a real success story in the end.   What was your Human Resource strategy during COVID?    We have fortunately been able to increase our headcount rather than reduce the headcount. I’m proud to say that no single person left the company between February and December, in fact we ended up expanding our workforce!   We worked with few consulting partners on our HR strategy during this time, including very closely with Horton International on two particular projects.    Firstly, our management teams received competency-based recruitment training to have the capability and the knowledge to recruit online applying competency-based selection process. We also introduced online assessment centres, led and organised by Horton International, to find specialists in certain areas or mid-managers. Horton was extremely quick at implementing this compared to other companies we have worked with within the past. I was pleased with the speed and the quality of delivery.    The other area is the commercial career path and succession planning, which is an opportunity for the team to develop their skills and make sure that we select the right people, based on competency requirements, to rise through the ranks in the company.   It’s a brand-new programme, so we are yet to see the results completely, but we have the systems in place, and Horton has helped us to build this competency-based development program for our employees, which has been very well received     What would you consider your top three leadership challenges to have been during the pandemic?    I would say adaptability, how to continue the business and concentrate on the company’s newly set main focus points, and how you adapt to the whole situation.    Secondly, agility. How to keep serving our customers, who may have different requests, and how you respond to these customer demands. We also have to consider the long-term liabilities to our financing partners while accommodating our client’s payment needs.    Number three, which is something key for a leadership team, is confidence, the confidence that we still can make a success of the year, no matter how unusual the circumstances are.        Did you draw inspiration from other leaders during COVID-19?     It was great to read outlooks from some of the big analyst companies like BCG or McKinsey. That helped us when we were re-planning our financial figures for the year. We had an original budget when we started the year, and two months later, we needed to rethink everything. Those insights helped us in the way of thinking, “What could happen? Which industry segments could grow? Which industry segments might get into trouble?”    But honestly, the biggest inspiration I received was from our customers. I encouraged the leadership team and sales team to be in touch with our customers. We wanted to keep up the connection. We ended up sharing with other companies more than ever before, asking each other things like “How do you organise your shifts?” or “What do you use for sanitising in the office?” We started sharing basic stuff initially, and then as we have been progressing with the pandemic, other different questions. It’s become much more usual to collaborate in this way. This information from our customers was the best thing we could utilise.     What do you see happening in the future as a result of the COVID-19 pandemic?     Well, at the start of this pandemic last March, I would not have believed that we could make our way through in a way that allowed us to increase our revenues beyond those of 2019, but we did it, so I think that for the future anything is possible.   Our way of working is not going to be the same as it was pre-covid—for example, the utilisation of digital tools and the home office. I will support the hybrid home office and office combination moving forward. I think this is where the whole world is going, towards digitisation and finding good flexibility between working from home and on-site.    We are not an industry-dependent service provider, so we can go wherever there is a physical material movement. This year has taught how me that business can pivot according to what is going on across various industries, which we may not have thought of before. I think it taught us a lot about how to respond to an unplanned    I would be interested to see in a year’s time what the broader impact is, because it will be felt long-term. But I am an optimist, but if this year has taught us anything at Linde, it’s that we can think our way through any crisis and find a path to success. I am so grateful to everyone who pitched in to make it happen – We will be throwing a big party for our employees when it is safe!   ### How Will We Work? 5 Concepts for the Post-Pandemic Future The pandemic is remoulding new work. A year ago almost to the dot, we started to transform our spaces, our time management, our relationship with technology. Editor-in-Chief Natascha Zeljko at FemaleOneZero, and experts from Horton International Germany examine the pandemic work trends that will help us move forward 1. Corporate culture will become a crucial success factor The COVID-19 crisis has made it clear that good leadership is influenced by several key human factors: trust, social cohesion even with social distancing, compassion, respect, solidarity, understanding, personal responsibility, flexibility and tolerance. All of these ingredients make up the cement that holds us together in such challenging times. In just a few days, these values became the theme of remote leadership. Supportive leadership was in demand. Issues of workload and time management have taken on greater significance during the crisis. The possibility of working from home has mutated from benefit to necessity overnight. Any corporate culture is characterized by the degree of flexibility and supportiveness with which it reacts to new circumstances. The strength of a culture always emerges if it can stand the test of time in a changing environment. A change in culture is always accompanied by a shift in responsibilities. In today's world, employees have to take even greater personal responsibility, to organize themselves well and manage their energy realistically: how much can or should I expect of myself? The ambassadors of a good corporate culture are employees and managers alike. "A stable corporate culture overcomes crises, ensures that goals are achieved and presents an attractive image to the outside world.“ Thomas Wetzel, Head of Training & Coaching - Horton International Germany 2. Digital is radical The technology was already there, but no one was using it. Before Corona, who could have imagined holding workshops and conferences virtually? Or testing out hybrid models? The courage to try things out, to improvise, to fail sometimes and to pivot towards a new direction – that's what's new. This new mindset won't leave us after Corona. And neither will the certainty that everything that can be made digital, should be made digital. Plus, everything that promotes innovation should not be put on the back shelf – despite the old urge to save a buck. "Before the pandemic, virtual events were the exception rather than the rule. But ever since the virus took hold of everything, everyone has realized that hardly any areas are exempt from digitalization. Many entrepreneurs have mustered up the courage and the innovative spirit to venture down new paths, even accepting failure in the process. This change of heart has often arisen out of necessity, but quite honestly, we have all become aware that digital transformation also brings success and, incidentally, has conveniences for many. Therefore, all I can do is strongly advise each and every decision maker not to make a U-turn towards old patterns.  Keep going and going, as my role model Oliver Kahn used to say.“ Martin Krill, Managing Partner - Horton International Germany   3.   Human-Machine Interaction – a fruitful connection In the future, the key aspect of tech will not be the technology itself, but man-machine interaction, says Professor Marion A. Weissenberger-Eibl, Head of the Department of Innovation and Technology Management at the Karlsruhe Institute of Technology (KIT). Technology only unfolds its full potential in its interaction with a modern organization of labour and motivated employees. Professor Wilhelm Bauer of the Fraunhofer Institute for Industrial Engineering believes that "people and technology will interact much more ubiquitously and substantially change the way we work. "Virtual and augmented reality in man-machine interaction are just now moving from the experimental phase into widespread commercial use.  But this will not be the end of its development. In the coming years, we will see machines grasp and control increasingly complex situations. The consequences of this close human-machine interaction will dominate discourse in the coming years; the opportunities, such as accessibility and the expanded possibilities of human action, but also the risks, such as hacker attacks and misunderstandings in man-machine communication.“ Dr. Monika Becker, Business Unit Director Software - Horton International Germany   4. The office will be back, only different We all know by now that the home office is one solution, but not the solution – and especially not the permanent solution. The office as a physical location will by no means disappear. On the contrary, it will even be given an upgrade and a new quality. Concretely, as the central place for meetings and close collaboration, and in its more abstract significance, as the location of each firm's specific corporate culture. It's literally in the air. Anyone who enters a company's office for the first time senses it immediately – for better or for worse. What will certainly change, however, is the interplay of different working formats. People will choose the best option according to individual or situational needs: home office, in-house, co-working spaces or mobile working. Meetings at a café or walk-and-talks: why not? The term "activity-based flexible office" has already caught on in professional literature. "The world of work has changed radically in recent months, becoming significantly more hybrid. More than ever, we have been asked to renew the old. Contrary to some people's preconceptions, the home office has established itself as a reality. There will be no going back to old structures after the pandemic. The future of work will be more digital and more agile. At the same time, we have seen that in the end it’s always the people the company employees, who make the difference in terms of competition. The integration of modern technologies, the design of offices as social meeting places too, new organizational structures, and a stronger focus on corporate culture will become central issues of the future. They will require the right managers and the best possible team composition.“ Ulrich Pohland, Business Unit Manager  - Horton International Germany 5. Spacious city centres The pressure on business metropolises has been enormous in recent years, and prices have become astronomical. The pandemic has massively slowed down the Tokyoization of German city centres. Because look, there's another way – a better way. Less traffic, more space in open-plan offices. Less stress, more time for exercise, because we don't need to commute anymore. Who wants to go back to the old madness? For metropolitan suburbs and rural areas, this opens up completely new perspectives: co-working spaces are being created and we're finally investing in better digital communication infrastructure. Being able to live and work in the countryside – if that's not a good prospect, I don't know what is. Over time, this will also have an impact on real estate prices for commercial or office space. That's not good news for everyone, but it is for most people. And it's definitely good news for start-ups and for Germany as a centre of innovation.  "Germany and the whole world are experiencing a true transformation. For some it's a positive one, for others it's harmful, but everyone is affected. The centre of the metropolitan areas has lost its appeal, because people now have the Internet for shopping, their own four walls to work in, and they can meet in the village for coffee. We'll see whether this will affect office pricing in the next few years: there are still many investors and project developers who invest in inner-city commercial real estate. Therefore, any iron-tight prophecy for future development should certainly be viewed with some scepticism.“ Sahar Faraji, Business Unit Manager Construction & Real Estate at Hager Unternehmersberatung. ### Consultant of the Month: Matt Grose Horton International's Consultant of the Month features one of our global consultants to find out more about them, their expertise and what they bring to the group. This month we're delighted to introduce Matt Grose, Partner of Horton International Thailand, who joined Horton earlier this year. Matt has 25 years' experience, covering an array of Human Resources and organizational transformation achievements - Read Matt's full bio here.   Matt, you recently joined Horton International Thailand, tell us a bit about yourself and what you were doing before joining the group. I am a newbie to Executive Search but by no means unfamiliar with the industry, having worked with plenty of search people over the years as a client! I left MSIG Insurance at the end of 2019 after 14 years as SVP leading the Human Resources and Customer Experience functions, and joined Horton earlier this year. Unsurprisingly, given my background, I am focusing on search and consultancy assignments in the Financial Services and HR spaces across the emerging markets of Southeast Asia. By choice, I am working out of Bangkok, Thailand, my home now for nearly 40 years.   What attracted you to Executive Search? I developed quite firm ideas about my expectations of search firms as a client.  In the early days, their core competency was mainly built around their candidate network. As technology and the internet began to enable companies to seek out and approach talent directly, clients started to ask what else search firms could bring to the table. So rather than ask about the size of their research team or candidate database, I would instead grill them on their understanding of their particular industry speciality, whether they had their finger on market and competitor activity, and check whether they could show an awareness of trends and newly emerging capability areas in the industry likely to impact on talent needs.   Can you tell us about a recent client success? Although the economic situation is still a long way from full recovery across the region, we are seeing senior hire activity pick up in the less COVID impacted industries, including Financial Services. A number of companies that I am close to are in, or have just completed, their 2021 budgets and talent acquisition is back on the table again for many of them. As a result, we are already picking up retained search assignments across industries and territories as companies try to stay ahead of the game and make their moves for top talent before their competitors do.   What can clients and candidates expect when they work with Horton International? Our value proposition has to be substantively superior to that of our competitors. I aim to add value in some way through every dialogue I have, whether it is with a potential client or candidate. Leveraging both my HR and managerial experience and qualifications, a dialogue with a prospective client will be one about business goals, capability and sustainability, rather than recruitment per se. A dialogue with a potential candidate will be about aspirations, opportunities and advice on how to achieve them, irrespective of whether a move opportunity is immediately available.   What's the most rewarding part of your job? I still see myself essentially as an HR professional. I believe that the dual overarching goals of any HR leader should be to deliver on organizational objectives and at the same time help individuals and teams achieve their full self potential. If you are able to do both, HR is an incredibly rewarding profession to be in. I think this is a useful philosophy to apply in the way we engage with both clients and candidates in executive search.   If you could give one piece of advice to someone just starting out in the industry, what would it be? Learn as much as you can about your clients’ businesses with each assignment, earn their trust and build a long - term sustainable partnership with them around this.   Ready to talk? Contact Matt here Connect with Matt on LinkedIn ### Consultant of the Month: Dr. Monika Becker Horton International's Consultant of the Month features one of our global consultants to find out more about them, their expertise and what they bring to the group. This month we're delighted to introduce Dr. Monika Becker,  Business Unit Director & Sector Head IT & Digitalisation of Horton International Germany. Read Monika’s full bio here. Monika, tell us a bit about yourself and how long you’ve been with the group. I joined Hager Unternehmensberatung in 2001 and we partnered with Horton International in 2015. I’ve worked in Executive Search for nearly 20 years’.  Right from the start, my focus has been on assignments for the software industry. This hasn’t changed, although the industry itself has incredibly grown and altered during the last 20 years. What attracted you to Executive Search? I think I’ve always loved to assess the strengths of people and to predict how people will get along. Prior to working for Hager UB I worked in an HR consultancy. I’ve loved to work for clients and Recruiting projects attracted me most. So Executive Search was the logical next step for me. Can you tell us about a recent client success?  We’ve been able to complete two assignments which have been set on hold right before offer stage in March when COVID started, and have been closed in August. This has been possible because we’ve stayed in close contact with the candidates. The candidates have always had full transparency on the process and enormous trust in us as their partners. What can clients and candidates expect when they work with Horton International? Clients can expect a truly global company which can deliver in nearly any economic centre worldwide. They can expect the same quality and standards everywhere. And most of all they can expect Horton partners with a deep knowledge of their region and a passion for their job. What is the most rewarding part of your job? When you work with a client for a couple of years and you have filled a couple of key roles and then you get the feedback that the company’s success is based on the candidates you’ve found. If you could give one piece of advice to someone just starting out in the industry, what would it be? Be aware of the upcoming changes of the industry regarding technologies such as AI, process automation etc. But do this job because you to love building relationships. Ready to talk? Contact Monika here Connect with Monika on LinkedIn ### Appointment Expands Life Sciences Team for Horton International Global executive search and interim management specialist, Horton International UK, is delighted to announce the appointment of Emma Whittle as Partner within its Global Healthcare arm. Emma brings to the team over 20 years’ experience within search and talent acquisition, built across a range of industries and with significant emphasis on hiring for the life sciences sectors, including technology digitalisation, medical technology and diagnostics. Commenting on her appointment, Emma said: “This is an incredibly important time to be supporting the life sciences arena. R&D activity has understandably received huge attention during the global pandemic and certain areas relating to infectious diseases are experiencing a form of “industrial revolution”. “I feel privileged to be in a position to help access talent that enables these sectors to cope with the scale and growth that will lead to society being able to return to some future sense of normality.” Dafydd Wright, Managing Partner, said: “I am thrilled to have Emma join the team and I know her knowledge and passion will ensure continued success in supporting our customers across the biotechnology and broader life sciences sectors. “Emma’s experience in fast tracking senior hiring and skilled interim management services, coupled with her extensive track record across the life sciences, engineering and IT industries, are set to have a significant influence on the company as we continue to expand our delivery capabilities.” Named within the prestigious Hunt Scanlon Media’s Global 40 Executive Search Companies, Horton International provides a global, retained executive search and talent strategy service, focusing upon senior management and board level appointments.   Horton International UK Established in 1991, Horton International UK is a founding partner of Horton Group International Ltd, a global executive search partnership with over 40 international offices. Always attuned to market and client circumstances, Horton International UK’s strategy allows for greater flexibility in response to clients’ requests. In addition to its extensive international executive search capability, Horton International UK provides clients with the expertise to future-proof and strengthen their organisations via its Leadership Advisory and Board Practice, Interim Management Practice and HR Advisory Practice services. Horton International UK focuses on the following sectors: life sciences; pharmaceutical; medical devices; transport & transformative technologies; digital & consumer goods and not-for-profit. ### Award announcement for Horton International Germany We were just given the good news that the leading business magazine WirtschaftsWoche has listed Hager Unternehmensberatung, our Horton International partner in Germany, as one of the best personnel consultants in 2020 in their current ranking for the fourth time in a row. Hager Unternehmensberatung was awarded five starts in each of the following six categories "IT, Digitisation, Machinery plant engineering (including industry and metal), Financial Services, Real Estate and Consulting/Professional Services" as the best industry professionals in personnel consulting.   The renowned German business magazine ‘WirtschaftsWoche’ commissioned this study on the personnel consultancy market in collaboration with Christel Gade, professor at the IUBH International University in Bad Honnef and expert in the headhunter industry. Between July and November, around 2,600 personnel decision-makers from German companies filled out the specially created questionnaires and evaluated over 890 personnel consultancies. Among other things, they stated how satisfied they were with various personnel consulting agencies and awarded stars for good or excellent service. This anonymous survey was supported by the DFK (Association for Specialists and Executives) and the BDU (Federal Association of German Management Consultants). Ralf Hager, founder and managing director of Hager Unternehmensberatung, which specializes in executive search, commented on the award: "We would like to thank our clients and candidates as well as our entire team for this repeated award. This once again reflects our own claim as a sophisticated executive search consultancy." The 2020 financial year was heavily influenced by the global pandemic. This was - and still is - noticeable in the willingness of suitable key personnel to change. As a result, high-quality executive search consulting support is imperative for many companies. "With our 110-strong team and our firmly established process excellence, we are in an excellent position to meet the demands placed on professional executive search consultancies. I am all the more pleased that we have now taken a firm place among the best executive search consultancies in Germany in the exclusive ranking of WirtschaftsWoche," Ralf Hager sums up. ### Horton International Welcomes Dmitry Zhuravlev, our new Partner for Russia Global executive search and talent advisory leader, Horton International, is proud to announce the appointment of Dmitry Zhuravlev as a Partner to the team at Horton International Russia. Dmitry brings to the team almost 30 years' executive experience, built across a range of industries with a special focus in FMCG and Information Technology. Maneesh Ajmani, Horton International’s Chairman stated: “We are delighted to welcome Dmitry to the team. His experience will be an asset to both Horton International’s FMCG and Digital practices. I wish him every success and look forward to the organic growth of Horton International’s Russian business in 2021.” Commenting on his appointment, Dmitry said: “I am proud to be joining the Horton International Team. I am moving into Executive Search consulting with extensive experience in building strong, highly motivated teams to execute ambitious growth strategies across different industries. I believe this new chapter in my career is a great opportunity and look forward to developing Horton International business in Russia and CIS countries.” Andrey Phillipov, Managing Partner, Russia said: “I am thrilled to have Dmitry joining us. Dmitry’s addition further strengthens Horton International’s operations in Russia. His strategic experience across global multinationals and proven local market expertise makes him a perfect match for Horton International and distinguishes us from other executive search firms operating in Russia. “ Horton International is ranked amongst the global top 40 executive search firms as per Hunt Scanlon Media’s Global 40 Executive Search Companies. Horton International provides global, retained executive search and talent strategy service, focusing on senior management and board level appointments. Horton International Russia Horton International Russia, headquartered in Moscow, conducts engagements in most business and industrial centers of the Russian Federation. Working in the region which evolved after the collapse of the USSR, we understand the peculiarities of conducting business in emerging markets and do our best to provide our clients with a best in class, global standard of service. We service global and local organisations, which are leaders or emerging leaders across a variety of industries. ### Appointment of New Horton International Chairman We're delighted to announce that Maneesh Ajmani has been appointed as Chairman of the Board at Horton Group International. Maneesh shared: "I am excited to have taken on the role of Chairman at Horton International. Having been a member of the Board for some time, I have seen the organisation grow from strength to strength in recent years,  and I am confident that we will continue to build the Horton brand and our global reach in the coming years.  I feel very fortunate to be working with a strong team of Partners, who are dedicated to creating the most impactful teams for our clients.  With the US elections now behind us and a COVID vaccine in place, the future for businesses seems to be looking more settled and predictable. COVID has had long term impact on most industries and led to a pressing need for digital transformation for many of our clients.  While our clients work through their responses to these changes and build their strategies for the “new normal”, as a global and digitally enabled firm, we continue to collaborate and carry out searches to the highest of standards.  During these unprecedented times, we have re-aligned our services so that Horton International continues to be of value, helping our clients weather the storm. As a group, we remain committed to providing the highest quality information, advice and services in our industry." Maneesh has over 25 years' experience working across North America, Europe, Middle East and Asia. He has worked with companies in a variety of industry sectors and has spent the past over 15 years in the Middle East helping regional companies enhance shareholder value. Prior to his role at Horton International, Maneesh held several senior management roles within Private Equity, Investment Banking and Financial Advisory at GIB, KPMG and Credit Suisse. ### Consultant of the Month: Ani Närhi Horton International's Consultant of the Month features one of our global consultants to find out more about them, their expertise and what they bring to the group. This month we're delighted to introduce Ani Närhi  Managing Partner, Country Manager of Horton International Finland Read Ani’s full bio here Ani, tell us a bit about yourself and how long you’ve been with the group. I have been working as a partner in Horton’s Helsinki office since 2007. Since 2020 I’ve also been the Country Manager for our operations here. My clients vary from the largest Industrial companies to the best loved consumer brands and retail. One thing you probably don’t know about me is that my hobby is ice skating and I’m the current Finnish Champion in Adult’s Synchronized Team Skating in Finland. That really was an unexpected fact! And what attracted you to Executive Search? I was also working in management consultancy before, but had not considered executive search as it felt quite an old fashioned industry to me. However, I was attracted to Horton because the team, then led by Jukka Auramo, wanted to break some profession’s stereotypes in leaving no stone unturned to find the best possible candidates instead of going through their “old network and old lists” which was still quite common in those days. The best decision of my working life! Can you tell us about a recent client success? It always feels good when some 6 months after a placement, both the client and the candidate say that the match has turned out to be even a better win-win than expected. However, a recent concrete success was when a client (C-level executive at a 10 billion€ company) gave our team feedback that the “Horton candidate list always has more diversity than competitors’”. Besides client success, I also really want to stress candidate success, where we place a lot of value. A recent rejected candidate told me, that even though she was not chosen, this was the best experience with a headhunter in a long time; she had understood the role and the expectations very well, had a clear picture of the process ahead and was kept updated as well as got feedback on why she was not chosen. What can clients and candidates expect when they work with Horton International? Having an honest and open dialogue in order to find the best possible match both ways; a true win-win situation. What is the most rewarding part of your job? Working with our local team in Finland, and with our global colleagues. Meeting new people every day! Having the honour to serve some of the greatest companies in Finland. If you could give one piece of advice to someone just starting out in the industry, what would it be? Be curious and constantly ready for renewal! What is shaping the industry today? I see two developments in finding executive talent. They are Diversity and Inclusion, which is not an HR issue, and Sustainability, which is not a Marcom issue. Instead, these are key business issues. Companies need to hire executives in business roles that truly live and drive these matters on a daily basis. Companies who do not yet understand this, will soon have to. In the worst case, they’ll realize it only when they run out of investors' money and then it may be too late.   Ready to talk? Contact Ani here Connect with Ani on LinkedIn ### Horton International Germany reacts to the Leadership Positions Act passed by the German government. With the newly passed parliamentary draft,  Horton International Germany, is committed to proposing 50 percent female candidates when filling mandates for executive and supervisory board positions. At the beginning of the year, the German government cleared the way for more women on company boards and passed a bill to improve the participation of women in management positions. The obligatory goal is to significantly increase the proportion of women in management positions. "We are pleased that this goal strengthens the representation of diversity in companies. Neither gender nor age nor origin or social background should be the decisive factors for filling management positions. The decisive factors should be ability, performance, personality, talent and experience in order to actually live equal opportunities," says Ralf Hager, founder and managing director at Hager Unternehmensberatung, and Horton International partner in Germany, which is based in Frankfurt/a. M. "In order to actively support this with our clients as well, we will be obligated to present a balanced list of candidates for mandates to be filled at board or supervisory board level and to include 50 percent women. We have been supporting our clients for many years in the establishment and acceptance of diverse, i.e. heterogeneous teams, and also place numerous top-level positions with women. Through our extensive network, we also have a corresponding talent pool of qualified female managers. Therefore, we also know that there is a sufficient number of highly qualified, suitable female executives to fill board positions regardless of the industry," explains Ralf Hager. Often it just takes the corresponding will and above all the courage of the decision-makers and those in charge to open themselves up to the career paths of excellent female candidates. In the current ranking of WirtschaftsWoche, Hager Unternehmensberatung was listed among the best personnel consultants in 2020 for the fourth time in a row with 5 stars in six sectors. This award reflects the recognition and appreciation of clients for the service as an executive search consultancy as well as the unbiased view of the best and most suitable candidates. ### Top Employers in Medium-Sized Businesses 2021 Hager Unternehmensberatung,  our Horton International partner in Germany, has once again been named one of the best employers in the German SME sector by the business magazine FOCUS-Business. In order to determine the top employers in the SME sector in 2021, data from more than 950,000 companies from 39 industries with over four million evaluations were analysed. The ranking included companies that belong to the German SME sector, i.e. have between 11 and 500 employees and are located in Germany. Various assessment criteria were taken into account, such as working atmosphere, work-life balance, salary level or, this year, also the handling of the corona virus. In its survey, FOCUS-Business emphasised that this year's ranking winners manage to offer their employees an ideal working environment despite the pandemic and digital transformation. "We are very happy about this great feedback from our employees," explains Ralf Hager, founder and managing director. With flat hierarchies, short decision-making paths and openness to innovative ideas, Hager Unternehmensberatung, as a medium-sized company, offers an optimal working environment. The 25-year success story that Hager Unternehmensberatung can now look back on is only possible with a highly motivated team. "Our team is the most important factor in our company's success - this applies both to the current time of crisis and more generally," adds Ralf Hager. "Therefore, I am all the more pleased that our workforce perceives the real working conditions at Hager Unternehmensberatung so positively. Of course, it is our constant ambition to continuously improve them." ### Horton International Proudly Announces its Presence in Japan Global executive search and talent management leader Horton International is thrilled to be extending its services across Asia with an exciting new partner in Japan. Located in Japan’s second largest city, Yokohama, Makana Partners, one of Japan’s most successful senior search consultancies, is the latest specialist local team to become part of the Horton International family. “Horton International has strengthened it’s on the ground delivery capability in Japan with the addition of Yan Sen and his team. We look forward to supporting our clients in Japan with our global execution capability and our local market knowledge”, Maneesh Ajmani, Chairman Horton International. Horton International operates from more than 40 offices, located across over 30 countries around the world. The integration with Makana Partners will work to support the talent leader in strengthening their position within the Asian market, while also providing the team in Japan with insight and expertise from Horton International to aid their future growth.  Situated just south of Tokyo, Makana Partners boasts upwards of 50 years’ experience in the industry and is rapidly emerging as a local leader in mid-senior search and C-suite hiring. Yan Sen Lu founded Makana Partners in 2019, having previously worked for one of the largest search firms in the world. Makana Partners was launched to enable the team to focus on their particular areas of interest: people and culture. Born in Shanghai, raised in Toronto, and now living in Tokyo, Yan Sen, the Managing Partner in Japan, is passionate about finding great people who fit effortlessly into different workplace cultures. He said, “We're extremely excited to join Horton International. Not only do we share common values such as providing world class service to our clients and candidates, and expanding our global footprint, we see huge synergies across our business. Moving forward, we aspire to support Horton International further grow its global brand.” While only being in operation for the past three years, Makana Partners has rapidly become a local leader in its field, earning a strong reputation for utilising the latest technologies and its expansive network to provide growing companies with the talent they need to develop and thrive. To date, it has completed over 250 successful placements, and boasts a network of over 9,000 highly qualified bilingual candidates. Senior Directors Kazuhiko Mori and Michio ‘Mike’ Nagata are excited to bring together the experience of the two businesses to transform the executive search industry, stating “We're very pleased to be joining the Horton family and working together to offer superior services to our clients in Japan. Japanese firms, particularly those in the technology, engineering, life science, and manufacturing sectors, are becoming increasingly willing to consider mid-career hires in specialized areas, breaking the Japanese tradition of recruiting new graduates once a year every April, rotating them internally every three to five years through completely different departments, to end up creating a group of generalists. At the same time, the focus on D&I globally is starting to break the old tradition among Japanese firms. “There is a limited and decreasing supply of bilingual candidates with strong professional skill sets who could receive offers from both Japanese and foreign firms. This is particularly the case as more Japanese firms expand into overseas markets. Unlike 10-20 years ago, changing jobs mid-career has become widely acceptable to everyone in Japan. Our partnership with Horton International will enable Makana Partners to have global access to top-tier talent for our clients and access to top-tier firms wanting to expand in Japan." Kazuhiko Mori brings with him 14 years of experience working as Head of HR, and today specialises in this particular area, along with country manager, financial services, operations and technology, and management consulting roles. Michio ‘Mike’ Nagata has worked in business consultancy for 30 years and boasts an additional 20 years of experience in executive search. Today, he oversees Makana Partners’ automotive, chemical, healthcare, and manufacturing sectors. Alongside this new partnership, Horton International has also been recognised as one of the year’s 40 top global executive search companies by Hunt Scanlon Media, solidifying their position as one of the world’s best regarded search firms. To find out more about Horton International, visit www.hortoninternational.com About With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence.  ### How To Conduct Video Interviews 86% of companies are using video interviews to recruit 74% of businesses plan to permanently shift to remote working 70% of the workforce will be working remotely by 2025   In a poll by Gartner Inc, 86% of HR leaders used virtual technology to recruit people during the pandemic. While video interviewing has been available for a long time, it has rapidly increased in the last few years as more and more people have shifted to home working. What's more, virtual technologies are showing incredible benefits for recruiting. For employees, there is now a chance to give their CVs more personality with a 150% increase in the number of candidates digitising their CVs with a video. The benefit for recruiters is that they're able to widen their talent pool. By 2025, it's estimated that 70% of the workforce will be working remotely at least five days a month, and 74% of businesses plan to permanently shift to remote working soon. With this in mind, it is now possible to find the right candidates for your team, wherever they are in the world. However, in order to ensure you can reach the best talent, it is essential to ensure your remote recruiting process is succinct. The best place to start is by developing your video interview process. So, if you are new to the world of video interviews and not sure where to start, read on for our ultimate guide. What Is A Video Interview? A video interview is very similar to a face to face interview; however, it is conducted online instead of in person. Utilising video chat technologies, you can ask candidates your questions and get to know them and their skillset. There are a couple of different formats of video interviewing that you can choose from, these are; Pre-Recorded: A pre-recorded video interview is great for use in the early stages of the hiring process. Many companies use pre-recorded video interviews as a way of replacing phone interviews, as they can give initial indications about a candidate. They work by setting a list of questions you want candidates to answer, and they can then pre-record their video answers for you. Some video interview platforms allow you to set time limits for each question and set how many times a response can be re-recorded. Live: A live video interview is essentially the same as a face to face interview but online. You can connect with your candidates in real-time over a video chat and have a conversation with them about the role and their experience. They work by agreeing on a time, date and video platform, and both logging into the video chat at the same time. What Tools Are Available For Video Interviews? There are many different tools out there for conducting video interviews. Most video chat software can be used for a video interview, just like a video conference. The main thing to consider is that both you and your candidate will need access to a device with a camera, and the video software. There are options for dedicated video interview software available, which require subscriptions and have many other features. These might be worthwhile if you are conducting a lot of video interviews and want the premium features available. For most video interview needs, free video chat software is enough. Some free tools for video interviews include; Zoom: Zoom is very simple and easy to use, making an excellent option for video interviews. You can quickly and easily send a private meeting link to a candidate to join you virtually. It is also possible to have multiple people join the call if you need colleagues to also join the interview. Zoom also allows for screen sharing and online chat if required. Skype: There are both paid and free versions of Skype, and the free version works well for video interviews. All you need to do is add your candidates as a Skype contact, and you can video call or chat to them at your set time. Google Hangouts: This video tool is excellent for connecting with Google contacts and allows video, audio and messenger conversation options. It also syncs seamlessly with a Google calendar for easy organisation. Microsoft Teams: There are paid and free versions of Teams, with the free service, you are able to meet for up to 60 minutes, have unlimited chats, share screens and also share files. The paid version gives access to additional features, recording meetings being one of those. How To Conduct A Video Interview Conducting a video interview might be daunting if you are new to the world of online recruiting. Arranging the interview is very similar to arranging a face to face interview, as you need to choose a time and date that works for you both. Once you have decided on a time, you need to decide on the tools you are going to use. If you are using Zoom, create a private meeting link and send it to your candidate beforehand. If you are using Skype or Google Hangouts, then add your candidate as a contact, so you are ready to video call. It is important to test out your tech beforehand to makes sure there are no bugs or issues. Try video calling a colleague before the interview to ensure everything works fine, and you can both see and hear each other properly. Video Interview Best Practices And Top Tips For Recruiters There are many rules that apply to face to face interviews and also video interviews, such as preparing questions in advance and dressing appropriately. As well as these, video interviews come with a few other technical elements that you might not usually consider. There are our top tips and best practices for conducting a video interview; Think About Your Location: If you are working from home, then you will need to hold your video interviews from home. Choosing a quiet, well-lit location is essential to ensure there are no distractions. Also bear in mind that your background needs to look professional and appealing, in order to give off the right impression to candidates.     Have A Back Up Plan: Even with all the testing and preparing in the world, technology can still go wrong. Always make sure you have a backup plan just in case the unexpected happens during the video interview. Keep the candidate's phone number to hand in case you have any issues and need to contact them.     Use Your Tone And Pace To Calm Candidates: Just like with a face to face interview, video interviews can be very nerve-wracking for candidates. You won't have the opportunity to help relax candidates with body language, but you can rely on your facial expressions and voice. Speak slower than you would in an interview, smile, and be understanding of their nerves.     Sit Still: If you are shifting your weight from side to side or regularly moving back and forwards, then it can be very distracting. Keep still during the interview and whilst the candidate is talking to minimise distraction. Make sure you have everything you need to hand before you start, such as a job description, their CV and questions you want to ask.   Send Advice: For many candidates, this may be their first video interview. So, it can be good practice to send out some candidate tips and advice so that they can feel fully prepared and confident going into the interview.   Record, If Necessary: Many video interviewing tools have the capability to record the interview. This means you can wait until after the interview to make notes so you can be fully present in the interview. However, if you plan to do this, make sure the candidate is fully aware and gives consent. You then need to make sure that you store or delete this data safely and in accordance with the data protection policy.   Video Interview Best Practices And Top Tips For Candidates We all remember the funny memes where a child creeps into the room! While things happen when you’re working from home and with toddlers, try to pick your time and place. While the incident might be just funny for your interviewer it may get you off the track. Here are some useful tips for everybody.   Make sure you have video capability and that it is working properly; a candidate who will at the beginning of the meeting say that sorry my video is not working, just will not go further. Most of the first-round interviews are to make contact, get to know each other and see how the chemistries “click”.     Remember where your camera is and at least every now and then look at it. Keep your own picture in the frame so that you are reminded of that.     Think about the background. If it’s natural, make sure, there is not a window right behind (then your face will be dark) or that there are no distracting images/items behind you. If you use background effects, be aware that if your surroundings are dark, there will be an unnatural “aura” around you head especially when you move and it may look awkward. Especially wearing big headphones may cause that effect. The best background is natural neutral colour wall and light coming from the front. You can also use a table lamp or ring light to light your face.     Position yourself further away, so that part of your upper body is showing at least shoulders. If your face is too close to the camera, it will not show your body language which is equally important as your facial expressions. Remember, this is for you as well as for the other person a situation to figure out each other, not a one-way discussion.     If you take notes by hand, make sure your notepad is close so that you don’t have to constantly look at it. Somebody leaning constantly their head forward close to the camera when taking notes loses the eye contact. If you take notes by the PC you are using, it might be a good idea to mention that beforehand, so that the other person doesn’t think you‘re checking your emails.     ### What’s The Most Critical Personality Factor Of A Transformational Leader? Being a good leader is about so much more than getting work done and hitting targets. In order to achieve impressive results and succeed in business, leaders need to think past their own self-interest and work with their teams to push forward change – this is known as transformational leadership. What makes a transformational leader? In a recent poll, I asked a range of business professionals about their ideas on transformational MDs and CEOs. They were asked what the most critical personality factors are in a transformational leader, and you might be interested to see the results: ●      51% said that having the guts and ability to drive change was most important ●      22% said that the ability to think big and long term was most important If a leader has these two important skills, it’s a true sign that they have what it takes to be a transformational leader and will be able to move the company forward in the right direction – towards growth. A great example of these skills in action is Louis Gerstner who moved from Mckinsey to American Express (AmEx) to RJR Nabisco and finally IBM. Using his skills to think big, and having the guts and power to make changes, he was able to transform each of the companies he worked at. It’s a great example of how ‘out of the box thinking’ can be applied again and again with truly impressive results. The sector you’re in doesn’t matter either, as Gerstner proved. He moved from consultancy, financial services, FMCG to technology, but the principles of being a transformational leader were the same. Remember ‘elephants can dance’ After his success, Louis Gerstner wrote a book titled “Who Says Elephants Can’t Dance” where he outlined the principles and philosophies that he developed through his successful career. Some of his most important points, that can be applied to anyone wanting to be a transformational leader, include: ●      Manage through principles, not procedures; ●      Look to the market to dictate what your business needs to do; ●      Focus on quality, competitive strategies, and teamwork; ●      Get yourself involved in setting the strategies, but let your team be in charge of implementing them; ●      It’s always better to be quick and make mistakes than be slow; ●      Hierarchy isn’t important, the priority should be to collaborate and solve problems as a team; ●      You don’t have to be an expert in everything. Learn what you need to understand, but don’t concern yourself with being an expert When you think about the leaders, MDs and CEOs that you find inspirational, chances are that they exemplify the majority of the points listed above. These traits, as well as out of the box thinking are the perfect combination for an incredible manager. ### What Does The Future Of Payments Mean When Hiring Experts? Like other industries, the payment sector was hit during the 2020 pandemic, with revenue declining by 5%. However, what happened in this period was a chance to reflect on the current state of payments and an opportunity to plan what the sector needs for the future. This time provided clarity to reflect on the trends such as declining cash usage, in-store to online payments and increasing use of instant payment. Now, with a recovering global economy, the future looks bright for the payments sector, and a growth of 6-7% per year looks likely, with many predicting this industry will reach $2.5 trillion in 2025. With the sector set to grow, there is an increasing demand for talent that can help to drive said growth. As many businesses are now struggling to find new hires to meet their needs in payment and IT security sectors, we’re looking at what skills businesses really need so they can adapt to the future of payments. Beyond The Point Of Sale In the past, payments were a discrete, standalone process. Now, with the Internet of Things, networking and other factors, payments have become a thriving ecosystem that now encompasses the end-to-end process taking into account all of the services, platforms and systems that play a part in the commerce journey. What Does The Future Of Payments Look Like? When considering the talent needs for payment industries, it is important to consider the emerging trends in the sector: Real-Time Payments In 2020, real-time payments grew by 41%. A trend that is set to continue as they play an increasingly important role in the global commerce ecosystem. However, as real-time payments increase, there is a greater risk of payment fraud. In 2020, 13.7% of fraud incidences were real-time payment scams, while digital wallet hacks accounted for 6.2% of payment fraud. With this, IT security requirements will need to increase to help payments stay safe online. This is an in-demand skill for many financial organisations. For example, a search of vacancies at Deutsche Bank lists over 2,000 looking for IT security while JPMC lists around 4,000 roles requiring IT security. Merchant Focus Another area of growth in the payment sector is the accessibility of payment options for merchants. Increasing the payment options for merchants enables smaller businesses to reach a wider base of customers. It also helps businesses to grow globally too. It is this support to SMEs and small businesses that many financial organisations are looking to build, especially with a growing number of SMEs creating a lucrative audience. Some brands are already working hard to improve payment systems for merchants. For example, Mastercard in India has created a solution known as Soft POS, which allows a smartphone to work as a payment acceptance device. With new approaches such as virtual shops and solutions that can receive, record and store transactions, organisations will need talent that can help to facilitate these projects and keep delivering creative offerings that help small businesses to grow. Digital Identity Payments Through the pandemic, another sector of growth in the payments industry was with digital identity payments. This was important to governments to distribute welfare with ease as well as organisations that deliver social payments based on individual identity. It is expected the sector will continue to grow to help with expanding ecommerce volumes and rapid, large-scale payments. With digital identity payments, McKinsey believes it is possible to unlock further economic growth of between 3-13% of GDP by 2030. While there is potential in this sector, there are concerns about the authentication of payments and limits to the levels of security. While there has been an increase in authentication technology, aspects such as two-factor authentication do create more friction points for the customer. Going forward, organisations will need to look at solutions that create an enjoyable payment experience that doesn’t compromise security. Cross Border Payments Another area of growth during the pandemic was the rise of cross border payments which grew by 17%. So much so that a 6% revenue growth is predicted for the next five years in this sector. As well as revenue growth, the volume of cross-border payments has grown. For example, SWIFT reported a 10% increase in volume in December 2020 compared to the previous year. However, with the increase of cross-border payments, there is a demand to get them as up to speed as domestic payments in terms of cost, accessibility, transparency and speed. For this, global projects and enhanced technology will be required to create a universal approach. Finding The Experts To Enhance The Future Of Payments With so many challenges and growth opportunities ahead for payments, sourcing the right talent is essential but complex with a diminishing tech talent pool. However, this is where Horton International come into play: we specialise in finding the “needle in the haystack”, the perfect fit for open vacancies. As industry experts, we know where the future of banking is headed and can source the ideal candidate for any expert level position, from compliance experts in traditional banks to the CTO of a leading FinTech organisation. If you want to find out more about how Horton International can support your organisation and find the talents that will play a vital role in the payment ecosystem, please reach out to our team. ### Exit strategy after the lockdown - Consumer Goods Industry The effects of the corona crisis on industry in Germany are manifold: On the one hand, there is a small circle of crisis winners. These include, for example, manufacturers of hygiene products and food producers whose products are currently in disproportionately high demand. Thus, in addition to much-discussed product groups such as pasta and flour, companies that have recently received less attention, such as canners, are experiencing a renaissance. But even in the food sector it is important to take a closer look. Many of the producers have a second central distribution channel in addition to trade: The food service. This has come to an almost complete standstill due to the closure of restaurants and pubs. Many have therefore already announced short-time work. A similar picture emerges when one looks at other industries. For example, mechanical engineering: Many manufacturers recently presented their latest products at the Hanover Fair. But Corona has put a spoke in their wheel. The industry is suffering from a sharp drop in demand or a collapse in supply chains. What is the future for the industry? What insight is the crisis bringing? Two issues have moved to the top of the agenda in recent weeks: 1)   Digitisation & New Work: Those who are not well positioned in the field of digitisation have felt this painfully with the outbreak of the Corona crisis. This begins with the appropriate technological equipment for employees. New Work and agile working are becoming more and more important. Especially in the field of digitalisation, the virus acts as an evolutionary accelerator. Video conferences will become the norm in the future and make some business trips superfluous. But certainly not all of them: Because personal contact will continue to be important and even increase in esteem! 2)   Risk management: Many companies are currently feeling the effects of this: if the flow of goods is throttled or even individual components are not delivered at all, production will come to a standstill or even come to a complete standstill. Unilateral dependencies, for example on producers in Asia, are being discussed. Against this background, companies are once again becoming increasingly aware of the issue of risk management. To position oneself professionally for the future or to optimize already implemented structures has been identified as a core task, as we are repeatedly confirmed in discussions. What does this mean for personnel planning in the companies? What is your recommendation? Very important is: Both of the above-mentioned topics - above all digitalisation - must be located at the top level of the company. Only if there is an awareness of this successful implementation will be possible. In some fields, such as the FMCG industry, digitisation will help to exploit new sales opportunities. For example, D2C (direct to consumer) activities will gain in importance as online demand increases. And when it comes to risk management, the current crisis has shown how important it is to have the right set-up and strategy in this field. We are currently in close contact with companies in both fields and help customers to find the right candidates for the management of the future.   ### Leadership In A Time Of COVID: An Interview With Estée Lauder Companies, Mexico How have you responded to the situation with Covid-19 from a personal and professional perspective? Reaction has happened both professionally and on the personal side. During mid-March, we begun to close all of our Brick and mortar doors. Estée Lauder is a retail business, our people operate 24 / 7. Agreeing with our retailers to close doors was a big decision. Some wanted to remain open, but to us, we needed to agree on the best moment considering the most important variable was the health of our employees and, of course, our consumers. Estée Lauder as a company is very mindful of its people, it walks the talk in that sense. We ensured that we could continue to operate with everybody working from home. The next most important subject, after employee health, was converting our business to become an online business. The dot-com side of the business was representing a small % of the company in Mexico. In some of the retailers, it grew by ten times or more during the lockdown. That did not cover all our revenues. We also had to review every line in our P&L and protected our cash flow. We negotiated everything that we could so that we would be able to reduce the usage of cash flow and mainly focus our resources on being able to continue paying our people. Protect the long term. As such, the company was able to sustain all of our employees throughout the pandemic. We refocused the roles and responsibilities of everyone to be able to support the dot-com business. The dot-com side of the business is going to be a big focus of ours for the future. What do you consider were the top three leadership challenges during the Coronavirus pandemic? We have had to reinvent ourselves in many ways. If you think of visiting an Estée Lauder counter, we touch your face. That’s a big part of our business when you are talking about skincare, make-up, haircare, or even fragrance to a certain degree. When consumers come to us, we give them advice and, in many cases, we give them a personal service, and this is something that we aim to continue to offer. So, we have had to reinvent ourselves at the point-of-sale because currently, we cannot “touch” consumers. As a result, a major change, is that we have added technology to our point-of-sale. If you want to go and look for lipstick and you want a different tone, a different colour, you want to try it on, but you cannot. We now have what we call a ‘virtual try-on’. We have iPads at the point-of-sale, or if you visit our website, you can try it on in your computer as you visit our MACcosmetics.com.mx. The process of the sale is going to be very interesting as the stores reopen. We are seeing a shift, and this was a trend that was happening anyway, but Coronavirus accelerated all trends. Consumers will have different habits now. In Mexico, and probably all of Latin America, the make-up business was bigger than the skincare business, but now skincare has overtaken make-up in terms of the size of the business. For instance, facemasks will reduce products designed for your lips, but you will look to do more with your eyes. I think there is a change of habits coming our way, and we have to be aware of that. We are also going to need to be flexible, and we have to be willing to reinvent ourselves as things change. In the past, we used to say that this was ‘the world where the strongest survive’. Now I believe it's going to be the world of the one who adapts better and can reinvent themselves and be creative in how to do business. Another point is that we must ensure that everybody can work from home. We still need to motivate our people; we need to still be as efficient and be able to work without seeing each other. We have done this very successfully until now, but as the businesses are re-opening, the challenge will be being able to manage both the online and the bricks-and-mortar side of the businesses. We must continue to be close to the point-of-sale. Did you draw inspiration from any other corporations’ responses to COVID-19? We were very inquisitive of what was going on around us and what ideas could be implemented. For instance, we collaborated with delivery companies. As an example, in Mother’s Day, and through last mile delivery, we can take orders for Mother’s Day gifts and have them delivered to your house. Additionally, we are also working on ‘social selling’. Once we have established contact with a consumer, they stablish communication with their Beauty Advisor – for example, through WhatsApp, and the Beauty Advisor can advise and sell products to them. The ability to maximize communication with our consumers is key, it has to be leveraged in the best way possible. Social media, online masterclasses for consumers are other more relevant tools today. They deliver their online master class and that's another way we can generate traffic and drive the sales that we need. Some of our retailers have what they call a concierge service, and through that concierge service, we are also aiming to achieve more sales. There are many tools around us that are not your usual way of working, but, if you do not adapt, you will lose. These days, you have to be aware of what’s happening all over the world, going to conferences, understanding what other companies are doing. You have to study, and you have to be aware of the solutions that are happening in other companies and how you’re able to utilize them in your industry. How have you been keeping your employees motivated? The name of the game with our teams has been communication. We used to meet four times a year with all the company. During this pandemic, we are doing this practically every two weeks. Communication is something that has to be a part of the culture, the vision, and the mission that a company has. As a result of this increased communication, everybody noticed the huge amount of support that the company was giving to all of its employees. During the pandemic, sadly, we could see other companies going broke, laying off staff, or reducing expenses to a much higher level. Our company has been able to show a huge amount of support to its employees. The role of our leaders is vital, more than ever, because we are now depend on each of our leaders to ensure that they lead their teams and maintain their motivation and avoid any unnecessary distractions. Estée Lauder has made a huge commitment to ensuring that we collaborate in the best way possible and continue to achieve positive results. How are you managing your management teams throughout this? We are continuously reviewing our priorities and reviewing what’s changing. Everything has become more analytical. Objective is to detect as many trends as possible and trying to review what will give us an advantage and change as fast as possible. Today, we have just reopened some doors, we are monitoring what's happening in all of our stores. As I said before, you are seeing changes, different consumer behaviour. Consumers want to live in smaller cities. Is there anything else that you’re doing in terms of preparing for the future that you hadn’t been doing previously? A focus for us is accelerating the use of technology and the capability of our online business. Do you have any advice for other business leaders? My advice is to go into a much closer one-on-one communication with all of your team. This is a virus that is affecting all of us, but in different ways. You have to be very sensitive to your people. You need to ensure that you support in different levels as context will be different to all. Think of a working mother who has children, she must do home-schooling and at the same time be in a meeting. To some, it’s an advantage to be at home. Some working mothers are telling us that they want to stay at home rather than come back to the office because they’re more efficient at home. Ensure that your team is being as productive as in the past, give them new tools and new skills to work even better within this new environment. ### Leadership In A Time Of COVID: An Interview With Nike Russia We recently caught up with Andrey Krishnev, General Manager of Nike Russia to find out what impact COVID-19 has had on Nike Russia, and how they have managed to keep their team engaged and positive through the crisis. How did you respond to the pandemic situation both personally and professionally? Here in Russia, the virus arrived a bit later than most countries, so we saw not only when something started in China, but how it evolved around the world. Many of us here had the same feeling that somehow pandemic might be resolved, but as it escalated, it became clear that we were entering something serious that might go on for months. Personally, I was not very comfortable with this realisation, especially when I understood the impact that this might have on business. By the end of March, all of our physical retail at Nike was closed in Russia. We had never experienced anything like this. Psychologically this was not easy for our team. Even though I'm quite a flexible person fast to adapt to change, it was a challenge. I had a responsibility to my team and to the business we built together with our partners, and sometimes this was uncomfortable because this whole situation was new. Luckily, we pivoted quite quickly, our team changed quite fast, and I think we've done it with success. We focused on opportunities to grow further and in different ways. I became a father in December, and this was a real gift. Working from home meant that I could see my daughter grow. I began to go outside with her every day in the yard, and it helped me a lot with working through the business issues. This time outside got me thinking of how important it was to keep our team moving, and getting them outdoors. I then started working with a personal trainer too, we put together a daily sports challenge for our staff at Nike and created an Instagram group for people to show their experiences and results taking part. This initiative helped a lot psychologically. We found our rhythm and a way to focus on the positives, which helped us with creating new routes to market. How do has the pandemic impacted Nike, Russia? We were lucky at Nike Russia because we (Russian leadership team) pledged to "drive innovation" in 2017, and part of this meant that we spent the last three years making sure that we are a truly digital business. We also put a lot of effort into developing a culture of innovation and experimentation in our Russian team. We created an environment where members of our team can speak up. I think that both of these things have helped us very much during this period. Another factor of success was our relentless focus over past years to build Nike ecosystem in Russia. We adjusted fast, with minimal disruption and were able to focus on our online marketing and online retail. We were one of the first global brands to seize the opportunity to set a positive tone about COVID by launching our "Stay Inside" campaign. We used all of our partner relationships in Russia with local athletes, local sports clubs and our customers to begin the opportunity to show people how they could still play at home via their social media. Sports stars and ordinary people alike posted videos of them working out from their homes, all using #playinside and slogan "Play inside, play for the World." We used  Nike's platform Nikemoscow.com, locally created, to encourage people to stay healthy and spread positive energy, and we are very proud of that, as it was unique execution for Nike in Europe. More than 1M consumers trained online with us in April. Besides it helped us to increase number of active members in our apps times vs LY. Our retail and our wholesale teams also came together quickly with supply chain, and focused only on how can we eliminate overstock in our retail outlets and create more stock to be sold online. We expected online will grow a lot, but it happened even faster than we had anticipated: our online business was growing every week as of the beginning of April. I am proud of my team, as we managed to come back to growth of our business as of July and continue it every week! What do you consider the top three leadership challenges to be during the coronavirus pandemic? First is how you deal with change and uncertainty. You have to set an example, and that takes strength. We needed to guide our company through changes without panicking and without being nervous, which is not easy! Secondly was creating a safe environment for our team to work. This situation is unusual because of the unprecedented cause. There is an invisible threat everywhere, and we needed to make that our priority was keeping our staff safe. People are our priority, and we have created an environment where they can work without being afraid for business to continue. Number three is remaining positive. Keeping up everyone's spirits in a difficult situation is very important. In any difficult situation, there are always opportunities, and if you are positive, you are much more likely to see them. Your energy and communication as a leader should inspire people as much as possible.     Did you draw inspiration from any other corporations? Responses to COVID-19? I remember reading a communication from the CEO of Airbnb, Brian Chesky that I thought was a great way of handling the situation back in May. Brian sent out a great email to the entire global team; he shared openly about the unprecedented difficulties they faced and how it might change the face of the business. He was so human and open and honest, and I think this is absolutely the way forward. People hate to be in the dark. Our global CEO, John Donahoe, has also operated as a source of inspiration to me; he also has been very transparent. Since April, John has personally communicated with our staff regularly and I have taken his lead and done the same with my team. And another example I can give is from a local company in Russia called Sportmaster. It's our biggest sports retailer. They have 500 stores, so you can imagine how the retail closures impacted them. But they did something remarkable. They increased their e-commerce sales more than five times just in two weeks. They mobilised and became completely digital company only in one month. It was a fantastic response to the challenges created by COVID. It gives us great hope to hear of regional businesses who managed to pivot at the last minute. They inspire us at Nike. How are you keeping your employees motivated during this period? The key focus is always on Team Engagement. So, we asked our team to engage as much as possible, we made sure that we kept exchanging ideas and keeping the momentum going. We also ensured that we shared a lot. We went back over previous challenges that we had in business, and how we overcame them. Things were improving each week, and this was motivating for the team. Secondly, team exercise or some simple fitness activity and usually some fun creative way kept us all connected and cheerful as a team. Social media was also a huge part of keeping us going; we all felt through posting our experiences that we were in something big together. It was also crucial for our team to focus on a few initiatives. As a leadership team, we looked at our quarterly focus areas, keeping everyone on task was key. Again, we tried to keep it as positive as possible. I tried to use humour much more than before and trying to find in any opportunity in any occasion and revisit our successes, or simply to make colleagues smile. How are you preparing for the future at the moment? We are preparing for the future by keeping part of our attention on the present business, and part of our time on the future. We need to live in the moment, but also to strategise for what's coming. My colleagues and I have spent the last couple of months working to predict possible scenarios for the next couple of years so that we can deduce where we should focus. For now, we see things moving more towards e-commerce & providing a seamless experience to consumers within Nike ecosystem, so we need to develop new ways market digitally. We hope for the best, but we have prepared for future lockdowns because it's better to prepare for the worst-case scenario. We are keeping positive and keeping agile. What is your advice to other business leaders? For businesses like ours, it's important to remember that we are working in consumer or service focused markets. We are essentially working for consumers, and they are not working for our shareholders or us. We need to remain focused on our consumer - What about their needs is changing? What is still common? What do they want? How can we keep relating to them and keep them loyal? A business must adapt to their consumer, and that is what we are continually striving to do. Then our consumers will be more often interacting with our apps and buying our product more frequently. It's also crucial to keep playing our scenarios for the future to stay afloat in these changing times. To do this will help businesses understand how to deal with uncharted waters, the new technologies, to come up with new ways of doing business that might make you more successful than your competition. If you're continually looking ahead, then you have higher chances of success, when things fluctuate. Focusing on the future is vital. Finally, and maybe most importantly is supporting your team and ensuring that your culture is right. If your team is strong together, they will be capable of adapting and growing together. This means being creative, being open and trusting each other enough to share new ideas, if you have a strong team that is a huge advantage. It was a real pleasure to catch up with Andrey Krishnev, and to find out just how Nike Russia has been able to support their team, keeping them engaged and motivated throughout the crisis. And how they were able to spot opportunities,  managing to grow their online business during the pandemic.     Andrey became GM of Nike in Russia in 2017. From the very beginning,  he was focused on: digitalization strategy development &  implementation, e-commerce projects & online marketing design and execution and the creation of Nike ecosystem. Andrey has extensive experience in sales: he started his career in Procter & Gamble, where he has grown from account manager to Key Account Director. Then he joined Nike, as Strategic Account Director and later became responsible for the development and implementation of new commercial strategy in retail and wholesale, as Sales Director. After Andrey was leading a cross-functional team in Nike Western Europe HQ in the Netherlands, as Sr Strategic Account Director, responsible for Nike business with Deichmann Group (one of Nike EMEA Global Accounts).   ### Consumer trends for 2021 With many shops across Europe closed down for much of the year, tiered government restrictions and nationwide lockdowns in an attempt to slow the spread of COVID, we have all become even more familiar with the various benefits and frustrations of shopping online. Although it has been at the expense of our High Streets, the e-commerce sector has been booming. How will this impact the future as stores open their doors? Will they win back their customers or are most of us now committed to virtual shopping? In this article, you will discover the answers to: What are the latest e-commerce trends through to 2021 and beyond? How are real bricks and mortar retail outlets winning back their customers? What does it all mean to the consumer? The impact of COVID-19 on retail sales Perhaps surprisingly, overall, the COVID-19 pandemic has made little impact on retail sales. In fact, the sales volume across Europe is a little ahead (102.7%) of that for the same period pre-COVID. European consumers spend about 31% of total household expenditure on retail. Few of us will forget the empty shelves inside and the long queues outside supermarkets during the early days of lockdown. Food retail boomed while other retailers struggled. In the UK, Primark saw monthly sales fall from £650 million to zero though Internet sales for food and many non-food retailers boomed. Tesco doubled home deliveries in a single month. Similar patterns emerged across Europe. Although we now begin to see the rollout of coronavirus vaccines, the crisis is far from over. Store closures are rife as are concomitant job losses. Perhaps we were heading that way anyway as ever more large retailers were failing to see reasonable returns from expensive retail outlets in city centres. Perhaps the pandemic has merely accelerated what some people predict will be “the death of the high street.” Another nail in the high street’s coffin is the boom in internet sales. Before the epidemic, European internet sales were around 15% of total retail sales, and by July this figure had increased by 30% though it is now declining. Will the high street recover? The collapse of Debenhams will leave a gaping hole in the High Street, as also will Arcadia’s failure which threatens 400 stores and 13,000 jobs. Many other stores have also disappeared; Gap, THE US-owned retail chain is considering closing all of its 128 stores across Europe. UK High Streets are strewn with a staggering 44,000 empty retail units. According to the FT, this is likely to double over the next few years. European shopping centres are experiencing similar pressures. Footfall in Germany’s high streets fell by 50%, and more than half of US department stores are expected to close down during 2021. Given the excessive retail floor space, the current trend is for the retail landlords to reduce rents. Combining this with reducing floor space, rental incomes are set to fall by over 50%. Repurposing retail spaces An inevitable trend is the repurposing of vacant retail spaces. We are likely to see progressively more large shopping centres being converted to multi-use spaces incorporating residential, retail, workplaces, eating and leisure. Currently, the UK government is looking at bids from 100 local authorities to move town centres away from retail. Similar developments are taking place in the EU and US. e-Commerce The pandemic has made an enormous impact on eCommerce globally. As we have indicated, by the end of July 2020 internet sales rose from a baseline of 20% to a peak of 35%. In the UK, 74% of people are comfortable shopping online while in the US, 62% of consumers have increased their e-commerce spending. In terms of non-essential items, the leading ongoing purchasing trends are: Digital entertainment Alcohol Clothing Home improvements Books, games, toys etc. Future travel While these trends are likely to change as we come out of the epidemic, with many consumers reverting to shopping in-store, people are likely to continue to shop online to a much greater extent than pre-epidemic. e-Commerce technology trends e-Commerce technologies will continue to develop through 2021. Some of the top technology trends for 2021 include: The increased use of machine learning in digital marketing For sometime online marketers have been leveraging artificial intelligence (AI) and machine learning (ML) to streamline each functional aspect of marketing and the consumer journey, a trend that will continue into the foreseeable future. New cognitive systems will gather data on customer behaviour and interactions which they will use to predict future behaviours providing individuals with hyper-individualised messages and calls for action. Marketing will become “smarter, faster and more relevant.” We will see ever-increasing computing power channelled to this purpose. For instance, the IBM Watson supercomputer already focusses on achieving marketing goals. Other areas where AI and ML have a significant impact are search engine optimisation (SEO), paid search, and marketing analytics. Chatbots Another AI-driven trend is the increasing use of chatbots. A current example of this is Vodaphone’s “TOBi”, a chatbot that provides website visitors with personalised recommendations. Vodafone claims that it achieves a 100% conversion rate and provides an 80% resolution rate to customer questions and requests. Another example is LEGO’s “Ralph”, a Facebook chatbot. His conversion rate is over eight times that of conventional Facebook Ads and helped reduce conversion costs to LEGO by 31%. Marketing chatbots will be a growing trend through 2021 and beyond. Augmented and virtual reality The e-commerce sector is already applying the potential of augmented reality (AR) and virtual reality (VR) to improving customers’ shopping experiences, and new developments are set to redefine how we shop online. Technologies that enable customers to try on cosmetics virtually, view furniture and décor in the setting of their own home, or take a car for a virtual test drive, are just a few areas where VR is making online shopping more engaging and giving potential customers the confidence to buy now. Last words The world of retail, both online and in shopping centres across Europe and the US, is being redefined. The overriding trend is to focus on consumer experience rather than sales. Intelligent technologies encompassing AI, VR, chatbots, and more are driving the e-commerce markets. Even though shopping centres face multiple challenges, reports of their imminent death are exaggerated. We will see new innovations and repurposing of shopping space, but people love to shop for real as well as online – a trend that is unlikely to go away. ### Global Consumer Trends 2023 The world has changed to a greater extent than we expected. Our pre-pandemic way of life has given way to a strange new reality marked by war, galloping inflation, record-high interest rates, devastating public sector strikes, and failing public services. Many of us continue to work from home despite its inefficiencies in many areas. But life goes on, and we are all driven by the same needs and desires as we were before, though there has been a sea change in cultural attitudes, particularly of Generation Z and the Millennials. Born into the internet age, Gen Z lives much of their lives online, and the millennials are not far behind, though they tend to be more risk-averse and careful. Both groups are highly socially conscious, caring deeply about society and the environment. However, they tend to dismiss ideas that challenge their perceptions of identity and related issues. Work-life balance, physical and mental health, and social issues dominate their agenda. Generation Z and Millennials are today's biggest consumers; they are considered the biggest consumer group in history and dominate current consumer trends across the developed world. As a result, unsurprisingly, most consumer-facing businesses focus efforts on satisfying their needs. However, we shouldn't dismiss earlier generations. Overall, society is getting older, and although spending patterns amongst older people are less volatile than the young, they remain a significant income source for retailers. Here we look at: Our relationship with the internet is changing Consumers will use alternative ways to find products A new look for real-time maps Voice product search Artificial Intelligence, machine learning and targeted advertising Car ownership Our relationship with the internet is changing Our relationship with the internet is changing. Yes, we still make extensive use of it, but our relationship with it isn't the same as it was pre-covid, especially for generation Z. Although internet usage peaked during the pandemic, it has now fallen back to pre-pandemic levels. Naturally, we have less time now we are working again, but it goes deeper than that. We use search engines significantly less to discover information; their use has fallen by 14% since 2018. Generation Z is as likely to use Instagram as they are to use Google. Neither do we spend as much time sharing our thoughts and opinions online. We are also warier of social media – the number of users who complain that social media causes them anxiety has increased by 11% over the last two years. There is far less trust in the major news publishers. To add to the confusion: Meta has almost abandoned its metaverse ambitions; Facebook is no longer the go-to platform for younger people; the future of Twitter appears uncertain, though TikTok is in its ascendency. Perhaps 2023 will see a significant disruption of social media with new and alternative platforms being launched. Consumers will use alternative ways to find products e-Commerce will be significantly affected by our changing relationship with the internet. According to Google, we are turning to TikTok and Instagram as alternatives to Google maps and search. No longer do young people focus on keywords for searching – they ask different kinds of questions that are more immersive. Also, searching for products is more likely (55%) to start on Amazon than Google. A new look for real-time maps? In terms of maps, most young people have never used a paper map, yet map apps attempt to emulate paper maps. However, an alternative way of mapping might be more appropriate; for instance, augmented reality might better answer young people's expectations. Google mapping is also working on new 3D modes and immersive views. These will almost certainly gain large young audiences very quickly. Voice product search Voice assistants are now ubiquitous but do people use them for online shopping? According to Statista, we are doing so increasingly. In 2021 the global e-commerce transactions value via voice assistants was around $4.6 billion, which is set to rise to $19.4 billion in 2023. That represents a growth of approximately 400% in just two years. As you might anticipate, there is a significant divide over age groups and voice-e-commerce, with younger people more willing to embrace it than the older generation. However, this may change over time as older users become more familiar with voice assistants and learn to trust them more. However, voice e-commerce remains problematic in several areas. While it is undoubtedly a convenient way to search for products and shop, the software driving voice assistants remains a little flaky. Despite the application of artificial intelligence, interactions with voice assistants can be frustrating. A sea change improvement is necessary before voice assistants fulfil their early promises. Artificial Intelligence, machine learning and targeted advertising Over recent years it has become almost impossible for consumers to avoid or bypass targeted advertising. However, while such advertising has several benefits in that it can simplify consumers' lives and remove the inconvenience of dealing with irrelevant ads, it has some significant downsides. One of these is the danger of narrowing down the choice. Whether watching a streaming video channel, shopping online or chatting on social media, product recommendations made by AI make it easy for consumers to choose their next purchase. Still, such advertising can also reduce consumers' bandwidths. Already there are rule sets that targeted advertisers must abide by. These address issues such as privacy, including consenting to cookies, processing of personal data, ensuring targeted ads are identifiable, and prohibiting unfair, misleading, aggressive and subliminal advertising. However, more draconian rules are being formulated to protect consumer rights further. We can expect advertisers to toe these lines and adopt voluntary codes of conduct and standards. Whether or not this will make it easier on the consumer, we have yet to see, The changing face of influencer marketing Influencer marketing has grown from humble origins to the massive marketing channel it is today, an industry worth $16.4 billion globally, up from a relatively modest $1.7 billion in 2016. Brands love influencer marketing, and 97% of marketers use it as a marketing strategy. Its primary appeal is its effectiveness. For every dollar spent on influencer marketing, merchants can expect, on average, to make $5.78 in revenue. During 2023 we can expect its exponential growth to continue with new trends emerging. TikTok is the leading platform for influencer marketing, and its dominance in the field will likely continue. However, we can also expect growth in the micro-influencer market. While most influencers engaged by big brands have upwards of 100,000 followers, micro-influencers can have substantially less, perhaps as few as 1,000 to 25,000 followers. However, micro-influencers tend to demonstrate a significantly higher engagement rate. The average engagement rate for most influencers with over 100,000 followers is around 2.4%, while micro-influencers with 25,000 or fewer followers typically have engagement rates of over 7.0%. During 2023 we can expect to see the micro-influencer market blossom. Transportation We are gradually falling out of love with car ownership, a trend that will continue through 2023. We might also be less willing to embrace electric vehicles as their running costs become equivalent to internal combustion engines. Car ownership declined by 0.2% during 2022 as it had the previous year. While that might appear insignificant, it is only the second year out of 100 when ownership levels fell. Is this a black swan event, or is it the beginning of an ongoing trend that will gain momentum in the future? Our attitude to private car ownership is changing. Many people view the motor car as an environmental pariah, saved only by the electric vehicle's popularity. But the electric vehicle (EV) has also lost some of its early charms. We now associate the massive lithium batteries that power EVs with exploitive and environmentally destructive rare-earth mining in China and some third-world countries. There is also the problem of generating sufficient electricity to power them, and the 2022 energy crisis doesn't help this. It will cost more to charge an EV than to fill a petrol or diesel-powered car. And when the wind doesn't blow, we will have to fire up old polluting coal-powered energy stations. Public transport, shared car ownership and carpools are more in focus with the current zeitgeist than private car ownership. This sentiment tends to be the view of many younger people. In a recent survey, 61,7% of under 30-year-olds said they would happily give up car ownership if efficient public transport were available. While we don't anticipate a significant decline in cards on the roads of Britain, it is a trend of which we should be aware. Opportunities Although some internet giants have posted significant staff reductions, there remains a talent shortage of consumer-facing technologies. CEOs consider the talent shortage to be a major factor slowing down growth. Software supports the majority of operations in most consumer-facing businesses, so the effect is ubiquitous. While firms like to hire experienced staff, with technologies such as AI evolving rapidly, flexibility, adaptability, and willingness to reskill are equally valuable assets. ### How To Attract Top Tech Talent Key insights Transparency and feeling valued are essential for tech staff Jobseekers assess your existing tech scene Coach-style leadership can be vital for younger tech talent Technology is a critical part of almost every business and having the right talent on board to manage this technology is essential. Years ago, it was only the tech companies who were on the lookout for candidates for software and technology roles. Today, hundreds of industries require tech talent, and the competition to find it is fiercer than ever. In 2019, over 40% of all software developer and engineer hires were employed by non-tech companies. Sourcing candidates who have the skills and experience in the technology you need is a challenging task. Global tech companies are hiring top talent at extremely high rates, leaving the smaller businesses with less qualified and experienced candidates. Start-ups and those working in non-tech organisations are those struggling the most to attract the top tech talent. If your business is finding it challenging to source the right candidates for tech roles, read on for our tips on how to attract the top technology talent. Commit To Diversity And Inclusion Having a solid diversity, equity, and inclusion (DEI) strategy in place can positively impact your business performance and help attract talented candidates. Many job seekers are considering DEI in their decision-making process for new roles, and if you do not have a strategy in place, you could be missing out. A recent study revealed that 48% of employed adults would consider moving to another company if they had a built-out DEI strategy in place. When you are looking to attract the top tech talent, you need to make sure you’re not ignoring nearly half of the talent pool. One way to help improve your DEI is to open up your recruitment beyond your typical sources. Instead of only relying on credentials and past experience when recruiting tech talent, look at testing capabilities and skills objectively. Not only will this increase your talent pool, but it can help improve diversity in your company. Look for candidates with coding boot camp certificates or coding work samples online, regardless of whether or not they have higher educations from a top university. This can help you open opportunities to more underrepresented candidates and widen your funnel when recruiting tech talent. Encourage Accountability And Transparency Among Management Many major tech companies have increased their focus on ensuring management teams are engaging directly with employees and involved with the business on a day to day basis. Employees want to work for an organisation that ensures managers are accountable, transparent, and decisive. A great example of this is business collaboration software Slack, who set up an internal ‘ask me anything’ chat channel, where employees have the chance to ask the executive team anything they want. Executives then respond openly and honestly to all employees. The very best tech talent is always going to prefer companies that make them feel like their hard work is valued and making a real difference. When team members feel that management teams are unaccountable and intransigent, they are less likely to stay for the long term. Making these values and processes clear to prospective employees will help you to attract the best in tech talent. Develop A Coaching And Development Culture Attracting top talent isn’t just about getting new recruits in the door, but it is about developing a culture they want to stay in and thrive in. Providing high-quality training and development to your staff is an excellent way to attract talent as well as retain existing team members. Gen Z and Millennial workers in particular value this kind of culture in an employer and will be more inclined to join a team where coaching is present. Developing a learning culture can also help you to grow your talented employees. Particularly those with all the right capabilities but just lacking in experience. Share Your Initiatives In The Tech Scene It is all well and good having a DEI strategy, focusing on development, and encouraging transparent management, but none of these things will help you attract talent if you don’t tell them about it. A study by Slack revealed that developers often learn about new potential employers through their content and media. When tech whizzes are job hunting, they are looking at your blogs, videos, and social channels to get an idea of your organisation. Collaborating with your marketing department to share all the great initiatives your business has in place for employees is a great way to attract talent. Focus on producing content that showcases your company culture, your training initiatives and anything else which adds value to prospective employees. Other ways to reach top talent is to take part in events and conferences in the tech scene or even use paid advertising to reach the right people. Introduce Valuable Benefits For Employees Tech candidates who are good at what they do have so much choice over the company they work for. Software developers and engineers with the right training and experience can afford to be picky over their employers, and your business needs to give them a reason to choose you. Major tech companies like Google, Facebook and Twitter offer impressive benefits such as free haircuts, massages, and acupuncture to all team members. It is unlikely that small brands will have the budget to compete with these impressive benefits, but you need to be offering something to encourage tech talent to your door. Consider benefits such as extra time off, remote working options, free food and snacks, discounts at local gyms, or anything else that comes to mind. Whatever you are offering, it needs to add value to your employees’ lives. Attracting top tech talent isn’t something that happens overnight, and it will take time and effort to develop a culture that jobseekers are excited about. Dedicating yourself to creating a workplace that tech professionals want to be a part of will undoubtedly pay off in the long run. You can soon expect to have a high-calibre and diverse workforce behind you, helping your business succeed. Horton International’s Digitization and IT sector offers the chance for our clients to get ahead of the curve. Our global reach and the close cooperation between our offices means we can seek out the talent that helps businesses thrive and advance ahead of the rate of change. At Horton International, we have been dealing with this industry since the very beginning and have a deep understanding of the goals and requirements for our clients. Our expertise and experience allow us to identify talents who not only follow the technological changes but inspire and mould the digital transformation. ### Top Tech Trends for 2023 And What They Might Mean For Recruiting A business operating in today’s volatile environment amid post-pandemic changes and an ever-looming threat to the economy must make smart, strategic choices to retain its competitive advantage. While core business operations and activities play an important role, it is the strategic use of new technology trends that can give businesses the boost they need to sustain their growth. Gartner’s top 10 technology trends for 2023 provide a robust framework for businesses to focus on in a business environment that changes with every passing second. In this article, we discuss these trends and why they work. 1. Digital Immune System A digital immune system (DIS) helps businesses play an active role in mitigating risks they can fall victim to in the form of cyber-attacks, among other things. It comprises a number of technologies and best practices to protect your applications and systems from failure. In case a risk is encountered, the system allows your software and operations to bounce back quickly and safely. According to Gartner, in a world where the primary platform for conducting a few, if not all, your business activities is online, a DIS is essential for ensuring the resilience of your systems, the smooth functioning of your operations, and a top-notch user experience to deliver maximum business value. For working with a DIS, you don’t need experts for one specific security task, but managers who are able to see and handle the 360 degree situation. 2. Applied Observability An abundance of data was once thought to be the core requirement for enhanced decision-making and improved operational efficiency and productivity across business and IT functions. What Gartner suggests is actually needed is highly integrated, organised, and context-based observable data that allows organisations to enhance their understanding of customer behaviours, trends, grievances, and preferences. Learnings from this data through observable systems allows you to address these factors and mould your business practices to achieve better customer engagement, adoption, and experience. Consultants who work with Decision Making Platforms (as e.g. Customer Data Platforms) must bring in a fundamental technical understanding, analytical smartness, plus a strong commercial thinking. No question recruiting these roles is one of the biggest challenges. 3. AI Trust, Risk and Security Management AI Trust, risk, and security management (AI TRiSM) is a technology trend outlined by Gartner that makes the application of artificial intelligence to business processes more streamlined and reliable. One of the top benefits of AI TRiSM is that it provides businesses with AI model governance and explainability, often using third-party open-source software. Secondly, it ensures that robust security systems are in place that allows for protection against external threats. Privacy and the protection of data as relevant to AI models allow you to better benefit from everything AI has to offer. The three first trends underline that Cybersecurity is one of the TOP trends in 2023. The three trends have in common that Cybersecurity is not a pure technical topic anymore. Cybersecurity is combined with adapting business processes, ensuring user experience and delivering business value. Hence the security consultant in 2023 needs a broad background and strong cooperation skills. 4. Industry Cloud Platforms Any smart business in the 21st century uses cloud services to manage, store, and optimise data without the need for internal infrastructure and hardware. Industry cloud platforms take it one step further and integrate multiple cloud services into a single solution, allowing businesses to streamline and expedite operations and facilitate strategic decision-making. The platforms are fully customizable, ensuring you can get a solution custom-tailored to meet the specific needs of your organisation, something Gartner believes can give businesses the edge they need. 5. Platform Engineering Any efficient team and its members need an easy-to-use platform that connects the back-end services an organisation has deployed to users of the service in a way that optimises digital delivery. Gartner believes that organisations focusing on platform engineering enable their employees to access IT tools, services, and capabilities through a platform that bridges the gap between their skill set and the complicated IT infrastructure they have to operate for delivering business value. Gartner also predicts that 80% of engineering firms will use platform engineering to boost application delivery and other processes by 2026. Platforms will obviously play an even bigger role in 2023. Among other implications, this changes the way software is sold. The time of the “lonely wolfe” sales, whose success is mostly based on his personal network, is definitely over. Successful sales in 2023 have to be able to manage an often pure digital complex sales process with multiple stakeholders. 6. Wireless-Value Realization Wireless technologies and capabilities greatly enhance the efficiency and productivity with which teams operate within an organisation. Gartner believes companies are beginning to realise the importance of bringing together multiple relevant wireless technologies into single solutions to revolutionise the way in which teams function across the board. This will allow teams to go beyond using wireless for communication alone and use it to promote further digital transformation through integration across wireless applications and devices. With an even stronger infrastructure and more sophisticated cooperation, there’s no natural need for many of us to work from an office. Most likely, the questions about what the real benefits of working in an office are, but also how we can build a digital corporate soul, will keep us busy in 2023. 7. Superapps The future belongs to customisation, whether it is in the personal or professional sphere. With superapps, Gartner predicts that organisations will look to provide end users, whether employees or customers, with a single platform that, in turn, provides them with access to multiple other miniapps. The end users are able to customise the superapps based on their needs, resulting in a personalised, integrated, and efficient interface providing an unmatched user experience that promises top results. 8. Adaptive AI Adaptability is a vital characteristic in artificial intelligence models and applications, allowing for flexibility and ease of use. Automated adaptability takes it a step further by eliminating the need for manual modifications to AI models. According to Gartner, increased adaptive AI use in the future will allow AI models and systems to learn smartly from the changes happening in the environment around them. Following this, they can automatically initiate and implement changes to their code to better solve a problem in real-time. Software whether for end-users or for corporates has to be light and easy to use. This requirement is still not met by a lot of the older software solutions. Accordingly they have to invest a lot in their product management. Otherwise, there’s a strong risk of being outperformed by smart SAAS native software providers. 9. Metaverse The metaverse creates a new world in the online realm where people can connect, interact, and work towards meeting their goals. Gartner is of the opinion that organisations can benefit from an online workspace where employees can connect and collaborate on work tasks across functions. This allows brands to boost their revenue, build a loyal workforce that works together seamlessly, and grow their business exponentially. In 2023, the metaverse will not be a typical environment for interviews, onboarding or team meetings. Nonetheless, smart companies will start to “play” with the possibilities of the metaverse. 10. Sustainable Technology In a world where the environment and atmosphere are at risk from human activities, introducing sustainability into the mix ensures responsible business growth. Sustainable technology encourages the idea of producing and promoting technology solutions that minimise risk to the environment by using biodegradable materials and renewable resources, avoiding contamination, and ensuring efficient use of energy, among other things. Gartner believes that the organisations of the future will adopt environmental, social, and governance technologies to build a sustainable business that meets customer expectations. Sustainability will definitely be one of the top topics in 2023 from many perspectives. Technology solutions which help to support sustainability (in so different areas as “smart logistics”, ESG management or e-mobility solutions) will probably profit from this trend. On the other hand, for more and more candidates, the sustainability profile of a potential new employer is a relevant point to check in the selection process. Accordingly, the sustainability profile (as Equality, Diversity and Inclusion) should be part of the employer branding. The world of technology witnesses new innovations and improvements in the way processes are run every day. Businesses that make use of the latest technology offerings and trends keep up with the fast-changing world around them, ensuring growth, competitiveness, and sustainability. ### Digitalisation & IT Sector Global Report Q1 2023 The global digital transformation and the war for talent The pandemic has accelerated the global digital transformation immensely. But some of the industry’s big players have drawn unrealistic conclusions from the special effect pandemic. But does this mean the IT & digitalisation sector is in a global depression? Not at all – the picture is much more diverse. The situation depends strongly on the sub-segment: there’s globally a strong need for managers with a background in Cyber Security, Supply Chain Solutions and AI. Furthermore there’s global need for true leaders who are able to shape and bind a team in volatile times. Apart from that there are strong regional differences in the industry climate. Exclusively issued by Horton International, this report can offer interesting and data-backed economical insights to help you understand the long-term trends and topics in the IT & digitalisation industry. You’ll not only see differences in the economic climate but also in the importance of organisational and cultural aspects (such as diversity & inclusion, demand for remote work etc.). We hope you’ll enjoy the insights provided in this report; we appreciate any feedback or discussion points you may have! ### How C-Suite executives can level up their productivity with ChatGPT (and when to avoid it) The advent of Generative AI technologies (the umbrella term for tools like ChatGPT) represents a watershed moment for businesses. This leap in technology genuinely has the potential to be as disruptive as the adoption of computers. This may feel like a bold statement, especially to those who have witnessed relatively clumsy explorations of the technology. Look past those, however, and the sheer potential for disruption becomes far clearer. When harnessed properly, this technology can result in a sizeable productivity boost for everyone, and especially so for senior leaders. We explore five ways busy executives can harness ChatGPT to become more efficient. We will also cover a few caveats to bear in mind and situations where you definitely should steer clear of ChatGPT (at least for now). Before we delve into how to use ChatGPT (which you can access at https://chat.openai.com), it may be helpful to share an analogy for what it actually is. Imagine ChatGPT is the newest intern hired by your organisation. They have a lot of knowledge, they are keen to support, but they are still relatively inexperienced. They may have knowledge, but they still lack insight or wisdom. ChatGPT is that intern, but at a much greater scale. It knows literally everything that has ever been published publicly online, but it will often fall short when required to extract insight or wisdom from what it knows. It simply cannot do the strategic work for you, but it can be a powerful assistant nonetheless. Here are five of the many ways this new hire can help you take your productivity to the next level. 1. Summarise this for me Think back at the last long-form article which caught your attention. It managed to make you curious, but your time is at a premium, and you wouldn’t mind if someone else would read it for you and give you a short summary of the key messages from the article. Next time this happen, copy the content of the article onto ChatGPT preceded by the following ‘prompt’ (the technical term for what you input onto it): “Please summarise the key messages from the following article in less than 200 words.” This single prompt will turn that 4,000 words article into a single paragraph. You can then make an informed decision on whether it is worth reading. To illustrate this, here’s what ChatGPT replied when I asked it to summarise this very article: “The article discusses how senior leaders can increase their productivity using ChatGPT, a Generative AI technology. ChatGPT is a powerful tool that can provide insights and recommendations, but it should not be used to do strategic work. The article suggests five ways that ChatGPT can help senior leaders become more efficient. Firstly, it can summarise long-form articles, secondly, it can replace search engines and provide curated answers with follow-up questions. Thirdly, it can serve as a sounding board for ideas by impersonating a stakeholder, such as a Chief Finance Officer. Fourthly, it can help with meeting preparation by providing insights into the type of solution a vendor is trying to sell. Finally, it can provide inspiration for content creation, although it is not recommended to use it to write articles. While ChatGPT has the potential to be as disruptive as the adoption of computers, the article warns that it is not without its caveats and that it should be used with caution.” 2. Replace your search engine There are two major differences between ChatGPT and your usual search engine. First, ChatGPT gives you a curated answer, not a list of links. Second, and more crucially, you can ask ChatGPT follow-up questions, and it will bear your first query in mind when answering. It allows you to dig deeper or course correct what it gives you, enabling you to find your desired answer faster. 3. Serve as a sounding board ChatGPT can serve as an exceptional sounding board for ideas that you may be contemplating. You can put an idea forward and ask it to critique or share how a stakeholder may react to it. You can then build upon what it says and keep the conversation going. You may even want to ask it to take on the role of said stakeholder and have a conversation with you, as if you were talking to them on your usual messaging platform. To ask ChatGPT to take on the role of a stakeholder, start the prompt by telling it who it is impersonating. For example: “You are a [Chief Finance Officer] of a [large pharmaceutical company] and are [concerned with the cashflow profile of some of the newest products the organisation is contemplating]”. You would then share the point you are wanting to make and conclude by asking “what do you think of the idea outlined above?” and let the conversation flow for as long as is helpful. 4. Better meeting preparation As famed military strategist Sun Tzu once said, “If you know your enemy and know yourself, you need not fear the result of a hundred battles.” How often do you prepare for an external meeting to your satisfaction? How helpful would it be if you could get a snapshot of the type of solution the vendor is trying to sell before the pitch starts? Or if you could get a feel for the questions you should ask, or the pitfalls associated with that type of product or services? These questions and many more can be uncovered with ChatGPT. As before, ask ChatGPT to take on a role, either that of a salesperson, or that of a satisfied (or disgruntled) customer of their solution and gather some insights in minutes, making you the most prepared executive they will have dealt with all quarter. 5. Help you create content The worst possible thing you can do with ChatGPT, is ask it to write an article for you, and publishing it. Fortunately for you, you know better (and if you are lucky, your competitor doesn’t). ChatGPT is a relatively bad writer, but a more than decent advisor or source of inspiration. To illustrate: we enlisted the help of ChatGPT to write this article: we asked it to share over 40 different examples of “how busy executives could become more productive using it” and built from there (note that only one in 40 ideas made it to this article, everything else comes from practical experience). Likewise, if you are struggling for ideas of content to write, ask it to take on the role of your ideal customer profile, and to share with you 10, 15, 20 things it would want to hear from your organisation and it will happily indulge you. If you ever ask it to write for you, edit heavily, both for style and accuracy, especially if this is for an article you want featured on your website. Caveats to bear in mind Now you have a few ideas on how to use the technology, it is important that we also cover some of the pitfalls involved and when not to use it. When to avoid ChatGPT Anything that can be seen as remotely sensitive or confidential should be kept away from those technologies. The information that is put into ChatGPT will be stored. It will be used to improve the engine further. Assume that whatever you put in there could plausibly be accessed by people working behind the scenes. In other words, if John from R&D has yet again sent you War & Peace on the latest update of his breakthrough, resist the urge of asking ChatGPT to summarise it. Do not blindly trust what ChatGPT tells you ChatGPT is fallible. It will get things wrong. And sometimes, it will do so despite appearing categorically certain of what it has to say (like humans). Use ChatGPT to help you refine your thinking, but do not let it replace actual, genuine experts on important matters. ChatGPT has been known to hallucinate (the term used when the technology makes stuff up) despite the gigantic body of knowledge it relies upon. Using ChatGPT is not a pass to turn the critical thinking off, if anything, a responsible user should be more vigilant. ChatGPT is stuck in the past As of May 2024, ChatGPT had absolutely no knowledge of anything that has happened after September 2021. Therefore, asking it to help you identify key trends on anything is a terrible idea, given it is missing key data to help it accurately make assumptions. Like any tool, master it and you’ll reap handsome rewards No tool is entirely fool proof, but people who know how to harness ChatGPT will be a cut above the rest in terms of quality, efficiency, and effectiveness. Make it a part of your process rather than the process itself and you will thrive. Ultimately, you need to explore and investigate, find ways it can help you, beyond the five mentioned here. There are countless cases, and many will be a lot more aligned to your specific role and industry, all it takes is for you to look out for them and, crucially, accept that it won’t help you with everything. The worst thing you can do is see every problem as a nail, and ChatGPT, as your newest hammer. ### Attracting And Retaining Top Talent Recently, companies like Microsoft, Google, Apple, Amazon, Facebook, Intel, Adobe, Oracle, and others have been shedding or planning to shed staff in unprecedented numbers. With their strong technological expertise, deep domain knowledge, and laser-like focus on innovation, these so-called "pure-play" companies are all dominant players within their specific technology sectors and undoubtedly impact the industry as a whole. So what is happening, and how is it all affecting what we can assume is the top talent in their respective fields who now find themselves seeking roles outside? While "pure-play" companies are subject to the same economic pressures as the industry as a whole, they do seem to be experiencing significant stress from high-interest rates and the general economic turndown, though unsurprisingly, the workers they let go are finding it relatively easy to secure new roles in other sectors – 80% of those laid off find new tech jobs within three months. However, the phenomenon has thrown additional light on how traditional organisations might capitalise on the increased availability of top tech talent by attracting and retaining new recruits. A recent publication by McKinsey addressed this issue. The report "HR rewired: An end-to-end approach to attracting and retaining top tech talent" offers valuable insights into strategies for effectively recruiting and retaining high-quality technology talent, emphasising the need for organisations to adapt their human resources practices to address the unique challenges and demands of the tech industry. Some of its main points include: Traditional organisations should adopt an end-to-end approach to HR that emphasises technical talent's needs throughout the talent journey encompassing planning, attracting, onboarding, talent development and management. HR should take the opportunity of experimenting with new approaches to sourcing and supporting talent. Skills should be more important than history, and deciding which roles are the most valuable to the organisation is essential. The three main elements of an end-to-end approach to HR are sourcing, supporting, and scaling. While this is not a radical departure from more traditional approaches, it is worth gleaning what we can from their subtle emphasis changes. So let's look at these three elements. Sourcing – a skills-based approach to recruitment When seeking talent for critical roles, businesses should focus on skills rather than what McKinsey calls "pedigree". In other words, a skills-based approach to technical recruitment involves evaluating candidates based on their specific technical competencies and abilities rather than focusing solely on their qualifications, degrees, or work experience. This process involves identifying which roles are the most valuable for the organisation and then determining the skills needed to fulfil these roles. Critical steps include: Identify the specific technical skills and competencies essential for the roles for which you are hiring. This process may include programming languages, software proficiency, data analysis, system administration, network management, or other job-specific skills. These skills should be identified before starting the recruitment process. Develop a robust assessment process to evaluate candidates' technical competencies. This can include specialised tests, coding challenges, case studies, or simulations that measure their ability to solve real-world technical problems relevant to the role. The assessment should be tailored to the specific skills and tasks required for the position. Provide candidates with practical assignments or projects to showcase their skills. This challenge can involve asking them to complete coding exercises, build prototypes, or analyse technical problems. This approach allows candidates to demonstrate their abilities in a real-world context and provides a more accurate assessment of their technical expertise. Alongside technical assessments, conduct behavioural interviews to evaluate candidates' communication skills, teamwork, problem-solving approaches, and ability to adapt to different scenarios. While the focus is on technical skills, assessing candidates holistically is important to ensure they possess the necessary soft skills for the role. Continuous Learning and Adaptability: Assess candidates' willingness to learn and adapt to new technologies and tools. The tech industry evolves rapidly, so finding candidates with a growth mindset and a proactive attitude towards acquiring new skills and staying current with industry trends is crucial. While technical skills are important, evaluate candidates for fit within the organisation's culture. Assess whether their values, work style, and collaboration approach align with the team dynamics and company culture. Supporting – empowering people and streamlining processes Supporting technology talent during the sourcing and onboarding processes is vital. McKinsey suggests that the most appropriate way is to streamline recruitment by leaning heavily on digital tools and processes, including generative AI and psychometrics. These technologies should be applied during onboarding to advance new employees' learning curve regarding critical activities. Furthermore, this approach should be equally used to assess the existing talent pool, introducing training and progression as appropriate. It could be sufficiently fine-grained to provide appropriate training before employees attend specific meetings with customers or suppliers and, when relevant, to planned process changes. Some important strategies include: Provide detailed and accurate job descriptions that outline the responsibilities, required skills, and qualifications for the role. This helps candidates understand expectations and ensures alignment between their skills and the position. Streamline the application process making it user-friendly and efficient. Simplify the application form, minimise unnecessary steps, and provide clear instructions. This enhances the candidate experience and encourages top talent to apply. Maintain transparent and timely communication with candidates throughout the recruitment process. Promptly acknowledge receipt of applications, provide updates on the progress, and offer feedback whenever possible. Clear and open communication helps build a positive candidate experience and fosters a good impression of your organisation. Develop comprehensive onboarding programs specifically tailored to technology talent. Provide an orientation that introduces them to the company's culture, values, processes, and tools. Promote a collaborative and inclusive work environment where technology talent can collaborate with colleagues, exchange ideas, and contribute to cross-functional projects. Encourage knowledge sharing, organise team-building activities, and facilitate interactions with experienced team members to promote learning and growth. Regularly provide constructive feedback and performance evaluations to support the growth and development of technology talent. Establish clear performance goals and guide areas of improvement. Regular check-ins and ongoing communication ensure that employees feel supported and valued. Scaling – reskilling and upskilling individuals and teams Arguably, the rate of technological change has significantly exceeded what most people predicted just a year ago. For instance, generative AI is changing the whole technical landscape unpredictably. Thus a proper learning infrastructure is needed to keep pace with these changes. The ability to respond rapidly to new and developing technologies is essential; otherwise, organisations will rapidly fall behind the innovative technology leaders. As top talent relishes being at the forefront of advancing technology, they are likely to become alienated by the threat of such outcomes rapidly. They will likely take the first opportunity to move on to more exciting players. Some steps organisations can take to stay ahead of the game include: Reskilling: Evaluate the existing skill sets within the organisation and identify areas with skill gaps. Determine the skills needed to meet evolving business demands or to adapt to emerging technologies. Assess individual and team training needs based on the identified skill gaps. This process may involve surveys, interviews, or skills assessments to gauge the specific areas that require reskilling. Develop targeted learning and development programs to reskill employees. This can include in-house training, external workshops, online courses, mentoring programs, or cross-functional projects. Customise the programs to meet the unique needs of each individual or team. Foster a culture of continuous learning and growth within the organisation. Encourage employees to pursue self-directed learning, provide resources such as access to learning platforms or subscriptions, and recognise and reward individuals actively engaging in reskilling efforts. Upskilling: Identify employees with the potential to take on additional responsibilities and grow within the organisation. Look for individuals willing to learn, adapt, and face new challenges. Work with employees to create personalised development plans that align with their career goals and the organisation's needs. These plans can include a mix of formal training, on-the-job learning, stretch assignments, and mentoring opportunities. Provide mentoring and coaching programs to support the upskilling process. Pair employees with experienced mentors who can provide guidance, share knowledge, and offer advice on career advancement. Encourage employees to gain exposure to different teams, projects, or business units to broaden their skill set and expand their knowledge. Cross-functional collaboration enhances their understanding of different roles and perspectives. Regularly provide feedback on employees' performance and progress towards upskilling goals. Recognise and reward individuals who actively engage in upskilling and demonstrate growth. Conclusion This holistic approach to attracting and retaining top talent can accelerate progress in times where top technology talent is most valuable, which certainly applies to our current economic and technological situation. There is little time to delay – the vast majority of tap technical talent let go by the pure-play organisations found new and lucrative jobs within weeks or months. Competition for top talent is rarely more intense. Of course, every organisation is different, and as McKinsey advises, experimenting with the most appropriate way for your organisation to achieve its recruitment and retention goals is a valid approach. However, powerful technologies are available that can help the process and ensure that you are not left bereft of top talent in the future. ### Horton International Expands into Austrian Executive Search Market Global executive search group Horton International is pleased to announce that they are further expanding the company’s universal reach through an exciting new partnership with one of Austria’s most reputable search and selection experts. Based in Vienna, RMI Partners is a highly experienced retained consultancy specialising in leadership services for a diverse range of sectors. Boasting a strong presence across more than 30 countries, Horton International is already known for its extensive reach across Europe. The welcoming of RMI Partners into the Horton International family marks the company’s venture into the Austrian market. RMI Partners are the specialised local team the group will rely on as they extend their services to growing businesses throughout Austria. “We are delighted to further strengthen our presence in the DACH region by welcoming RMI Partners, Austria, to the Horton International family. Peter Radlingmayr and the team bring a wealth of expertise in search, leadership coaching, assessment and organizational consulting that will no doubt offer synergies for our Global Partners.” Said Maneesh Ajmani, Chairman of the Board, Horton International. Launched in 2006, RMI Partners have quickly risen to success, with the boutique agency carving out a dedicated niche within the technology, financial services, medical, industrial, and utility sectors. Focusing on executive search and selection, the talented team offer a broad selection of associated services, including consultancy for improved in-house talent management, and bespoke coaching to support more informed business decision making. Partners Peter Radlingmayr and Andreas Faber are proud to be at the forefront of the upcoming change, overseeing the partnership from the Vienna office. Together, they will bring a wealth of local experience, knowledge, and understanding of the Austrian market to the Horton International group, and will be in a strong position to offer a more comprehensive solution for their clients through Horton International’s support. Radlingmayr will bring 25 years of experience in search and selection to the Horton International group. The keen Human Resource Management lecturer will continue in his role as RMI Partners’ national and international search expert, specialising in services for IT, telecomms, and high-tech industries. Faber, who boasts 20+ years experience in executive search, works closely with medium sized and large multinational corporations hiring for very niche and challenging roles, mostly in tech-branches. Previously he gained experience in mainly international roles within major brands including Shell, Philips, and Coca-Cola. “Challenging times demand joint efforts. Transnational and multi-cultural approaches ensure not only optimal solutions to our clients, but also enhance the quality and expertise we provide. Thus, Horton International offers an ideal environment for the best executive search and leadership consulting practice. With our integrative understanding of linking organizational needs with labour market expertise and psychological know-how, we want to make a contribution within Horton International. We look forward to supporting the Horton International offices by sharing our expertise and 25 years of consulting experience on the Austrian market.” Shared Peter Radlingmayr, RMI Partners. 2021 is certainly proving to be an exciting year for Horton International who, as well as expanding into the Austrian market through RMI Partners, are also recognised as one of the year’s 40 top global executive search companies by Hunt Scanlon Media. The exclusive 2021 list showcases the world’s best search firms who are committed to satisfying sensitive recruitment needs.   To find out more about Horton International, visit www.hortoninternational.com To find out more about RMI Partners, visit www.rmipartners.com 
 About With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals at the highest levels. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. ### Meet Figaro: Talent Consultant For The Hybrid Age At Horton International, we’re delighted to welcome Figaro den Hollander, our new Partner - Benelux region. With over twenty years in the talent search industry, Figaro has seen how the world of work has changed. Now, Figaro focuses on helping businesses in their need to transform by helping them find the right talent, that is capable to bring change to the organisations. We spoke to Figaro to find out how he supports clients entering the hybrid age. Figaro, we’re delighted to have you on board; Why did you decide to join Horton International? I am really happy to join Horton International for a number of reasons. I am particularly enjoying the entrepreneurial DNA of the organisation, the pragmatic approach and network of my international professional colleagues. Also, I appreciate how fast-paced Horton International is. In my last 20 years in the profession, I see that the dynamics of talent search are fast evolving. It’s great to be in an organisation that recognises this change and actively supports clients with this fast-moving transformation. What transformations do you see in the industry? The first is how quickly decisions are made. In the past, decisions in the boardroom would focus on the upcoming 3-5 years, if not longer. Now, in the world of pivots, shifts and digitalisation, most of my clients are forced to focus on the upcoming two years. Their decision making remains strong but also adds in the flexibility needed for evolution and adaptation. How do you think this faster decision making is affecting recruitment? The pace of change is increasing, which means talent search has to be fast. Finding the right person must be quicker yet still as thorough to ensure the right talent for the role and organisation. In addition to the faster pace, the best transformations are realized by diverse teams. We have a different and more agile way to help our clients with these challenges. The other consideration is that in this fast-moving world, talent needs to be up and running in the organisation as soon as possible. In the past, there was more time for new recruits to find their feet. Now, talent and the onboarding processes must be raring to go! For us in talent search, this means a new and faster way of recruiting senior talent, combining talent management, succession planning and executive search. What challenges do you think this brings? Changing how an organisation has been operating for years is one of the most challenging issues for board-level and operation alike. Breaking the chain of how we did it in the past will bring you much quicker into the future. Hence the need for talent “outside of your sector” which will bring new ideas and insights to achieve this necessary change. It becomes more and more clear that diversity in all its aspects impacts growth and transformation for every organization in every sector. And what do you see for the future of talent search? I think we will experience an even faster pace in talent movements in the coming decade, with switches between sectors and international talent becoming more accessible due to hybrid ways of working. Although technical skillsets will remain of great importance, new attitudes and authenticity will make the difference in being a thriving 21st-century enterprise. Flexibility, creative problem solving, ownership with the willingness to take responsibility combined with the ability to build and manage mixed teams and the charisma to keep the (hybrid working) team together and motivated. I also see the future workforce as needing greater agility in the generation mix as well as different contract types from interim, hybrid and, of course, permanent payroll employers. How do you think you and Horton International can help organisations with this? Personally, I am looking forward to helping companies expand their business internationally and find the best solutions in a difficult talent market. This combines my local knowledge with international experience and a network of colleagues. I have developed a model in which we can help clients in a very early stage to identify their need for new and or different talent that is capable to help organize the needed transformation that all organisations will experience sooner or later. Platform thinking, new business model development, transparent ways of conducting the business will become more and more in demand. I will be mindful of the core future-proof skills that organisations require and will search across sectors to find the ideal talent for our clients.     Horton International is known for its future-ready expertise, and by tapping into their wealth of data, a network of industry leaders, and solution-minded focus means we can give clients that much-needed headstart in a fast-moving landscape! ### Horton International Expands into the Irish Executive Search Market Horton International, one of Hunt Scanlon Media’s top 40 global executive search companies, is further expanding its international presence through a new partnership with Lansdowne Executive Search. The Dublin-based Executive Search firm will form part of the growing Horton International family. Already boasting a reputation as Ireland’s premier executive search and interim management specialists, Lansdowne Executive Search is known for its comprehensive and responsive approach and its notable client base. Lansdowne Executive Search will provide Horton International with a deep understanding of the business needs and requirements within the Irish market. Alongside local experience in executive search, the Lansdowne Executive Search team - headed by partners Tom Keane, Luke Freeley, and Seán McDonagh - will also bring their vast experience in interim management to the Horton International group. “Interim Management is a niche area where we at Lansdowne Executive Search have established a strong track record.  We have worked with a large number of clients to rapidly address significant management requirements and to resolve complex, short-term organisational challenges through specialised interim managers in roles including operations, finance, HR, IT, Sales & Marketing, and supply chain.  We look forward to continuing this service through our relationship with Horton International.” Shared Luke Freeley, Lansdowne Executive Search. Interim management will be just one of the many exceptional talents the Lansdowne Executive Search team bring to the Horton International group, in addition to its established position regarding board level appointments. Horton International hopes to leverage these talents to provide a fully comprehensive solution and end-to-end support for clients across Ireland. “Our partnership with Horton International will enable Lansdowne Executive Search to have global access to top-tier talent for our clients.  This will greatly complement our full suite of services, including the appointment of board-level Directors, as clients seek to bring greater experience, transparency, diversity, and objectivity to the Boardroom.” Commented Sean McDonagh, Lansdowne Executive Search. Tom Keane, who has worked in executive search and selection for 30+ years, boasts upwards of 15 years’ experience in the Irish market, with a deep local understanding. Like Keane, Luke Freeley has more than 30 years’ industry experience, and utilising his strong background in professional services and technology, he specialises in helping businesses operating within these areas to select the top talent they need to grow and develop. Freeley also oversees the firm’s interim management recruitment activities and will continue to support organisations in this area as part of the growing Horton International family. Seán McDonagh will continue to handle appointments of senior executives for both large organisations and complex, challenging positions, drawing upon his extensive education in Human Resource Management from the National College of Ireland, and his 30 years in domestic and global search. “We are very pleased to be joining the Horton International family and combining forces to offer an even greater combination of support and services to our clients here in Ireland.” Tom Keane, Lansdowne Executive Search Together, Horton International and Lansdowne Executive Search hope to combine their areas of expertise to provide Irish businesses with the very best. “We have focused on growing Horton International both organically through the addition of new consultants as well as inorganically through the addition of high-quality partner firms. One of our top priorities for the current year has been to build our global presence in all markets that are of strategic importance to our clients.  Our presence in these markets gives us the ability to offer our clients seamless cross-border and cross-cultural support with their executive hiring and leadership development efforts. The executive search market has been growing at a rapid pace in Ireland over the past few years. We knew that we needed to be present there, and in Lansdowne Executive Search, we have found a partner who believes in the same values and service excellence that we stand for. We are thrilled to welcome Lansdowne Executive Search into the Horton International family.” Said Maneesh Ajmani, Chairman of the Board at Horton International. To find out more about Horton International, visit www.hortoninternational.com To find out more about Lansdowne Executive Search, visit lansdownesearch.ie/ About With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. ### Kari Tuutti joins Horton International as Managing Partner, Finland Global executive search and talent advisory firm, Horton International, is proud to announce the appointment of Kari Tuutti as a Managing Partner at Horton International Finland. Kari brings to the team over 25 years’ experience in global businesses across technology, industrial and financial services sectors. Maneesh Ajmani, Horton International’s Chairman stated: “We are delighted to welcome Kari to the team. He will be an asset to our global technology and industrial practices. I wish him every success and look forward to further building Horton International’s Finnish business in 2022.” Commenting on his appointment, Kari said: “I am excited to join the Horton International team. I am moving into Executive Search consulting with extensive experience in building diverse high-performance teams to execute ambitious growth strategies. Given my background, I will be able to add value to a broad range of organisations as they hire new talent to grow and transform their businesses. This new chapter in my career presents and excellent opportunity and I look forward to developing the Horton International business in Finland and globally.” Nina Ariluoma, Country Manager, at Horton International Finland said: “I am thrilled to have Kari joining us. Kari’s addition further strengthens Horton International’s operations in Finland. His strategic experience across global organisations and his broad functional expertise makes him a perfect match for Horton International and distinguish us from other executive search firms operating in Finland. “ Horton International is ranked amongst the global top 40 executive search firms as per Hunt Scanlon Media’s Global 40 Executive Search Companies. Horton International provides global, retained executive search and talent strategy service, focusing on senior management and board level appointments.   Horton International Finland Horton International Finland are proven experts in areas such as technology, industrial and consumer goods & retail. The Horton Finland team has deep knowledge and insights about the industries, business management and people performance. We are focused on driving sustainable, long-term business impact for our clients and strongly committed to promoting diversity in the workplace. ### Horton International Expands further into Asian Executive Search Market Horton International, a leading executive search and management consultancy firm, is proud to announce its expansion into the fast-paced Asian market. Horton’s latest global expansion comes courtesy of a new partnership with Asia Carbon Search, a leadership search and advisory firm with offices in Hong Kong, Shanghai, and Singapore. Throughout 2022, Horton International is focussing upon further solidifying its global delivery capability by bringing on additional top executive search firms in various regions. Since launching in 2008, Asian Carbon Search has built a reputation as a leader in supporting Asian businesses as they build highly effective leadership teams. The firm has become a mainstay organisation in niches such as Asset Management, Private Equity, professional services, real estate, and VC backed start-ups. From guiding organisations in the right direction when searching for leaders, to assessing and selecting new talent, and aligning talent management programmes with commercial strategies, Asia Carbon Search will bring a wealth of experience to the existing team at Horton International. Managing Directors of Asia Carbon Search, Janet Lui and Daniel Dat, will be overseeing the new partnership from their offices in Asia, providing on-the-ground local experience and knowledge to ensure a successful expansion. “Asia Carbon has had a strong position in the executive search market across China, Hong Kong and Singapore since 2008. Our group of highly qualified consultants have rich experience and expertise covering a range of verticals. With this foundation, we hope to help strengthen Horton International. In turn, their well-established network will undoubtedly help deepen our relationship with existing clients and expand our business with new clients across the globe.” Shared Janet Lui, Managing Director at Asia Carbon Search. Lui comes with over 30 years of management and consultancy experience and brings a diverse range of experience after spending her career advising multinational and regional companies on how to realise their full potential. Similarly, bringing over 20 years of financial services experience, Dat will use his market knowledge, business-building experience, and management skills to advise clients and candidates on market issues and leadership strategy. Maneesh Ajmani, Chairman of the Board at Horton International, says “China has always been a key growth market for our clients presenting significant cross border opportunities for search and leadership development and we are thrilled to welcome our new partners in China, Asia Carbon to Horton International. As one of the top executive search firms in APAC, Asia Carbon will further strengthen our presence in the APAC region. Janet Lui and the team have deep knowledge of and an on the ground presence in China, Hong Kong and Singapore, and we feel excited and privileged to be working with them.” Alongside this new partnership, Horton International have also been recognised as one of the year’s 40 top global executive search companies by Hunt Scanlon Media, solidifying them as one of the world’s best search firms committed to satisfying sensitive recruitment needs. To find out more about Horton International, visit www.hortoninternational.com About With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. ### Global Talent Trends for 2023 “And once the storm is over, you won’t remember how you made it through, how you managed to survive. You won’t even be sure whether the storm is really over. But one thing is certain. When you come out of the storm, you won’t be the same person who walked in. That’s what this storm’s all about.” - Haruki Murakami, Kafka on the Shore Looking at global talent trends, it’s increasingly obvious that the Covid-19 pandemic was a watershed moment for economies - and lives - across the globe. In a short span of time, industries had to reinvent themselves in order to keep operating in a drastically changed landscape; employees learned to work remotely in unprecedented numbers, while employers had to learn to manage a geographically scattered workforce, along with new systems and processes. Millions of people were forced to drastically change the way they worked; then, as the sense of urgency faded and the new normal became routine, attitudes changed as well. Wishful thinking for a return to normal turned to questioning: did we really want things to return to normal? No one wished for the pandemic to continue indefinitely, but the question - do we really want everything to go back as it was before? - was there, and the answer soon became clear: no. Things are never going to be quite the same as they were before; the collective experience of a global pandemic has changed the way we approach work and life in general, and this is reflected in the global talent trends we’re set to see in 2023. Remote work wanted Remote work was far from unheard of pre-pandemic, but the need for social distancing gave it a decisive push - making it mainstream almost overnight. As energy prices go through the roof due to the supply crisis that started with the war in Ukraine, some companies are seeing the potential to save money: you don’t need to foot expensive electricity bills for light and heating in the office if your employees are working from the comfort of their homes. Yet, employee demand for remote work has consistently outstripped the supply of such job offers. In February of 2022, 20% of jobs in the US were advertised as remote, attracting 50% of all applications; by September the same year, the remote job offering had fallen to 14%, yet they attracted 52% of total applications. The main reason for this shift is a greater value placed by employees on flexibility and work-life balance, as well as compensation, which remains in first place. Employees are rediscovering two simple facts: that they are meant to work to live, not live to work, and that they can be as productive - or even more productive! - with flexible work arrangements as they can keeping their head down from 9 to 5 at a desk each day. Particularly among younger employees, there is a much stronger focus on mental health, and on the value they can bring to the company - something more than just the amount of hours they spend working. A larger remote workforce can have a positive impact on other sectors of society, too, with less congested roads and fewer people on public transport at peak hours. But it is important to talk about the other side as well. We must not forget that the employer-employee relationship is still about the creation of value, and all these expectations related to flexible working can be met or accepted by the employer if the expectations related to the performance of the activity and the achievement of the result are not violated. Some of the jobs allow remote working, and other types of jobs only work on-site. Therefore, it is also necessary for the employee side to see the advantages and the disadvantages of the home office, it also has its limitations, so that the cooperation between the employer and the employee works realistically and efficiently. This partially justifies the shift of employers towards remote work but also explains why there are fewer offers than what employees would look for due to their interests. This ratio will probably be further refined in 2023, and the interpretation and willingness of employees to be present in person will significantly influence the supply-demand relationship. More supportive workplace cultures The shift to remote or hybrid working can be a difficult for employers; according to Microsoft’s 2022 Work Trend Index, in September 2022, 85% of leaders said that “the shift to hybrid work has made it challenging to have confidence that employees are being productive” - an attitude that the report refers to as "productivity paranoia". This also causes stress for employees, who feel like they have to “prove” they are working hard. This leads to an unproductive loop in which the need to “act” busy in order to reassure one’s managers and employers actually wastes time. The entire process only serves to increase employee stress - not their productivity - and benefits no one. In July, we wrote about the shift from an office culture to a supportive culture: taking the best parts of office culture to improve the lives of employees, while still getting the best from them, is the way forward. Remote working also makes work more accessible to disabled people who may have difficulty getting to the office every day - allowing employers access to a previously untapped pool of talent and a more inclusive, welcoming culture that supports a diversity of talent. In addition, it also helps small regions catch up in terms of job opportunities since in the case of employees living in areas who have not been able to participate in value creation due to distance, it can provide new job opportunities without leaving their homes. This is especially true for those working in the IT field, where remote working and the exploitation of the opportunities that go with it, even beyond national borders, began long before Covid. This process provides additional opportunities to increase productivity by bringing newly qualified workers into the labour market cycle and thereby helping to equalise wages and opportunities. Downward trend in hiring rates Previously sky-high as they bounced back from the pandemic lows, hiring rates are now levelling off and are expected to decrease in 2023. This means employee bargaining power when it comes to demanding more flexibility, compensation and benefits is almost certain to diminish. However, it doesn’t mean employers should dismiss these requests. Many employers make the mistake of writing off employees as an expense, while they are actually a resource - one that can become invaluable with the right incentive. What is indeed an expense is having to continuously plug recruitment and capacity gaps due to a high turnover, and it is in every employer’s interest to retain their more experienced workforce. Luckily, there is a simple way to improve employee retention… Avoiding threatened layoffs It is not only the return from the post-covid period that changes labour market conditions, but also the energy crisis related to the current war in Ukraine. For example, the increase in energy prices in some parts of Europe is so strong that companies are forced to spend far beyond the previously planned costs on this resource. To keep the products affordable and saleable in the face of rising prices, they have to cut costs elsewhere. It is feared that if companies give in en masse to this insult and want to save costs on wages, they may survive more easily in the short term, but their competitiveness will also decrease in the medium term, and at the same time, they may cause increasing unemployment in the short term, which again only reduces the bargaining power of employees. This effect is only amplified by the fact that the remaining employees will also want to work for higher wages due to rising prices with rising inflation. Internal mobility However, the departure of an experienced employee leaving is always a loss, as it requires time and resource to hire, and often train, a replacement. In order to improve employee retention, employers need to make sure there is an internal career path available and mapped out. People are more likely to remain working at a company that offers an opportunity for growth and advancement. It’s no coincidence that, along with compensation, work flexibility and work-life balance, the possibility to up-skill is right there among employees’ main priorities. Each new hire should know, the moment they start working, what their possible career path within the company is. With the aforementioned cost already squeezing many a corporate budget, it could be that we see a greater push to develop internal mobility programs at boardrooms around the country in order to retain top talent. Faster recruitment Even as hiring rates slow down, talent remains in high demand. If you don’t snap up the best candidates quickly, someone else will. Leaving applications to stagnate for weeks before deigning to reply, letting too much time pass between the application and the interview, or even putting applicants through too many rounds of interviews, will near-guarantee that your top picks will have gone elsewhere meanwhile. If they are your top picks, there’s a reason - and they’ll be someone else’s number one choice, too! Whether it’s through a more streamlined process or with the help of an AI-powered hiring software, speeding up the recruitment process can only be beneficial, allowing employers to save time and money - and not lose the chance to bring a valuable new talent on board to help shape the company through the course of 2023 and beyond. The greater good What do we work for? Obviously, we all want a salary that is adequate to the value of our work, and enough to live on well. Most of us aspire to work to live rather than live to work - but this doesn’t mean that employees, especially from younger generations, do not care about the potential impact that their work may have on the wider world. With a growing awareness of the ecological and social issues of our time, an increasing number of workers are thought to be placing more importance on ethics, and the company’s purpose beyond growing their bottom line. This is often noticeable in consumer behaviour - think of the many people who’ll go an extra mile to buy from a company that is eco-friendly, for example, takes a stance against discrimination, or takes steps to ensure everyone in the production chain is fairly compensated. However, this is true for employees as well. Knowing that a company is doing its part to make the world a better place is a huge push for employees to give their best: they too will want to do their bit. Who doesn’t want to make the world better, and who wouldn’t be happier to work for a company that strives to make a positive impact? A sense of purpose is a powerful thing and will bring the best out of everyone - employers and employees alike. Conclusion We expect to see these trends in 2023 - and perhaps yet more will emerge, in this rapidly changing economic landscape. One thing is beyond doubt: Covid-19 was a storm, and we as a society have come out of it fundamentally changed. Three years after it all started, we are still finding our footing. There is no going back to the world of work as it was before; and while the new can be scary, it doesn’t have to be a bad thing. Rather than going against the current, it is important to embrace change and see how it can benefit everyone: the employers, the employees, and our planet. ### Industry trends 2023 Digital transformation has been shaping the manufacturing industry for some years. Industry 4.0 was launched in 2015 as a new industrial revolution in which artificial intelligence, advanced robotics, bio-engineering, IoT, cloud computing and other advanced technologies each play a part in creating a new way of doing things. However, according to Deloitte, by 2018, most manufacturing businesses were ill-prepared to take it on board, and Covid-19 further dampened enthusiasm. A further note of pessimism is the threat of global post-pandemic recession. Despite these headwinds, the manufacturing industry remains optimistic regarding the industry's future. There is a desperate need within manufacturing to hire and retain talent that will drive recovery and renewal. Indeed, those that survive and thrive will reap the rewards as the economic climate eases and moves onward into sustained future growth. While there will be both winners and losers, the following industry trends seem set to dominate growth throughout and beyond 2023. We will examine the following trends: The need for talent Current technology trends Supply chain considerations Sustainability Talent There is a desperate talent shortage throughout the industry, and attracting and retaining top talent is highly competitive and demanding. The manufacturing industry will have 2.1 million unfilled jobs by 2030 equating to financial losses of around $1 trillion a year.  Already 85% of engineering and manufacturing businesses in the UK report huge skills shortages which are holding them back. This talent shortage has been described as a perfect storm. Some reasons include older generations leaving the workforce, often prematurely; the younger generation still lacking the relevant experience to fill the vacancies left behind; and the evolving technologies of Industry 4.0 changing the traditional workplace and demanding new and scarce skills and talents. In addition, worker life choices such as improved work-life balance and higher pay levels play a part. However, in manufacturing, the shortfall is uneven across states. While there is a deficit of top-level workers in Europe, Japan and the United States, there is a surplus in China and Russia. The most significant skill shortages in Europe will be felt in the UK and Germany. The shortage will likely boost the trend of using automation to replace the jobs of lower-skilled workers, though this will also increase the demand for highly skilled creative people. Talent pipeline In response to these looming talent shortages, companies are creating talent pipelines by hiring future workers fresh out of school and college. These recruits are less costly to hire and can also be trained in ways more appropriate to the company's ethos and culture. Constant training is likely to be crucial and focus on the ever-changing future of work. The olden days when workers were trained and then worked yet failed to keep up with the changing technology environment, thus becoming surplus to needs, are hopefully banished. To remain a credible talent, workers must stay continually updated with the individual taking responsibility to ensure this happens. New ways of working are likely to emerge. Labour markets will become more fluid, recruiting staff for specific projects rather than creating a large permanent workforce. Technology Throughout 2023 and into the foreseeable future, we can expect more of the same technology trends we have seen over recent yours. These include the continuing advance of artificial intelligence as it takes on an increasing role, cloud computing, 3D printing, edge computing, cobots, and more. While the fully integrated smart factory remains a step too far for most organisations, we will see further development and integration across the manufacturing sector. Drilling a little deeper: Artificial intelligence Artificial intelligence (AI) and its partner, machine learning (ML), are transforming the industry. Its benefits include improved quality, reduced operational costs, rapid decision-making, predictive maintenance, enhanced design methods, increased human safety, and always-on manufacturing. Cloud computing Cloud computing has been transformational across multiple industry sectors as businesses discover the benefits of removing the need to invest in expensive IT infrastructures and staff. Using cloud computing as-a-service is highly cost-effective and brings many additional benefits that will drive demand through 2023. Its benefits include increased security and resilience, the potential to leverage AI and ML cloud services, creating no-code and low-code applications and websites, and multi-cloud and hybrid cloud solutions for increased agility and scalability. Edge computing Processing large volumes of data in real-time at the point of use rather than utilising network resources has many potential advantages, such as real-time analytics, reduced latency, and faster processes. As data volumes continue to explode, the demand for edge computing will similarly expand. Technology is also advancing in the automotive industry, where edge computing is seen as the way forward to develop safe autonomous vehicles. 3D Printing 3D printing and related additive manufacturing methods are revolutionising how items are manufactured. The market is predicted to triple, reaching $44.5 billion by 2026, as the benefits of manufacturing parts locally and on-demand are realised. Currently, 3D printing is used mainly for prototyping and product development; the ongoing trend is for it to take an increasing role in the production of jigs and fixtures along with higher volume applications. The technology is also making inroads into health and dental services. Cobots Cobots, or collaborative robots, are becoming increasingly mainstream. Such devices can work side-by-side with human beings, thus requiring far less real estate than conventional industrial robots. As a result, they can be used for many different tasks across various industries. While their primary use has been in the automotive industry, they are now being used increasingly in the food and beverage industry, the electronics industry, healthcare, and hospitality. As a result, the cobot market is anticipated to increase three-fold by 2026, with 50% of the world's units being shipped from China. Supply chain Keeping supply chains running smoothly has proven highly challenging over recent times,  yet doing so is critical for many businesses. The current focus of supply chain management is supply chain improvement by incorporating technologies such as robotics, IoT, and blockchain. Supply chain trends include: The creation of circular supply chains that rely on recycling used products, breaking them down to their raw materials Supply chain partnerships and integrations with third parties Globalising operations with multi-country manufacturing to reduce transportation needs Supply chain as a service to outsource supply chain management Flexible logistics that allow supply chains to expand and shrink on demand Improved supply chain transparency and visibility Blockchain technologies to streamline the whole supply chain IoT to improve supply chain visibility Robotic automation, including drones and driverless vehicles Automation using artificial intelligence and augmented reality Greater supply chain agility through supply chain modelling   Sustainability Business sustainability continues to gain importance and significantly influences stakeholders' decisions. According to Greenly, 80% of investors prefer to invest in sustainable businesses, 71% of consumers prefer to buy from sustainable companies, and 70% of employees prefer to work for sustainable employers. Following COP27, sustainability will remain a key priority through 2023 and beyond. Many manufacturers will need to implement operational changes to maintain compliance with evolving regulations. Some areas this is likely to impact include: Waste management – this is gaining increased importance year after year. Recycling will become a priority for many different industries in the manufacturing sector. Supplier diversity -  companies are likely to be held responsible for their supplier choices. This includes establishing supplier compliance and diversity and is a significant aspect of supply chain strategy. In addition, more attention will be paid to minimising the import of carbon footprints by sourcing items from non-compliant suppliers. Product lifecycle – manufacturers are increasingly taking responsibility for their products throughout their lifecycles, including design, choice of materials, production, packaging, logistics, purchase, use, end of life, and recycling. Establishing and optimising product lifecycles provides a huge opportunity to impact cost reduction and sustainability significantly. Intelligent buildings and carbon-neutral manufacturing = all aspects of manufacturing, including lighting, heating, and cooling, will continue to target net-zero resulting in significant cost savings and greener credentials. In addition, net-zero power sources will improve sustainability; many organisations have already transitioned. Fleet electrification – electrifying transport can have a significant impact on sustainability. Doing so can also provide long-term cost savings. Finally Despite the current headwinds of high inflation and interest rates, overall, the future for industry is bright for forward-looking companies. However, only a strong and motivated workforce can enhance competitiveness and lead industry to a successful future. No doubt, we will see some business struggle for survival. Even some established mega-organisations seem to have drifted off-course, perhaps only temporarily. But in their wake, tremendous opportunities are likely to arise. The trends that we have highlighted will influence their success. The future will bring a good time for employees willing to bring the best of their skills and talents forward and meet the many challenges that lie ahead. ### The Biggest Challenges Facing Leaders Now Being a leader in 2022, whether that's a CEO, a recruiter or a manager, has come with a whole host of new obstacles to navigate. The world has undergone a significant change in the last few years, and on top of this, the way that workers think about their careers has changed. There are more challenges for leaders to navigate and more opportunities for workers who are expecting more than ever from their employers. Consumer behaviour is changing, the way we communicate has changed, and issues surrounding inflation, supply chains, and recruitment are all bringing new and rapidly evolving obstacles to the table. So, what does this mean for businesses, and how can you keep on top of everything?  A survey by McKinsey polled business leaders on what they believed their biggest challenges were. Surprisingly, just 4% of leaders mentioned the impact of COVID-19. Unsurprisingly, a quarter of respondents mentioned the recession and rising inflation as their biggest challenge this year. This was followed by 15% mentioning labour shortages and 13% mentioning wider supply chain issues.  Effects of inflation and the cost of living crisis on businesses Inflation has hit historically astronomical rates, and it's not just affecting the cost of living. Inflation takes a huge toll on businesses, costing more to produce goods, run the business or even just keeping the lights on. Many businesses have had to shut down, and those that are left are faced with the difficult choice of deciding whether to absorb the higher costs or pass them onto the customer at a time when they're also struggling with finances. Many customers can't afford to spend money anymore, which is leading to a dip in sales just when businesses need the money most. People in positions of leadership are faced with massive challenges as they battle inflation and rising costs - it's vital to think about the bottom line and how costs can be cut, but there's only so much that leaders can change without also considering the unpopular route of redundancies. In fact, inflation has been dubbed a major cause for the spike in unemployment rates, which has seen a steady increase throughout 2022. Challenges in communication Communication is one of the most important skills for leaders, and how we communicate has undoubtedly changed in recent years. Hybrid and remote working has seen a shift from face-to-face contact to emails and calls, which can make miscommunications much more likely. In addition to this, employees are much more aware of their mental health and how interactions with others make them feel. It's not just communicating with employees that represent a challenge, either. One of the most commonly mentioned struggles for leaders is simply communicating with other senior individuals in the business. Leaders are under an unprecedented amount of stress with much of it being concentrated in their division of the organisation which makes it difficult for leaders to see past their own issues when discussing matters of urgency. While it's difficult to focus on communication when you're under stress, it's important to tackle issues head-on and set an example for other employees. Be willing to listen to what everyone has to say, regardless of seniority. Let how others act to inform the way that you communicate - some people are naturally more timid and won't respond to bold and direct confrontation, whereas some people prefer to get to the point. Tailoring your communication style, being aware of yourself and the other person and showing that you're actively listening are the best ways to improve communication. Recruiting new talent Recruiting new talent has been a massive concern over the past two years, and this trend is showing no sign of slowing down. The skills gap - the gap between the jobs that need doing and the people that are able to do them - is widening, and the competition to secure top talent for your business is increasing.  Many older workers took the pandemic as a sign to go for early retirement. The pandemic also made some jobs much more difficult or no longer viable. Many hospitality workers were made redundant and used the pandemic to retrain and look for jobs outside of the industry. Many younger people became interested in entrepreneurship and started their own businesses. Many factors have made it challenging to recruit new talent, but there are some things that employers can do to be more desirable to job seekers. Leaders need to adjust their approach to recruitment based on changing trends in hiring practices, such as using virtual interviews. In addition, offering benefits like corporate mental health support, innovative employee engagement, and collaborative workplace culture are sure to attract new talent. Challenges of remote working facing businesses and leaders Remote working is the way of the future for many businesses and leaders. The benefits are clear - reduced expenses, increased productivity, and improved employee morale. However, remote work also poses challenges. Employers need to understand that there is a disparity in workers' attitudes - some miss being in the office while others don't want to go back. Expect new talent to ask about home working and be ready to offer hybrid working as a minimum. Communication needs to be clear for home working teams, and they should be made to feel like a part of the business, as any office-based employee would. Changes in consumer behaviour Consumer behaviour is changing rapidly and has caught many businesses off-guard. Consumers are more demanding, informed and empowered than ever before. As a result, they are less loyal, have shorter attention spans, and are more dependent on technology. Customers demand more transparency from businesses and expect them to take a stance on social justice issues. Consumers don't have as much money to spend either, which makes it more critical than ever to show that your product is worth the money. The challenges that leaders face today are wildly different from 20 years ago. Communication, transparency, rising costs and talent challenges can feel like massive obstacles to overcome, but they're challenges that all good leaders should tackle head-on.   ### Executive Search Leader Hosts First Global Conference Since COVID-19 Maneesh Ajmani, Chairman of the leading global executive search firm Horton International, welcomed partners to the organisation’s first in-person global conference since the pandemic. Held in Dubai, the conference was designed around a highly fitting theme: Building To Last. “So much has transpired over these past two years, in our personal lives and in the world around us. It was a welcome change to meet the partners face to face and share our lived experiences. These in-person interactions make us who we are as a firm. Large enough to matter and small enough to care,” Maneesh Ajmani, Chairman, Horton International There was an exciting buzz in the group with new ideas, business development plans, and concepts to build a stronger brand, all with one common goal in mind: to continue to add value and be relevant to our clients. Following two very challenging years that prevented in-person collaboration, the conference allowed for partners from all around the globe to get together, share their experiences, and once again work closely to create a stronger, more powerful service offering for clients. Horton International is firmly committed to building inspiring teams to ensure organisations can fully benefit from a people-centric approach. The conference was packed with insightful sessions, marketing and branding discussions, new partner introductions, and informative talks from external speakers keen to share their own insights and unique perspectives. The first day of the conference involved discussions around group strategy, facilitated by external strategy consultants . The session was both engaging and thought provoking, and provided partners with numerous opportunities to reflect on how the search business has evolved in recent years and delve deeper into how Horton International can evolve into becoming an even stronger and more relevant brand in the industry. On day two, partners had the pleasure of hearing from external speakers on how private enterprise in the Middle East was gearing up for the changing economic environment. We also heard from a well-known global economist on how individual economies in the Middle East and Africa region were performing in light of the global geo-political developments. The conference was also a fantastic opportunity for some of Horton International’s newest Managing Partners to introduce themselves face-to-face. Erik Vian (Vietnam), Peter Radlingmayr (Austria), Mafer Garibay (Mexico). And virtually, Yan Sen Lu (Japan), Fabio Salomon (Brazil), and Tom Keane, Luke Freeley, and Sean McDonagh (Ireland). All were warmly welcomed to their first Horton global conference. "We are delighted that even through these tumultuous couple of years, the Horton International family has continued to grow. We have welcomed such wonderful new partner firms from all over the world, all of whom I truly believe share our values and are poised for great success and international collaboration. It was incredible to have so many of them joining us in person in Dubai, and as a result, we’re already seeing strong relationships forming and business further developing between our global partners." Gemma Van Rooyen - Director of Global Programs, Horton International Over the past two years, Horton International has prioritised the importance of maintaining connections in a disconnected world, collaborating, and keeping in touch with partners virtually. However, the team has long believed in-person interactions and connections to be key to success, and the Dubai conference was a long overdue opportunity to once again get together.   The conference provided a much-needed space for partners to share their personal experience over the past couple of years and build upon and deepen their connections with other members of the group, both on a personal and business level. From discussions and expert-led talks to informal chats over dinner and a chance to enjoy the wonderful hospitality in Dubai, the team were thrilled to finally spend some quality time together after such a long break, and those who couldn’t be in Dubai in person were very much missed.   About With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. To find out more, visit: https://www.hortoninternational.com/     ### Looking to Hire? Here’s What You Need to Know From China to Japan, the UK to the US, wherever you look, there’s a labour shortage. We have COVID, mental health issues, aging demographics, and the skills gaps as just some of the problems companies are trying to navigate while finding employees at this time. In the UK, out of 32.5 million workers, a million are missing from the workforce. Young men are not working as they fear contracting COVID, are experiencing long-COVID, or are re-educating themselves. To make matters worse, Brexit has meant a greatly reduced overseas talent pool. Companies, as well as whole industries, are fighting for the same talent, adding pressure to increase salaries, and causing companies all kinds of internal equity problems. Talented professionals have always earned more when changing companies unless they are regularly promoted at their current employer. Now the situation is more pronounced and it’s become a real ‘opportunity cost’ in lost salaries for tenured employees. What does this all mean? Well for starters, professionals are now asking for a 15% or sometimes even 50% salary increase depending on the role and location. At McKinsey, Bain, and BCG (MBB), in the first year after an MBA, an MBB consultant can expect to take home $200,000 including bonuses and benefits. The starting salary has gone up $10,000 from $165,000 to $175,000 just in the last year. In Japan, even prior to COVID, there was a shortage of tech workers. The Ministry of Economy, Trade and Industry (METI) estimated in 2019 that the country was short 220,000 IT workers with the figure predicted to grow to as high as 790,000 workers by 2030. During the pandemic, and with the help of Uber Eats and Netflix, consumers have become more accepting of new technologies forcing companies to speed up the development of similar products. As digitalization spur on, there will be an abundance of administrative workers while simultaneously a shortage of technical workers. This skills gap is real and it’s growing. With a declining birthrate and aging demographic in China to restaurants closing across the US, this problem is spanning the globe and across many industries. Mental Health Since the onset of COVID, the past two years have been underlined by a mental health crisis. According to the medical journal The Lancet, mental disorders account for 18% of all health issues and are expected to cost economies $6 trillion a year by 2030. Of the 411,000 Britons that have left the workforce between February 2020 and November 2021, more than half left due to depression, anxiety, learning difficulties, and other mental health issues. In the US, two-thirds cited mental health as their reason for leaving their employer. In Asia, the situation isn’t much different. 80% of China and Hong Kong-based respondents in AXA’s 2022 Study of Mind Health and Well-being indicated they had experienced high levels of stress, anxiety, or depression within the last year. What’s clear is with a high percentage of workers leaving the workforce, it’s put additional strain on organizations. It’s not uncommon for individuals to be stretched vertically or horizontally (bigger scope/remit) or be in double-hatting or even triple-hatting roles with the same salary. It’s simply not sustainable in the long run. No Simple Solution This has led to the great resignation and companies are trying everything they can to retain talent while trying to hire from competitors. Talent acquisition teams are constantly under the microscope to meet targets but the reality is that there’s no simple solution. In Japan, recruitment fees are now commonly increasing to 40% with some exceptions, for specific tech talent, up to 100% or even 200% of the candidate’s annual salary. The candidate’s salary in itself is increasing at a high clip but not all companies can pay at the top level and even if they can, it’s only a matter of time before the competition catches up. Companies have been trying for years to utilize talent overseas either through a shared service model or by moving them to Japan. The shared service model has limited impact as there aren’t many Japanese speakers overseas and at the time of writing, the Japanese border is still closed to non-Japanese citizens and residents. With the border being closed for more than two years and counting, Japan Inc has destroyed the trust it has built with overseas workers. With the world competing for the same talent, how will Japan attract the future workforce? With the unemployment rate in Japan below 3% and with 1.13 jobs available per applicant, how will your company compete? Japan Unemployment Data About Horton International Japan Makana Partners supports mid-senior search based in Japan, on a contingent or retained basis. We offer market intelligence and strategy to identify, source, and secure top talent. Using our technology and our expansive network, we are able to introduce the best talent for your organization considering skills, experience, and culture fit. Throughout the search, we will give feedback on the reputation of your company, how the process can be improved, and align expectations between stakeholders and against market trends. For talent, we understand the importance of your career. As such, we will advise on internal as well as external opportunities across multiple industries, for the short and long term so you can make the right decisions. We consider your passion and life objectives when introducing opportunities. To learn more about how we enable organizations with the world-class talent we introduce or how we can support your career development, please visit us at: http://makanapartners.com/ References Where are Britain’s missing million workers? – https://www.bbc.com/news/business-60039923 £150,000 starting salaries as firms fight for staff – https://www.bbc.com/news/business-59949697 McKinsey, Bain, BCG Increase MBA Consulting Salaries For 2022 – https://www.businessbecause.com/news/mba-jobs/8030/mckinsey-bain-bcg-mba-consulting-salaries Even after pandemic, Japan’s labor market faces shortages and mismatches – https://www.japantimes.co.jp/news/2021/08/16/business/economy-business/japan-labor-market-shortages-mismatches/ Pandemic-driven depression is driving labor shortages around the world – https://fortune.com/2022/01/21/covid-pandemic-driven-depression-world-labor-shortage/ Public mental health: required actions to address implementation failure in the context of COVID-19 – https://www.thelancet.com/journals/lanpsy/article/PIIS2215-0366(21)00199-1/fulltext Two years on, how is Asia’s workforce coping with the mental health fallout of the pandemic? – https://www.humanresourcesonline.net/two-years-on-how-is-asia-s-workforce-coping-with-the-mental-health-fallout-of-the-pandemic Japan’s job market showed signs of healing before omicron’s spread – https://www.japantimes.co.jp/news/2022/02/01/business/economy-business/december-2021-unemployment/ Unemployment rate and employment data in Japan – https://take-profit.org/en/statistics/unemployment-rate/japan/ ### Meet Quiet Quitting's Total Opposite: The FatFIRE Movement Meet Quiet Quitting's Total Opposite: The FatFIRE Movement It's no secret that the FIRE movement, which stands for Financially Independent Retire Early, is growing rapidly. FIRE is a series of lifestyle movements with slightly different aims and rules, but FATFire specifically refers to the practice of creating a big nest egg in order to retire early and enjoy life. So, what is FATFire, and how does it impact organisations? What is FatFIRE? FATFire is a lifestyle that encourages people to save money and invest it in a portfolio of stocks and bonds as part of a pathway to saving enough money to retire. You could argue that FatFIRE is the opposite of quiet quitting, although FATFire followers are often focused on their own financial gain while doing the minimum at their normal job. The FatFIRE movement pushes people to work as hard as possible to save enough money to retire early.  The lifestyle encourages people to grow their investments over time so they can live on passive income sources and savings when they quit work, with the goal being to retire as young as possible. The acronym "FatFIRE" stands for Financial Independence, Retire Early, with" FAT" referring to how large your savings should be to be able to live comfortably without a job. To accomplish this goal, FatFIREs pursue multiple investments in an attempt to generate passive income streams, including traditional shares as well as cryptocurrencies like Bitcoin. Unlike many people who are afraid of risk and likely don't invest at all because of it, FatFIREs believe in taking chances with their money if it means getting closer to financial freedom sooner. How does FatFIRE affect businesses? While the FatFIRE movement is the journey for personal financial freedom, it undoubtedly has an impact on organisations too: Increased worker deficit As more people quit their jobs, there will be a gap in people who can fill those roles. This means that organisations will have a significant task ahead in acquiring new employees and training them on how to do their job well. Concerns over employee wellbeing With employees committed to working hard in a short space of time in order to save money quickly, they may find high levels of stress and burnout symptoms which can affect the whole organisation. Employees quitting their jobs (and not just because they're retiring) With money being a huge focus of the FatFIRE movement, many organisations are noticing employees are job-hopping in order to find the highest salaries available. To attract talented workers, competitive salaries are essential, but there also needs to be a great focus on how to retain staff too. FatFIRE vs quiet quitting The FatFIRE Movement is the exact opposite of quiet quitting. Whereas quiet quitting is about putting no effort in at work and only working to pay the bills, FatFIRE is all about hard work and earning as much money as you can so that you can quit your job and retire early. Quiet quitters tend to take the backseat at work. They may want to stop working altogether because it's too stressful for them and feel like other things can fulfil their need for a purpose outside of their careers, such as volunteering or practising hobbies. The FatFIRE movement is much more focused than the quiet quitting movement. It's not about not working or purposeful careers anymore; it's about earning as much money as possible while still working so that they can retire early or not have to worry about having enough money in their retirement accounts when they stop working. However, there are some similarities between fatFIRE and quiet quitting: both require mental focus, both can come about as a result of burnout. Both can have a negative effect on their own productivity and that of their employer's organisation But where quiet quitting focuses on earning while doing the minimum at work, FATfiring focuses instead on maximising income as much as possible so that those earnings can be invested elsewhere instead of being spent right away. FATfire followers could actually have a positive impact on the business in the short term because they're working hard in an attempt to advance their careers and improve their income. Should businesses care about the fatFIRE movement? For employers, it's vital to consider the ways in which the FatFIRE movement may benefit or hinder the business. In the short term, employees are working harder than ever in order to reach their goal of financial independence and early retirement, which means they may be more productive than before. On the other hand, if an employee is just there for the monthly wage and is focused on their own investments, then they may be less productive at work because their attention is elsewhere or they simply don't see the value of working for a business that they feel doesn't care about them. What HR professionals say about FatFIRE It's easy to get wrapped up in being concerned about a new movement which could affect the company's bottom line. However, HR professionals have mixed opinions on what FATFire really means for businesses. In an interview with Protocol magazine, Traci Chernoff, director of employee engagement at Legion, said "Hating one's job likely isn't a sustainable long-term path to financial freedom. While someone might find their paycheck rewarding enough to put up with a job they hate, the reality is that they likely won't be producing great results." Other HR professionals had a different take on the new movement: "An employee focused on making the most money in the shortest period of time is actually something that could work well for both parties", Cara Brennan Allamano, chief people officer at Lattice, told Protocol. There's no doubt that the FatFIRE movement has gained a lot of traction in the last year, but currently, it's unclear what effect it could have on businesses. For some people, the FATfire trend will fizzle out, or they'll see an opportunity to progress within the company and take it. Others will find themselves burnt out from trying to reach unattainable goals and may fall back to quiet quitting. For employers, the challenge is finding a way to motivate and engage with all employees, even if their goals may not align with your ideal company ethos. ### Quiet Quitting Workplace burnout is a real and growing concern for employers. It's not a new problem, either: the term "burnout" was first used in the medical field in the 1960s.  In recent years this phenomenon has received more attention as people have become more open to speaking about their lived experiences and personal mental health struggles. This discussion around mental health and burnout has led to a new phenomenon in the workplace - quiet quitting. It's taken the internet, and the world, by storm and is costing employers millions in lost revenue.  What is quiet quitting, and what does TikTok have to do with it? Quiet quitting is when you're still at work but not fully engaged. You might be reading articles on your phone or scrolling through Facebook. You may also be checking your email over and over again, even when there isn't anything new to read, in an effort to look busy. The "quiet quitting" phenomenon was first shared on TikTok and has seen explosive growth in the number of searches and discussions. The trend is a result of employees feeling ignored, underpaid, overworked or unappreciated in their jobs yet unable to quit due to financial commitments. Instead of quitting, employees stay in their current job role but stop putting in the effort because they've lost interest or motivation at work. Again, it's a conscious decision to do the bare minimum rather than putting all of their effort into something that leaves them feeling unfulfilled. Experts say that quiet quitting can lead to other forms of employee disengagement like absenteeism, higher staff turnover, and long-term decreased performance for the overall business. What causes quiet quitting, and is quiet quitting the same as burnout? Amelia Nagoski, co-author of "Burnout: The Secret to Unlocking the Stress Cycle," believes that "quiet quitting can be a part of a lifestyle to prevent burnout or help someone recover from burnout".  Burnout is not the same as quiet quitting. Burnout is a state of emotional, mental and physical exhaustion caused by the intense stress associated with work. It occurs when conditions become so difficult that you feel like you just can't go any further. Burnout may be brought on by negative events at work, such as an excessive workload or criticism from your boss. Quiet quitting often starts with feeling burnt out at work due to work pressure, increasing demands and unreachable targets being piled on them. This constant feeling of stress leads to an employee feeling physically, emotionally and mentally drained, leading to a reduction in productivity. While often discussed together, quiet quitting is more conscious than burnout - it's a choice to stop working at full capacity even if nothing has happened to negatively affect you or motivate you to make changes in your life.  Quiet quitters often experience fatigue after long periods of hard work and recognise that their current situation isn't healthy for them anymore. It's often caused by unrealistic demands and pressure to achieve goals that don't' feel attainable or because they feel undervalued or unappreciated at work.  What can CEOs do to reduce quiet quitting? While it's not always easy to recognise burnout and quiet quitting, there are a few indicators, and there are many things that CEOs can do to reverse the process. For example, a change in an employee's mood at work, a drop in their productivity, or a reduction in the quality of work are all signs of burnout and quiet quitting. When this happens, rather than blaming your employees and pushing them to work harder, use the opportunity to have an honest conversation. Ask them how they're really feeling and if there is anything that you or other leaders can do to make them feel more fulfilled in the workplace. It could be that they don't feel excited about their role anymore or want a challenge to keep them engaged. Having an honest conversation could lead you to discover someone who has aspirations to advance on the career ladder but feels overlooked. It's an opportunity to nurture them, offer further training and mould them into the ideal managerial candidate. For many people, a positive and inclusive company culture that supports mental health and wellness is the best defender against quiet quitting. Find ways to ensure your team feel valued, appreciated, and comfortable with their coworkers. Try implementing programs that encourage teamwork and collaboration, such as team lunches or social events. How to help employees recover from burnout There are many ways to help your employees recover from burnout, and most start with being an empathetic boss. Listen to your employees about what they need for a more positive work experience, and encourage open communication at all levels of seniority.  If your budget allows, then consider ways that you could make your employees feel supported and appreciated. Consider team building activities and employee wellness fund or subsidised mental health support. Just being someone that employees feel that they can communicate their concerns to will make a huge difference. Often it's employees that feel their voices aren't being heard that choose to quiet quit. It often leaves them feeling that they don't care about the company - if you show compassion and care for your team, they'll often respond by feeling similarly about the business as a whole. Quiet quitting is plaguing the workplace and costing corporations billions worldwide, but it doesn't have to be permanent. Noticing employees who appear burnt out early on is an opportunity for you to make a change that improves the lives of all of your employees. Pay attention, have open and honest conversations about what is causing them to feel this way, and show that you're prepared to take genuine and considered action to improve working conditions. Simply showing your employees that you care about them and are willing to support their needs is the best way to reduce quiet quitting, improve productivity and increase staff retention. ### The Benefit Of Micro-Breaks To Combat Burnout The Benefit Of Micro-Breaks To Combat Burnout Burnout is a state of emotional, mental, and physical exhaustion caused by excessive and prolonged stress. It can happen to anyone and is most common in people who are overworked or working in a stressful environment for an extended period of time. Taking a holiday might help reduce feelings of burnout in the short term, but to prevent it from being a recurring problem, the cause needs to be tackled head-on. Now, new studies are finding that a very simple and cost-effective solution could be the answer to kicking burnout once and for all, resulting in a more positive work environment and enhanced productivity. What causes burnout? Burnout is a state of mental and physical exhaustion you can experience from overwork, but it's not the same as simply being tired. A person who is burned out may feel like they have no more energy to give; they zone out or coast through the day without being mentally present, even when their work isn't stressing them out. Burnout is caused by long-term stress from any direction - it could be that work is causing them stress or issues in their personal life. Either one or a combination of both can lead to burnout.  Even if employees are working from home, burnout is still a possibility. A study by Superhuman found the existence of "email fatigue" or "virtual fatigue". According to the study, email fatigue is fast becoming the main cause of employees' dissatisfaction with remote work. More than a third of respondents said that email and message overload might be the reason they'd quit their job.  Micro-breaks - what are they? Burnout has become a buzzword in recent years, and the new attention on this mental health condition has brought a wave of interested scientists and funding eagerly looking for prevention and cure. According to a number of recent studies, the answer could be very simple. A new meta-analysis published by PLOS One journal examined 30 years of research into office-related stress. Scientists at the West University of Timisoara in Romania examined 22 studies conducted over the past three decades. They found that so-called micro breaks could have a large effect on overall mood.  A micro-break is classed as any short break that you take from work during the day. Micro breaks can be something as small as taking two minutes to fetch a fresh cup of coffee, going for a quick walk outside for some fresh air or chatting with a colleague. The key to a micro-break being effective was not thinking about work at all. The study found that activities like helping a colleague or discussing work could lead to decreased wellbeing and negative thoughts.  Micro breaks can help you recover in small ways after periods of intense focus Micro breaks are quick and easy to take, but they provide similar benefits as longer breaks—they allow employees to refocus on their work with renewed energy. They're especially useful during busy days that demand focus on multiple projects at once. Breaking up the day with physical activity can improve concentration, memory and clear our minds of difficult problems. When we work, our bodies are in a constant state of tension due to prolonged sitting and repetitive movements. The muscles in our necks, shoulders, and back become tight from stress and tension. This can lead to pain, leading us to tense up even further. Micro breaks don't have to be regulated or scheduled, although studies did find that physical breaks were particularly useful in preventing burnout and reducing fatigue. Something as simple as stretching or walking could decrease stress and improve overall mental wellness and productivity. The benefits of physical activity during the day include improved mood, better concentration and memory, a reduction in stress, enhanced creativity and increased ability in problem-solving. How can CEOs implement micro-breaks to improve productivity? Several studies and meta-analysis projects have noted the importance of taking micro-breaks to improve mood and productivity, so how can CEOs use this to improve workplace culture and job satisfaction?  Scheduling breaks in the workday can sound like the easiest solution, but interestingly, it doesn't really work. The meta-analysis from West University of Timisoara noted that any feeling of connection to work would undo the power of taking a break and potentially worsen an employee's mood further. Instead of scheduling breaks, introduce a degree of flexibility that allows your employees to take a break when they need to. Encourage them to go for a stretch or get a coffee when they feel themselves struggling. Allowing each individual to choose when they take their break gives them a feeling of control and will enable them to take a break when they need it most. If you're concerned about this new flexibility not being used, consider stating recommendations for the organisation. For example, three ten-minute breaks and three five-minute breaks in addition to a thirty-minute lunch break. This allows your team to have a degree of flexibility but also signposts of what your organisation would reasonably expect from micro-breaks. Other ways for CEOs to combat burnout Micro breaks aren't the only way to combat burnout. The Superhuman study found that 50% of remote workers were spending their own money on tools to help manage their productivity, with a further 17% suggesting that they planned to do this in future.  If you want your employees to be productive, then it's vital that you give them the tools to do so. For example, consider corporate memberships to one of the big productivity apps to help your workers, or allow a "productivity" budget that a staff member can dip into with approval from managers if they feel that an extra tool could benefit their work. Burnout has been an issue for decades. However, in 2022, when open conversations around mental health are finally being encouraged, it's vital that CEOs and leaders listen to what their teams are telling them and take steps to act upon it, in order to boost productivity and staff retention.     ### Is Accepting A Counter-Offer Ever Worthwhile? Highlights Half of job seekers will receive a counter-offer from their employers 80% of employees who accept a counter-offer will leave within six months Counter-offers are rarely about the employee but protecting the business. Looking for a new job is an exciting time. Whether you are seeking the next challenge in your career or have decided you need a change of scenery from your current role, a new opportunity can be life-changing. During the recruitment process, there can be some difficult decisions to make. This whole process can be even more complicated if your current employer makes a counter-offer. You’ve already decided to move on, and suddenly there are new terms to think about. The idea of being offered more money or additional benefits can be tempting, but is it ever worthwhile? What Is A Counter-Offer? Deciding to leave your job and take on a new venture is a huge decision and one that often takes months of preparation. When you finally get offered that dream role that you’ve had your heart set on, it might seem like that’s the end of the process. However, many job seekers are then faced with the counter-offer. This is when you hand in your notice to your current employer, and they offer you a pay rise or promotion in return for staying with the business. A counter-offer can seem like an excellent opportunity. After all, you already know the company and the people, and you are being offered more to stay. But this isn’t a decision to be taken lightly, because often a counter-offer isn’t as great as it may seem. Why Would An Employer Make A Counter-Offer? Before you can decide if a counter-offer is ever worthwhile, you need to understand why your employer is offering one. They can seem like a flattering compliment, but the hard truth is that a counter-offer is not about you, it’s about the business. A huge 50% of workers who hand in their resignation will receive a counter-offer, so this is not a rare situation. Replacing employees takes time and money. You need to consider the cost of advertising your role, finding the right candidate and then training them. Typically, it costs 213% of an annual salary to replace a senior team member. Not only that but if you are in a role that is challenging to fill because of skills shortages; your position could by empty for many months. All this means that a lot of the time and stress for the business. Consequently, a counter-offer has nothing to do with how much they like you as an employee, but it is a cost-saving exercise. Is Accepting A Counter-Offer Ever Worthwhile? When an employer makes a counter-offer, it can disrupt your plans significantly. Just when you think you are ready to leave and move on to the next exciting stage of your career, you have another decision to make. It is important that you weigh up the benefits and downsides of accepting a counter-offer before making your final decision. Here are a few things to consider if you receive a counter-offer; Remember Your Reasons For Leaving You have already made the hard decision to leave the company, and there would have been some real reasons behind that choice. Consider why you decided to look for a new role and ask yourself if the counter-offer changes anything. For example, if you were leaving because you hate your commute, then no matter how much money your employer offers you, your commute will still be there. You Could Ruin Your Employer’s Trust Once your employer knows that you have decided to leave the company and go elsewhere, their trust in you could be gone for good. Even if you decide to accept the counter-offer and stay with them, they may question your loyalty. They may be reluctant to invest more into your career in future, out of fear that you are going to decide to leave again. When a business thinks you aren’t there for the long-term, it can have a negative impact on your career. Think About Why They Didn’t Offer This Before If your current company was in a position to offer a pay rise or a promotion, why did they not do it before you decided to leave? A company that recognises the value in its employees is essential. So, if it takes handing your notice in to get what you deserve, then maybe they aren’t the kind of business you want to work for. If your existing employers offer you a promotion, then carefully consider if that new role really exists. It is not uncommon for a business to make a new role as a promotion to entice you to stay, only to give themselves time to find a replacement. Once they’ve recruited your old position, your new role might become redundant because you are now expendable. It Can Tarnish Your Professional Reputation No one wants to be messed around and backing out of a deal will never go down well. Your new business will have halted their recruitment and planning your arrival, only to be turned down at the last minute because you accepted your counter-offer. The same goes for recruiters; they have put a lot of hard work and dedication into finding you the perfect role. When you back out, not only can it be costly for them, but it makes them look bad to their clients. All of this bad blood can be extremely damaging to your future career choices. You will not only blow your chances of working at that company again, or with that recruiter, but there is no way of knowing if those hiring managers will go on to work at your next dream business. What Is Your Reason For Leaving? Some workers use counter-offers as a tactic to get their current employer to give them a pay rise and realise their value to the company. This is a very different situation to actually wanting to leave and find a new role. When you are using a resignation as a way of getting more money for your current role, you are never really serious about leaving the business. This situation is very different from when you want to leave your role for another but receive an incentive to stay. The truth is, it is rarely worthwhile to accept a counter-offer. A survey by the Wall Street Journal revealed that 80% of employees who accept a counter-offer leave the company within six months. It can be very tempting to stay where you are and settle for a pay rise or promotion. However, in the long run, it could be detrimental to your career. If you receive a counter-offer, make sure you consider it very carefully. Remember that if you have received a job offer for a role that you have worked very hard to get, then that should always be your top priority. We know that making a big change in your career can bring anxiety and stress. However, there was a reason you wanted to leave, and a fantastic opportunity lies ahead. So do think carefully before slipping back into the comfort of your old role. You may be forsaking a chance to really enjoy the next stage of your career. ### What Psychological Safety Looks Like in a Hybrid Workplace Psychological safety remains a critical issue in the workplace, highlighting the importance of flexibility and adaptability to meet both operational demands and the needs of employees. Even as organisations increase their support for team members, concerns persist regarding the assurance of psychological safety, particularly within the context of a hybrid work environment. What is Psychological Safety? Psychological safety is the premise that you are safe to be yourself. It means that you feel accepted, respected and valued for who you are, as you are. This means you can show up, raise concerns and ask questions without feeling there is a risk of negative consequences. At work, psychological safety can make you feel comfortable, included and supported. You know that you won’t be embarrassed, marginalised or negatively impact your career, self-image or status by being yourself and showing up in a way that’s authentic for you. One of the biggest concerns about psychological safety in the workplace is the fear of speaking out, asking questions, making mistakes or raising concerns. With this, people can worry that they will be humiliated, punished or judged. The focus of psychological safety is to ensure everyone feels safe and included. Why is Psychological Safety Important for Business? Across the world, a lack of psychological safety in organisations has led to serious issues. When people don’t feel they can speak out or raise concerns, disasters can occur. In business, psychological safety is vital. From helping to prevent failure or serious issues from occurring to ensuring the organisation is utilising all of the strengths in its team. Psychological safety helps build an innovative culture – encouraging unusual questions, half-finished sentences, and left-field ideas foster a creative and imaginative culture. With this, organisations can benefit from a range of experiences, ways of thinking and approaches that can help not only identify solutions and consider problems from different angles but also come up with new solutions that continue to drive the business forward. The benefits of psychological safety not only create a welcoming and engaged workforce, but it’s also known to deliver advantages such as: 74% less work-related stress 57% increase in workforce collaborations 50% more productivity 67% increase in skill application 27% reduction in staff turnover. Psychological Safety in a Hybrid Setting While organisations have been implementing strategies to improve psychological safety for many years, the recent increase in hybrid working has disrupted progress in the sector. For example, one-fifth of people feel ignored in virtual meetings, while nearly half of female leaders say they face difficulties speaking up in video calls. Moreover, the boundaries between work and personal life have become blurred with more people working from home. This means the ‘non-work’ subjects that were left out of meetings are now becoming a crucial part of business decisions. Work-life balance, childcare, health and ethics are all key components impacting a hybrid workspace. However, fear of speaking up about these issues erodes the organisation’s psychological safety. Psychological Safety and the Impact of Bias Employers and employees know that sharing personal information can create bias, even if unconscious. For leaders, there is also the legal implication of asking for personal information as well as wishing to respect the individual’s privacy. Therefore, what’s important is to create conditions where colleagues can choose to disclose information relevant to their work. Leaders can create a safe space in which colleagues can share their work-life issues without judgement or negative implications. This can not only benefit the organisation but also build trust in employees that anything going on personally that they believe may have an impact on their work can be talked about openly and benefit the individual as well as the organisation. Three Ways to Create Psychological Safety in a Hybrid Setting Lay the foundations - Before considering the hybrid setting, it is important to check in on the foundations of psychological safety. These include: Inclusivity – Feeling safe to be yourself and express your character, uniqueness and personality. Development – Ensuring that individuals can feel safe while learning, growing, asking questions and giving feedback. Speaking up – Enabling people to speak up and challenge processes, strategies or ways of working where they think there could be an opportunity for improvement. Contribution – Allowing all individuals to submit and be recognised for their meaningful contributions and the difference they make to the organisation. (2) Lead with work/personal challenges Organisations should make employees aware that they recognise that hybrid working can bring more challenges. Success across the whole organisation will require everyone to feel comfortable identifying and sharing personal difficulties. This can help with team support and strategy plans that can be useful to other team members in similar positions. For this to be successful, it requires senior team members to lead by example. Leaders who own their vulnerability and share their personal challenges can create a platform of psychological safety. This doesn’t mean employees will open up straight away, but it builds confidence and shows that openness is encouraged and celebrated. (3) Encourage feedback Many organisations and senior leaders say they welcome feedback, but actions may show otherwise. Asking for productive feedback and modelling the responsibility, acceptance and owning mistakes can help to create a culture where feedback is welcomed rather than met with defensiveness or hostility. Leaders starting with this and making feedback and challenges safe and welcomed can help to encourage feedback across peers and from leaders too. The importance here is to ensure that leaders set the expectation for feedback and nurture this culture, hopefully reducing the fear and stress of others who may be giving or receiving feedback. Ongoing Nurturing Once the foundations of psychological safety in a hybrid space are set, the next step is to ensure that it is maintained and incidents which threaten psychological safety are managed to restore trust. Psychological safety is not a set-it and forget-it practice in the workplace; it is an ongoing commitment that should always be at the forefront of a successful, collaborative and dynamic team. ### Understanding Toxic Productivity: The Pitfalls and Solutions Burnout. Working from home guilt. Poor work/life balance. Pre-pandemic, the world of work had these challenges, but now, we’re seeing a rise in these symptoms thanks to toxic productivity. This heightened focus on making the most of every moment is not only impacting work, but all aspects of life. What is toxic productivity? Toxic productivity is a term used for the unhealthy desire to be productive at all times. It is the constant focus of achievement and attainment. With toxic productivity, you may feel that you cannot take any downtime or that you have to go the extra mile, even when it is not expected of you. It is a case of wanting to tick everything off the to-do list and always looking for ways to constantly optimise what you’re doing. Toxic productivity goes hand in hand with the guilt of not doing enough, worrying about what you “should” do or feeling like you need to prove why you are doing something. At work, this may be working a few extra hours each day to tick everything you’ve put on your to-do list. At home, it may be that you will only go for a walk to ‘get your steps in’ rather than just go for a walk to relax and unwind. Is toxic productivity the same as workaholism? Workaholism is when someone works compulsively. They may persistently think about work and feel they cannot stop working or impose boundaries, even for the sake of their health, wellness or relationships. Toxic productivity is similar to workaholism but adds a new layer. Where workaholism focuses on one area, your work, toxic productivity is applied to every area of life. This notion is that all activities need to be purpose-driven, a chance to clear another item off the to-do list and not doing things simply for the sake of them. What makes toxic productivity so challenging is how difficult it is to spot. While workaholism offers some tell-tale signs of neglecting other aspects of life for the sake of work, toxic productivity is almost regarded as a positive as society celebrates and admires those who are able to master the balancing act and appear professionally, socially, personally and culturally productive. Why is toxic positivity so prevalent now? It appears that toxic positivity has really grown since the pandemic. Instead of seeing the time at home as a chance to rest and take care during a global health crisis, many saw this time as a chance to be productive. It was seen as a time to master a new skill, get a business off the ground, or accomplish all of those chores that have been lingering on the list. Across social media, the toxic productivity idea that ‘if you didn’t achieve your goals during the pandemic, you didn’t lack time, you lacked discipline’ further enhanced the pressure to be productive and make use of every minute. With productivity being an aspiration, admiration and even a lucrative market with apps, books and gadgets with the sole purpose of increasing productivity, it can be hard to see the problems that come with toxic productivity. The symptoms of toxic productivity While productivity can help us make the best use of our time, toxic productivity can make it feel like there is never enough completed. Some of the symptoms that can occur with toxic productivity include; No rest – An inability to switch off or take any downtime without thinking about all of the things they ‘should’ be doing Guilt – Even ticking a project off may result in guilt for not completing more Proving your work – This is the need to justify what they’ve completed. For example, homeworkers may feel they need to prove how hard they are working to justify working from home and feel guilty Using jargon – Some may fear that being concise and to the point isn’t showing how much they’ve done, so it will elongate emails or make conversations longer with jargon, so it sounds like they’re completing more. Burnout – Feeling physically and emotionally exhausted by trying to be productive at all times Ignoring sleep, exercise and health – Even if exercising feels productive, missing rest days or forsaking sleep to get more done can be a symptom of toxic productivity Less productive – Often, trying to optimise every area of life can lead to being less productive in every area as there is too much to think about and not enough energy Fatigue first thing – Even when waking up, they may already feel exhausted and desperate for more rest. How to overcome toxic productivity Honour what you have done With toxic productivity, it is easy to move on to the next job on the list, but honouring what you have accomplished and celebrating your progress is an important step. It’s taking this time to reflect on what you’re doing; the accomplishments you’ve achieved can help you to realise what’s important and that you can celebrate your progress with something that brings you joy. Embrace fallow time It is counterproductive to be constantly productive. In farming, fallow time is when fields are left to nourish before being used again for crops. This is a vital part of the process as, without this time, crops would struggle, and the ground would suffer long-time damage. Therefore, embracing this fallow time in life where you give yourself sufficient resting time is vital for productivity, health, and well-being. Replace ‘what should I be doing?’ with ‘how can I make this easier?’ Often the urge for productivity means going from one thing to the next without being strategic. Productivity is highest when well-rested and planned; instead of rushing straight into the next task, spending time asking yourself how you can make things easier for yourself or without stress can help make rest feel productive. Be purposefully unproductive If you recognise toxic productivity in your life, it can be hard to switch this off. So instead, start by booking small breaks in the day to be purposefully unproductive. By keeping in mind that five minutes spent listening to the birds, people watching or lying down can actually improve your productivity, it can be a great way to add downtime to your day. Diarise self-care Self-care can take many different forms, so there is no right or wrong way to practise self-care, but putting it in your diary every day can serve as a reminder that you are worth the investment and you don’t always have to be constantly doing for the sake of others. Considering this self-care as an aeroplane’s instruction to fit your own oxygen mask first in order to better assist others can be a helpful reminder for those who feel guilty for taking time out. Get rid of the unimportant Research shows that the average executive spends 23 hours a week in meetings, while the average calendar has 62 meetings per month. As many workers will testify, much of what’s discussed at a meeting could be saved for an email. If you are setting up meetings, it might be helpful to reflect on whether it’s necessary or how best to relay the information. The Eisenhower matrix, where you can split work into a grid of important and urgent tasks, can help you eliminate anything not-urgent and not-important so you can focus on the things that make a difference. Remembering the 80/20 rule can also be helpful if you’re struggling to eliminate tasks from your to-do list. What 20% of what you’re doing is meaningful and valuable? Support team members Toxic productivity can be hard to spot, but sharing clear expectations with team members can help ensure they’re using time effectively and not over-working on aspects that offer minimal benefits to the organisation. Encouraging downtime and rest breaks is essential but also honouring your own boundaries so your team members can honour theirs is a way to lead by example and take toxic productivity out of your organisation. ### What Successful People Do: Seven Tips From The Experts Who are the successful people you look up to? In most cases, we see successful people as having some form of special quality, something that separates them from the rest of the pack. However, research consistently shows that while predisposed talents can help, it’s the actions you take rather than the person you are that creates success. So what can we learn from successful people to bring more success into what we do? What is success? The idea of success, or what makes someone a successful person, is subjective. Broadly speaking, success is achieving or accomplishing a goal, aim or objective. However, what success looks like to you could be very different to someone else. Taking into account the idea that success is the achievements, accomplishments or positive outcomes that align with your values, trying your best and feels satisfying, what actions can help to facilitate more success in life? Actions of successful people 1.     Set smart goals “Setting goals is the first step in turning the invisible into the visible.” — Tony Robbins To measure success, you need to know what you’re setting out to do. By setting clear and meaningful goals or intentions, you understand what success will look like for you. Using the SMART technique of making goals specific, measurable, attainable, relevant and timebound can ensure you’re setting goals that motivate you, are aligned with, and set you on the best path to success. Getting as clear and precise as possible when it comes to your goals makes it easier to focus and leaves no room for doubt. 2.     Be determined “I never dreamed about success. I worked for it.” —Estée Lauder The term grit is used a lot when referring to successful people. Author of the best-selling book Grit, Angela Duckworth, describes grit as having three components: long-term goals, sustained interest and sustained effort. With this in mind, determination and grit can be a skill you develop by having the right strategies in place. Some people may seem to be naturally more determined. But, by focussing on the goals and feeling aligned with what you’re working towards, you can build motivation, determination and grit. 3.     Create a plan of action “Either you run the day or the day runs you.” — Jim Rohn Unfortunately, setting time-bound goals is not enough to be successful. Success requires action, which means making time in your schedule to take steps that will help you achieve your goals. For example, committing to running a marathon means scheduling time each week to train. All goals are likely to need regular time scheduled into your diary to make progress. What’s more, studies show that success increases by around 300% when individuals plan the times in which they’ll take action towards their goals. Having time set for goal-related actions can not only increase your commitment to the goal (improving the likelihood of success), but it may also open your eyes to other opportunities that you can seize, which will further propel you to reach your goals. 4.     Seek out improvement “When we strive to become better than we are, everything around us becomes better too.” — Paulo Coelho One of the key traits of successful people is a growth mindset. This is where you believe you can improve, develop and learn, even if something feels difficult or out of your comfort zone. In contrast to this is a fixed mindset. Moving from a fixed to a growth mindset can help with the word ‘yet’, moving from “I can’t do this” to “I can’t do this, yet”. The idea that you can improve, get better and have so much potential can be a vital mindset shift for those seeking success. With this in mind, you may choose to create specific achievement-based goals but also stretch goals too. Stretch goals are the goals where you continuously want to improve, and there is no fixed finish line. With this, it can help to focus on the idea of getting better rather than becoming good. 5.     Track your progress “If you don’t like the road you’re walking, start paving another one.” —Dolly Parton Another key trait of successful people is the tracking and monitoring of goal progress. Regular progress updates help you to celebrate the steps you’ve taken so far but also help you to tweak your strategy if needed. The nature of your goals will determine how frequently you’ll need to check in on your progress. For short-term goals, daily progress checks may be useful. For longer-term goals, weekly or bi-weekly updates may be more practical. A vital part of success with your goals is getting into a habit of diarising time to check in on your goals, celebrating progress, and reflecting on what’s working well for you and what may need changing. 6.     Develop success-building habits “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” — Aristotle The power of habit can be a game-changer for creating success. Goals will usually require putting in place new habits or shifting unhelpful habits into better habits. It may be making goal setting and goal tracking a habit. It could be using a habit-stacking technique to introduce a new habit into your current routine. Success for you may be learning a new skill or improving a skill which will require scheduling time to work on the skill. The easiest way to make this successful is to make this a habit, so it becomes a natural part of your routine. Success-building habits could also be implementing alternative strategies for when negative habits arise. Remember, it can be hard to implement new habits – they need hardwiring into the brain. The best way is to start small. If your goal is to write a book, committing to writing for just five minutes a day before you check your emails can be easier to implement than pledging to write 1000 words a day. 7.     Forward focus “Don’t let yesterday take up too much of today.” — Will Rogers Ask the brain not to think about something, and that’s all it will think of. This is why it is better to shift your perspective to what you want from the future rather than what you want to leave behind. With this in mind, it is often better to look to the positive outcomes of your goals. For example, if your goal is to give up alcohol, this puts the focus on alcohol, keeping it in your mind and meaning you’re bringing the thought of alcohol into the present. By reframing it to, ‘I want to improve my sleep, health and wellbeing. To achieve this, I will stop drinking alcohol,’ you focus on the positive outcomes you want to work towards rather than what habit you want to leave in the past. With these seven tips in mind, are there any steps you can take to improve the likelihood of success with your next goal? ### Employee Experience - It’s Never Been More Important It is, perhaps, safe to say that the working landscape went through its biggest transition ever during the global health crisis, to an extent that we can now define it as being either ‘pre-pandemic’ or ‘post-pandemic’. Of course, that transition can partially be attributed to workplace closures and furlough, but it goes deeper It’s important to remember that COVID-19 didn’t just have an impact on the working environment itself, but in practically every area of an employee’s life. It’s affected financial stability, with 1 in 5 struggling with money. It’s affected mental health, with the prevalence of psychological distress growing by almost 10% during 2020. It’s affected our most critical support networks, with a quarter of adults feeling lonely. Today, most of us are tired, frustrated, and struggling to see the light at the end of the tunnel. We’re all grieving, in one way or another, whether it’s for lost friends and family, lost relationships, or simply a loss of life as we’ve always known it. We need to find a renewed sense of purpose, belonging, and joy in the things that we do. The role of the employer is changing. Employees need more support than ever before, and to ensure consistency in productivity, quality, and collaboration, it’s up to employers to support their workers through this challenging time… and beyond. The Current Landscape Just under three quarters of workers state that their employer should be playing a role in their wellbeing. And businesses are trying. But it’s not as easy as it seems. Employers are trying to create healthy, satisfactory workplace experiences for their employees while still not fully understanding exactly what the new working landscape looks like, how it's going to work in the long term, and what employees will need in order to enjoy the sort of workplace experiences they’re looking for. Aspects such as remote working, flexible schedules, additional support for more vulnerable workers, a loss of large in-person meetings and physical events are all muddying the waters. Employers are having to build experiences in an alien landscape, so it’s not surprising that many aren’t quite getting it right just yet. In fact, according to the latest reports, only around 13% of employees say that they’re ‘fully satisfied’ with their experiences today. And unfortunately, if employers don’t prioritise the employee experience, the future of work could be in jeopardy. The Future of Work If we keep heading down this same road - this road of either not understanding the importance of the employee experience or failing to get it right - the future of work doesn’t look all that positive. It’s reported that 40% of workers are considering quitting their job, and in some countries a ‘mass exodus’ is already well underway. In the UK, for example, a single week in June 2021 saw 200,000 new job adverts posted as employers desperately tried to fill vacancies; a far higher figure than had been recorded in any week prior to the pandemic. And with most of those ads seeking skilled workers, the already concerning skills gap could widen further. It’s estimated that a poor employee experience could end up costing businesses upwards of $4 trillion in lost revenue. This estimation is backed by reports showing that firms ranking in the top 25% for employee experience typically see double the return on sales and triple the return on assets compared to the bottom 25%. Changing the Course The good news is that it’s not too late. Employers do not have to sit back and accept what could happen further down the line. Instead, they can play an active role in changing the course, creating improved experiences for employees that strengthen loyalty, reduce turnover, and attract top talent who are excited to work for supportive, people-centric businesses. Effective measures for creating improved employee experiences include: ●      Being clear on expectations: There must be a clear line of communication between business and employee that ensures employees understand what is expected of them within the workplace, and what support is available. This can help to reduce feelings of burnout, and ensure they know help is there. ●      Create employee journeys: Employees must always feel that they have more to gain from remaining in their role, rather than feeling like there’s no more value to be gained from the workplace. Rather than focusing only on recruiting and onboarding, focus on creating ever-moving work journeys. ●      Listen and learn: Make communication a standard part of the working environment, offering multiple channels of communication such as digital chats, in-person meetings, and so on. Listen to employee concerns, learn what’s working (and what’s not), and practice empathy and understanding. ●      Recognise & reward: Be sure to let employees know that their efforts are appreciated, especially during this challenging time, through recognising excellence and rewarding hard work. McKinsey estimates that this can boost quality, wellbeing, and engagement by 21%, 44%, and 45% respectively. ●      Build relationships: Workplace relationships - between business and employee and between employees themselves - are integral to the workplace experience. Ensure you’re offering opportunities for relationship building, such chances for cross-departmental chats and non-work related discussions. ●      Develop a culture of inclusivity: A workplace should not feel uncomfortable or unsafe. Employers must focus on building a culture of inclusiveness that makes every employee - from new recruits to long time workers - feel that they belong, that they have a place in the company, and are appreciated.   Our management consultants are here to help. If you’d like to discuss the employee experience in your workplace, get in touch with your local office today. ### LGBTQ+ Inclusion At Work Diversity and inclusivity are vital aspects of workplace culture that not only improves the lives of people in the organisation but has a strong business case too. However, one area of diversity and inclusion that many organisations are falling behind with is focusing on LGBTQ+ inclusivity at work. Issues of discrimination and conflict are still prevalent for many LGBTQ+ employees with: 55% of trans employees experiencing conflict 16% of LGBTQ+ workers say they feel psychologically unsafe 10% of US LGBTQ+ workers have faced workplace discrimination 50% of US LGBTQ+ employees experience workplace bias 9% report being denied a job because of their orientation or identity These statistics are helping organisations to realise that they need to do more to ensure every employee feels safe, supported, understood, and accepted. Creating LGBTQ+ Inclusion In The Workplace In 2020, two-thirds of employers said that they did not have diversity and inclusion policies, initiatives or a team in place. Making a more inclusive workplace doesn't have to be overwhelming; even small steps to building a more inclusive workplace could improve the whole culture. Review Existing Policies Before setting out new policies for diversity and inclusion, start by reviewing the existing policies. This review can make sure that language is inclusive, for example, removing gendered language such as 'mother' and replacing this with the term parent, guardian, or carer. As well as reviewing existing policies for gendered language, it is worth reflecting on the policies already in place. Many organisations focus on including policies that serve a large proportion of the workforce. However, this approach can make the minorities in your workforce feel excluded. Consequently, there may be amendments you can make to include those that may feel like they're in the minority in your organisation. Another crucial update in your policies is to ensure that discrimination, harassment and anti-inclusive behaviour will not be tolerated. The policy can also stipulate the steps that the organisation will take if there is a breach of policy Use Inclusivity To Create Community Networks within your organisation can help to increase employee engagement and retention. When organisations make progressive steps and take bigger steps in promoting allyship, they create a company-wide culture of inclusivity. By creating communities and opportunities for participation, you show that it is something that everyone can enjoy and doesn't require individuals to 'out' themselves to feel included in an LGBTQ+ network. To grow a community feel within an organisation requires support and inclusion at every level. It can help for leaders (and senior members) to be instrumental in creating aims and responsibilities for building the community. Education And Regular Training Many people do not realise the persecution and threats to safety that can affect LGBTQ+ individuals. Whether in or out of the workplace, there are significant risks that LGBTQ+ people face. Creating a compassionate and understanding workforce can help LGTBQ+ employees feel safe at work, but education so that all employees understand the risks that are still present can help to build awareness and allyship. Having specific inclusivity workshops or language reviews can also be useful to show the commitment to seeking expert and external views. It may also be useful to work with consultants who identify in different groups to ensure the organisation has considered every perspective. It is important not to rely on minoritised employees to be the spokesperson but allow them to share their knowledge if they feel comfortable doing so. Encouraging conversations and resource sharing can help to build insights and knowledge. This can create a safe space in the organisation for people to raise concerns, be able to ask questions and encourage positive and constructive conversations and ideas on how to increase inclusivity. Remember that education is not a one-off event for inclusivity; it serves as an ongoing practice. Make Wellbeing A Priority Research has shown that wellbeing scores can be lower for LGBTQ+ employees. These employees are less likely to say that their work positively impacts their health compared to heterosexual workers. As a result, monitoring wellbeing can be an important aspect of the organisation's inclusivity work. Having wellbeing support and training can help all staff who may face stress and anxiety, but it is crucial to ensure your wellbeing offering is appropriate and supportive to many different employee groups. Create A Style Guide Language can be powerful in making people feel included or excluded. Organisations can help build inclusivity at every step by creating a guide of inclusive terms that feel on-brand for the organisation. For greater inclusivity, you may want to poll your team on the terms they feel most comfortable with so they feel empowered and included rather than stigmatised or alienated. Another aspect of the style guide could be the support with pronoun normalisation. Employees that feel comfortable adding their pronouns to email footers and bylines can help to show respect for identity. However, it is important to recognise that this respect runs both ways, and there may be people that do not feel comfortable sharing their pronouns. Avoid Tokenism Inclusivity is not just for Pride month, yet some organisations will only focus on LGBTQ+ support during Pride. Employees (and customers) will quickly see the difference between organisations that embody inclusivity and those that only use Pride as a marketing strategy. Tokenism can be especially damaging to those who feel welcome initially and then realise they may be in harmful environments if the organisation doesn't have a fully inclusive set-up. Again, a clear organisational policy which is actively used and adjusted can be the starting point from which year-round inclusivity events and support can flourish. ### Unexpected Resignations An unexpected resignation is always a shock. Sometimes managers react badly and refuse to accept it – as if it were their choice. We aren’t indentured, we are free to choose where to work, and managers don’t have extraordinary powers to retain people. If someone wants to go, they can go. Candidates tell us this and our response is always the same: they have the right to leave when they want (as long as they fulfil their contractual obligations). Often the manager pulls internal resources together to cover the loss. This may work well and the restructure makes everyone happier – even saves a bit on payroll. But the reverse is also true. Some managers can’t imagine having that position empty - perhaps it's mission-critical - and try to maintain the status quo, asking HR for a replacement. When that fails, either HR or the line manager comes to us. That's when the drama starts. Now we are weeks into the notice period, and the incumbent is leaving in a matter of days. They may ask for a discount on fees (which we won’t do) or insist that the position be filled within a week (despite them having tried for a month). All very entertaining to an outside observer, but less amusing up close. One antidote is building a talent pipeline. This isn't something that HR or the line manager has to do alone – we can help. It’s fairly easy, not particularly time-consuming to manage, and the dividends may be substantial. When that shock resignation comes in, we pick up the talent pipeline, dust it off and see what we have. Within a few days it may be possible to be interviewing and selecting a replacement. Yes, there might be a hiatus of a couple of weeks between departure and new arrival, but that’s much better than months – which we have seen all too often. ### The Great Resignation – Why Employee Satisfaction Should Be Your Priority The pandemic prompted one of the most significant changes in the world of employment history books. Colleagues that had been used to working together for years were suddenly pushed into working in isolation. All social events were cancelled, work from home was the "new normal", and for a lot of people, it led them to think about how they spend their time. An unpleasant job that's bearable because it pays for your social life is suddenly pulled into focus when it's the only thing you're doing every day. In January 2022, it was announced that the rate of UK workers quitting their job was at its highest since 2009, as a record 4.5 million people resigned in November 2021 alone. In a study conducted by The HR Director on 1000 workers, the researchers found that almost a third (29%) of UK workers were considering leaving their current job, either to start another job in the same sector, to move to a new industry to retrain or to start a new business. The study found that one of the biggest reasons for leaving a job was an insufficient salary or because employers hadn't offered enough bonuses or pay rises. Employee Satisfaction: The Cost-Effective Option For many years, employee satisfaction has been a bonus after effective cost management and productivity levels. Companies that put their employees first and focused on ensuring that workers felt fulfilled and happy in their job were often branded as edgy. It's true that happy workers are hard workers, but until recently, many employers had chosen to turn a blind eye to this fact. The issue is that while an employee might be replaceable in terms of the job that they do, it costs the business a lot of money. Hiring new members of staff costs time and money in terms of dedicating a budget to training or asking a more experienced staff member to take on the role of trainer. In addition to this, new members of staff will naturally be less productive while they're learning. SMEs simply can't afford to lose staff, which means that dedicating even a small budget to employee satisfaction and development is a much more cost-effective option. The good news is that there is still time to change before losing more of your workforce. Of the survey respondents who indicated that they wanted to leave, 32% have delayed resigning. The most popular reason is that they felt the job market was too unstable due to the pandemic. Mitigating The Great Resignation So, what can employers do to create a better working environment for their employees? Thankfully, we're closer to the answer. The extraordinary rates of people quitting their jobs have prompted multiple studies to be conducted. One of the biggest reasons for dissatisfaction among employees is a lack of career and personal development opportunities. 13% of workers that responded to The HR Director's study said that they felt their employer didn't invest enough in new technologies or in training their workforce. When working on policies to retain workers and attract new members of staff, flexibility is one of the key points that workers consider. Of the workers surveyed, 28% said that they had been encouraged to stay at their current job, despite general dissatisfaction, for fear of losing their current company's flexible working policies. 16% of respondents said that they wanted to quit their job because their employer was forcing them to go back into the office. 20% of workers said that they felt their employer preferred colleagues that chose to work in the office. For employers trying to retain staff, having a policy of flexible working is hugely important. The Case For Hybrid Working Creating a supportive environment within the office that extends to employees that choose to work from home is also vital to employee satisfaction and retention. Throughout the pandemic, there has been a big focus on the importance of caring for your mental health. People have been encouraged to do things that make them happy, like taking up hobbies. It's possible that some of these hobbies could've turned into a business, but the more likely option is that employees have realised that they weren't feeling fulfilled by their job. In a study conducted by Property Week, 55% of respondents said they thought that the quality of a workplace would influence their job choice. Further to this study, Glassdoor surveyed over 5000 people (1000 of which were UK based). 77% of respondents said that they would look for information about the company's workplace culture before applying for the job. A further 57% said they valued workplace culture over a high salary. How To Create A Great Workplace Culture Offering a positive workplace culture is vital to employee retention and comes in many forms. Regular socials and an employee development budget could go a long way to making employees feel comfortable and valued. Furthermore, something as simple as having open lines of communication and ensuring that all workers feel that they're able to discuss any issues goes a long way to creating a positive workplace culture. As a result of the pandemic, more people are actively paying attention to their mental health, as well as ensuring that their employer aligns with their values. Christian Sutherland-Wong, the chairperson of Glassdoor, argued that having a clear culture and values policy was critical in today's job market. The days of an employee staying with one organisation for the entirety of their working lives have long gone. The internet has opened conversations around what constitutes a positive workplace, which organisations are best at looking after their employees, and reminds people that there is more to life than being in an unhappy job. Businesses absolutely need to have a focus on the happiness of their employees to ensure that they retain staff and attract new staff where necessary. The old adage "a happy worker is a hard worker" has never been truer than in today's market. ### Making the Return to the Office a Success Despite the many collaboration tools that we have at our fingertips today, when it comes to effective communication there’s really nothing better than having your teams all together, in the same room. Especially as ‘Zoom fatigue’ is quickly starting to set in. Many employees feel this way, too. In fact, 87% say that the office plays an important role in building relationships and collaborating with their colleagues. This is why more and more businesses are beginning to think seriously about encouraging employees to make a return to the office. But how can you ensure you’re taking the right steps to make this return as successful as possible? Acknowledging the Challenges The first step towards driving success is to understand the barriers employees may face in returning to the office. Some aspects to take into consideration include: 1. Rising fuel prices that can make the commute unaffordable 2. Cost of living rises leaving less to spend on public transport 3. The comfort of home; nearly three quarters don’t want to return full time So how can you address these barriers and make a return to the office a positive and comfortable transition for your employees? Here are our top tips for success: ●      Involve your staff What’s changed for employees over the past few years? What do they need to feel comfortable and confident returning to the workplace? What are they excited about, and what fears do they have? Listen, learn, and plan the return based around the needs of your workforce. Give them what they need to succeed. ●      Be open and flexible Approaching this from a rigid, unwavering standpoint could create conflict. Instead, where possible try to inject some degree of flexibility into your return plans. Don’t try to make things exactly the same as how they were. The world has changed. 66% of employees say that flexible terms would help them transition back to the office. ●      Don’t lose focus Prior to the pandemic ‘workplace wellbeing’ was often seen as a ‘nice to have’. Today, it’s everything. If you’ve been supporting your employees making health and wellness a focus during the crisis, be careful not to lose this focus just because your staff are returning to the office. Keep building that employee-centric culture in the office. ●      Adapt as needed Try to develop a culture of communication that allows for your staff to provide feedback on your return to work efforts in a safe space. And most importantly, use this feedback and adapt. Remember: for a return to the office to be a success, you can’t just focus on getting people back in; you need to focus on keeping them, too. Embracing Our New Normal It’s been more than two years since the business landscape was disrupted. Returning to the workplace is a major event, and it’s one your employees may feel quite anxious about. Planning is the best way to help it all go smoothly.   ### Horton International Germany Adds Industry Expert, Steffi Schröder To Its Management Team Executive search specialist, Horton International Germany has expanded its skill base by appointing Steffi Schröder as the new Business Manager at their Munich office. The industrial engineer can draw on extensive experience accumulated during her many years in the industrial sector. Her career path has always been characterised by close client contact and a focus on technical consulting projects.  She started her career in HR consulting in a media and HR consulting company, where she managed the TWI Media and Online Agency department. Coming from a background in which she had developed very close contacts with suppliers in the automotive industry, the path to personnel consulting was not a big leap. The many different topics, especially the strong customer focus in the technical environment, excited her from the start. After more than 10 years of expanding her executive search expertise, Steffie Schröder wanted to get back closer to the industry and its internal processes. With this in mind, she decided to support the development of an active sourcing department at an innovative engineering provider, which primarily operated in automotive, aviation and digitisation. Her next career step saw her becoming European Talent Acquisition Manager at an international company. As of 3 March 2022, she has taken over the Industry Business Unit at Horton International Germany’s Munich location. “Now I’m back in executive search and want to be able to make best use of my philosophy of being proactive and opening up more great exciting markets with advanced technologies and helping clients find the best possible talent. Why Horton? There’s a really healthy dynamic here and a high level of empathy that gives you a great amount of motivation after just a few days!” Steffi Schröder explains. “We’re delighted that we have managed to persuade Steffi Schröder to join us. She will provide a real boost to our industrial divisions and our Munich office. Steffi is not only a successful appointment in terms of quality, but will also bring a huge amount to this business segment in terms of her winning personality!" says Martin Krill, managing partner of the executive search specialist, Horton International Germany. ### How has the pandemic affected your wellbeing and the wellbeing of your team? Whether working in the office, at home or in a hybrid capacity, the pandemic has affected the way we work indefinitely. With businesses worldwide still feeling the impact, we know that teams and leaders have had to navigate a huge number of obstacles to get to the New Normal. With pandemic challenges, such as fast or disruptive change, the mental health of the global workforce has shifted. Horton International has teamed up with Plumm Health, the workplace mental wellbeing platform, to create this global survey to discover more about how to support wellbeing in the age of hybrid working. Share your experiences here: https://1zil31qi0m3.typeform.com/to/NCBEJB1e?typeform-source=www.hortoninternational.com   *Responses will be completely anonymous and will be analysed with the support of Plumm's accredited therapists.*   ### Daniel Kutschenko new Business Unit Manager - Horton International Germany We are pleased to announce Daniel Kutschenko is the new Business Unit Manager for IT Services & Operations at Horton International Germany. Daniel began his professional career in brand management in the consumer goods industry. There he learned one thing above all in countless market research projects: to understand people and their personal motivations. After that, he worked for another four years in a strategy consultancy and supported companies in the development of new, digital business models. In September 2016, he joined Horton International Germany as an executive search consultant, where he was promoted to senior consultant just under a year later and to manager in 2019. Since 1 January 2022, Daniel has been responsible for the IT Services & Operations business unit. In the following interview, we asked him 7 personal questions to find out more about him as a person. How do you start the day? As a family man - our two boys are one and five years old - I have discovered the morning hours for myself. My "me time" starts Monday to Friday at 6 a.m. - when everyone else is still slumbering peacefully - with meditation, journaling and jogging, alternating with fitness. This gets me into a positive frame of mind and ready for whatever the day brings. Then an oat milk shake, get the kids ready and walk to the nearby daycare centre. Then it's off by car to the office 20 minutes away - for the first calls or podcasts, such as IT News or Steingart's Morning Briefing - where the first espresso and the morning team meeting are waiting. What would your colleagues say about you? That I'm usually in a good mood, genuinely interested in them and "on the pitch". Where the light is, there is also shadow. What can annoy others about you? That I always prefer to tackle problems and to-dos immediately, if only to get them out of my head. My follow-ups can be annoying. What is your favourite question in interviews that you ask candidates for clients? I consider it a great privilege to be able to enter the world of my interview partners with confidence. Accordingly, in interviews, I like to ask about my counterpart's personal recipe for success. This also enables me to better assess whether the person and the company on whose behalf I am looking for talent can be successful together.... ...and I always learn something new along the way. Why are you a personnel consultant? I see my role as a "marriage counsellor for managers". At its core, it's about understanding people and organisations and it fulfils me to literally "bring together what belongs together". Do you have a quirk in your private life? I always meticulously stock the fridge (whether at home or at work) according to a special system: according to categories, best-before date and with the packaging facing forward. My professional background is in consumer goods marketing and certainly can't be completely denied.... Which three things would you not want to do without? My family, my running shoes and my smartphone - just because of the podcasts! Tell us one more thing about you.. I see myself as a truly global citizen. Since my childhood I have lived in the USA, Denmark and Austria. I have worked in France and studied in Ireland where I fell in love  -not only with the Irish pub culture- but most importantly, with my wife who has Polish roots. ### Handbook For Hybrid Leaders After two years of reactive leadership in response to the pandemic, leaders across the globe are now welcoming a new era of leadership: hybrid leadership. Our handbook offers a toolkit of skills and potential pitfalls to avoid in order to support newly hybrid leaders as they see a paradigm shift in their leadership role, responsibility and style.   Download our Hybrid Leadership Handbook to learn more.   ### Atabay Consulting Merges with Horton International Mexico to Enhance Client Services Across the Growing Mexican Economy and other NOLA Countries Horton International, a global leader in executive search and talent management solutions is thrilled to announce its expansion in Mexico through its merger with one of Mexico’s most successful talent solutions and leadership firm: Atabay Consulting. This synergistic merger of two of Mexico’s most successful executive search firms, both of which are prolific and individually recognized for their unrivalled client services, will create a new, larger, more diverse, fully comprehensive, and revitalized operation in Mexico providing clients with all top talent services under one roof. “At Horton International we have been consistently working on building our leadership team, our service offering and our global presence. This merger is yet another step in strengthening our offering for our regional and global clients. We welcome William, Mafer and Monica to the Horton International family.”  Said Maneesh Ajmani, Chairman of the Board at Horton International. Partner William Gaber says “This merger represents a stronger future for the business, and I look forward to continuing to work amongst respected and likeminded professionals and friends. I am pleased to have the chance to build a fantastic business together and look forward to the future.” Prior to the merger, Horton International Mexico was already leading the way in talent acquisition and executive search not only in Mexico but across Central America and other countries in the north of South America. The Horton team in Mexico has been successful in recruiting for high-profile positions and senior level assignments for clients such as Nike, PepsiCo, Samsung, Scotiabank, Sony, Visa and Volvo. Horton International Mexico looks forward to continuing to offer an innovative and pristine professional service to it’s clients going forward. Appointed Managing Partner, Mafer Garibay says “I have worked with both Guillermo Cepeda and Horton International in the past, and today I am thrilled with this merger which represents an opportunity to offer a greater service to our clients and expand our operations in Latin America. I can´t wait to build our professional practice further, offer value-added services to our candidates and further develop our long-term strategic partnerships with clients.”   Atabay Consulting is a boutique search firm in Mexico that is dedicated to modernizing the current executive search and human capital solutions offering through innovative processes and forward-thinking consultancy that benefits both candidates and clients. Specializing in executive search, management assessment, board services, and talent solutions, Atabay supports organizations in evaluating talent and preparing businesses for the future of leadership. As a result of the merger, the Horton International Mexico team will relocate to Atabay’s newly remodeled headquarters in Mexico City. Partner Guillermo Cepeda says “Horton International Mexico is delighted to have merged with Atabay Consulting and be given an opportunity to grow its team of Partners with such well-regarded senior executive search consultants as Mafer Garibay, Mónica Graue, and William Gaber. Mafer, Mónica, and William are undoubtedly the most experienced high-level executive search partners in Mexico and bring with them more than 65 years of cumulative experience. They are perfectly placed to assist us in performing impeccable search processes and consistently surpassing clients´ expectations. Mexico, Central America, and the Caribbean have long needed an executive search company offering just that, and we are now able to offer this through Horton International Mexico. We couldn’t be prouder to be a part of this successful growth story.” Mafer Garibay, William Gaber and Mónica Graue all gained experience working for a very high-profile international search firm, and during their careers have been rated amongst the top 10 revenue-generating executive search professionals in Mexico. Alongside their work with Atabay Consulting and Horton International, they are committed to having a positive impact on the local community, acting as mentors to entrepreneurs and non-profit businesses, and sitting on the board of various corporate and charitable organizations. Partner Monica Graue says “I am absolutely thrilled that the four of us - William, Mafer, Guillermo, and myself - have been given this exciting opportunity to work together. I fully believe that this merger will make us stronger, and I look forward to sharing in our successes”.   About: With more than 40 offices in the Americas, Europe, and the Asia-Pacific region, and almost 50 years of history, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. The firm provides outstanding consultative advice that helps organizations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence. Horton International has also been recognized as one of the year’s top 40 global executive search firms by Hunt Scanlon Media, solidifying Horton International as one of the world’s best search firms with full commitment to satisfying the most challenging recruitment needs.   Contact: To find out more about Horton International, visit: www.hortoninternational.com Contact email: info@hortoninternational.com ### How to Get Yourself Noticed In A Competitive Environment Now that the world is beginning to return to normal, an increasing number of ambitious employees are setting their sights on moving closer towards their career goals; they’re looking to take that next step on the ladder with a new position. Unfortunately, moving forwards isn’t a choice you can make alone. Deciding that you’re ready to move onwards and upwards is just one part of the equation… you also need to make an impact on the people that can make this happen: recruiters. Recruiters see a huge number of CVs, emails, and messages come in every day. And with the mass exodus that’s taking place during the pandemic, the number of people looking for new jobs is growing. Only so many can make the shortlist… … so how can you make sure you’re on it? Here are some top tips for getting seen… and making an impression: ●      Position yourself as a leader One of the biggest mistakes that you can make is to sit back and assume recruiters will see leadership qualities in you simply because you’re already in a leadership role. But the truth is that, while managers are made through experience, true leadership comes from within. Being a leader isn’t about a title, it’s about character. People don’t deserve a role just because that’s the next logical step on the career ladder; they deserve a role because they have the skills and qualities it takes to succeed in such a position. Recruiters don’t notice people because of their job title; they notice them for the things that make them the right person for the role. There are two crucial characteristics that recruiters are often searching for. Firstly, a willingness to accept and learn from mistakes in the past, helping to shape behaviours in the here-and-now. Secondly, a future-focused mindset that doesn’t lead a team based on where they are now, but where they need to be tomorrow. Top Tip: Use professional networks such as LinkedIn to provide more information about your role beyond your title, giving recruiters more insight into the real you. ●      Highlight your relevant achievements Boasting about professional achievements - especially when no one’s asked - can feel a little awkward. But the fact is that research shows those who are clear about their strengths are more likely to be viewed as competent  by recruiters than those who keep their achievements under wraps. It pays to be open and confident. Consider that busy recruiters sometimes spend less than 10 seconds filtering out CVs. If you want to be headhunted, you need to ensure that your achievements are clearly communicated and easy to see. That’s what’s going to cause recruiters to take a second glance, and what’s going to differentiate you from the competition. However, it’s important to remember that achievements don’t always stand on their own two feet in the eyes of a recruiter. A recruiter cares little about what your achievements are; what they care about is what these achievements mean in terms of your ability to adapt, succeed, and thrive working in a higher-level position. Top Tip: Frame your achievements to create a link between what you’ve managed in the past, and how this will help you to navigate challenges in the future. ●      Promote and manage your personal brand It’s reported that more than half of recruiters wouldn’t consider a candidate without a social media presence. However, simply having a presence isn’t enough. With 55% of candidates rejected following a social media check, it's important that your digital presence portrays strong, powerful, and impactful personal branding. Just as businesses have professional brands that encompass their history, their message, their vision, and their customers all into a single persona, it’s important for job seekers to do the same. Especially at a time when recruiters are increasingly using social media and other online sources to get a better understanding of them. Everything - from who you follow and how often you post to the type of content you share and the brands you interact with - contribute towards your personal brand. Recruiters can build up an accurate persona from your personal brand, so try to ensure you’re using digital platforms in a way that aligns with your professional goals Top Tip: Maximise awareness amongst recruiters by using a broad selection of digital platforms, but always ensure consistency in your branding across each channel.  ●      Take a broad approach It’s important to remember that, when searching for the perfect candidate, recruiters aren’t just focused on your niche-specific actions and behaviours. They also take into account wider activities that demonstrate a commitment to improvement, and a desire to remain at the forefront of the broader industry. Recruiters don’t want you to provide hard proof that you can do the job. No one knows that until you’re in the position to demonstrate your impact. What they do want is proof that you are dedicated to becoming the type of person who has what it takes to succeed in such a role. And fortunately, that’s easier to demonstrate! Make sure that you’re communicating any personal or professional development achievements, such as seminars, courses, conferences, or training, even if not directly related to the sort of role you’re hoping to land in the future. It all shows you’re taking an active role in development and willing to improve your processes. Top Tip: Engage in development opportunities even if they seem distanced from your career path, and don’t be afraid to engage with broader communities. A Quick Guide to Success Do be clear and confident in your abilities, skills, and talents Do focus on the job you want, not on the job you have Do build a strong online presence that recruiters can easily find Do consider your inherent strengths, rather than just professional experience   Don’t be afraid to stand out and differentiate yourself from others Don’t limit yourself; look for ways to expand your presence across the industry Don’t let your personal branding work against you Don’t let recruiters overlook your most important qualities and characteristics               ### Should You Create A Video CV?   Thanks to the internet, advances in technology and social media, most notably, LinkedIn, the executive search industry has been forever changed. Whereas ten years ago, organisations received 25 printed CVs, organisations are dealing with anywhere from one hundred to thousands of online CVs after a single search. For organisations, managing a vast influx of CVs creates pressure on resources to process and vet CVs. For candidates, standing out in a mass of CVs is challenging. Over the years, cunning jobhunters have added their own unique twist to their CV to help them stand out. From QR codes to portfolio links, adding infographics to even presenting CVs in pizza boxes – candidates have been working hard to showcase their personality in their CV. A new trend for CVs now makes it easier for candidates to stand out with their personality, and that's by digitising their applications with a video CV. What Is A Video CV? The video CV can be described as answering the 'tell me about yourself' interview question. This is where job candidates get to introduce their background and state their experience and qualifications briefly. You can talk about your current employment or education, what your current role involves, and any past experiences that are in some way relevant to the job you are applying for. It's much like a traditional CV, except your prospective employer can see and hear you. This gives them a taste of your personality and enthusiasm for the job you applied for. Do You Still Need A Summary? One of the recent developments in CVs is using summaries – a concise overview that helps to attract and retain the attention of time-poor recruiters. While these are still popular, video CVs are a progression that can really help you stand out. Video CVs And LinkedIn LinkedIn are advocates of the video CV, so much so they've released the function, Cover Story, to each profile. The Cover Story allows members to upload a short, snappy video to their individual profile page. For jobseekers, this is a great way to showcase personality and share stories of accomplishments. For recruiters and hiring managers, a Cover Story is a fantastic way to assess a candidate's soft skills and give a glimpse as to whether they'd be the right for an organisation. Should You Create A LinkedIn Cover Story? Whether it's a Cover Story on LinkedIn or a video CV – people are divided. For some, the thought of sitting in front of a camera to talk about their career is cringeworthy. But others are intrigued by this format and its potential to let creativity and personality shine through. According to data from LinkedIn, 62% of job seekers think a video sharing experience and career goals can help them land a job. This is backed up by the fact 79% of hiring managers also believe video is important for vetting candidates. What's more, the majority of job seekers and recruiters believe that videos will eventually replace the traditional cover letter. So, while videos may not be for everyone, it seems this is a direction that job seeking is heading. What Are The Benefits Of A Video CV? As well as giving the prospective employer a rundown of why you are the ideal candidate for the job and showing off your personality and confidence, a video CV shows that the candidate is tech-savvy and plugged in. For candidates applying for jobs in marketing or public relations, this can show you are aware of the latest trends. It's also an excellent opportunity for candidates to show off their communication skills. In sales and management positions, being an outstanding communicator is a desirable trait. In addition, if you are applying for an international position, it also gives you a chance to show how well you speak the local language, giving you the edge during the selection process. One of the key benefits of submitting a video CV is that it shows that you are not afraid to take a risk and do something different to other candidates, hoping that it could land you an interview. "It is widely known that the vast majority of information in a conversation is not transmitted in words, but in the tone of voice, the facial expressions and the gestures of a communicator. Therefore, a video is an extremely valuable add-on to a written CV. In particular, it gives candidates a chance who might not tick all the boxes of a formal requirement profile." - Dr Monika Becker, Business Unit Director & Sector Head IT & Digitalisation - Horton International Germany What Are The Disadvantages Of A Video CV? Some employers see the benefits of seeing and hearing their prospective candidates before meeting for an interview. However, others are concerned it will create bias in the recruitment process based on how a candidate looks and sounds rather than initially focusing on their experience, skills and competencies. As well as the danger that the prospective employer may not be a fan of video CVs, creating one also requires a significant time investment. Each application needs a unique, professional-quality video, in much the same way you would tailor a written CV to the job you are applying for. "Video CVs can be a very useful tool, especially for those working in creative industries and customer-facing roles. However, If you are considering sending a video CV, it should be an accompaniment to a traditional CV, not a replacement. Showing your writing ability is still an important skill to highlight." - Alice Phan, Principal Consultant - Horton International Vietnam While video CVs are undoubtedly an exciting new concept, it is still very new and maybe just a bit too far out of the box for some employers to take seriously. If you are considering sending a video CV, by all means, do so, but it should for now be an accompaniment to a traditional CV, not a replacement. Top Tips To Create A Video CV Keep it short – A video should be no longer than 90 seconds. To keep people interested, aim for 45-60 seconds. Add something new – Don't use your video CV to say what's already in your CV/application. Use it to share your unique experience and how it will benefit the organisation. A handy tip is that if the content in your video could be said by someone else, it's not unique enough. Be specific – A video should be short, so it's wise to eliminate all of the fluff. Instead of sharing that you're a great team player or leader, give an accomplishment in that space. Take your time – A video could be the first interaction with you, so consider this a fantastic first impression. From the video and audio quality to your presentation, take time to focus on getting it right. Feel comfortable – If you're not comfortable on camera, you can still make a video CV. Instead, you may prefer to create a short presentation, use stock images, or use photographs relating to your profession. Tailor it – Like you would edit a CV to suit each recruiter, it is wise to personalise the video for them. You can do this by uploading it to YouTube as a private and unlisted video, and then you can send the recruiter a link to their unique video. With 80% of jobseekers understanding that job searches have become more competitive and that 75% of hiring managers believe a standard CV isn't sufficient to evaluate soft skills, a short video could be just what job seekers need to stand out and make an impact.   ### Top 10 Issues Facing HR Leaders   It will come as no surprise to HR leaders that there will be a lot of challenges in the coming year. 'Work' has significantly changed in recent years. The changes have been on the cards for a long time, but the pandemic has undoubtedly accelerated the pace. Modern workplaces might be wholly foreign to many who retired 5/10 years ago. So with all this change in motion, what are the top things HR leaders need to keep their eye on? 1.    Retaining The Best And The Brightest One of the biggest challenges facing all companies at the moment is dealing with the 'Great Resignation'. Employees are leaving their jobs at a much higher rate than usual. It's often not even for a new job. Many are leaving with nothing lined up. If you lose one of your best employees, then it can have a knock-on effect on your whole organisation. Often, when employees hand in their notice, organisations do not have time to prepare. So employee retention needs to be proactive activity. It can be worth identifying which employees are the most valuable to your organisation and ensuring that they are getting regular, effective feedback as well as opportunities to grow. 2.    Building Towards Better Diversity, Equity And Inclusion Remote working has allowed many companies to recruit far more internationally they in the past. This has, in many cases, highlighted existing issues surrounding Diversity, Equity and Inclusion (DEI). Employees, regardless of their background, are judging their companies on how they handle these issues. So with both internal and external pressures around these issues, it's important for HR leaders to have a plan for moving forward. Your workplace will not become more diverse, equal, and inclusive without an intentional effort. Making that effort is worth it because improving working conditions for any of your employees will improve things for everyone. 3.    Shifting HR Online The pandemic has likely already caused many HR leaders to shift many of their systems online. One of the benefits of this happening is that both time and money can be saved on recruitment. The challenge, though, is to continue the shift to online for as many aspects of HR as is feasible. Many tools can be utilised, and it's worth investing time to find the best ones for your needs. A great feature to look for is software that offers real-time reporting. The best way to keep your company moving and adapting is to know what's happening as soon as it happens. That way, you can quickly respond to the needs of your employees. 4.    Finding New Talent In A Shrinking Pool With workers leaving their jobs in high numbers, many believed the talent pool was growing. However, it can still seem that the pool of talent may be shrinking. People are being more selective about the jobs they take. The result is that companies are getting fewer applicants for jobs. It's not uncommon for no applications to be received. The challenge for HR leaders is to determine how to attract talent. This could mean assessing the way that jobs are presented or even looking at the application requirements. Removing or changing the requirements might attract a more diverse pool of talent and uncover the people you need. 5.    Upskilling Employees Improving the skills of your employees has never been more important. Increasing your employee's skills has many benefits. The most obvious is that they will be better equipped for their jobs. But the added benefits include increased employee satisfaction and the potential for new leaders you can promote from within. Training your employees in new skills or developing their interests can address several challenges facing HR in the coming months, so it is well worth the investment. 6.    Shaping New Leaders With talent being hard to come by, finding good people for leadership roles is a challenge. A good solution for this is to begin shaping your current employees to turn them into the people you need. As mentioned, training and upskilling your employees is an excellent tool for achieving this. Mentoring programmes are another tool worth some consideration. 7.    Promoting Healthy Working Practices Having a healthy workplace is vital. If you don't look after your employee's physical, mental, and emotional wellbeing, they are going to suffer from burnout. So what does that mean from an HR perspective? HR leaders need to be looking at the nuts and bolts first of all. Are salaries fair, are working conditions flexible enough, are working environments suitable? More than that, though, HR should be looking for ways to increase socialisation for employees, encouraging physical activity and stress management. 8.    Addressing the Issues of Remote Work As the pandemic surged, a majority of businesses shifted the bulk of their workforce to remote working. While there is a move to get people back in offices, over 92% of companies expect remote working to continue in some form. There are advantages to having a remote workforce, and many of these can include cost savings. However, there are challenges as well. These will be harder to manage once some workers begin to return to the office while others don't. With this diversity comes the potential for a two-tier workforce. On one hand, there are the employees socialising and networking in the office. On the other hand, there are the employees working just as hard but missing out on opportunities while at home. 9.    Enhancing Demand-Based Internal Training Training has come up several times already, so it's no surprise that it should be a priority. It's incumbent on HR leaders to ensure that all training is not only fit for purpose but can be delivered on-demand and is engaging and valuable. Training should be available to cover both core competencies and critical skills. HR leaders should design a system that they can easily adapt so as to meet the changing needs of your organisation. 10. Continue To Improve Change Management There has been a lot of change in the last two years. There is no doubt that many employees are feeling stressed and overwhelmed by the pace of change they have had to adapt to. With that in mind, it is worth looking at how your company manages big changes. Research suggests that the most successful transformation happen when the changes are modelled by the company leadership. So it's vital that HR leaders work with leaders across the company to make sure everyone is on the same page.     ### The importance of feedback There are plenty of stats and figures that can give you an idea of how effective someone is at their job which can help them progress. But one of the most impactful ways is by giving and receiving feedback. Not only is this beneficial for employees, but feedback and good communication is also a sign of an excellent leader. The world’s most successful leaders aren’t the ones who refer to the profit and loss accounts to see how their team are performing, they’re the ones who are aligned with their employees. They are the leaders who have good communication channels with the people below them and understand the needs of their team on a deeper level. Without a culture of feedback, you can never expect to take your leadership and company to the next level. Here’s why feedback is so important if you want to lead a successful team: Motivates your employees One of the most important parts of being a good leader is understanding that you can’t do everything yourself – you need to rely on your employees to execute your ideas and strategies. If they aren’t motivated under your leadership, your ideas will never see the light of day. Without receiving feedback or praise, you can’t expect your employees to work hard every day. They need to understand the importance of their work, once they know this productivity and quality of work will increase. Boosts engagement within your team Some managers will try everything to engage their staff but forget about one of the simplest things they can do – which doesn’t cost a penny – giving valuable feedback. A culture of open communication contributes to a more productive and engaged workforce who care about the work they are doing and the feedback that they get in return. Helps you move forward in your career and lead better When your team are engaged and motivated, it reflects well on you as their manager. You’re showing that you’re able to manage a successful team. Not only will you be mentoring your staff to take the next steps in their career, but you’ll be priming yourself for the next step in yours too. Also, when offering feedback to your employees, you can make them feel comfortable to give you feedback as well. Encouraging feedback for yourself will give your staff the opportunity to have a say, and help you improve your leadership skills. These skills are important for everyone and are critical for any successful team and company. ### Unicorns: People Not Companies Today’s topic is unicorns.  Not the Silicon Valley-type, or start-ups, but candidates who are so exceptional that they are on-the-spot hirable. Every so often we come across one of these elusive creatures and send them to a client with a strong recommendation to Hire Right Now (or someone else will do it for you). Unicorns aside, the rest of us are rather more ordinary. We fall into the bell curve of ability – most of us somewhere in the middle. But clients, of course, always want to hire from the right-hand tail: the better-quality candidates (if they can’t get their hands on a unicorn). The only problem is that everyone else wants to. We try to persuade clients that every candidate we send is worth interviewing – and the reasons why. Part of our job is to give clients options so that they don’t have to hire the best of the worst (the usual experience with a job ad). We’re trying to secure the best of the best – in that right-hand tail. But when that’s done, we do want our clients to hire someone. There has to be a balance between ticking all the boxes with a perfect candidate according to the job description, versus finding the right person to fit with the culture to train for skills. Sometimes employers lose sight of that and persist in looking for exactly the right candidate when, just perhaps, one of the people who doesn’t totally match the JD is the right hire, and will be even better if given a bit of training or whatever. That old saw – hire for attitude, train for skills – often hits the right spot. ### The Top Talent And Leadership Trends In 2022   There were a lot of challenges when it comes to leadership and talent management in 2021. 2022 looks set to be filled with some of the same challenges as well as a few emerging issues. Here are a  few things you might want to be thinking about to make sure your organisation is in the best position possible for the new year. The Churn of Talent is Going to Continue Anecdotally, there has been a large uptick in the number of people leaving jobs and changing sectors. The diminishing size of the talent pool actually started before the pandemic, but the challenging conditions have accelerated the situation. The 'Great Resignation' looks set to continue into 2022. Large numbers of workers are expressing their desire to leave their jobs even without something new lined up.  The churn of staff is going to continue. Organisations need to have a plan for how to deal with it and how to minimise it. Organisations need to look for ways to both retain current staff and attract new staff. In many cases, this can mean offering flexible working options. There is a pretty even split between those who wish to remain 100% remote, those who want to be in the office full time, and those who want a mixture. Finding ways to provide for all of these options through a hybrid model is a challenge but may be the key to success. Employee Wellbeing Will Be Front And Centre It's no surprise that many employees have been suffering from burnout. With home working becoming more common, the line between work and home has become blurred. With staff feeling disconnected, this contributes to the unrest people have been feeling. The focus of employee wellbeing is beyond just caring for mental health. Initiatives are appearing for a holistic approach, including health, fitness, and social initiatives. Sustainability And Resilience Sustainability should be firmly on every boardroom agenda. There is a myriad of reasons why this matters, although the one that is a priority for organisations is the business cost argument. Relying on supply chains that are sustainable and resilient is a much safer business prospect. Going down a sustainability route is a distinct decision that will affect your company's culture. Putting forward your sustainability credentials will also help you attract more diverse talent that might otherwise pass you over. Reinvention Is Key The pandemic has caused all sorts of disruption in organisations, big and small. In many cases, these disruptions have caused major pivots or transformations. Whether it is new ways of working or new products, we've all had to adapt. For 2022 the aim is to move forward. Instead of reacting to disruptions, act on the lessons learnt and look for ways to capitalise on your newfound strengths. Look At The Talent You Have This year, we've realised that agility, adaptability and ongoing training can be just as valuable as job-specific qualifications. It can be worth looking internally to fill senior roles when it comes to talent. If you have a gap you need to fill, look at the people you have. Then turn them into the people you need. This can mean mentoring, reskilling or restructuring. This effort can be well worth it. You will get your critical positions filled, and you may also reduce your attrition rate. Investing in your employees gives them not only new skills but also increases their loyalty and job satisfaction. All of these things translate into huge benefits for your business. Facilitating Connections One of the challenges of remote working is that people are feeling more isolated. Without the office environment, a lot of opportunities to build relationships beyond the scope of work are being lost. With Zoom meetings, you no longer have the walk past other peoples' workspaces to get to the meeting room. You no longer bump into people in the office. This not only leaves people feeling isolated but also reduces opportunities for cross-team links to be built. Leaders need to be stepping up in 2022 to find ways to help their teams connect. It should be a conscious effort because, in many cases, it's not happening organically anymore. Collaborative Working Practices The businesses that have got through the pandemic in one piece are the ones that have leant into the sense of community within their company. Instead of the focus on the individual, it's all about learning to work together even when you're not sharing space. Strong leaders will work to facilitate these collaborative cultures and practices within their teams. Flatter More Agile Structures The traditional pyramid-shaped organisational charts are falling to the wayside. These organisations that put accountability and trust across their company are able to move quicker. With innovation being the driving force behind many industries nows, the quicker you can move, the larger your advantage in a competitive market. If your company is struggling to keep up in the market, one of the first things to consider is how much power your employees have to make changes. If they can easily push innovation without a lot of permission being needed, they will be better placed to work on projects that will give you a real edge. Authenticity and Intentionality People are beginning to expect more from companies; Whether they are looking at them as potential employers or as service providers. People are choosing companies that align with their values and priorities. This means that your business needs to be authentic and open about your priorities and decisions. When people are looking for connections, you need to make your brand one they want to connect with. Finding Non-Traditional Sources of Talent For a long time, most industries have been asking for very specific and stringent requirements from applicants. Usually including degrees as well as years of experience in the same niche sector. But with these adverts going unanswered many organisations are changing tack. They are looking for employees in different places and are willing to accept new hires with fewer or different experiences. By opening up the search criteria, you'll find candidates you would have otherwise missed. Ones who may turn out to be exactly what you need to move forward. If you need support in attracting the right talent for your organisation, Horton International are here to help. Get in touch with our team to find out more.   ### Proximity Bias: How Organisations Can Avoid The Trap Perhaps the biggest shift in organisations over the last few years has been the fast adoption of remote and hybrid working. While the pandemic accelerated the shift of remote working, it is a development that is set to stay, with 98% of people surveyed saying they want to continue working remotely regularly, up from 97% in 2022. Despite the benefits and appeal of remote working, it has come with its challenges for both employees and employers. One challenge that is becoming increasingly prevalent is proximity bias. What Is Proximity Bias? Proximity bias is the unconscious or accidental proneness to offer preferential treatment to those in the immediate vicinity. In career terms, this means workers in the office may be more likely to receive promotions, opportunities and exciting projects. People working remotely may be overlooked by leaders in favour of those that are nearby. While people want to avoid bias, proximity bias is a natural and cognitive instinct. Evolutionally, we make decisions designed to keep us safe. This safety typically comes with those we are closest to, whether emotionally or geographically. The closer in physical proximity we are to others, the more likely we are to give preferential treatment, however unintentional, unconscious or unwise. Proximity bias occurs in all walks of life; however, it is easy to see this ‘favouritism tendency’ play out in the world of work. For example, you may feel closer to the colleagues you regularly sit closest to or interact with more regularly. Proximity Bias and Remote Working As we adjust to greater levels of remote and hybrid working, we begin to see more evidence of proximity bias playing out, despite not being a new phenomenon. Owl Labs’ findings from 2023 show that proximity bias is a significant concern for the remote workforce. Nearly half of the respondents (48%) fear that working remotely means they won’t be heard and that their in-office coworkers will have more opportunities for progress.  The situation is even more dire when we take a look at the opinions of managers and decision-makers — 68% of them feel their remote or hybrid workers are missing out on constructive feedback and growth opportunities and that that may hinder their career growth. Only 29% don’t feel that way.  Research about how remote workers experience proximity bias found that they: Don’t feel as appreciated or valued Receive less support Miss opportunities their in-house colleagues receive Can feel neglected Are demoralised and lose engagement Further evidence is that remote workers typically complete more unpaid overtime and have a lower sickness and absence rate. Some suggest this is the remote worker having to work longer and harder in order to ‘make up’ for their physical absence. How To Address Proximity Bias Consider Interactions It is so easy to snatch a quick conversation with a team member during a coffee break or head over to someone’s desk. These connections are seamless, but they may mean leaders are missing out on building those key connections with remote workers. Running regular virtual meetings can help to create a level playing field for all members of staff. This means regular check-ins with everyone at the same time, rather than a meeting room for in-house colleagues and a virtual meeting for remote workers. Even if the majority of the people are in the office, having everyone tune in via their own screens can help to create a universal front. Recognise Bias One of the biggest things that organisations can do to address proximity bias is to recognise it. All organisations hope to create a culture without bias but recognising or being open to the fact there may be a problem can help show a commitment to equality across the organisation. Leaders may choose to reflect each month on the conversations they’ve had with their colleagues and the people they’ve had less interaction with. It may also be wise to start an objective record of the projects awarded to which individuals and whether there are trends in who receives praise, work and promotions and if these are the people leaders spend more time connecting with. Hybrid Honesty The hybrid workplace can be successful for everyone. However, there needs to be honest conversations about how everyone experiences hybrid work with a hybrid workplace. Regular surveys and conversations covering the emotional aspect of the hybrid setup can be essential in finding out whether workers feel included, supported, and acknowledged. Asking teams what a good or ideal work setup would be can help leaders spot links to the issues that workers experience. Supporting honest conversations, letting people vent their frustrations, and allowing people to virtually raise their hand can help you continuously improve the workplace and ensure you’re getting the best out of your workforce. Be Inclusivity-First Many organisations have adopted a hybrid setup in order to promote their inclusivity. However, inclusivity doesn’t stop there. Inclusivity remains an ongoing practice, and regularly checking in to reflect on biases can be a vital step in eliminating proximity bias from your organisation. By following an inclusivity-first approach, you can create a culture without favouritism or overshadowing and make sure everyone in the organisation feels seen and recognised.    Horton International is the leading executive search boutique firm to secure unique and innovative leadership talent that will consistently drive top performance. Horton International develops a profound understanding of your needs, business objectives and specific culture to deliver the perfect match candidates who will bring a sound competitive advantage to your company.  With almost 50 years of history and more than 40 offices in the World, Horton International will help you solve your talent needs through a flexible, speedy, efficient and a proprietary disruptive search process which allows us to thrive in high-level sophisticated and key niche leadership positions worldwide. Our global team is passionate to deliver the highest quality service, best results and committed to developing a long-term, close, and active strategic partnership with all our clients.    ### Best Personnel Consultant 2021 Award - Horton International Germany Filling management and key positions in a company is a sensitive task. With the help of qualified consulting, executive search succeeds even and especially under difficult conditions. With the renewed award as BEST PERSONNEL CONSULTANT 2021 presents our Horton International partners in Germany, Hager Unternehmensberatung as a qualified professional and a partner valued by its clients. Some repetition never gets boring, no matter how often you encounter it. It is exactly the same with the award as BEST PERSONNEL CONSULTANT 2021, which Hager received in December for the fifth time in a row. Hager was voted Germany's best headhunter in a total of seven categories this year. In doing so, the series of awards does not simply continue. With five stars in each category - the top mark in WirtschaftsWoche's ranking - Hager has impressed in a total of seven categories this year, once again surpassing its own performance in previous years. As Germany's leading business magazine, WirtschaftsWoche has enjoyed the highest reputation for almost a century. In doing so, "WiWo" convinces through the use of many years of expertise in various rankings, such as the choice BESTE PERSONALBERATUNG, and has made a name for itself as an advisor in central entrepreneurial decisions. Particularly noteworthy is the fact that the repeated evaluation as BEST PERSONNEL ADVISORY was not based on abstract criteria or complicated algorithms. As a basis for the ranking, WirtschaftsWoche again used a questionnaire developed by the renowned professor for international management at the IU International University of Applied Sciences in Erfurt, Christel Gade, in 2021. The evaluation of the answers from around 3,000 personnel decision-makers provided information on the assessment of the performance provided by a total of more than 1,000 consulting firms and thus a practice-related assessment basis for the subsequent ranking. Aspects such as frequency of mention, satisfaction with the cooperation, awareness of the consulting firm and its image were included in the survey. As a result, Hager achieved the top rating in the form of five stars in seven of a total of 15 categories. WirtschaftsWoche attests Hager Unternehmensberatung top performance in: - Consulting/Professional Services - Digitalisation - Energy - Financial Services - Real Estate - IT - Machinery Plant engineering (with industry and metal) "2021 was a very special year in many areas," recalls Martin Krill, managing partner of Hager Unternehmensberatung. "Qualified executive search consulting has once again proven to be an important strategic support, with the help of which companies have been able to maintain or even expand their position in the market." As important bodies of the industry, the Federal Association of German Management Consultants (BDU) as well as the Association for Professionals and Executives (DFK) - both supporters of the WirtschaftsWoche survey - are optimistic about the future. After a challenging year in 2020, companies are again increasingly relying on consulting, especially when it comes to filling management positions and making companies fit for the various challenges of the future. With growth of around 15% forecast for 2021 in the field of personnel consulting (cf. "Personalberatung in Deutschland 2021", industry study by the BDU), the selection of the right partner is the first and often decisive hurdle facing companies willing to seek advice. With the ranking BESTE PERSONALBERATUNG 2021, WirtschaftsWoche provides a valuable decision-making aid. "We are proud of the renewed award and are pleased to have convinced clients from additional sectors this year," emphasises Martin Krill. "The results of the WirtschaftsWoche survey confirm us in our efforts to continuously develop. For the next few years, we have set ourselves the goal of convincing in further categories and establishing ourselves as a holistic executive search specialist across all industries."   ### Pandemic Pivot Or Long-Term Transformation? How can you shift from a short-term pivot into a long-term transformation? Just 41% of leaders think their team is strong – is your organisation full of team spirit? Remote working is no longer enough to attract top talent – how can you attract the people that make a difference? As 2021 draws to a close, many of us expected to be in a far different position. The new normal has become the old normal, and it can feel that we’re repeating the cycle. The pandemic’s effects continue to be felt, and the longer it goes on, the more businesses will start to feel the pressure. In 2020, the focus was on the fact that if what you’re doing isn’t going to keep you afloat for the next 6 - 12 months, then it was time to consider making a pivot. But those who have adopted a pivot for the short-term are now in limbo of what happens next. When reverting back, staying in the pivot or planning for the unknown short-term future, all seem impossible; what can organisations do to manage their own transformation? Shift Your Mindset It’s easy to feel overwhelmed by the current state of the world. Most of us are going through an extended mourning period as we lament all we’ve lost and continue to lose. However, this is not the mindset from which you can successfully plan for the future. Instead, you need to shift your outlook and consider how you and your business can emerge from this crisis in a stronger position.  Hernan Saenz and Dunigan O’Keeffe of Bain and Company have boiled it down to two questions.  How can we come out stronger than our competition? What can we learn from this that will support our future growth? Key takeaway: A growth mindset over a fixed mindset can do wonders for business success and organisational optimism. What’s Your Aim? How far ahead you’re looking will determine what you need from your organisation. For the short-term, a pivot; for the long-term, a transformation is needed. The aim for pivots is to survive until you can return to business as usual. A transformation is a fundamental shift in the way you do business. This kind of change you want will lay the groundwork for a new way of doing business as you move past the pandemic. Pivot: Temporary Shift For Survival When we think of a pandemic pivot, an example that regularly comes up is a temporary shift by producing items like hand sanitiser or PPE. But, you don’t have to be making tangible goods to make this kind of temporary pivot.  Kidadl is a company that, pre-pandemic, operated an online booking portal for family outings and experiences. To survive the pandemic, they have put most of their operation into hibernation and diverted 70% of their funds into creating editorial content. They are focusing on content to help parents stuck at home with kids. As a result, their web traffic is up 500%. Transformation: Shift For Longterm Success For some businesses, 2021 has forced them to reassess what they do and how they do it. In some cases, the outcome is that the CEOs in question are now taking their company in a new direction and have no plans to turn back.  A great example of this type of transformation is Marco Castelanelli. He’s the founder of Club Vino, a wine tasting event company. Pre-pandemic, he operated in-person wine tasting at hotels. Now they run online wine tasting. Their model is to ship the wine, tasting notes, and links to explainer videos. People can enjoy the tasting from the comfort of their own homes.  Castelanelli soon realised that this model was a perfect complement to their existing model. This version is more scalable and offers enormous potential for growth moving forward. So out of this crisis, Club Vino has found a new revenue stream and direction. Key takeaway: Will you be able to return to ‘normal’, or could your business benefit from a long-term shift to meet customer needs? Reassess Your Processes Part of your shift, especially for the long-term, should be a complete reevaluation of the processes you currently use. An excellent way to do this is in the form of a blank page review. This means you consider how you should do things without considering how you currently do them. This allows you to get out of the trap of confirmation bias. Just because you’ve always done something in a certain way doesn’t mean it’s the best way, especially not when the world is in a state of flux. Merely going about things differently may be all you need to achieve the transformation you want. It may also reveal a lot of cost-saving measures and efficiencies that you can carry forward into the future. Doing this sort of thing every so often can be valuable. Key takeaway: Ask different members of your organisation how they think the processes should run; there may be new ideas that no one has yet considered. Focus On Team Cohesion Many CEOs are concerned about team cohesion. In March 2020, 58% thought their team was strong; by September, it dropped to 41%. Even if you’re not worried about your team right now, you will need to pay attention to how your team reacts if you plan a significant transformation. When you make any change in the way you work, it can alter people’s workflow. When you shift things to remote/hybrid working, you may find that your teams don’t work in the same way anymore. Changing your focus is bound to have a similar effect. Anytime a team’s composition changes, there is a settling period. It’s vital to stay alert for where things are no longer working and people who aren’t working well together.  If your team is not cohesive, then your business will be working at sub-optimal efficiency. Your team will suffer, as well. It’s worth making a conscious effort to monitor the interpersonal friction in your team and take action to bring your people together.  Key takeaway: When do your teams work best, and how can you maintain that cohesion? Reevaluate Your Talent Strategy With so much to focus on, it can feel like your talent strategy isn’t a key component to your current business model. However, when it comes to securing talented team members, the competition is fiercer than ever. With most companies working remotely where they can, it makes it more challenging than ever to attract the right people to round out your team. When making a major transformation, the chances are that you’re going to need to shuffle people around and possibly seek out new skills.  A lot of employees are looking for more than just a good working arrangement. After all, most organisations offer remote working now. People want to feel needed and as if their work has a purpose. Taking some time to articulate precisely what working with your company offers new and existing employees can really help to captivate interest and ensure you’re attracting the top talent. Key takeaway: How can your organisation make sure it’s attracting top talent?     With more than 40 offices in the Americas, Europe and Asia-Pacific, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals. We are driven by a single purpose - helping our clients achieve their business objectives.     ### Top 10 Fastest-Growing Jobs Over The Next Decade(2030) Over time the employment landscape will change significantly. The booming careers ten years ago are not the same as the roles in demand today. In the next decade, it’s likely that careers will require a new set of skills that are beyond what we have today. A report by McKinsey revealed that ‘employment in Europe has grown in knowledge-intensive sectors such as telecommunications, financial services, real estate, and education, while it has been declining in manufacturing and agriculture’. Rapid developments in technology are expected to further change these growing jobs and could leave some roles obsolete altogether. In fact, it is estimated that automation could potentially destroy around 73 million jobs by 2030. These shifts in the employment landscape are not all doom and gloom, and while some roles might become redundant over the years, others will be more needed than ever. There are many fastest-growing jobs by 2030, and knowing what they are, and the skills you need to thrive in them could set you up for success. Many of the high demand jobs expected to grow in the next decade are in industries that have been hard hit by the COVID pandemic as well as in renewable energy, healthcare, and data. Top 10 Fastest-Growing Jobs By 2030 Various predictions have been made into the roles which will be in most demand over the next decade. The Bureau of Labor Statistics (BLS) and the Insider have used their employment projections to reveal the sectors expected to grow the most between now and 2030. There is likely to be an increase of 11.9 million jobs in the next decade, and the top 10 fastest growing skills by 2030 include: 1.     Wind Turbine Technicians With such a focus on sustainability and renewable energy, wind turbines are set to rise rapidly in popularity. To support this growth, technicians are going to be required to manage and maintain the equipment. It is expected that these jobs will have the fastest growth rate of all roles by 2030. The BLS predicts that there will be a rise of 68% in wind turbine technicians over the next ten years. Getting into this role requires the right qualifications, usually a certificate or diploma in the maintenance of wind turbines at a minimum. Although, this is a position where on the job training is provided. 2.     Nurse Practitioners Nurse practitioners are set to be in high demand this decade, with an expected rise in healthcare and social care. There is an increase in chronic conditions, as well as more stress than ever before. Nurse practitioners are also known as advanced practice registered nurses or APRNs, and they offer advanced services to patients. In this position, individuals can act as a primary or speciality care providers, prescribe care plans and assess patient needs. To become a nurse practitioner, advanced medical knowledge is required, and a master’s degree in a specialised nursing role. 3.     Solar Photovoltaic Installers Just like wind turbine technicians, solar photovoltaic installers are also rising in popularity because of the focus on renewable energy. This position is expected to rise by 52% between 2020 and 2030. Put simply; these are the people who install solar panel systems on buildings, in fields or at other locations as required. Typically to enter this profession, a higher education diploma or equivalent is necessary. 4.     Statisticians Similar to mathematicians, statisticians apply data and analyse it carefully. This role requires advanced knowledge of statistical prediction, interpretation, and maths. Data and statistics are an absolute must as the world shifts to using more technology and automation than ever before. Statisticians often design surveys, polls, and experiments that apply stat principles and rely heavily on their creative thinking. Over the next decade, this position is expected to grow rapidly, with many businesses included statisticians in their key decision making. Getting into this field requires a master’s degree at a minimum. 5.     Physical Therapy Assistants Physical therapy assistants are there to ensure that practices run smoothly and are fully serving patients. These roles have greater responsibilities than other clinical assistance roles and generally require licensing and certification. Just like other healthcare roles, physical therapy assistants will be in high demand in the coming years. People in these positions often work across hospitals, nursing homes, private clinics and more. 6.     Information Security Analysts The focus on cybersecurity is massive these days, and there is more cybercrime around now than ever before. Information security analysts work to ensure information is safe, whether that be in hardware, software, or information systems. To become an information security analyst, individuals will need at least a bachelor’s degree in a relevant field. Having a master’s degree can deliver more job opportunities in this profession. 7.     Home Health And Personal Carers There is an increase in the number of people requiring home help and personal carers, and this is only set to continue. Home health and personal carers deliver personalised assistance to individuals in their own homes, usually with tasks such as bathing, dressing, meal preparation, and medications. Getting into this industry does not require extensive medical knowledge, and almost everything can be taught via on the job training. 8.     Medical And Health Services Managers There are a lot of healthcare roles on this list because the industry is expected to see high demand over the next decade. It isn’t just medical roles that are required in healthcare, and medical and health services managers are set to increase by 32%. These are the people responsible for managing facilities, recruiting staff, monitoring budgets and more. 9.     Data Scientists Data scientists need to have advanced knowledge of mathematics, and with this, can enjoy lucrative, high paying positions in the field. As technology advances, data scientists are more in demand than ten years ago. Their work helps to prevent problems in a business, and it is a valuable position in any organisation. To become a data scientist, a master’s degree is usually necessary. 10.  Physician Assistants Physician assistants work alongside surgeons, doctors, and other healthcare professionals. The demand for good help in the healthcare industry is growing, and this role is predicted to increase by 31% by 2030. An extensive knowledge of medical science is required, as well as a master’s degree, in order to pursue a career as a physician assistant. ### Reflecting over the festive period There’s something about this time of year that makes us sit back and reflect. Whether that’s on your business performance, the work environment or taking a moment to look ahead to the New Year, there are certainly benefits to taking a moment to look backwards or forward. We believe a little bit of reflection is a good thing that can allow you and your team to think about what has gone well, what could have gone differently, and how you can apply these learnings to your objectives for the following year.  To help you make the most of this reflection time, we’ve put together this guide with some reflection points that could help you get the most out of this exercise: What went well in 2021? 2021 has been another challenging year, but after 2020 it’s likely your business was ready to get stuck in. Take a moment to think about what went well over the course of this year. Did your business start to recover post-pandemic? Have you found new ways to align and motivate your team whether you are in the office together or apart? Did your business achieve something amazing against the odds? Sometimes we don’t recognise the little achievements every day, so sitting back and considering the bigger picture can help you really see and appreciate each win. What did not go so well in 2020? Were there some things that didn’t go well? For example, did your business suffer supply chain issues, or did you lose customers as a result of the pandemic? Perhaps your team struggled to function productively in the challenging circumstances. Did they struggle with a work/life balance such as having to home school while working?  You obviously cannot control your customer base, but you can look at ways to win back lapsed customers and rebuild relationships in the next year. You can also take steps now to work with your teams in different ways to motivate and re-engage them heading in to 2022. What role did you play personally in the year’s successes?   This year has continued to bring many worries and feelings of uncertainty into the workplace. Where career advancement used to be a priority for some, job survival is now a more pressing concern for many. If you were part of the leadership team that weathered this stormy year, well done. It’s time to look back at what you have achieved. Successfully adapting your team to hybrid working or bringing them back together successfully is something to be celebrated. What was your responsibility in the disappointments of 2021? No one was provided with a roadmap for 2020 and 2021, so if some mistakes were made along the way, you are certainly not alone. By understanding your accountability for any failings over the last year, you can learn and adapt your behaviour and processes to avoid making the same mistakes. If you do not take the time to assess what could have been done better, it will be harder to improve and the risk of repeating the same mistakes will increase. Think about what you plan to do differently in 2022 The New Year is almost upon us. If you’ve effectively reflected on the last twelve months, you can now use those lessons and align your new 12-month plans to continue any good work already started or make changes to adapt and improve where it’s needed. Taking time out to reflect on both business and personal achievements and shortcomings allows us to grow and develop inside and outside of the workplace. ### Hybrid Teams – Communications It’s nearly 2022 and long-gone are the days of the two-hour commute. You may have one employee who works two days in the office and three days from home; one that works at home full-time and one that works in the office full-time: our teams have never been more complicated. But that doesn’t mean communication needs to be complicated. According to Entrepreneur,  63% of high-growth companies use hybrid work models. That means those companies, and companies like yours, need to be versed in proper Hybrid Team Communication to be set up for success. 1. Choose a great online platform There are loads of great online platforms you can use to communicate with your teams. Having the right online platform means you’re all in the same place, even if you’re not. Choosing a platform is a personal preference and it’s wise to test a few to find out what’s the best fit for your own team but popular options for messaging or videoing are Slack, Microsoft Teams and Zoom. Then you have websites like Trello, Monday and Basecamp for creating an online workspace where you can assign tasks, see what projects people are working on, share files and collaborate on projects. To get the most out of your chosen platform, ensure everyone takes the time to fully understand how to use it with tailored onboarding sessions. 2. Checking in It might seem obvious but regular check-ins are essential when your team is dispersed and working from different locations. It might be easier to check-in with our in-office employees, but make sure you schedule 1:1 meetings with WFH employees are just as important and valuable, so make sure you schedule 1:1 meetings with them. 3. Everyone has different lives – work around that It’s more evident than ever, since WFH has become standard, that we all have our own lives and varying needs for a work life balance. People are working from home with their children, partners, pets around them. You might consider this as a distraction for your employees but being understanding about their home-life schedule can go a long way. Maybe one of your employees needs to log off every day for 20 minutes to pick up their children from school, but can pick up those 20 at the end of the day – your flexibility will go a long way in creating trust between you and your workers; and ultimately, creating a better team. 4. Friday pizza party We’ve all heard of the ‘Friday pizza party’. Many companies introduced a version of this concept – whether it was a work beer fridge or a snack bar – and it was to thank their teams for a hard week of work. Now with some of your team working a different schedule and at different locations, it’s easy to feel that this weekly celebration has been lost. Consider how you could re-instate that idea to work with a hybrid team. One example could be to send out food or wine vouchers or set up virtual social events to include those not in the office. ### Axel Gester responsible for the new 'Hager Board Services' division Horton International’s partner in Germany, Hager Unternehmensberatung, is strengthening its focus in an important market segment. With direct effect, Axel Gester is taking over the Hager Board Services division in addition to his previous responsibilities in Financial Sponsor Coverage.  With 'Hager Board Services', Hager's experts support investors such as private equity companies, family offices and other investment companies in their search for suitable industry experts, starting in the pre-investment phase. With their industry expertise, they assist in the evaluation of potential target companies within the framework of commercial and technological due diligence. Following the successful takeover of companies, the companies receive support in filling advisory board positions in the portfolio companies. The filling of advisory board functions is also undertaken for family businesses. Although not always required by law, experienced advisory boards create enormous added value for family businesses in leading the management team, developing strategy and many other challenging business situations. The 'Hager Board Services' division assists in filling industry experts and advisory boards as well as appointments for statutory supervisory and control bodies in companies, with suitable personalities for the supervisory board (DE) or the board of directors. (CH). "Boards of directors and supervisory boards are increasingly in the spotlight because investors, regulators and the media expect them to build and maintain strong corporate governance and achieve success in the marketplace. As companies increasingly go global, effective business leaders need diverse talent to support growth against a backdrop of constant technological and economic change," says Managing Partner Martin Krill. Hager Board Services brings together global experts and advises owners on how to select the best advisory or supervisory boards, taking into account their existing talent and the company's objectives. With the increased focus of this line of business, we support owners in optimising the effectiveness of their control body and thus also the effectiveness of their management," Krill continues.  ### How To Motivate Your Returning Teams In the last 18 months, the world and the workplace as we knew has been completely turned upside down. When Covid-19 hit, and national lockdowns announced, managers had to step up. They had to implement and support employees working from home and find ways to bring their teams together, even though they were physically apart. Now, as the world returns to something that resembles the normal we once knew, employees are finally able to return to the office. The challenge today is to make sure that your office environment is one that your team is happy to return to. Across all industries, there are mixed emotions from employees about the return to the office. Some are excited, and others are a little more apprehensive. However, working with your employees to identify their key pain points can lay the path for a smoother transition back to work. Here are our top tips for motivating your returning teams when they re-enter the workplace: 1.     Have a plan If you haven’t already done so, put together some guidance on what the return to work will look like for your team. For example, let them know how often they are expected to be in the office. You may opt for a gradual return rather than everyone back full time in one go. Make sure this information is available and discussed before you expect them to return to work. You should also provide guidance on office etiquette. Your employees are likely to have different comfort levels when it comes to social distancing and socialising, so laying out some guidance will make those apprehensive employees feel a little more comfortable. 2.     Champion workplace flexibility One of the significant challenges of returning to work is reintroducing workplace rules and regulations and the fixed 9-5 schedule. Employees are concerned about losing the precious time they had for themselves and with their families while home working. By adopting a culture of flexible working, you will increase morale amongst existing employees. When it comes to recruiting fresh talent, having a flexible working culture is a valuable benefit. 3.     Keep Communicating You’ve had to learn to work as a team remotely, and you’ve likely had to embrace a range of digital communication tools such as video conferencing, group messaging and email to keep each other updated. Communication is indispensable for any team. In the run-up to the return to the office, it is vital to keep these lines of communication open. Your team will likely welcome a face-to-face meeting with co-workers after such a long period apart, and it will provide an opportunity to bond through shared experiences.  The return to the office is never going to be an easy transition. But communicating and offering your staff flexibility will help ease any uncertain feelings around the changes ahead. As well as being available and listening to your team’s concerns, you will gain their trust and pave the way for a successful return to the office. ### Building The Business Case For Diversity, Equity And Inclusion It is now becoming more apparent that many organisations still need to do more if they want a diverse, inclusive and equitable business. So, how can leaders build a business case to move their DEI improvement projects forward? Addressing The Challenges The first case for many organisations is to change the current situation. Studies have shown clear issues in diversity for many organisations. However, another factor that is impacting the progress of DEI is the challenges of the global pandemic. The Covid Impact McKinsey’s recent Women In The Workplace study[1] has found that women are more likely to have been furloughed or made redundant due to the pandemic. Furthermore, this is especially true for BIPOC women. Another area of disparity is the disproportional impact of Covid on Black people. As well as the health risks, there is a greater emotional toll they may be facing, creating further challenges which a workplace may not fully consider. The Burnout The emotional toll is something that organisations are beginning to listen to. This is especially true now that the World Health Organization includes burnout in their classification of diseases. Research by Gallup[2] found that two-thirds of employees report burnout at work. The implications of this mean that 50% of employees have missed at least one day of work due to burnout, with employees being three times more likely to look for another position[3]. This burnout can come from a range of reasons; however, too often, the focus for companies is on the burnout itself rather than looking into the causing factors. This means the diverse reasons and the difference that employees experience are not being considered or credited. Progress Undone Research suggests that while progress was being made in building more diverse and inclusive organisations, the COVID crisis may have undone up to six years of progress. This means there are now far fewer diverse individuals that are in line to be future leaders. Time For Change Some of the key statistics to consider when building a business case for change include: 85% executive-level staff in US organisations are white[4] 64% of US entry-level workers are white Women hold only 28% of senior vice-president positions[5] Women hold just 21% of C-Suite positions For every 100 men promoted to management only 85 women were promoted only 71 Latinas were promoted 58 Black women were promoted. 38% of entry-level manager positions are held by women, 62% are held by men. 57% of employees want their companies to do more to increase diversity[6] 41% of leaders say they are ‘too busy’ to implement diversity strategies. Presenting The Business Case For DEI Strategies What benefits could your organisation realise through DEI strategy implementation? The New Generation Of Talent 67% of workers believe that diversity is an important factor when considering job opportunities[7] Two in five workers believe their company had a diverse executive team Two-thirds of workers are not aware of any diversity initiatives at work. Your policies and initiatives not only help your current workforce but are a big advertisement for potential future recruits. What’s more, it is clear that diversity is a significant consideration for many candidates. By neglecting your diversity strategies, you may be missing out on top talent that could help move your business forward. It is clear that diversity strategies not only benefit the business in the present but help to create long-term future benefits too. This is by ensuring that you’re always attracting the top talent that your business needs. Increased Revenue Gender-diverse executive teams are 21% more likely to outperform with profitability[8] 85% of diverse and inclusive organisation cultures achieve increased profits[9] Companies with equal gender representation increase their revenue by 41%[10] There is mounting research that diverse organisations achieve greater financial success compared to monolithic companies. What’s more, they are far more likely to achieve long-term growth too. There is a strong argument that diverse and inclusive organisations make better, bolder decisions than their counterparts which could be a factor in building revenue. There is also a focus on ‘social listening’, which means a broader range of views and ideas to consider, helping the company progress and make strategic revenue-generating decisions. Greater Innovation Inclusive companies 1.8 times more likely to be change-ready[11] DEI focused organisations create 1.7 times more innovation leaders[12] Ethically diverse organisations are 35% more likely to outperform other organisations[13] Diverse and inclusive organisations prioritise employee voice and communication strategies. As a result, there are far more pathways to share and execute ideas. Typically inclusive organisations support their teams with a wealth of resources that can help build optimal collaboration. As a result, diverse teams are far more likely to make collaborative, considered decisions and then executive them quickly, thanks to a strong, inclusive culture where everyone works towards the same goals and with the same values in mind. One of the driving factors of innovation in inclusive organisations is that companies have created a space where employees feel psychologically safe, valued and comfortable. When these needs are being met, they can bring their best selves to the project with a wealth of ideas, abundant creativity and unique perspectives that offer insights that many other companies will struggle to achieve. Building Your Business Case If you are building a business case for diversity, equity and inclusivity, consider your organisational objectives. Suppose change-readiness is a critical component, then consider the innovation benefits that a diverse organisation can bring. If decision-makers are more focused on the bottom line, the revenue-generating advantages may be a stronger argument. Alternatively, if the company focuses on talent attraction, nurturing and retention, then considering the employee well-being benefits of diversity can help make a robust business case that can bring in the benefits and opportunities you’re looking to achieve.   [1] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace [2] https://www.gallup.com/workplace/237059/employee-burnout-part-main-causes.aspx [3] https://www.hrexchangenetwork.com/employee-engagement/news/employee-burnout-statistics-you-need-to-know [4] https://www.cnbc.com/2020/06/11/companies-are-making-bold-promises-about-greater-diversity-theres-a-long-way-to-go.html [5] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace [6] https://www.fundera.com/resources/diversity-in-the-workplace-statistics [7] https://www.glassdoor.com/employers/blog/diversity/ [8]https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx [9] https://www.pwc.com/gx/en/ceo-survey/2015/assets/pwc-18th-annual-global-ceo-survey-jan-2015.pdf [10] https://blog.clearcompany.com/12-diversity-hiring-statistics-rethink-your-decisions [11] https://www.forbes.com/sites/joshbersin/2015/12/06/why-diversity-and-inclusion-will-be-a-top-priority-for-2016/?sh=4926deb12ed5 [12] https://joshbersin.com/2015/12/why-diversity-and-inclusion-will-be-a-top-priority-for-2016/ [13] https://www.forbes.com/sites/joshbersin/2015/12/06/why-diversity-and-inclusion-will-be-a-top-priority-for-2016/?sh=4926deb12ed5 ### The Need to Burn Out After the Covid 19 Pandemic, a curious trend has appeared in the job market: an increasing number of people are leaving their jobs. Not sure why? The answer is pretty simple. Many people are exhausted after two years of constant adaption and change – and it’s causing a lot of us to burn out. But what does that mean, and how can you prevent that from affecting you or your company? 1. How to know if your employees are burning out Burn out can make employees lose interest in a job they once loved. It can make our most-valued employees stop working to their potential and it can happen right under your nose. Just like with anything else, there are signs and symptoms of “burn out” that you can look out for. For example: They call in sick regularly They look tired or complain of being tired They stop socialising with other employees They take a lot longer to complete tasks than they used to They might complain about being stressed, feeling hopeless or trapped 2. How to make burn out work for you: Slowing down is the new speeding up Burn out might sound scary and difficult to manage but the best way to combat it is with communication. Talk to your team about what needs to change, and how to slow-down their day-to-day work life. One of the main reasons people get burnt out is because they’re overwhelmed with their workload or not sure what they’re meant to be doing. A conversation can bring clarity, reassurance, and a renewed understanding of what’s needed. Slowing down and reducing some of the pressure can improve productivity, too. 3. A fresh start: re-setting the brain Sometimes a new start is the best option to avoid burn out or recover from feelings of being burn out. Lay out some options for your team which addresses their needs. Consider additional leave as an investment – a worker will be more productive after time off if they’re in a better head-space than if they continued working in a bad head-space. Offering other changes such as flexi-time, the option to work from home and bringing in additional resources such as coaches and therapists can also be beneficial. Some employers go further, with dedicated wellness programs, retreats, massages and even free gym passes. 4. Contagion One of the things we might overlook as employees, and as individuals, is that burn out can spread in a company. Once an employee starts to burn out, their workload may slip and be pushed onto other members of the team to complete, creating a domino effect. The best thing you can do to stop this is to notice those key symptoms of burn out and take measures to combat it sooner rather than later. ### Do You Already Know How Your Team Will Work In The Future? A new generation of disruptive technologies is currently accelerating the digital transformation of the world of work and business. The workplace of the future is already actively in use in many areas and will continue to evolve at a rapid pace. The workplace, as well as employee sustainability, will become even more important key factors for companies in the fight for the best talents in the future. At the beginning of the Corona phase, when the new workplace concepts and mobile working were introduced across the board in practice, there were many reservations and concerns about the future performance of employees. After these working models became established and practice also proved that it could work smoothly, it became clear that employee productivity did not take a step backwards. In fact, the opposite was often the case. With digital transformation in focus and agile working as the working standard, employees will move from so-called 'managed services' to 'managed outcomes'. This working model gives them a stronger sense of belonging - they realise much more directly that they are contributing to business outcomes. These work formats give companies access to specialists regardless of where they live. This is also a great advantage with regard to the changing world of work. Because in the future, diverse work will be standardised and also be part of the norm. "In many companies, employees will work more agilely within the company in the future. They will be 'placed' internally through a company's own talent pool or talent cloud. They store their talents and skills in profiles so that managers can put together members for the teams from the talent pool. At the technology company IBM, this is already practised today. The departments book experts from the company for their projects. In the working world of the future, we will have to depart from many old thought patterns. In Executive Search, we also see our business model in a highly transformed format. This has reinforced our actions to adjust our view forward and to deal with the new challenges in order to be able to implement them in the best possible way ", says Martin Krill, managing partner of Hager Unternehmensberatung, which specialises in executive search. Horton International Germany looks back with great pride on 25 years of successful company history. But we're not only looking to the past, but also to an exciting future with its now 110 employees. Together with one of Germany's most renowned futurology institutes, the think tank 2bAHEAD, headed by Sven Gábor Jánszky, Hager Unternehmensberatung,  our Horton International partner in Germany, has taken an extensive look into the big crystal ball and addressed the topic of the working world of the future. If you are interested in more information about the changes in the world of work, please feel free to contact us. ### Hiring successful CEOs The most critical hiring decision any business can make is selecting the best possible CEO. Unfortunately, many of us will have seen the harm done by appointing the wrong person for the job. The CEO is the most crucial position in the company and, according to McKinsey, is responsible for almost half of a company's performance. But, of course, it's tough at the top. A staggering 40% of newly appointed CEOs fail to live up to expectations in their first 18 months at the job. So what does make some CEOs more effective than others, and how should boards choose the best person for the job? Perhaps our first question should be what do CEOs actually do; not an easy question to answer. CEOs play a significant role in corporate strategy, organisational alignment, engaging with the board, dealing with external stakeholders, and team leadership while also managing their personal time and energy.  That is a lot of balls to juggle. A good CEO will need a special skill set, a powerful personality, and oodles of experience with preferably a strong track record to negotiate these effectively. Note that a strong track record doesn't mean a string of hits and no misses; many of the best CEOs in the world have failed on occasion. But those that rise from their failures and, Phoenix-like, learn from their mistakes. A track record as a CEO with a reputation for raising shareholder value may be less critical than generally thought; many successful CEOs are new to the job. So, let's take a look at just some of the qualities we should seek in an ideal CEO candidate. Naturally, the fine detail will vary between organisations. For example, the CEO of a start-up will need a significantly different mindset from that of the CEO of a large public company. However, these qualities generally apply to CEOs in every sector, including public and private companies, public, not-for-profit organisations, and charities. Strategic leadership and vision An effective CEO will ultimately establish the direction for the company in a world of limited knowledge and strategic uncertainty. To achieve this, they must have the vision to set out where the company should aim to be in five or ten or fifteen years. To do this realistically, they must have a deep understanding of the sector, the company, the business, opportunities for growth, stakeholder aspirations, and the constantly changing economic landscape. In terms of strategic leadership, the CEO's role is to steer the company in the right direction to achieve that vision. CEO's should be both bold and measured in developing the strategy, knowing when to act and when to hold back. CEO's appointed from outside tend to be bolder than internal appointees. People leadership and management CEO's lead the people who are part of the business, and the role has never been more challenging than the recent times of the Covid-19 pandemic, certainly not since World War II. The pandemic has forced CEOs to lead in different ways than before, and many have done an excellent job. Thus, a good CEO must be flexible in their approach and be willing to move in different directions as the changing environment demands. In addition, they must be supportive when support is needed and firm when the situation demands it. Great CEOs are skilled at building outstanding leadership teams. However, it takes more than simply bringing together talented senior managers. A newly appointed CEO must deal with managers who are set in their ways and unwilling or unable to move with the flow or are simply stale. Structuring and motivating the leadership team is critical to the company's future. An additional challenge for a CEO is matching the right people for the right jobs. But, again, the aim should be to create the maximum value and avoid over-tasking key performers, which can reflect an inability to trust other people to do the jobs satisfactorily.   Excellent board management skills are also essential. The board is tasked to create long-term value on behalf of the shareholders and should be independent. However, a good CEO can maximise the board's effectiveness and maintain relations between the board and management. CEOs also play a critical role in shaping company culture, whether they do it intentionally or not. Although the CEO is just a single individual, their influence on the culture can be far-reaching. The changes they make, the policies they create, and the behaviours they model all influence the way others in the organisation behave, and culture is essentially behaviour. From communicating the big-picture vision to ensuring organisational values are present in the day-to-day details, CEOs must be deliberate about their behaviours to ensure that they support the company culture. Culture should be a high priority when hiring new employees including the CEO and promoting existing ones. The CEO like all new hires should be able to fit into, enhance, and if required, should be able to disrupt the organisation’s culture to become future ready amid the changing industry landscape. Track record Traditionally companies seek to hire CEOs with a track record of increasing shareholder value in other organisations. But is being successful as a CEO in one organisation a guarantee that the person will perform in an entirely different environment? In fact, there are many high profile examples of success preceding failure. There is also evidence that previous success as a CEO is relatively unimportant. For example, data from the United States suggests that around 80% of the CEOs of Fortune 500 companies are doing the job for the first time. Clearly, they appear to be stepping up to the mark, given that their new role is more extensive in scope and more complex than their previous roles. So perhaps it is more important to focus on a candidate's ability to grow into the new role rather than on their history of driving shareholder value. Final thoughts There is probably no more important decision a business can make than choosing who will be the leader. Executive qualities such as strategic leadership, vision, people leadership, and excellent management skills are vital. A track record is also important but perhaps not a crucial as the candidate's ability to rise to the challenge of the role and lead the company forward. ### Planning Ahead for an Aging Workforce It’s estimated that by the year 2020, people 55 and over will make up 25 percent of the workforce in the United States. As the Baby Boomer generation nears retirement, companies face the challenge of preparing for their departure. Unfortunately, a recent survey by the Society for Human Resource Management (SHRM) found that most organizations are unprepared, with just over one-third examining policies and practices to address the demographic change, and 20 percent reporting they had examined their workforce and determined no changes in policies and practices were necessary. While this is troubling in many industries, it’s particularly alarming in industries like manufacturing that require extensive knowledge, experience and technical skills. As workers retire, finding and training new talent to replace them will become increasingly difficult. So how can companies plan ahead and be prepared? Analyze Your Workforce – Make sure you’re evaluating your workforce demographics on an ongoing basis so you have a good idea of how many people are reaching retirement age as well as their functional roles and leadership levels. This will allow you to project the timing of potential retirements as well as staffing needs and costs to replace them. Increase Training and Cross Training– Make sure you leverage the skills, knowledge and talents of your aging workers. Companies will often let veteran employees at the top of the pay scale go in a cost-cutting effort. However, it’s often at the high cost of losing institutional knowledge. Work ahead to ensure your newer, younger workforce is properly trained and also utilize your close-to-retirement-age workers to cross train and mentor younger, more inexperienced workers. Review Policies & Develop Succession Plans – Given the large number of aging workers, you’ll want to look at your company’s retirement policies and practices. You may want to consider offering a phased retirement plan that allows interested employees to gradually reduce their work hours over time or a flexible work arrangement. And don’t forget to “build your bench” – succession planning and identifying the next leaders for your company and making sure you train and keep them is crucial. Increase Recruiting Efforts to Replace Retiring Employees – The number of skilled workers isexpected to fall short of the huge number of job openings that the retiring Baby Boomers will leave vacant. Therefore, it’s crucial that you get smart about recruiting and hire the right employees to fill your empty roles and lead your company into the future. In some instances, you may want to allow overlap time for the new hire to shadow and learn from the retiring worker to foster knowledge transfer. Work with a reputable recruiting firm that has expertise in your industry and can also help you navigate the changing workforce environment. With a little preparation and planning, the knowledge and expertise of your aging workers won’t walk out the door with them when they retire. And at Horton International - NA, our experts can help you identify, attract and retain the top talent that will successfully lead your organization into the future. ### Managers Need Development Too   Key Insights Are managers moving into the role of coaches? Manager development is often neglected Employee recognition can be crucial for business performance The difference between managers and leaders is an argument going way back, with many believing they're different roles entirely. Ultimately, while a leader's job is to be the visionary commanding the ship, it falls to the manager to put the leader's commands into motion.Thanks to the business world's increasing pace of change over the decades, many have come to prioritise flexibility. This has led to a business world that's more dynamic and agile than ever before. As a result, many believe the manager's job has become much more than a simple supervisory role.  According to a recent Gallup article, employees today tend to expect their manager to act more like a coach than a boss. Investing In Manager Development Regrettably, most companies have a fairly dismal record when it comes to manager development. Fewer than 10% of all managers have the strong view that their performance reviews can help them improve, with less than two-thirds acknowledging a clear understanding of how their performance can impact their chances to achieve higher managerial roles. When examining the impact employee engagement can have on business outcomes, it becomes clear that managerial investment can be incredibly beneficial. However, few businesses invest enough, and if it's these managers that are going to be running the business tomorrow, it's vital to elevate their leadership abilities today. What Your Managers Will Need To Help Them Lead In The Future After a study of over 500 job roles and 300 unique job competencies, Gallup found seven key leadership competencies common amongst managers who were leading high performing teams in flourishing businesses. These were: Relationship Building The best leaders are always successful when it comes to building strong relationships. They can connect well with others, build trust amongst the team, share and inspire ideas, and accomplish some great work. People Development Helping others to develop their strengths is another key aspect of a great manager. Encouragement, coaching, and setting out clear expectations are perfect examples that encourage the development of staff. Driving Change Change is always necessary to keep things fresh. Any good manager will be able to communicate any goals for future change and achieve the vision of the company. It is all too common to find managers who are reluctant to change. However, managers who encourage agility and new ideas are always likely to be more successful going forward. Critical Thinking The best managers are able to seek out information, evaluate it critically, and then solve any problems by applying the knowledge that they've just gained. Having a critical thinker in charge of a department can help the business overcome challenges and tackle problems head-on. Clear Communication Clear communication is also key to the role of any good manager. Listening, sharing information, and taking the opinions of others on board are vital skills for any team leader. A manager's main role is to manage other people, so communicating clearly with everyone is critical. Inspiring Others A great manager will easily motivate any worker and help them reach their goals. By providing positivity, recognition, confidence, and vision, they can influence, motivate, and inspire. Ultimately, a manager is only as good as their team, so inspiring others and motivating them to thrive is the key to success. Accountability The buck ultimately stops with the manager, so accountability is absolutely vital. A good leader will recognise the consequences of any action and hold the performance of themselves or whomever else responsible. A manager needs to be able to look at a situation, understand who is responsible, and deal with it appropriately. It is also vital to remember that accountability works both ways, and managers need to also be able to hold themselves responsible too.These skills are important for any manager leading a team, and they will be vital when leading the company in the future. There are two important considerations for helping your managers develop these skills: finding and acknowledging your managers' leadership moments and ensuring they're provided with the important job experiences they'll need to help them flourish. Acknowledging Leadership Moments A little acknowledgement can go a long way. Another Gallup study into employee recognition found the highest performing employees needed recognition for their efforts to feel valued. Not only that, though, it also sets a precedent and helps others to feel inspired. The best way to reinforce the value of your managers' leadership competencies is by ultimately acknowledging their leadership moments.The best way to start is by defining what you consider leadership moments to actually be. This will vary greatly from organisation to organisation, but whatever you set them out to be, you'll likely find your managers are demonstrating these moments all the time anyway. With acknowledgement and recognition to go along with it, your managers will start feeling a whole new sense of pride. Provide Leadership Experiences For Your Managers Early On Investing in mentorship, cross-functional projects, or other key experiences is a great way to provide leadership experiences to learn from. Figure out what kind of experiences will be necessary for future leadership, whether it's working overseas, dealing with customer complaints, leading product development, and carrying out key experience reviews for managers with high potential. From there, you can help your managers to recognise moments like these as leadership experiences and coaching them to apply what they've learned to help with their growth and development. Designing A Leadership Strategy That Promotes Success In The Long-Term All too often, organisations hold back the highest development potential for those in the top echelons of the company. This is often a huge executive oversight and is a considerable risk to the organisation's long-term sustainability. Organisations could be prioritising the key experiences and leadership development of their managers. By nurturing them from the very beginning, and you'll increase not only your options but also your opportunities. You'll have a much more comprehensive selection of leaders when the next generation makes their way to the top.     ### Languishing - How To Support Your Employees One of the newest terms doing the rounds in HR and management circles when it comes to employee wellbeing is languishing, a general sense of emptiness and restlessness experienced by staff that they feel unable to open up about to their line managers. But what exactly is languishing, where does it come from and what can employers and those in leadership positions do to support their teams? In this article, we explore the topic in more depth and offer up some practical advice and strategies for tackling this growing mental health concern head-on.   Languishing is real The term languishing stems from feelings of numbness and disconnection from colleagues, family and peers. Languishing can cause depression, anxiety and burnout if left unchecked. It’s important that you recognise this relatively new term and arm yourself with the skills to support any team members currently struggling with it.   Recognise the signs The signs that a staff member is languishing may be subtle at first. Keep an eye out for red flags such as general disinterest in a job they used to thrive in, a failure to engage properly with their colleagues or constantly missed deadlines if they used to be a reliable and dependable worker. Knowing what to look out for is the first line of defence against languishing developing into a much bigger issue, so be vigilant.   Open up a channel of communication Recent research in the USA has found that over 44 million American adults struggle with issues such as anxiety. This can have a clear impact on employment opportunities and career progression, with 75% of Generation Z leaving their job due to mental health issues. According to UK research, almost a quarter of people agree that more mental health support in the workplace would be a positive step forward. Such support would allow them to open up a channel of communication with those in positions further up the chain. Being able to open up about any mental health concerns without judgement is a great starting point for improving employee wellbeing. In addition to ensuring that your door is always open to your staff, consider drafting in professional support such as a therapist for team members. Provide a robust wellness policy So much more than a workplace ‘nice to have’, wellness policies are a great way of keeping staff at their brilliant and productive best. From simple features such as giving staff a private place to access third part mental health resources via phone while at work to counselling and discounted yoga sessions, there are ways that you can help those who feel that they are languishing with a little thought and consideration. As detailed above, some of these wellness features don’t require a huge budget either, so reach out to your employees for a frank discussion on what they actually need before putting your wellbeing policy wheels in motion. ### Leadership Skills For A Post Pandemic World Key Insights Data-driven businesses are six times more likely to retain customers Concrete plans are a thing of the past Team efficiency increases with empathy                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     We're all more than aware of how Covid-19 has turned the world on its head. Every single one of us has experienced an impact on our professional and personal lives in one way or another. As we start to edge closer to some kind of return to normality again, it's crucial that business leaders don't lose sight of the skills they've developed and honed during the pandemic. Ahead are what we believe are the three key leadership skills that will be crucial for a post-pandemic world; agility, data-driven decision making, and perhaps most importantly, empathy. Integrating these into your leadership role will be vital and will help get the most out of your team. Agility If Covid has forced one thing, it's a need for quick thinking and on-the-fly adjustments. Business models of the past have been flung out the window in favour of something much more malleable. Where before we ran our work lives by a rigid structure, now external forces must be considered more than ever. Unfortunately, this caused many businesses to quickly crumble under the weight of the pandemic. Quick Thinking Quick thinking is an important skill to any leader at the best of times. Especially with Covid, though, it's been testing on everyone's resilience. With rates, rules, freedoms, and accessibility changing at the drop of a hat, there's no question a time will come where you'll have to adapt. In many organisations, this means going as far as completely overhauling their supply chain to meet any surges or decline in demand. It's this quick thinking and the determination to make it out on top that's going to keep businesses afloat. Continue To Adapt While we may be through the most challenging period when it comes to the pandemic, there is no going back to pre-Covid plans. It's therefore integral that leaders can accept what's what and work hard to adapt, change, and grow at all levels if they're going to continue to stay in business, even if there's no concrete plan to follow. Data-Driven Decision Making If there's one major takeaway from Covid, it's that with the right information, it's possible to move fast. Thanks to all the available data, the drive for digital adoption during the pandemic was such a success; the huge leaps taken by many organisations around the world have seen them cut their future digitalisation plans from taking years to weeks. Going Fully Digital One good example is Estée Lauder. Before the pandemic, physical stores were responsible for 80% of the American cosmetics conglomerate's yearly billion-dollar revenue. As a response to the pandemic and the subsequent store closures, Estée Lauder fast-tracked their already-in-the-works digital transformation and were able to cope with shifting all their business online. Study The Data Data-driven companies are more likely to acquire new customers. A whopping 23 times more likely, according to the McKinsey Global Institute. They're also 19 times more likely to be profitable and six times more likely to retain their customers. Studying the data is the best way to ensure that the changes you make can improve the customer experience and are the result of informed decisions. Ultimately, it's customer satisfaction that'll keep bringing them back time and time again. Technology, Processes And People Three key factors can help you become more data-driven: technology, processes, and people. The best business plans are a perfect combination of the three. Ultimately, it's strong, clear leadership and a drive to put data-driven decision making at the core of the business that's going to help your organisation thrive in a post-pandemic world. Empathy Finally, and perhaps most importantly, we have empathy. Over the past year and a half, leaders in even the biggest corporations have become much more emotionally responsive to the challenges that their employees have faced, both in and out of the office. With everyone is making their way through this pandemic together, checking one another's wellbeing has typically been our first instinct. Work calls have been no different, and it's helped establish a whole new, much closer, and much more sympathetic connection to those we work with. Moving Forward With Compassion We're all familiar with the strict, bossy employer archetype. Contrary to this, though, studies have always shown that you get much further with compassion. Deeper relationships help create a much more comfortable, safer feeling atmosphere, which inspires employees to do their best. It also promotes greater collaboration and understanding between team members, irrespective of any differences in age, gender, culture, or personality. Ultimately, when everyone feels respected, understood, and valued, the team's efficiency will skyrocket. Empathy Drives Innovation Best of all, empathy can be a great driver of innovation. Feeling secure and valued in the workplace, with trusting relationships, will help many to feel more comfortable and encouraged when taking risks. When staff are restricted and on edge in their positions, they will not allow creativity and innovation to blossom. Give everyone a bit of compassion and understanding, and you could be amazed at the ideas and innovations they come up with. In Conclusion With the world continuing to slowly open up again, who can say when new and unexpected challenges will arise. The best leaders will be able to evaluate all they've learned and experienced over the last 18 months. Taking in the above examples of agility, data-driven decision making and empathy, you'll be able to tackle any challenges head-on and create a much stronger, longer-lasting organisation in the process. At Horton International, we are experts in helping businesses achieve their staffing objectives. Because of our in-depth insights into a diverse range of organisations, we've developed a solid understanding of how employment in the post-pandemic world is going to look. If you need help navigating your teams going forward and honing your leadership skills, speak with our specialists today. ### Work Perks: Renewed Appetite For Business Travel Months ago, the mere thought of travelling anywhere other than from the sofa to the home office would be enough to strike fear into the hearts of millions of workers, but following months of self-isolation, government-enforced lockdowns and social distancing, it seems that travel for business purposes is something that most workers would now relish rather than run from. This shift has been confirmed by researchers, too. A new Emburse and YouGov survey has set out to examine the changing attitudes to business travel and threw up some surprising results, with 40% of those surveyed saying that if they were now offered the opportunity to travel for business, they would look forward to a break away from their household. When delving deeper into the reason why workers now believe that business trips would be beneficial, an overwhelming 70% stated that travelling for work and conducting face-to-face meetings will help to strengthen business relationships. This is significant given the hurdles many businesses have faced around the world during the COVID-19 pandemic. Globally, the appetite to travel is also increasing, with the US and Chinese markets growing. Overall, the global business travel industry is expected to increase from US$674.5 Billion in 2020 to US$791.9 Billion in 2026. Why is there an appetite for business travel right now? After more than 18 months of Zoom meetings and telephone calls, it seems that this renewed interest in business travel has twofold benefits, the first being the belief that relationships can be strengthened by face to face meetings. Secondly, the opportunity for travel acts as a good incentive for employee attraction and retention. Younger workers especially are keen to get away to explore new cities in their free time with 52% wanting to escape the house on a business trip compared with just 32% of respondents aged 55+. Interestingly, the employees with children also stated a strong desire to take up business travel, with the percentage gradually increasing in direct correlation with the number of children they had at home. Therefore, any employer that either offers or is thinking of offering staff business travel as part of their roles should take this change in attitude as a positive one and look to utilise it as a workplace perk to aid employee retention and candidate attraction. From ensuring that your job adverts and descriptions all note that business travel may be part and parcel of the role when business needs dictate, to offering employers the chance to head off abroad to visit an overseas branch of the company or valued client as an incentive for hard work and commitment, travelling for business purposes could be the new work perk that many employees crave. From a business perspective, the good news is that it won’t actually cost you extra if this is something that you’ve been requiring anyway – so make the most of it! ### The Return To The Office Key Insights The organisational approach to vaccinations Physical proximity creates a three-fold increase in collaboration How the spillover effect increases workplace performance While it seemed like a novel concept at first, working from home has become the norm for many of us now. With some kind of normality on the horizon, many are facing a return to the workplace. But are we ready to give up the creature comforts of home life just yet?If you're feeling uneasy about a return to the office, you may be surprised to learn there are some amazing benefits that you may have forgotten about office life. To alleviate any apprehension, we've put together this piece to help you get prepared for your return to the office. How Many Companies Will Require Vaccinated Employees? It's estimated around 30% of businesses will require vaccination for their employees.  For those who won't, most are working with experts to find ways to encourage any non-vaccinated employees to receive the jab. Professor Katy Milkman (economist at the Wharton School of the University of Pennsylvania) said in a recent CNBC article that she believes employers might consider taking something of a softer approach, perhaps even reserving vaccine appointments for their employees. According to research, the inconvenience of booking an appointment plays a large role in many cases of vaccine hesitation. How A Return To The Office Can Be Beneficial While the comforts of working from home may have become all too familiar, there are some ways a return to the office can be beneficial. Healthy, even.A recent McKinsey study found 29% of those asked would consider switching jobs if they were required to return exclusively to on-site working. This has led to many employers working towards a hybrid work model, with days split between home and the workplace. Ultimately though, most employers want their employees back in the office for a significant part of their work time.While flexibility is usually a good thing, the benefits of the workplace can't be ignored. For both employers and employees alike, the importance of the connections and engagements we make with colleagues can't be overstated. It more or less sits at the core of everything we have ahead. A Sense Of Belonging A sense of belonging is key to the fulfilment we get through community, no matter where it is. That sense of camaraderie amongst your work team and connection, unity, and acceptance help create a sense of belonging. According to various studies, we get our strongest sense of social identity from the workplace.This can all be traced back to the industrial revolution when people began moving from the countryside to the cities. To this day, we still crave the connections we established way back in the past, the sense that we're facing our personal work battles together and are a team that's all in it together. This belonging means working together to use our talents to solve common goals and problems. What's more, it is at the heart of what makes us fulfilled and happy at work. Performance Surrounding ourselves with work colleagues can also have a significant impact on our overall performance. According to a University of Michigan study, socialising and connecting with our workmates increases our mental function and cognitive performance.Similarly, a Harvard study found researchers' academic papers were of a much higher quality when they were in closer proximity to one another. A study undertaken by MIT also found employees were three times more collaborative when in physical proximity to others.Finally, the Journal of Labour Economics discovered something of a spillover effect. The high performance of one team member positively influenced the output and high performance of colleagues. Health It's important to connect with those around us on some level, no matter how introverted some of us may be. If we don't get enough face-to-face time with others, then the research begins to show a decline in our wellbeing. While technology provides a great connection to those around us, it falls way short of the real thing. Eventually, it proves quite taxing and exhausting, with tech fatigue becoming a genuine concern in our lifetimes. Being present in the office with fellow workmates ultimately has a positive effect on our health, both physically and emotionally. In scientific terms, the feel-good chemical in the brain oxytocin releases when engaging with others face-to-face. This also causes a dampening of chemicals like adrenocorticotropin and cortisol, which have associations with weight gain, high blood pressure, and heart disease. Career Development We learn best by watching others, even if we're not always aware of what's ticking away subconsciously inside our brains. Not only can we learn from our work colleagues though, but they can also learn from us. And ultimately, what's career progression if it's not learning?Furthermore, while no organisation should prioritise any employees based on their location, it's human nature to go with what we see right in front of us. Unfortunately, it's all too common for those working from home to be passed up for promotions. It is those lending a physical presence to the workplace who are much more likely to get the job. Visibility is key to career development and an important way to put yourself on the radar. In Conclusion Ultimately, the big return to the office doesn't have to be all or nothing. We've all discovered some huge benefits that come with working from home over the last year and a half, and it would be a shame to lose those completely. While striking up a good work/life balance is perhaps the key to moving forward, the benefits we get from going into the office can't be denied, nor the advantages of being an integral part of our workplace communities. At Horton, we believe the future of the workplace is hybrid. It provides both businesses and employees with the best of both worlds. If you're looking to create a workplace where all employees thrive, a hybrid solution could be the answer. ### Oliver Badura New COO at Horton International Germany   Oliver Badura joined the executive search specialist Hager Unternehmensberatung, our Horton International partner in Germany, on 1 August. In his function as Chief Operating Officer (COO), he is responsible for the areas of marketing, IT, recruiting and training, among others. In addition, he is pushing the continuous growth course of the successful consulting firm. Badura looks back on a long career in the field of human resources and knows the executive search trade from the bottom up. In 2002, he founded AQUINIUM GmbH, one of the leading providers of training and further education for executive search consultants and recruiters. He is also the author of specialist articles on HR topics, gives expert lectures and is a recognised expert on HR trends for well-known magazines such as Focus Online. Oliver founded the executive search company in 1996 together with Ralf Hager, who gave the company its name. The founding phase and the growth at that time were decisively shaped by him. Now he is returning to his roots and will support Hager Unternehmensberatung in its goal of becoming one of the top executive search consultancies in Germany and preparing it for the challenges of the working world of the future. "We are very pleased to welcome Oliver Badura back to our team. He will further support our continued growth in his role as COO and drive our own digital transformation. I and Hager Unternehmensberatung are connected not only by our very successful start-up phase, but also by a long-standing collaboration in which he accompanied me and my team as an external trainer and consultant. Furthermore, we are connected by our personal and friendly contact, which we have always maintained," says Ralf Hager, founder and CEO of the company.   ### Asia Pacific Regional Review Q3 2021 We're delighted to share our 2021 Asia Pacific review. As we did last year, each office has written about the current business climate, notable events and some predictions for the future. We haven’t dwelt on covid – sadly, we all know about that very well. Instead, you will read some personal statements about life in each country, mixed in with some on-the-ground economic and business assessments.  If you wish to know more about any country, please contact the relevant office directly. Or, if you prefer, come back to me and I will be happy to help in any way.  The report is available to download here. ### Is This The End Of The Commute To Work? If like many of us you found yourself glued to the news during lockdown, you probably saw plenty of coverage detailing the significant drop in air pollution around the world as we were told to work from home where possible. With millions able to successfully work remotely for several months, it wasn’t just the quality of the air that changed either. As many employers are starting to reopen their doors and slowly welcome teams back to offices and workplaces around the globe, there has been a dramatic shift in attitudes towards the daily commute too. Once seen as part and parcel of the job, many employees working across various industries now see the journey into work as unnecessary and even detrimental to their overall wellbeing, with many looking to their employers to provide more flexible post-pandemic working arrangements. In the UK, research has shown that 19 percent of employees said they intended not to commute at all after coronavirus restrictions were lifted compared to 39 percent who said they would go into work some for part of the week. With just 42 percent saying that they intend to restart their normal daily commute, UK employers are being urged to look at hybrid methods of working in order to keep their staff happy, engaged and productive as we move into the ‘new normal’. Likewise, in America, a study conducted by job site Flexjobs reported that 60% of women and 52% of men would go so far as to quit their current positions if they weren’t allowed to continue working remotely at least part of the time. Commuting was cited as an anxiety increasing and unnecessary risk given rising transmission rates. What does this mean for the workplace? Employers all over the globe are now adopting new methods of working to keep their employees happy and to safeguard their wellbeing rather than expecting them to head back to tube stations and public transport in order to get into the office. Hybrid working arrangements are especially in vogue, giving employees greater flexibility with the working week split between time spent at home and days in a traditional office setting. This trend it is also revolutionising the floorplans of workplaces with more hot desk facilities, fewer desks overall and larger free space areas now being created to allow employees to better distance themselves from others. Some offices have even been able to successfully downsize due to hybrid working arrangements, saving substantial amounts of cash by downsizing rent or lease payments, rates and utilities. This form of working could mark the start of a post-pandemic workplace revolution and the beginning of the end of the daily commute for many. ### Is A 4 Day Work Week The Way Forward In A Post-COVID World? Key insights 98% of employees want the choice to work from home 67% of younger employees say a 4-day week would be a factor in the career decisions 63% of businesses say a reduced working week attracts more talent Four-day work weeks have been a hot topic of conversation among businesses for many years. The idea behind reducing working hours is to improve work-life balance, eliminate burnout and increase productivity. By giving employees more time away from work, businesses can take away the pressure of trying to juggle friends, families, general life admin, exercise and caregiving all into a two-day weekend. Many employers have been concerned over the idea of reducing working hours and giving their teams an extra day off. However, the COVID-19 pandemic has made some big waves for the cause. How COVID-19 Has Changed The Way We Work A few years ago, remote working was a perk that many employees weren’t able to take advantage of. Companies were keen to keep everyone in the office five days a week, for eight-hour days as standard practice. When the Coronavirus pandemic hit in March 2020, employers were left with no choice but to embrace remote working and support employees as they worked from home. Coronavirus forced the hand of thousands of businesses that never would have considered remote working previously. To the surprise of many CEOs, having employees working from the comfort of their homes was a great success. A huge 85% of global businesses confirm that flexibility over location boosts productivity among staff, according to the IWG Global Workplace Survey. It isn’t just the businesses that are seeing the benefits, but unsurprisingly, most employees prefer to wave goodbye to their commute and work in their own homes. 63% of the global workforce feel that they are more productive when working remotely than when they are in the office. Workers are also reviewing the financial implications of a return to the office after months of zero travel costs and lunch at home. On top of this, 98% of employees want the choice to work from home for the rest of their career, making it very clear that there is no demand to get back to the office. As we come out the other side of the pandemic, there are a lot of questions around how the way we work is going to be affected in the long term. There is an increasing feeling that the traditional working week is dated and ineffective, and that is where the four-day working week comes in. Some companies have already adopted this strategy and are seeing great results, while others still need some persuading. Four Day Working Weeks Across The Globe Britain is somewhat dragging behind in the trend of a four-day working week. However, many other countries have already trialled the idea with positive results. Spain Spain is one of the most recent countries to test out this new way of working, and the government have agreed to pilot a four-day working week over a three year period. Workers will still receive their full pay, despite only working 32 hours, and the government is contributing towards the cost for businesses taking part. The plan has been organised by Inigo Errejon, who has said that the government backing of the four-day working week plan should “serve to reorient the economy towards improving health, caring for the environment and increasing productivity”. Iceland Leading the world in the four-day working week is Iceland, who have completed their trials of the setup and hailed them as an “overwhelming success”. The country trialled the shorter hours between 2015 and 2019 before COVID-19 shook the globe and many workers became more accustomed to remote working. The trials were organised by Reykjavik City Council and included around 1% of the countries working population. During the trial, the majority of companies that took part reported that productivity either stayed the same or increased. Director of research at Autonomy, Will Stronge, said “This study shows that the world’s largest-ever trial of a shorter working week in the public sector was by all measures an overwhelming success. It shows that the public sector is ripe for being a pioneer in shorter working weeks – and lessons can be learned for other governments”. The Four Day Week Campaign 4 Day Week Global is a non-profit platform that is dedicated to campaigning the benefits of a four-day week. It was founded by Andrew Barnes, who first tested the four day week idea at Perpetual Guardian, his New Zealand based business. After the trial, he quickly realised that productivity went up, as well as employee happiness. He recently told CNBC, “Our profitability has gone up. Our revenue has gone up. Our staff turnover has dropped”. Barnes has been campaigning alongside Charlotte Lockhart since the pandemic hit. This campaign highlights the benefits of a four day week for both businesses and workers. 4 Day Week Global believe that a reduced working week will give companies an edge in terms of recruitment, as an increasing number of employees have changed their views on the way they want to work in future. According to a study from Henley Business School, 63% of UK businesses claimed that attracting and retaining talent is much easier when using a four day week. With a new generation entering the workforce at this pivotal time, it is clear that a four day week and flexible options are important perks for younger people. 67% of Gen Z individuals said that a four-day working week would drive them to choose a business to work for. Will Organisations Embrace The Four-Day Week? It is clear to see that COVID-19 has changed the way we work and provided both companies and employees with a unique insight into the benefits of remote working and reduced hours. The four-day week campaign is gaining momentum all across the world, and more and more governments and organisations are getting on board. Combining this with employees experiencing the perks that come with more freedom in their office hours, it’s expected that the four day week will remain a key discussion point. With trials revealing increased productivity, increased employee satisfaction and reduced staff turnover, it is hard to see why organisations wouldn’t embrace the idea of a four day week.   ### Embracing The New Age Of Innovation   Key Insights 90% of leaders believe Covid will change their business permanently 75% believe the pandemic has offered an opportunity for growth 80% of executives believe innovation is important to their growth strategy In a post-pandemic world, it is essential to focus on economic recovery as well as ramping up growth to cover any missed opportunities. With 90% of organisations believing that the Covid pandemic will fundamentally change the way they do business in the future, the secret of growth is in the ability to pivot, innovate and be flexible with your business structure. As we move forward past the pandemic, we’re now entering a new age of innovation. 75% of organisations believe the post-crisis world has created new opportunities for growth. Now, it is essential for businesses to not only see these opportunities but seize them. Building An Innovative Organisation Looking to create a more innovative, creative and flexible business? Consider these critical innovation factors: 1.     Develop A Composable Business Voted as the Marketing Word of the Year 2020, ‘pivot’ has become synonymous with fast-paced, adaptable businesses. We saw fashion houses pivot to PPE production, restaurants pivot to meal kits and delivery services and streaming services pivot from advertising revenue to new pricing structures. In order to make successful, flexible pivots, it can help to have a composable business structure. What is a composable business structure? The best way to understand a composable business structure is to think of your business as having interchangeable building blocks. Each aspect of your business will have a modular set up, meaning you can arrange and rearrange each block depending on demand. It also makes it clear on where you need internal or external support for each module. There are three main components of a composable business structure: Composable architecture Composable technology Composable creativity and thinking. Focusing on this modular set up can offer a range of benefits, including greater speed, agility, resilience and leadership. Composable Case Study During the pandemic, Services Australia became overwhelmed with enquiries. Unable to offer in-person appointments, Services Australia embraced a composable business structure and switched their in-person appointments to telephone or online appointments. Furthermore, to increase security with these new technologies, Services Australia deployed voiceprint technology. This is a way to confirm identity using voice biometrics that is similar to a fingerprint. Now, over 1.2 million users can access voiceprint technology and consequently have seen a 600% increase in the use of digital assistants to maintain fast responses. 2.     Focus On Internet Of Behaviour The next aspect of innovation is the growing use of the internet of behaviour. This data mining process can deep dive into behaviours and preferences. Consequently, it is possible to improve the user experience, streamline offerings and enhance the value chain. By focusing on user behaviour, it can ensure value is delivered throughout the process and is closely aligned to what users need and want. The benefit of deploying the internet of behaviour is a distinct competitive advantage. With predictive analysis, your organisation can refine and redefine each offering and transform your business based on data analytics, behavioural science, and real-time insights. Key considerations for Internet of Behaviour Data insight can be invaluable. This is especially true when a recent Gallup study found that less than half of employees believed they knew what was important to their customers. Furthermore, fewer than 33% of workers believed that customer feedback leads to significant improvements. Internet Of Behaviour Case Study With government guidance on the hospitality sector, it is important for events to manage capacity, foot flow and occupancy control. The internet of behaviour can use smart cameras to track customer behaviour and respond accordingly. For example, this may be blocking areas off that are over-capacity, providing wait times for facilities and queue management or ensuring a safe social distancing. 3.     Embrace Autonomous Things A market that is growing rapidly and offers a wealth of benefits to innovative businesses is the use of autonomous things (AuT). These are the devices that work without requiring human interaction and are, instead powered by algorithms. The ability to utilise AuT is becoming more accessible thanks to the lower costs and their increasing capabilities. Already, over 25 countries are working on autonomous vehicles. It is even expected that there will be 8 million autonomous vehicles put to work by 2025. Autonomous things can help with a range of business processes and services, including; Delivery drones Smart robots Self-driving cars Data collectors Manufacturing and assembly processes Autonomous Things Case Study Liverpool John Moores University is utilising autonomous things by developing autonomous drone systems that can not only track endangered species but collect vital information about their habits and behaviours. Capturing these insights using AuT can help researchers to create strategies for their protection. Creating A Culture Of Innovation Agility, growth and flexibility will all be essential to businesses who want to build a 360-degree innovation approach. When studies show that innovative organisations grow faster and with greater profitability, it is vital to look for ways to build innovation into every process. Core considerations to build a culture of innovation include; Increasing communication across the whole organisation for greater feedback Involve customers and consider their behaviours in key business decisions Celebrate creativity and invest in leadership development to foster a creative spirit Shift from managing to coaching to allow more free-thinking and encouragement Build in continuous feedback loops that enhance performance and allow risk-taking Maintain a customer-centric environment and embrace all ideas and innovations. ### 5 Resilience-Building Soft Skills To Develop In 2021 With the labour market experiencing the biggest shake-up for decades due to Covid-19, employees must now be more resilient to change and uncertainty than ever before.   From those that have seen their roles transformed beyond all recognition to individuals that have moved on to a position in a totally different sector, the ability to be adaptable and robust is a must as we move towards the ‘new normal’. Here are five soft skills well worth adding to your repertoire in order to boost your resilience and ensure that you’re ready for anything.   Agility If the last 18 months have shown us anything, it's that we need to be adaptable in any situation. The ability to transition from one task or role to another seamlessly is something that takes a little practice. Nurture a positive mindset when it comes to change and face uncertainty with a willingness to learn from the experience. Communication The way that we work today is significantly different, with technology such as Zoom meetings taking over from the standard weekly employee get together and used instead of face-to-face client meetings. Learning how to communicate effectively on a wide range of platforms is a must-have skill for any role. If this is an area you don’t feel confident in, practise with the platforms you are most unsure of and study up on how to use body language, how to create emails with impact and the etiquette of online meetings. With this knowledge, you’ll have the confidence to succeed in any role.   Customer-first In all roles we have customers, whether they be internal stakeholders or traditional clients. An appreciation of the changing needs of customers is a talent that all businesses seek to nurture as it improves their experience with you and the business as a whole. Get into the habit of observing (and writing down) the needs and wants of your clients and ask yourself what you’d expect if you were in their shoes. Leadership No business can operate without clear leadership, and regardless of your position within a company, having leadership skills and the confidence to use them where necessary is sure to get you noticed for all of the right reasons. Think outside the box From finding solutions to problems and creating new processes to improve efficiency, the ability to think fast and be creative when faced with an unexpected roadblock is a soft skill no business should be without. Many of the best employees are able to find solutions to problems quickly to ensure the smooth flow of daily tasks. Don’t be afraid to speak up if you have an idea for improvement as you’ll be flexing your creativity and problem-solving muscles! ### Why Listening Is The Most Important Skill Leaders Should Master Did you know that the average person only retains 25% of the information that they hear? Sadly, many people only listen with the intent to reply, but this means that all too often we are missing out on an opportunity to connect, understand the situation of others and even gain a fresh perspective on the things that are most important to us. As leaders, our ability to truly listen to our teams strongly impacts our effectiveness in managing them and enhancing their productivity levels. Here are a few reasons why we should all improve our listening skills and really tap into what our people are telling us. Nurture strong relationships Having a leader who is willing to listen not only gives employees a platform to have their views heard, it also helps nurture strong relationships built on trust and mutual respect. When employees struggle, the business as a whole falters too. Listen, absorb, understand and then act if you want your team members to feel confident that you care about their opinions and are there to support them in all matters. Regular feedback and reviews can be helpful here, especially initially. Robust onboarding processes and a culture which fosters openness and makes everyone feel heard and valued also underpin strong workplace relationships. New perspectives, new ideas By listening to the people that keep those business wheels turning on a daily basis, you’ll be able to gain a fresh new perspective. You might also find that there is an increased flow of creative ideas to improve and enhance current processes from the people that know your business best. Open your ears and you could just uncover some ideas for improvement that you might not have considered before. Embracing feedback Sadly, not all of the information that colleagues and employees are willing to share is positive. From time to time, you’ll find that your team needs a safe space to vent about any frustrations linked to their role. This can be hard to hear but be resilient as it is important that you embrace all information they impart and act accordingly on their feedback if you want to keep a channel of communication open at all times. Listening to your staff is only truly effective if you are willing to act on the information they give you where necessary. Be sure to take the rough with the smooth and you’ll soon gain a reputation as a leader that’s able to hear what your staff are saying and willing and able to then offer them the support they need to be at their brilliant best. ### Ten Key Skills Of Future Leaders Key insights Digital connection, AI and automation are the biggest disruptive influences for future leaders Innovation is considered one of the most critical skills for future leaders Diversity is key, and diverse teams deliver 60% better results. The business landscape is changing rapidly. From AI and automation to big data and digital disruption, there are so many disrupters impacting business. In less than a decade, workplaces may look very different. With that in mind, we can expect leadership to shift dramatically too. So, with the landscape for businesses changing so rapidly, what can we expect the future leaders to look like? Furthermore, what can leaders do now to set up future leaders for success? Preparing For 2030 When talking about future leaders, the marker is the year 2030. By 2030, just nine years away, we will have seen wave after wave of disruptive influences making up the Fourth Industrial Revolution. Industry 4.0 is heavily focused on technology, with many senior leaders believing that the digitally connected world will be the biggest force to change leadership in the next decade. Other significant change-makers will be the increasing use of artificial intelligence, automation, robotics, machine learning and big data. With such a focus on technology, there is an increasing demand in seeking out leaders who can balance the need for sophisticated technology within the business alongside the human needs of their teams. Creating this balance of humanity and technology requires a refined set of skills for future leaders. In this post, we'll explore the makeup of future leaders and what it will mean to thrive in digitally disrupted workplaces. Ten Key Skills Of Future Leaders 1.     Blend and Balance The key skill for future leaders will be understanding how to blend and balance both the human nature of the business with the efficiencies of technology. Driving a purpose-led business with care, compassion, and a human-centred approach will be essential. However, with the rise of automation, creating a sense of priority for your human workforce and developing a sense of harmony between people and technology is vital. For future businesses, a blend of technology and the human touch will be essential for success. Working out the ways to allow both to thrive without compensating one for the other will require a delicate balance. A leader who can tap into this blending and balancing role can help businesses to make their mark. 2.     Forward Thinking Technology, digitisation and workplace disrupters can all play out and unfold in many different and unexpected ways. A strong leader will be someone who can use their futurist perspective to consider multiple scenarios that may play out. Furthermore, they will keep their ear to the ground when it comes to emerging trends and stay involved and connected with relevant networks to keep ahead of the game with their forward-thinking. 3.     Expert Explorer It requires a particular skillset to embrace the unknown rather than fear it, which could be critical for future leaders. Future leaders may be expected to forge ahead to explore the next steps for the business. This means being open to new ideas and being ready to embrace change as the world evolves. One of the best mindsets to have for this is curiosity. By being curious without expectation about what lies ahead can help to maintain this explorative approach. 4.     Compassionate Coach The human element of organisations will continue to grow in prevalence and will continue to make a competitive difference for businesses. This means future leaders will need to ensure that their team becomes their focus. It will be a leader's role to coach, motivate, inspire and engage. The best coaching leaders will be the ones that develop team members to reach their highest potential. This often means creating a supportive environment where you encourage people to succeed higher than your own markers. A critical skill in being a compassionate coach is to appreciate the uniqueness of every individual you work with and offer a level of care and compassion that puts human needs first. 5.     Master Communicator When developing teams for the future, leaders will need to draw on their communication skills. Developing both verbal and non-verbal communication, as well as acute and active listening, can help future leaders to cut through the noise and deliver the messages that matter most. Already communication and listening are considered pillars of leadership. However, we can expect this to increase as leadership becomes further human-centred. 6.     Lead From Within Another skill we can expect from future leaders is the feeling that leaders are there in the mix, helping to support their customers and teams as well as their leaders and themselves. A crucial element of this is to understand all angles and be able to support with empathy and understanding. This is not about striking out in front but understanding where you need to be to best serve those around you. 7.     Be A Tech-Savvy Teen Teenagers are often the first to adopt new technologies and digital trends. They are open to exploring new options and will pick up new approaches with relative ease. Embracing this tech-savvy teen approach can make technology more approachable and enable you to better leverage emerging technology to put you ahead of the game. Developing and maintaining digital fluency will also help with other skills such as balancing the human/technological elements of your business. 8.     Adaptive And Responsive Agility has long been a requirement for leaders, and this will continue as we see new waves of digital disrupters. Being adaptable means that you'll have access to a deeper awareness and different ways of thinking, enabling you to experiment and change course as necessary. Keeping a fresh perspective helps leaders to better understand how their team and customers think too. 9.     Emotional Intelligence Leading with self-awareness and empathy is crucial for building and leading diverse and inclusive teams. It will be crucial for future leaders to build connections and create safe environments in which their teams can thrive. With this approach, leaders can fully understand and empathise with the feelings of others. Another benefit of this approach is a full awareness of your own strengths and weaknesses and creating a space where it feels safe for both leaders and team members to be vulnerable. 10.  Embracing Global Citizenship With an increasingly connected world, future leaders will become global citizens who can embrace diversity and lead far-reaching teams. Future leaders will be able to create worldwide teams with the know-how and adaptability of global markets, cultures and perspectives. It will be important to focus on diversity and inclusion and celebrate the versatility and range of knowledge that every team member has to offer. Creating Future Leaders With such a far-reaching set of skills expected of future leaders, a range of development options will be required. From coaching and personal development to micro-credentials, communication courses and postgraduate studying, future leaders will be able to draw upon a range of experiences and development opportunities to create a successful, impactful future.   ### The Change In Agribusiness And The New World Of Work The trend towards sustainability, environmental protection, animal welfare, etc., has been given an even stronger boost by the pandemic. Consumers always make decisions with their own quality of life in mind. Thus, their own actions oscillate between individual convenience and satisfaction of needs on the one hand and the increasing desire for social responsibility and justice on the other. Consumer ethics has arrived in the social and economic reality of life. The market has established itself, but the frame of reference is shifting. "Bio" is now only one facet of the topics; other aspects are gaining importance: regionality at the product level, social responsibility at the corporate and production level, alternative ownership models at the overall economic level. As a result of the deceleration that consumers already experienced in the first lockdown, many good intentions were reinforced: living more consciously, eating healthier, buying more regionally and only as much as is (really) needed, etc. For the consumer, benefits and social responsibility are primary, and a higher price is also acceptable. Sustainability in agribusiness is about the need to increase resource efficiency, protect the environment, ensure economic viability and guarantee social compatibility. To meet these requirements, agricultural businesses need not only practical new technologies but also modern organizational structures and skilled and agile employees and leaders. A paradigm shift in the minds of entrepreneurs is called for: Business must be aligned with people, not the other way around. If you rethink business, you will also find ways to implement it. This paradigm shift will also be necessary in the search for the decision-makers of 2030. Hager Unternehmensberatung, Horton International's partner in Germany,  has collaborated with one of Germany's most renowned future institutes - the think tank 2bAHEAD - on a study to find out what the world of work will look like in 2030. The research result casts a surprising light on the working world of tomorrow, in which executives will be the managers of diverse, global, decentralized teams. The decision-makers of the day after tomorrow will be human and approachable, mastering the use of artificial intelligence as a matter of course, making decisions based on data rather than gut instinct. The future, according to the study "Executives 2030. How they work and where to find them" is in many respects more mobile. Instead of seeing work as an activity for earning money, more and more executives will seek one thing above all in their work: purpose. And here we come full circle again: consumers are looking for ethics, sustainability, etc., and tomorrow's executives are looking for a sense of purpose in what they do and how they do it. In the white paper "Executives 2030. How they work - and where to find them", Hager Unternehmensberatung also sheds light on the question of how exactly the talents of the day after tomorrow and their dream employer will find each other, which technologies will help both sides in the process, up to and including genetic analysis, and what role executive search will play in 2030.   The white paper is available on request from Hager Unternehmensberatung here. ### Horton International Welcomes new Partner, Jan Toft Rasmussen Global executive search and talent advisory leader, Horton International, is proud to announce the appointment of Jan Toft Rasmussen as a Partner to the team at Horton International Denmark.  Jan has an international background and brings with him over 15 years’ experience in Executive Search having worked with multinational companies as well as SMEs across various sectors. Prior to this, he held Managing Partner and Managing Director positions in Denmark and overseas. Palle Rasmussen, Managing Partner says: “We are delighted to welcome Jan to the team in Denmark. He brings extensive business experience, strong insight into the Executive Search industry and proven local market expertise. His strong ambitions for growth and a common vision for the right way to further develop Executive Search makes us a perfect match”.  Jan Toft Rasmussen says: “I am thrilled to be part of the Horton International Team in Denmark. Having spent quite some time talking to various international search consultants here, I am happy and proud to join Horton. The quality and goals of the company mean a lot to me and combined with the professional and likeable people I met, I was left in no doubt!  Horton International is ranked amongst the global top 40 executive search firms as per Hunt Scanlon Media’s Global 40 Executive Search Companies. Horton International provides global, retained executive search and talent strategy service, focusing on senior management and board level appointments.  Horton International Denmark   Horton International Denmark operates out of offices in Vejle and Copenhagen - with extensive experience in the executive search market since 1983. The company adopts a “best team” approach, with consultants and business researchers who have in-depth knowledge of specific geographies, functions and sectors. The client portfolio ranges from international corporations to mid-market, PE/VC funds and owner-managed businesses. ### A Career Is Equally Possible In The Home Office For a long time, the home office was seen in many companies primarily as a possible work option for working mothers whose top priority was not their career but the compatibility of work and family. There were also reservations for a long time that one would be overlooked more easily in a home office and that a career was therefore not feasible. Likewise, the prevailing prejudice in many cases was that those who wanted to work from home did not have a strong interest in a career. But all these are now relics of a bygone era. Since all companies have sent their employees to the home office and also manage and lead them from there, most of the doubts are outdated. If you go about it the right way, you can certainly pursue a career from home. The best chances are for those who manage to stay in touch in many ways, even virtually, and to build and maintain their networks with the right decision-makers. In order to remain visible, digital attention should be drawn to one's own performance and competence. In doing so, it remains important not to remain alone in the domestic comfort zone, but to position oneself externally. External means actively contacting everyone from the home office: Customers, superiors and colleagues. A regular exchange with the management, a daily meeting with the team and active communication via messaging apps as well as a regular exchange with customers are simple ways to avoid being forgotten. It is particularly advisable to hold conversations via video conference. Being able to look your counterpart in the face during the conversation creates closeness and a much more personal atmosphere. As everyone is working remotely these days, it is highly recommended to stay visible and to 'network' actively. Most of our clients are also in the home office and it is completely normal to exchange information via video conference and to discuss open issues in a quasi personal exchange. We also do this with regular frequency with our own teams at Horton International Germany. Many business units even arrange to meet every day for a coffee break or small talk, just to be able to see each other briefly and exchange ideas - just like in the coffee kitchen. This is much more personal than just picking up the phone. And so far this has done no harm to our careers, either in our own ranks or with our clients. On the contrary, since the Corona pandemic, we have become acquainted with many new career paths for our clients. Especially in the field of IT and digital transformation, there has been a lot of movement in recent months. ### How To Detect Covid-19 Burnout In Higher Tier Staff Even the most capable of employees are not immune to the impact that burnout can have on their workplace performance and personal lives.  With recent studies showing that 75% of executive employees experience burnout at work, the added stress and anxiety caused by Covid-19 has led to a further 40% saying that they’ve specifically felt under pressure during the pandemic due to the worry of job losses and anxiety surrounding working from home.   However, with many higher-level tier executive staff used to working in high-pressure situations for prolonged periods of time, they are also rather skilled in hiding the signs of burnout until it’s too late.   If you want to safeguard your teams and high performers against the risk of business burnout, here are a few warning signs to look out for as well as some wellbeing tactics to help improve the mental health of your staff.    Open up a dialogue  If you find that many of your executive staff or management employees aren’t too forthcoming about their own mental wellbeing, it could be a sign that they are internalising any problems until they reach crisis point and require time off work to recover from burnout.   To make sure that you are able to detect and act on burnout as soon as possible, open up a regular dialogue with your executives. This gives each person the opportunity to raise and discuss any concerns they may have regarding workload, job security or anything else that is causing their stress levels to spike.   Know your boundaries  If you’ve spotted that some members of your team are going above and beyond while working from home you'll probably be feeling quite pleased, but it’s well worth keeping in mind that putting in extra hours continually over long periods is a one-way ticket to burnout.   As a first port of call, an informal conversation to find out why your staff feel that it’s necessary to give up their own time to help you meet your business objectives can be very enlightening. With that insight, you may want to then reassess how the workload is split up or consider how additional tools or resources could help key team members to work more efficiently. One thing that is easily overlooked is the importance of setting clear boundaries so everyone knows what’s expected and what taking on too much looks like.  Mental health benefits   If you’ve noticed that staff that normally release stress at the gym are starting to become withdrawn and losing their sparkle, it could be that they need another outlet to help fight back against business burnout.   Perhaps consider the mental health benefits of subscriptions to online exercise classes for your teams as they continue to work from home or give them the flexibility to head off for a run whenever they start to feel overwhelmed. Simple adjustments like these really can help build your team’s resilience to burnout.  ### Redefining The Workplace Post-Pandemic Covid-19 has changed the way we live, work and play forever.   With remote working now more common than ever before (despite the fact that the technologies enabling us to work from anywhere have been available for many years), what we consider to be the typical workplace has undergone a seismic shift.   As well as improved flexibility for staff and significantly reduced operating costs for organisation, remote working has also delivered a number of mental and physical health benefits along with economic perks, so are we ready to wave goodbye to remote working post-pandemic?   With many countries making moves to ease restrictions and allow staff to return to the office, some businesses are finding that their staff aren’t necessarily thrilled at the prospect of a return to business as usual.  While remote working isn’t for everyone, research suggests that 65% of workers would like to retain their remote worker status post-pandemic. A further 31% would like to be able to work remotely some of the time, splitting their work week between the office and another location of their choice.   It shouldn’t really come as a surprise to hear that many who have been working remotely are loathe to give up the flexibility this model affords them to care for their families while also working, cut down on commuting time and generally take better care of their own wellbeing.   There are also benefits for the business too; cloud-based meetings has allowed for better time management for many employees who no longer have to travel to different locations to meet with colleagues. This reduces down time and cuts travel costs. Having a team that doesn’t all need to be housed in the same space also means that vast, incredibly expensive corporate headquarters are no longer a must-have, with downsizing a very real possibility.   As technologies for remote working have had the opportunity to be tried and tested in the field, many organisations are now envisioning a future where some element of remote remains. A Gartner survey says that 80% of business leaders intend to allow remote working after the pandemic. The report notes that the necessity of enabling remote work has now equipped many workplaces to continue in a similar vein, saying ”The pandemic has caused companies to not only move much of their workforce to remote status, but also create support systems and architectures that may allow permanent access to remote work and other forms of flexibility in the future.”  With those systems in place, it makes sense that this flexible, more agile approach to the workplace will stick around in one form or another.”    ### Human Capital and the Skills Gap As Heather E. McGowan points out in her article Human Capital Era Reality: The Skills Gap May Never Close, the skills gap has always been with us and dates back to "the dawn of the first hand tools." Of course, knowing how to make a stone-age hand tool was what IBM calls a perishable skill, in other words, a skill that would become obsolete. Over more recent times, skills have perished at an ever-increasing rate, and workers have had to add to their skill sets to remain employable. McGowan argues that the skills gap is now a "skills abyss" that will never close, and we need new models that focus on human capital.  Here we look at:  How the skills gap has evolved  Skills gap and the four industrial revolutions  What is human capital, and why we need to invest in people  Refocusing from shareholder value to human capital  The changing nature of work  The nature of work is moulded by technological progress. The first industrial revolution was all about steam power, and the second was about electrical energy and mass production. The necessary skills were often learned on the job and were easy to define & to transfer . The third industrial revolution was driven mainly by computerisation, and desirable skills moved from manual physical routines to more cognitive labour with the manual tasks increasingly performed by machines. Currently, we are in the throws of the fourth industrial revolution, where robots increasingly perform both routine cognitive and manual labour.   Rather than destroying jobs, technological progress is creating ever more opportunities and new jobs. The rate of innovation is such that we do not yet know what those jobs will be, but we need to prepare future workers to perform them. We also know that these will not be jobs for life and that employees will need to constantly update their skill sets throughout their career.   Future jobs will require specific skill sets that include:  Technological know-how and digital thinking   Analytical & critical thinking  Creative and innovative mindset Continuous self learning and unlearning skills Adaptability and flexibility Agility Initiative and proactiveness Resilience & stress tolerance Problem-solving skills Negotiation skills Explorer mindset  Self-management skills  and so-called soft skills, including empathy, social & emotional intelligence, and collaboration. Investing in these assets or human capital potential is what I mean by investing in human capital.   What is the skills gap?  The widening skills gap is essentially the gap between the skills we require to perform a particular job and those available to the employer. The result is that employers struggle to find workers with adequate training. According to Deloitte, the skills gap is likely to result in 2.4 million unfilled positions between 2018 and 2028 - at the cost of US $2.5 trillion.    According to IBM, even though talent shortage is the greatest threat organisations currently face, most have failed to address the problem, instead relying on traditional hiring and training strategies. The need for new skills emerges continually, while the "half-life" of skills continuously declines.   Over recent years, the need for soft skills has overtaken the need for digital and scientific skills. In 2016 "Technical STEM skills" and "Computer and software application skills" were considered by executives to be most the two most critical skills. Two years later, those had fallen to 6th and 8th on the priority list, having been replaced by "Willingness to be flexible, agile, and adaptable to change" and "Time management skills and ability to prioritise".   No longer can people rely on their existing skillset to keep them employed. Instead, they need to reskill rapidly to remain employable in a rapidly changing world. This sea change is what McGowan describes as the "Human Capital Era".   What is human capital?  Human capital does not appear as an item on a company's balance sheet; however, it is undoubtedly an intangible asset.  It represents the workforce's economic value in training, education, skills, experience, work ethic, health, and many more attributes that contribute to productivity. By investing in its employees, a business can build on that capital, thus adding value to the individual employee, the workforce, and the entire economy. By accumulating human capital, companies can drive economic growth.   However, just as any asset can depreciate over time, so too can human capital. For instance, if an employee cannot keep up with ever changing technologies and methods, then their human capital depreciates, or if robots replace human skills, human skills lose their value.   Investing in reskilling versus investing in human capital  Traditionally, if workers lacked a desirable skill, then the natural approach would provide them with that skill through retraining, but that is only one human capital element.   In the past, specifying the necessary skills knowledge workers need was relatively simple, but that is no longer the case. The world is changing so rapidly that it is no longer practical to keep up to date - skills become obsolete far too quickly. A robot will perform everything that can be performed by a robot, and robots are becoming ever more capable.   Of course, reskilling remains part of the picture, but it is becoming an ongoing need rather than something that happens once or twice in a person's working life as in the past. Rather than merely updating knowledge and practical skills, we need to focus on equipping people with the abilities they need to adapt and create. Such skills include imagination, emotional intelligence, creativity, curiosity, and mental agility. Unlike traditional skills, which decline over time, human capital skills are more likely to last a lifetime.   Human capital and shareholder value  For many years, the underlying principle of business economics has been to maximise shareholder value. Shareholders invest in the business, and the directors strive to provide them with the highest return possible. In other words, doing anything possible to boost the companies’ share price.   To a significant extent, the shareholder value model has now given way to customer-centricity. The Internet and associated technologies have provided customers with far greater choice and information. If sellers fail to satisfy their customers' needs, they will lose them to alternative sellers. Modern businesses now have no choice but to prioritise customers. Of course, shareholders still matter, but in the longer-term rather than optimising short-term profits.   Along with the move to customer-centric business, similar changes are occurring in employee profiles. In a customer-focused company, engagement, culture, and overall working experience and the other soft skills we have highlighted previously are far more critical than manual and technical skills that we progressively transferred to machines and robots.   Finally  Investing in human capital is becoming increasingly important as companies strive to plug the widening skills gap. New skills are needed at too fast a rate to supply them using traditional reskilling models. In line with a shifting focus from shareholder value to customer-centric ways of working, employees need to be versed in a range of soft skills they can apply to emergent workplace demands.   Horton International is the leading executive search boutique firm to secure unique and innovative leadership talent that will consistently drive top performance. Horton International develops a profound understanding of your needs, business objectives and specific culture to deliver the perfect match candidates who will bring a sound competitive advantage to your company.  With almost 50 years of history and more than 40 offices in the World, Horton International will help you solve your talent needs through a flexible, speedy, efficient and a proprietary disruptive search process which allows us to thrive in high-level sophisticated and key niche leadership positions worldwide. Our global team is passionate to deliver the highest quality service, best results and committed to developing a long-term, close, and active strategic partnership with all our clients.   ### Horton International Germany, Supporting the Oxfam Entrepreneurial Network For three years now, Hager Unternehmensberatung, our Horton International partner in Germany, has been supporting the NGO Oxfam with its donations. The aim of this commitment is to contribute to the fight against growing inequality. One approach: support the poorest! That is why Hager Unternehmensberatung joined the Oxfam initiative "Entrepreneurs for Entrepreneurs" back in 2016. The initiative supports women and men in poor countries to build up an economic existence on their own. The aim is to overcome poverty and create a better future for those affected, their families and people around them. From the money they earn in this way, they can feed their families, send their children to school, and pay for medicine and medical care. Often, such small businesses also create new jobs, so that even more people can seize the opportunity for a better future. "Even in economically difficult Corona times, it is important for us to maintain our commitment. Because life beyond Corona goes on. We have to look to the future. And with 'Entrepreneurs for Entrepreneurs', we are making our contribution to sustainable development on the ground," explains Ralf Hager, founder and managing director of Hager Unternehmensberatung. Young people in Benin successfully complete training Another Oxfam co-project supported by this contribution has already come to an end this summer: The "Project for Strengthening Social and Vocational Self-Reliance of Particularly Vulnerable Youth in Urban Areas of Benin" aimed to bring 75 young people from one of the very poorest countries in the world through vocational training. In doing so, it has given young people in the West African country of Benin an economic perspective to be able to feed themselves and their families. The theory and practical examinations for hairdressing, tailoring, printing and welding took place in the first week of June, two months late because of Corona. All 83 project participants passed their exams. This exceeded the original target of 75 successful graduates. "We are ourselves a training enterprise and are pleased therefore that we can give young people in a structure-weak region vocational perspectives with our donation, said Ralf Hager. Should you also wish to support the Oxfam entrepreneurial network, please visit: https://www.oxfam.de/english ### Building Resilience In 2021 Building Resilience In 2021  Challenges and uncertainty set to continue Mindfulness, breathing and stress training can build your personal resilience  Gratitude and social interaction fosters a culture of team resilience  It’s tempting to think that with 2020 behind us, everything is suddenly going to get a whole lot easier. However, 2021 is going to hold more than its share of challenges. If we’re all going to make it through the year unscathed, we need to put some time and energy into working on the resilience of ourselves, our teams, and our systems.   What Is Resilience?  It helps if we start from a shared understanding of what resilience means. At its heart, resilience is your ability to deal with change. Change is always challenging. The more drastic or unexpected the change, the more stressful it is to deal with.   Resilience is something that you can build up. It’s also something that you need to maintain. After the year we’ve all had, everyone’s strength is likely at a low ebb. It’s vital to look forward and plan ways to focus on resilience if you want to turn 2021 into a growth opportunity.  Building Personal Resilience  Before you can consider building resilience in those around you, it’s important to look inwards and build your personal resilience. Here are a few key ways to work on your own resilience.  Practice Mindfulness  Stress is something that can creep up on you. You might not realise that you’re suffering from the effects of too much pressure until it’s beginning to overwhelm you. For this reason, mindfulness is an excellent habit to get into.  Mindfulness is a type of meditation where you focus on your feelings and sensations. It helps you to become aware of your state of mind and how you’re coping. This has been proven to be highly effective for reducing stress and increasing your ability to deal with change and external pressures.   If you’ve not tried mindfulness or meditation before, there are many easy ways to get started. There are apps like Headspace and Calm, which will guide you through the meditations. They also offer many different ways to meditate so you can find one that works for you. It needn’t take a long time for it to be effective. 5-10 minutes a day is all it takes to reap the significant benefits.   Take Control Of Your Life  One of the main reasons that change is so stressful is the lack of control. If everything is changing around you, it can feel like everything is simply happening to you, and you have no agency.   To counteract this, you need to be conscious about maintaining some control over your work life. This can mean stopping the slide towards working through your lunch hour. Just because you’re near your kitchen doesn’t mean that you don’t still need to take the time for lunch. Just because someone asks for a meeting at the end of the day, it doesn’t mean you have to say yes.   Taking some ownership over your daily work schedule can give you a feeling of control. This can make it easier to deal with all the things you can’t control.  Train Your Body To Deal With Stress  Stress has a physical and measurable effect on your body. Pressures in life can cause your body to produce larger amounts of cortisol (the stress hormone). If you get stressed quickly, it may be because your body isn’t very good at dealing with the cortisol build up.   However, this is something you can train your body to get better at.  You can expose your body to physical stress, such as a challenging workout. Even taking a cold shower is another way to get the same sort of effect. There are some real psychological benefits to this sort of stress training, even in the short run.   This is something you should only really do when you are otherwise happy, calm, and healthy. Adding more stress to a stressful day isn’t going to help anything. So, only try this when you’re feeling calm and in control.   If you’re already feeling the effects of stress, one of the easiest ways to lower stress and cortisol levels is deep breathing. Studies have shown that you can reduce cortisol levels in the body by as much as 50% with just a few minutes of deep, focused breathing. Sleeping well also helps to lower stress which eating a small amount of dark chocolate per day has been shown to keep cortisol levels stable too!   Building Resilience Within Teams And Businesses  Building resilience into our teams and workplaces is vital. For your business to work effectively, you need all your team members to be at their best. It can be beneficial not only for your team members but also for your productivity to spend some resources to build everyone’s resilience.  Provide Opportunities For Connection  We are all social creatures. Some of us need more social interactions than others. Work has always been a major source of these interactions for most people. With offices now closed and everyone working remotely, the loss of office life is becoming more and more apparent. Many workers are now eager to get back to the office, which is a significant turnaround from 6 months ago.  While you may be continuing to rely on remote working to keep everyone safe, it can be advisable to provide opportunities for your teams to connect and have those social interactions they are missing. Ensure you are empathetic and open to communication and encourage your teams to express how they are feeling.   Build A Culture of Gratitude  Gratitude is a potent tool. Expressing your gratitude for the things you have, the people around you or what you’ve achieved is a great way to lift your mood and reduce stress. If you can encourage a culture that values gratitude, you will be able to share the benefits of this simple psychological tool with your team.   The trick is to encourage everyone to express gratitude. While being appreciated feels good, it’s the experience of being grateful that has the most significant benefits.   Encourage A Healthy Work/Life Balance  When work moved out of the office and into our homes, the line between work and life got blurred. It’s essential to keep an eye on your teams to ensure that they take time for themselves. For instance, if you notice that someone is emailing out of office hours, you might want to check in with them and remind them that they can, and should, take time for themselves as well.   If people aren’t turning off from work, they’re going to burn out a lot faster.   Remember, if you find your own way of building resilience and lowering stress, then your team may want to know your secrets. You may want to invite your team their top tips on how to unwind and re-energise, so you can all try something new to feel good.     ### Podcast - Making 2021 work for you.. Putting on your own oxygen mask before helping others! How we can plan to make 2021 a year that works for us all as individuals.   I recently recorded this conversation with Ghilaine Chan. We were thinking about how we can make 2021 work for us. Reflecting on how we have coped in recent months, our chat focuses on what we have learnt, finding our balance in a context of uncertainty and realising that we support others better when we have a stronger sense of our own resilience. You can listen to our conversation here: Making 2021 work for you       Our key points:   Talk about what works for you and supports your resilience. Share your personal successful coping strategies and those you should now leave behind. Recognise the balance of work and life is still shifting and consider Dynamic Poise. #Dynamic Poise is making constant minor adjustments to keep our balance, rolling with the latest changes. We have come to recognise nothing has to be set in stone and more people are talking more about how they want to work and that is making a difference. Many leaders are checking in with their staff – finding out what works for different people and importantly giving people the confidence and the space to say what they need. If you need to make changes, share what works for you as your starting point in negotiation. Our levels of confidence have shifted. Some people may want reassurance it’s OK to ask for support, say what help they need, and be listened to. Celebrate the good stuff and be proud of our achievements.   ### Four Best Practices for Relocating Employees Internationally In today’s global world, more and more companies are leveraging their top talent by transferring them overseas, giving them an opportunity to take on a different challenge internationally. In fact, according to the 48th Annual Relocation Survey, the number of companies in the United States relocating employees has increased year-over-year and employers expect volumes to increase further overall and internationally. If your company is transitioning an employee overseas, here are four tips to make sure it’s a successful move for the company and employee: 1)      Provide a Clear and Customized Offer – While you should have a consistent relocation offer package overall, the individual circumstances and needs of the employee should be taken into consideration. For example, take into account the cost of living both where they’re living and moving to, whether the employee has family considerations (elderly parents, a significant other, children) and real estate. Be sure to communicate any expectations up front, such as whether the position has a contract duration, what relocation expenses will be covered by the company, the resources and support that will be provided, and whether the employee’s current position is guaranteed if they move back. Also be willing to be flexible and negotiate. This will help the employee and their loved ones feel supported and make an informed decision. 2)      Arrange Housing – A crucial aspect of relocation is simply having a place to live during and after the transition. Whatever level of support your company chooses to provide in this area, make sure your employee has support in finding convenient temporary and long-term housing in the new location, which can be tricky overseas when there’s limited knowledge of the geographic area and how the process works. Consider whether you’ll cover closing costs if the employee has to sell their current home or if you’ll help them cover the cost of breaking a lease if they rent. 3)      Offer Cultural Resources– From offering language lessons to covering costs for the employee and their significant other to visit the country ahead of time to help identify the best school system for the employee’s children, make sure they have all the support they need to acclimate once they arrive in the new country. Help simplify the process leading up to the move – from making sure they have up-to-date passports, visas and work permits, to ensuring they understand the medical system. Do everything you can to help the employee deal with the new country’s nuances. 4)      Continue Support Post-Relocation – Once an employee has relocated, make sure the support continues, as living in a new country can be isolating for some people until they acclimate. Set them up with fellow expatriates that work for the company or provide them with a mentor at the new office location. Help their significant other find a new position if they’ve also relocated and ensure they have a contact they can go to at any time to help them overcome any hurdles or to provide much-needed resources and advice. Relocation is exciting for an employer and the employee taking on the new opportunity. Following the guidelines above can help to make the transition go more smoothly ensuring they can focus on getting right to work in an exciting new country and position ### Keeping Your Career on Track During COVID-19 Guest post by: Luna Warren   COVID-19 has had an enormous impact on every industry, affecting people from all walks of life. And while this has led to widespread job loss and a change in work conditions, it has also affected the career paths of many executives and C-level professionals. If you are one of those people who have found their career put on the back burner there are ways to keep it on track, and even take advantage of the free time the pandemic has given you. Upskill and Continue Learning  One of the biggest effects of the pandemic is the increased amount of free time many professionals continue to have. And while many are returning to work, it is often not at the previous capacity. The good news is that you can put this time to use and develop new professional skills. One way to do this is through taking an online course. Different online learning platforms today offer both free and paid courses. Some good examples would be CompTIA for IT certifications, Udemy for individual courses on marketing or data analysis, Codecademy for digital skills like cloud-based applications, and company programs offering to teach soft skills. Getting a post-graduate degree can also be a viable option, especially if you aren’t expecting things to return to normal in the long-term. They can take just 12 months to fulfill, which means you could afford to take the time off and not be out of the industry for long. They also offer plenty of opportunities for growth — from project management and information technology, to emerging digital media and business data analytics. Online MBAs now also offer partnerships with global brands like Boeing and Edward Jones to help you work out viable solutions to real-world problems, as well as meet ambitious and talented leaders to grow your network with. All this can be done from the comfort and safety of your home too, something vital in the current climate. This is why analysts have gone as far as to say that MBA-holders will have a unique advantage in a post-pandemic economy They will be better prepared with valuable business skills and leadership potential, and a supportive network of connected business professionals, as they face tougher economic times after the pandemic. Build a Strong Network Even though you may be working less, now is the time to be more active in your professional network. Strengthen your LinkedIn network by connecting with new like-minded professionals and organizations. Engage meaningfully by actively participating in comment sections and discussions. Your professional network can be a strong foundation to lean on and can help set you up with better career possibilities both during the pandemic, and provide opportunities once it is over. If you’re not on LinkedIn yet, it is very easy to join. Many recruiters and hiring managers use LinkedIn to look for the best candidates for their companies. And with more time to spare, you can put more effort into your profile. Something you will need to do to stand out, as LinkedIn has seen record levels of engagement this year. Yet for executives with impressive resumes you are far more likely to find an opportunity. Update Your Credentials Other than your LinkedIn profile, you should keep your CV, website, portfolio, and other professional profiles updated and complete. Make them compelling and keyword-optimized, especially with the new skills and experiences you will gain from online degrees or new jobs. Good keywords are crucial to make your online presence strong, and help automated candidate-searching systems pick your profile. If you have a professional website keep it updated through blog posts and added content to show that you have remained proactive throughout the pandemic. Offer Pro Bono Services If you’re self-employed or unemployed, why not offer your current skillsets as free services? It can either be a good marketing strategy to make way for better opportunities as well as some good PR. You can be a life coach and put up a webinar series on crisis management and mental health. Or you can build a free website for a new charity organization, which can be part of your professional portfolio too. The important thing to remember here is, when you give away something for free, you leave behind a footprint or market share  that can snowball through feedback, and return to you like an investment. Positive action is another way to show you have been proactive throughout the pandemic which could lead to more opportunities. Keeping your career on track during COVID-19 has been very challenging for people across the globe. Yet there are ways to ensure that you don’t get left behind even if you have taken some time off or are looking to advance your career further.     Photo by Carl Heyerdahl on Unsplash ### Prevent internal data theft through central management Which employee is allowed to access which data and which information is particularly critical to the company? Questions that need to be answered when developing an authorization concept in the company. Crime in one’s own company will increase in the coming years: around two thirds of the questioned agreed with this statement in a recent study by the auditing company KPMG. About 1,000 companies from different industries were surveyed. The study showed that the theft of in-house data is a major problem for four out of five companies (around 80%). This can be copyright infringement, unauthorized access to financial accounts or the disclosure of trade secrets and confidential information about customers and employees. Even if no company wants to accuse its employees bad intentions, according to KPMG-survey, more than half (56%) of the “violations of trade secrets” can be traced back to their own employees.   80 percent have to adapt their authorization concept Many companies do not have an overview of the access rights that each employee in the company has to different data because the IT department has no central management system. Furthermore, the right tools to identify risk factors and compliance vulnerabilities are often lacking In order to prevent unauthorized access to in-house data in the future, the authorization concepts must be revised. It is important to determine who needs access to which areas of the company, so they can do their work properly, and which data are to be classified as particularly critical. For example, access to employee files is only allowed to HR managers, while only the accounting department can review the company’s finances. KPMG advises around 80% of the companies surveyed to urgently adapt their authorization concept. Many companies are already assigning high priority to this issue.   Also see the danger from within Due to Corona, many topics were left behind and neglected. However, in view of the worrying number of increasing incidents of digital crime, which can certainly originate from within, these must not be postponed. Of course, nobody wants to admit that the danger can also come from their own ranks. Nevertheless, it is an essential task of IT management to uncover security gaps and to promote a corresponding authorization concept. As an Executive Search consultancy, we constantly work with sensitive data from customers and candidates. Therefore, protecting this information is our top priority. At Horton International Germany, the IT department controls the access rights of all company members. Although we have great trust in our employees, such role management is essential in this digital world. ### The Importance of Summaries Being able to summarize has become a skill that is more important than ever in today’s information overflow. When I joined the executive search industry more than ten years ago, the internet did exist but it was only the dawn of the internet as we know it today. Social media, for example, has changed our business forever. Today, because of and thanks to internet, we have too much of everything when it comes to information and communication. The same goes for people and good candidates. If we only think about LinkedIn, I personally have some 2000 contacts and should I use a search word such as “Marketing Director” or “VP Sales”, I will receive results on more than two million candidates, many of them likely eligible. For the benefit of our clients we have access to many more great candidates than before social media. Ten years ago, I had around 25 printed CV’s (and yes, many of them arrived by snail mail) to flip through for a particular position. Today, I have to deal with anywhere from one hundred to thousands online CVs after a single search. Lately there has been a lot of discussion about our shortened attention span. Again, this includes me and I assume, my head-hunter colleagues too. I’m also guessing that hiring managers and HR-professionals are no different. There just never seems to be enough time to read every single line on a CV or online profile. However, when one pops up and catches my eye, I’m really interested to learn (quite thoroughly) what the person has accomplished in their career so far. For the aforementioned reasons, one part of the CV, resume or online profile has become more important than ever and it is your summary. Summaries have to stand out and be engaging. Think about it! What are the most important facts about your previous career? There is no single piece of advice on what to write but make it personal and make it different. Make it short enough (remembering that recent studies show that we will lose interest, in seconds, if the content is not engaging) and make it relevant and be prepared to adapt it when necessary. Talk about your accomplishments rather than responsibilities. Think about your career summary from another person’s point of view; who will be reading it?  But most of all, put the effort into it like it was the only and most important thing that counts! Have you ever thought about using a video for your summary?     ### Webinar: Sales 2.0-Sales Professionals: Frontline Corporate Warriors (BFSI Sector) Over recent weeks, Horton International India and InSalesPro conducted a series of webinars for CEOs and CXOs and we're delighted to be able to share the recordings for anyone that wasn't able to attend in person. Webinar -Sales 2.0-Emerging New Paradigm -BFSI Sector Themes for discussion included: Reimagining the pivotal role of sales professionals Digitally savvy sales organisations Resilient, self-driven and adaptable sales teams     For any enquiries, please contact me  Dr. Deependra (Dipy) Nigam.   ### AI the investment in the future We recently caught up with Martin Krill, Managing Partner of Horton International Germany, to find out what impact Artificial Intelligence will have for executive search and to what extent does it shape the working world? AI is probably the technology with the greatest potential for disruption. What does this mean? MK: AI will fundamentally change our lives. And I am absolutely convinced that both the economy and our society will benefit. Technology has developed so much in recent years that there are now many processes that AI-controlled computers can handle just as well as humans. One area in which this technology is advancing rapidly is, for example, image recognition. Simply scanning an image instead of having to enter specific data makes work easier in many areas. Cognitive tasks can also be supported by AI. A very good example is the translation software DeepL. Here, current translations are further optimised by regular applications, so that AI helps to implement new terms or to express complicated facts well. This was not the case with Google Translator. Another example is 'Process and Task Mining Software', where AI identifies inefficient processes in the company and automatically finds out where processes can be improved.   What significance does AI and automation have for Executive Search? MK: It is clear that executive search does not work completely automatically - neither now nor in the foreseeable future. There are some areas where AI provides valuable support in our industry. This can be a professional pre-selection of suitable candidates and also the comparison of CVs with other digital tracks. Pre-selection is all about identifying skills and attributes - Active Sourcing, which is well-known among HR professionals. We are all familiar with the search functions in social networks, but semantic searches were not familiar to us for a long time in the networks. Just like logical connections and related results, this is a new world in which AI helps us identify the skills we are looking for. A digital comparison can also be made; is the information in the profiles also consistent with the other digital 'footprints' of a candidate. Does the environment, living situation etc. fit the mandate sought? AI and especially professional automation is also very supportive in our own internal processes. Executive search lives from large amounts of data. In our company, for example, data is automatically read into the database. This means that the consultant only has to give permission for the data to be stored without actively accessing the system. Thanks to our excellent IT, we have also introduced process automation in other routine activities. And here again, it is not that all employees have nothing more to do; on the contrary, this supports us all and ultimately also avoids sources of error. It is often said that AI, robots and algorithms take jobs away on the one hand and create employment on the other. How do you see this? MK: In general, it can be said that there are hardly any professions that will be able to avoid the issue of digitisation. In almost all jobs, skills and abilities with and at the computer are in demand. Many routine jobs will sooner or later be taken over by software programs or computers. But one thing is for sure, hardly any job description can be completely automated, there will often be a shift or upheaval. Above all, it is important for both employees and employers to stay on the ball and to permanently improve their qualifications and be open to new ideas. During the German economic miracle in the 70s and 80s, many up-and-coming companies and employees fell by the wayside because they had 'bathed' in the upswing without looking ahead. How can companies prepare themselves for the AI and robotics age? What should be taken into account? MK: It is important first of all to find out what the customer needs, which processes can be improved and which technological possibilities exist on the market. Often it is also worthwhile working with smaller start-ups to introduce processes and not to build the tools completely in-house. However, it is particularly important to have specialists and also managers in your own ranks who understand what will ultimately be automated and how the process should work. We have many customers who ask experts for exactly this in order to have decision-makers in the company on the one hand, who can also convince the board of directors of new ideas. On the other hand, however, they should be sufficiently well-versed in the subject matter to push the issues accordingly. Unfortunately, these are precisely the talents that are often fought over despite the current Corona situation.     ### Sharing News Whatever the news  - whether changes to protocols, policies or ways of working, how the information is understood is just as important as the message itself, the words used and the person giving it. What is said and what is heard can be different. It’s easy to make a message confusing or misunderstood. Whatever our intention we cannot guarantee that our listeners are actually listening. They could have worries of their own preoccupying them, they may believe that your ‘news’ is bad, about redundancy or rejection and they are just focused on waiting to hear that word. Good news and positive feedback are often discounted when one sentence suggests a situation could have been handled differently or better.  Clarity of communication is always important not just in times of pandemic and crisis. When we are unclear about the focus of this news we only hear part of the information ...  which changes its impact and success.  Once we hear something we have been dreading we focus on that individual word or phrase and not on the other related information that gives overall perspective and balance. It’s a habit we all need to work on – the wider your news has to spread, the greater its importance to you and the company and the further it has to travel, the easier it is for misunderstandings and confusion to occur. Preparing to share news: Consider…     What do you want to say? What words and phrases will you use?     Who is the message for?     Are they expecting this news? How are you preparing them to hear it?     What do you believe they already know?  How can you be sure?     What might they know?     What do you want people to do as a result of the news?     What do you want to see and hear as a result of the message you’ve given?     Are you expecting a different impact to previous messages?  Sharing the News The structure of your message and the words you use can make all the difference. Be clear:     Tell them what you are going to say (and why)     Give your message – be as jargon free as you can     Tell them what you said (using different words) , why, and what happens next Q&A If your news is being transmitted in different time zones, create an online space for questions. Make sure the Q&A are closely monitored so that responses are timely. If a response requires some thought or research, give a ‘holding’ reply: ‘I’m going to find out and get back to you in a day or so…’   Manage the expectations of those people who you want to take on the message. Remember to provide follow up Let people know the impact of your news. Tell them when the next update will be.  The success of effective messaging is when others follow your approach and less time is spent on dealing with misunderstandings. ### Video Interviews are Part of the New Normal There has been a lot of discussion about the new normal. My guess is that one thing that will stay with us in the new normal is that there will be more interviews held by Teams with people’s own PC at home than before. This is definitely good because it lowers the threshold for first-round interviews. We all remember the funny memes where a child creeps into the room! While things happen when you’re working from home and with toddlers, try to pick your time and place. While the incident might be just funny for your interviewer it may get you off the track. Here are some useful tips for everybody.   Make sure you have video capability and that it is working properly; a candidate who will at the beginning of the meeting say that sorry my video is not working, just will not go further. Most of the first-round interviews are to make contact, get to know each other and see how the chemistries “click”.   Remember where your camera is and at least every now and then look at it. Keep your own picture in the frame so that you are reminded of that.   Think about the background. If it’s natural, make sure, there is not a window right behind (then your face will be dark) or that there are no distracting images/items behind you. If you use background effects, be aware that if your surroundings are dark, there will be an unnatural “aura” around you head especially when you move and it may look awkward. Especially wearing big headphones may cause that effect. The best background is natural neutral colour wall and light coming from the front. You can also use a table lamp or ring light to light your face.     Position yourself further away, so that part of your upper body is showing at least shoulders. If your face is too close to the camera, it will not show your body language which is equally important as your facial expressions. Remember, this is for you as well as for the other person a situation to figure out each other, not a one-way discussion.   If you take notes by hand, make sure your notepad is close so that you don’t have to constantly look at it. Somebody leaning constantly their head forward close to the camera when taking notes loses the eye contact. If you take notes by the PC you are using, it might be a good idea to mention that beforehand, so that the other person doesn’t think you‘re checking your emails.   ### How The COVID Crisis Is Driving Transformation And Innovation The COVID crisis has been a struggle for many businesses and individuals over the last few months. With lockdown restrictions changing the way businesses need to operate, many have been faced with real challenges. The pandemic has forced businesses to be adaptable and flexible in their approach to working life. While this hasn’t been easy for a lot of companies, it has led to a new era where businesses are having to be more transformative and innovative than ever. Amongst all the doom and gloom of COVID-19, businesses have been working hard to transform for the better, setting themselves up for a more innovative and adaptable future. Embracing New Technologies, Policies And Ideas Coronavirus has been impacting our lives for many months. Consequently, it has become more apparent how this disruption is both an opportunity and a threat. Businesses are being thrown in at the deep end when it comes to adapting to this new way of life. For some, it is driving transformation and innovation. Many industries are expecting to recover from the pandemic rapidly, whereas others might have slower progress, but either way, recovery is on the way for many sectors. For businesses to make this recovery a reality, there is a need to embrace new technologies, policies and ideas. Now is the perfect time for companies that have been stuck in a rut to try new things and discover new ways of operating. Remote And Virtual Virtual working and remote communications have been one of the leading technologies that businesses have had to embrace. Adapting to working in this way has resulted in boosted productivity, a happier workforce and more time to focus on the task at hand. Eliminating commute times, giving staff the freedom to work where and when suits their lifestyle, and reducing office overheads are just a few of the benefits that remote working has introduced to businesses. Not only that, but it has forced staff to embrace these technologies and get to grips with new innovations. Reinventing Businesses And Renewing Growth Organisations have been focusing on survival and stabilisation during the COVID pandemic, but there needs to be a shift to focusing on competitiveness and renewed growth. It is the perfect opportunity to leave behind any limitations from the past and think about new, more innovative ways of operating. Businesses have the time and awareness now to focus on how they can move forward and close the gap between them and competitors. Here are a few of the transformations that businesses are making to help themselves thrive after the COVID crisis; Digital Customers Customers and consumers have shifted to a more digital lifestyle because of Coronavirus. Everyone is spending more time online than ever before, and businesses should reflect and embrace that. Investing and focusing on the digital experience of a business is vital for increasing customer engagement. Many companies are choosing to adopt digital services such as AI, to boost their digital experience and meet customers transforming expectations. Transformative Technology There has been an explosion of new digital technologies that have been designed to help businesses navigate their way through the pandemic. This unprecedented time has resulted in many organisations realising they were not well placed to make rapid digital changes. Outdated and cumbersome technology at the heart of a business makes embracing new innovations very difficult. Because of this, more organisations are choosing to make the move to the cloud. Once using cloud-based services, businesses are better placed to rapidly deploy new innovations. Not only does this help a business operate to the best of its ability, but it improves customer experience and competitiveness in the industry. Resilient Processes And Operations With most of the world coming to a halt during the COVID crisis, it is the perfect opportunity for businesses to modernise their operations. Outdated processes can be reviewed and renewed, and the pandemic has given businesses the time to truly focus on how they can improve. Organisations have been applying new technologies to improve the resilience of their core functions and also diversifying their suppliers. New Partnerships Embracing platform partnerships and contractual partnerships are a great alternative to acquisitions and mergers. Working alongside other partners is an opportunity to grow and adapt, with access to new talent, capabilities, customers and ideas. Organisations can use new partnerships to penetrate new industries and improve their competitive edge. Innovating The Workforce The majority of businesses have had strong social contact with their entire workforce for many years. The Coronavirus pandemic has put a stop to this and forced companies to embrace flexible working habits. This is an excellent opportunity to readjust workers and build on the purpose of the organisation. Technologies are being used to help with remote working arrangements, skill-building and people management systems. This forced adoption of new technology for an entire workforce is an excellent opportunity for businesses to boost productivity, grow innovations and adopt new ideas. New technologies will help businesses to develop a smarter workforce. A remote working environment can also give businesses a far larger talent pool to choose from. Eliminating geographic restrictions means businesses can hire staff from all over, making it much easier to find the right person for the job. Driving innovation is as much about the people within the business as it is the leadership and technologies used. Talent Innovation Following the COVID crisis, there is a real need for businesses to attract and retain their top talent in order to drive innovation. Keeping staff satisfied and content in their roles is more important than ever, as many have increased opportunities are opening up for them as more businesses embrace technologies for virtual workplaces. While the COVID crisis has been imperative for driving innovation and transforming business in many ways, it is always the staff that are the real force behind these changes. A business is only ever as good as the workforce behind it and attracting and retaining top talent is more important than ever.   ### Sahar Faraji expands the Construction & Real Estate Business Unit for Horton International Germany We are pleased to announce the appointment of Sahar Faraji as the Construction & Real Estate  Business Unit Manager for Horton International Germany. Sahar is a proven expert in the construction and real estate segment. Faraji looks back on many years of experience in the construction & real estate industry. Her expertise in this segment is based on many years of responsibility, including as Deputy Branch Manager and Head of the Construction & Technical Real Estate Division at a consultancy firm specialising in the recruitment of specialists and managers in the real estate industry. "We are very pleased to have gained in Sahar Faraji an experienced expert for our Business Unit Construction & Real Estate who has comprehensive knowledge in her market segment and is closely networked with the decision-makers in the industry", comments Martin Krill, Managing Partner of Horton International Germany. "In addition, she also looks back on several years of experience in executive search, making her the perfect candidate for this position". In her new role as Business Unit Manager Real Estate, Faraji reports to the managing partner, Martin Krill.   ### Cyber Vigilance: Ensure You're Protected and Prepared Barely a week goes by that a major data breach involving a well-known company isn’t in the headlines. From insurance companies to retailers to fast food restaurants to the Internal Revenue Service, no industry or company is safe from the security threat to consumer data. And don’t be fooled into thinking that only large companies are impacted– businesses large and small are at risk and experts predict that 2016 will feature even more data breaches than ever. In the financial industry, ensuring the security of customer assets, information, and transactions is a top priority. However, according to the FBI, the U.S. financial sector is one of the most targeted in the world. Thieves can essentially break into thousands of accounts simultaneously without setting foot in a bank. Add to this that cyber security threats are rapidly evolving and growing more sophisticated. Technology is always advancing and providing new potential targets (i.e. – mobile apps) and it isn’t a matter of if your business will be hacked, it’s a matter of when. Thieves can essentially break into thousands of accounts simultaneously without setting foot in a bank. So what can you do to protect and prepare yourself for a potential cyber attack? Assess Your Cyber Risk –Take the time to understand your company’s vulnerabilities by utilizing tools such as Travelers’ free Cyber Risk Pressure Test, which asks a short series of questions and gives you an idea of where you stand. Not only are you at risk of your system being infiltrated, but there are also inside and operational risks that have to be considered. Invest in Prevention – Based on your level of risk, ensure you have technical controls and a clear cyber security governance and risk management plan in place that not only accounts for your business but also takes into account third party vendors. Prepare a Response Plan – You should have a thorough response plan and clear chain of command in place in the event you do experience a breach, so you can get right to addressing and dealing with the issue versus scrambling to form a plan. Invest a considerable amount of time and resources to this plan and work with outside consultants if needed. Also make sure to revisit and refresh the plan on an ongoing basis. Communications is Key – Do you know what you would tell your employees, customers, and the media if you were the victim of a data breach? What about social media? Would you be proactive or reactive to inquiries and what level of detail would you provide?   Communications responses to breaches can greatly impact consumer trust in a company. Have a top-notch communications leader (or retain an outside firm) that has a plan in place and is ready to handle your integrated communications response. Hire and Train Smart - Having strong leadership equipped to prepare for and respond to a breach if needed is key. Make sure you are employing the best and brightest talent and invest in ongoing training so they are always up to speed on the latest technology and threats. The key is being prepared and hyper focused on your company and data. ### The Increase in E-learning Within the Corporate World While the global pandemic compels us all to embrace the so-called “new normal”, we remain far from any normality as the global situation appears to change on an almost daily basis. Perhaps what we need to get used to is continual change. Many of us have needed and continue to need to learn new skills to cope with all those changes in our day to day routines. Whether we are working from home, commuting to the office, or searching for a new direction to continue our careers, we need to reskill, and to do so quickly and efficiently. Over the last decade, e-learning has gained an ever-increasing share of the education market. Our hands have now been forced by the pandemic to accept virtual learning as the primary source of acquiring new skills and knowledge.  And many of us are loving it. Everyone can work at their own pace and learn according to their ability and style; we can choose where we wish to work; we don’t need to buy expensive textbooks; and it is much easier to remember what we have learned. Another big break from the past is that learning and development have become a never-ending process. The world is changing at such a pace that there is always something new to learn merely to remain where we are right now. If we are in a sector that has been hit severely by the pandemic and jobs have been lost, we are likely to need new skills to help us move on to new opportunities. If we are moving to a new job, then e-learning is the best way to acquire all the new skills we need to onboard. Naturally, providing e-learning to employees is not without its challenges and defectors. Not everyone is convinced that e-learning can provide all the necessary skills that would usually be learned in a workshop or similar setting. Neither is everybody naturally motivated to learn, so without face-to-face contact, how do you encourage those who see learning as a chore? Concerns such as these have held back many organisations from adopting a total e-learning policy for their new recruits and longer-term employees. But if we dig more deeply into these challenges and are willing to be creative in the ways we provide e-learning resources, they cease to be a problem. Let’s look at some of the main concerns and how we can resolve them. Effective e-learning practices Engagement is crucial, so how do you keep your audience engaged in the learning process? It is easy to lose an online audience, as there are so many distractions. Maintaining the attention of learners is a  challenge, so online educators must develop new ways to keep their audience interested. Just presenting the same old material online is not a viable solution. Everything needs to be rethought and represented. Passive lessons are not the best way to engage online classrooms. There is plenty of technology available to encourage active participation, so why not use it? Keeping everyone actively involved, encouraging questions and three-way conversations are crucial. Attention span is shorter online than in a classroom or workshop setting. Moving from passive to active learning will increase engagement to a point, but rarely will it keep audiences engaged for a full day. It is vital to mix things up and make lessons shorter.  Allow ample breaks and encourage people to interact and share their experiences on how things are going. New technologies are enhancing the effectiveness and experience of e-learning.  For instance, augmented and virtual reality is making significant impacts on e-learning. With such technologies, learners can interact directly with real-life situations, and the technologies have proven their worth in health and safety training and other areas and scenarios where learners can gain experience without physical risk. Corporate application of e-learning There are many areas where e-learning can make a significant impact. Some vital applications are: Training recruits during onboarding. Onboarding has changed considerably from the days when it involved watching an ageing corporate video and a quick run-through of the corporate handbook. Few people took the exercise seriously. Today onboarding is seen as a critical part of the recruitment process, with carefully designed e-learning programmes proven to improve employee loyalty, engagement and retention. E-Learning & Development programmes are crucial for both the employees and the business and when carried out effectively create a competitive advantage that drives business performance. Providing employees with opportunities to improve will help retain top talent, improve customer satisfaction, and reduce recruiting costs. Training in Health & Safety for those returning to the office from furlough or working from home is a vital step in getting back to work. As well as providing valuable information on social distancing and new ways of workplace management, allaying the fears and anxieties of returning staff should be an essential element of the programme. Rather than providing top-down  e-learning, such courses should be interactive with learners being encouraged to communicate their concerns and thoughts. E-Learning market growth According to the Technavio report “Global Corporate E-learning Market 2020-2024”, the market is currently larger than $200 billion. It is poised to grow by $38.09 billion over the next four years, at a CAGR of more than 11 per cent. Even before the pandemic, 98% of US corporations had planned using e-learning by 2020. In Europe, which accounts for 35% of the global e-learning market, the UK has the largest market size, followed by France, Germany, Spain and Italy. The extent to which the pandemic is accelerating this growth is yet to be assessed formally, but undoubtedly the effect is considerable. ### Artificial intelligence in Executive Search: We make possible what was previously impossible. Gunnar Brune from the AI.Hamburg network spoke with Andreas Wartenberg, Chairman of Horton International and Member of the executive board of Hager Unternehmensberatung.     Gunnar Brune/AI.Hamburg: Andreas Wartenberg, what is your business and how do you use artificial intelligence: Andreas Wartenberg: Hager Unternehmensberatung, Partner of Horton International is one of the largest executive search companies in Germany with 100 permanent employees. We are focused on top and middle management positions. To fill a position, we do direct search. For us, that is all about finding, evaluating and assessing candidates and presenting the best possible and most suitable candidates for the vacancies to the client. For this it is important not only to be able to achieve a professional and technical fit, but also personality fit: who fits to whom on an interpersonal level and who fits into which company situation – the keyword here is culture. Or: who fits into a particular management task: return on investment, new growth strategies/establishment of new services, business reduction/bankruptcy management. These are very different scenarios that corporate units or business units can get into. No single person has all the skills to solve all tasks. Therefore, the demands on the people we find are often very individual and connected to the company, the teams and the acting persons. In order to achieve this fit, the use of artificial intelligence is expected to increase in the coming years. There are already some existing applications and more and more new software tools and solutions in which AI is integrated and where different tasks are solved with AI. Therefore it is crucial for us to deal with these topics and technologies. On the one hand, to know what is available, which technologies and solutions, software products and services are adaptable for us or even created exactly for our industry. On the other hand, to find out what added value can actually be generated with them. Gunnar Brune/AI.Hamburg: Can you give us an example of artificial intelligence you really work with every day? Andreas Wartenberg: Among the applications that have already integrated artificial intelligence today is the personnel search engine portal LinkedIn. Especially the product "LinkedIn-Recruiter". This is a very humanized service. It is a tool that personnel consultants and headhunters all over the world use. Through this special search tool you have more search possibilities than the normal LinkedIn licensee. For example, the search results are already pre-sorted by AI. If I enter a keyword like probability of change, AI predicts it and I can sort the results according to it. Such a thing is already working very well with artificial intelligence today. Gunnar Brune/AI.Hamburg:  What is the most exciting AI project of Hager Unternehmensberatung/Horton International at the moment? Andreas Wartenberg: We have a wide variety of fields of activity. There is not just one project that we are dealing with, because artificial intelligence will develop great innovative power with us. There are and will be new tools and services that make things possible that were not possible before. Let me give you some examples: Let's take the subject of face recognition. Executive search is not just about identifying a person. We want to know when they are lying, when they are telling the truth, when they are insecure, fibbing, going off the rails or exaggerating. These are all things that can be read in the face, in the facial language. There are very few people in the world who can do this, they do observe features in the face, the movements of the facial muscles: when the eyebrows are raised, when the corners of the mouth are lowered, they always pay attention to the facial expression at certain prominent points on a person's face in response to certain questions. Today, this is done with a video-supported interview, which is analyzed by AI. For example we can sit opposite of each other, with a camera recording the face of the person opposite and there is software running there that does the analysis. This can only be done via AI in connection with Big Data - like almost all AI solutions are connected to Big Data. If you don't have Big Data, then AI is not worth the effort, because you need a big, big data pool for it. Artificial intelligence will make possible what was previously impossible. It will make it possible to compare many thousands of application documents in detail. Take the cover letter, the choice of words, the sentence structure, the choice of words. They give information about the personality I am dealing with. Is it someone who is confident and can write freely, is it someone who pays attention to formalities, is it someone who has copied a text of a manual, are there many standard sentences in it or is it individual? Is the applicant courageous, does the applicant use daring, i.e. challenging vocabulary or use a lot of question marks or exclamation points in his cover letter? Or acts le applicant like the lamb that offers itself, saying: "I am a loyal follower, that's why I write the way I write." Big Data, in conjunction with AI, makes it possible to filter out just that, even with a large number of applications, and ask what it means. These were two examples of AI in recruitment, another topic is chatbots. We all know the Google example of a hairdresser appointment that is arranged by telephone with a talking chatbot. To a certain extent, this also works for pre-screening, i.e. in the upcoming interview phase. Or during the initial contact with a candidate: Here too, it would be possible to place an intelligent, talking chatbot in the online service and have an initial selection of candidates carried out according to previously defined questions. Where does that make sense? This is already being done today. A typical scenario would be if you have a large number of applicants for a smaller number of positions. For example, when a large telecommunications company wants to open a new call centre in a geography of this world. Imagine 100 positions for which 800 candidates have to be interviewed. Having this done by a chatbot saves a lot of human resources and of course money. Gunnar Brune/AI.Hamburg:  But surely this is not used in the search for a CEO? Where does artificial intelligence bring added value here? Andreas Wartenberg: It will probably never be used for CEOs, because we don't have a situation where we have a large number of candidates, because we do not act in field of masses and volume and therefore have to filter with these technologies. However, there are many technologies that could be relevant and that we may have to consider for what they can do for us. If I can't use the AI-driven chatbot in the pre-selection of a selection, I might still be able to use it as a global company for standard requests. Companies also receive unsolicited applications en masse. And if we want to talk about the current situation, in a pandemic leading to mass unemployment, many people will be looking for new jobs in all sorts of places to apply and reposition themselves. With AI-supported tools, we can handle also in executive search an unexpected rush without blocking internal resources. This also applies to companies, of course. If a large car manufacturer lays off a lot of people, people will apply to another car manufacturer, especially if there is a local presence. For example in southern Germany. Then one could consider whether such a chatbot tool would make sense to pre-select. Gunnar Brune/AI.Hamburg:  These are exciting opportunities for the whole world of human resources and executive search. You do executive search. What can we expect from artificial intelligence in the near future? Andreas Wartenberg: As already mentioned, there is not "the one" project we are currently working on. Rather, we are in a scouting and screening process in which we are looking at various tools. By the way, there are also tools that are reshaping the topic of matchmaking. This is a very exciting area, where AI will be used in various forms in the future. I put a job description in my AI tool and the tool searches independently in different portals using its own AI-driven keywords. Or we can go one step further: I enable the AI-Tool to access my current team for my top management level, from the candidates I know to be managers I am satisfied with. The AI-Tool searches in the portals that exist in this world for other candidates that fit well with my performers and suggests them to me. This is a matchmaking, which is of course necessary and in this new form shortens our processes. In this area, we work closely with a start-up company to follow this path together. The idea is to put the job description directly into the tool. In a fraction of a second, the tool captures and indexes the job description. Then our database and external databases such as LinkedIn or XING are searched with it. This saves a lot of manual work, because there are often different relevant keyword combinations: Head of Creative, Creative Director, Chief Creative Officer etc. These have to be researched in the manual work in the different sources, which leads to several lists, which then have to be matched again manually. Here, the machine search is much quicker to find a relevant selection of candidates in a single list. Currently, the machine still has to be managed relatively tightly for this, but the process is already much faster and puts the consultant in a position to better advise the client. But this is only one of several projects. The topics with additional analysis such as face recognition or evaluating cover letters are very important and charming for us because they provide additional information to assess the candidate. In addition to question techniques, interview techniques, CV analysis, references that we can obtain, this is additional information that helps us to assess people. And this is the central point for us: the assessment of people and their ability to fit into companies, functions, teams and cultures, which are already there. Gunnar Brune/AI.Hamburg: That means you are better at identifying candidates and assessing their specific suitability. Andreas Wartenberg: At least it's quicker and it gives additional information about the person. Gunnar Brune/AI.Hamburg: How mature are the solutions you mentioned? Andreas Wartenberg: All the companies and examples I mentioned last are companies in start-up mode. We deal with these companies, we scout that, we try to use these things. Specifically, it has to be said that it will be some time before the video-based, AI-evaluated face reading interview becomes standard. The AI-assisted evaluation of cover letters will probably be faster, and even faster will be the topic of matchmaking. Gunnar Brune/AI.Hamburg: This means that the current AI application is primarily used within the framework of the major search portals. And they actively scout when they can embed completely new solutions into their working methods? Andreas Wartenberg: Yes and no. There are the big portal operators, e.g. LinkedIn. They will soon offer many of these topics themselves and get them up and running. And there are also many, many HR-Tech start-ups that have many other ideas, where AI can contribute a substantial part. Of course, the question is which of them will remain independent and which of them will be integrated by a large portal operator or another large technology provider. Gunnar Brune/AI.Hamburg: How far are you involved in the technologies on which these innovations are based. Artificial intelligence uses machine learning to a great extent. Are you involved in training the algorithms? Andreas Wartenberg: That varies. Mostly not. If you enter development as a partner early on, you are often also a data supplier and thus a "co-trainer" of algorithms. In matchmaking, for example, there is a German start-up with whom we work exclusively to integrate the solution comprehensively with our own database. Then, using the job descriptions in our own database and external portals, we search for suitable candidates in seconds. This is an area where we get involved at a very early stage of the trial. And this cooperation naturally also helps the start-up with this technology - here again the keyword Big Data - to evaluate Big Data in a meaningful way. We are rather reserved when it comes to other topics like video analysis. The problem with our discussions is that the candidates often talk to us very openly about their career, their life, individual wishes, successes and also failures and understandably have little interest in participating in such experiments for new technologies. Such an evaluation of big data and video data is often done remotely at startups in America. We are therefore dependent on these startups developing their tools with candidates from their own cultures and other people or tasks. Gunnar Brune/AI.Hamburg: How much insight do you have into the mathematical part of artificial intelligence, the selection of algorithms and mathematical models? Andreas Wartenberg: This is happening outside of us. We don't talk about the individual algorithms, we talk more about the validity of the results and whether they have been scientifically validated. Which algorithm is behind a face recognition is not relevant for us. What is relevant for us is whether there are other universities or scientists who confirm that it is validated and reliable. An example from the past: Decades ago, people started using graphological expertise for the evaluation of personalities. But this has never really caught on. Nevertheless, there are competitors who do it regularly. You have to be careful with all methods: Not everything that can be counted counts, but many things that can't be counted count. Not everything that I can capture with AI and Big Data is relevant, and much of what I can't capture with them is relevant. In this context the question is often asked "Will technology ever replace us?". Will it come to the point where one day there will be no need for executive search consultants because the AI-based systems will solve everything by themselves? No. That will not happen. Because there are also a lot of things that you can't evaluate at all through AI and that are still important. For example: sympathy. I can work extremely well with great people and achieve success, even though they may not have the best qualifications for this position from their CV and statistical analysis. Maybe just because I want to, because I have the feeling that we all can do that together. These are things that an AI can't take away from me. Computers can do what we have taught and trained them to do, but that is always limited. We, on the other hand, can think further. Therefore, all Big Data and AI-based procedures in our field will always be complimentary, but never replacing. Gunnar Brune/AI.Hamburg: Will there be areas of personnel consulting that are characterized to a greater extent by artificial intelligence and areas that have less of it? Andreas Wartenberg: Artificial intelligence gives us a deeper picture of a person, which allows us to make a better assessment. So it is clear that everything that comes out of the computer should be revised and evaluated again. It is probably the case that the higher the area of responsibility of the position, the more complex the area of responsibility, the more the person will be involved. The lower the position or the more limited the range of responsibility, the more likely I am to be able to map the assessment via technology. The requirements for simple positions, in terms of the individuality of people and the personality traits of people, are somewhat lower. Here, technical and craft characteristics count a little more. The higher up the positions are located, the more important are other qualifications than technical and manual skills. The CEO of an international company does not necessarily have to come from the same industry. That is what I am talking about right now.   Gunnar Brune/AI.Hamburg: Your industry is characterized by people who sell insights in human nature – something German has the word “Menschenkenntnis” for. In the future, will you have to bring together knowledge of human nature and an understanding of – another German term – “Kollege Computer” (coworker computer) in order to arrive at the best recommendation? Andreas Wartenberg: Yes, we will bring that together. In the future, we will enrich the topic of people's ability to judge with further information and facts from our colleague Computer. I think we should always have a critical view, even if information comes from an artificial intelligence. Gunnar Brune/AI.Hamburg: Your company deals intensively with artificial intelligence. What do you recommend to those who are not yet doing so: e.g. a HR manager who does not yet dare to do so, or a personnel consultant who continues to focus solely on personal work? Andreas Wartenberg: Start and get started. Technological progress is unstoppable. You have to start and see opportunities. Ask yourself: What can this mean and what can it do for me? What you don't do, others do. That doesn't mean adapting everything and using everything. It means looking at what opportunities are available to me. There are many in our industry who say that artificial intelligence is a great danger, which declassifies many in our industry or makes life difficult for many because companies can suddenly find personnel all by themselves. I do not believe that. I believe AI provides us with additional and complementary tools that we are obligated to use well and skillfully. Because then we have an advantage and we have used our opportunities. But we have to start doing that.   Gunnar Brune/AI.Hamburg: What are they planning next? Andreas Wartenberg: We have two or three topics we are working on. I am also looking forward to the completely new topics that are coming up. As already mentioned, we are already working with various AI solutions. We have a very exciting collaboration with a start-up in the area of matching with AI. Furthermore, we have formed a scouting team that has been screening the world for more innovative technologies since the beginning of the year: What is out there, what can make sense in our industry, what is already directly intended for our industry? We can already see that very exciting topics are emerging. Last but not least, we are intensively dealing with the future of personnel consulting/executive search and are working on a study on this topic, to which we are also consulting external experts. We are asking: How do we search? What is being searched for? Who is being searched for? What will this look like in the future? The topic of artificial intelligence will also play a very central role, because the future will not take place without this topic. I am therefore particularly curious about the results of this study. ### COVID-19 makes agility the order of the day The current conditions of our cooperation breathe new life into the business buzzword "agility". Companies, as well as their employees, experience what they are capable of doing and what they can move. One could say that COVID-19 is what the eruption of Vesuvius in 79 BC was for the region on the Gulf of Naples: a disruptive event that led to a complete overhaul of economic and social life. As Homo sapiens, we once again have the chance to prove why our species has made it this far. In times of crisis, we stand and act together. Instead of burying our heads in the sand, we start to work together on reconstruction immediately after the disruptive event. Until a few weeks ago, cooperation and physical proximity were closely linked. However, due to the recently adopted ban on contact and the measures taken to contain further infections, this is now no longer possible - in some cases even forbidden. Companies not only have to react, but also be agile. Agility means being able to adapt flexibly to "unforeseen events and new requirements", whereby this is not only done reactively but proactively (Gabler). Even traditional companies, in which home office was previously considered a no-no, are forced to enable their employees to work mobile and agile within a very short time. One of our customers sets a good example of this, where working from home was previously only possible in exceptional cases and after informal consultation with the direct superior. Within just 48 hours, this customer created an IT infrastructure that enables 80 percent of the 380 employees to work outside of the office. The employees quickly found their way around and the work flow, especially in an international context, increased rapidly. Strategic decisions were also made within a very short time and brought into sequential implementation. The example shows: It works. In the current crisis, both companies and employees are experiencing what they are capable of and what they can achieve. Agility thrives on inspired and committed employees who show passionate commitment to secure their company, their jobs and those of other employees. That's why it's time to put our technical achievements of the past 30 years to work under real conditions. Any questions we may have, and any doubts that have kept us from doing so, are now fading into the background. Without alternatives, we are forced to act. But even if we feel thrown in at the deep end and open questions remain, in the end, we will get practical answers to them.   Emerge from the crisis strengthened and with proven insights By evaluating our actions since the beginning of the crisis, we will learn what is possible, what we are good at or where we may not have been so good in the past, what we have over- or underestimated so far and what we need to change in the future based on evidence. In short, we now need to transform the vast amount of knowledge we have accumulated into action - and in doing so, take into account the buzzword "transformation". Of course, we will make mistakes in the process, after all the situation is new - and hopefully unique. But we will learn from it and emerge stronger, with insights proven in practice. Humanity has gained experience in dealing with crises over thousands of years. The positive this time: Our familiar surroundings and our home will still be there after the crisis. When we look out the window of our home office, we see intact streets. Our house is also there as always and is not, as it was for the generation of our parents or grandparents during the Second World War, in ruins. We no longer waste our lives on motorways, in crowded trains, at train stations or airports. Instead, we sit in our comfortable homes and can be close to the people we care about. With this, New Work has gone live and is no longer a utopia. From this point of view, the current situation caused by COVID-19 may not seem so bad anymore. Conclusion In order to ensure meaningful cooperation even during the crisis, we should make use of all opportunities for agile working. It is important to strengthen our trust in the people without whose motivation and commitment our business successes would not be possible. It is also important in this phase to be courageous. This does not mean not being afraid, but to deal with fear in a success-oriented way. When, in the end, the state of affairs that we describe as normal has returned, we will draw a joint summary of our actions during the crisis in order to be well prepared for the next disruptive event. #image_title ### What Do Headhunters Recommend to Their Friends Dr. Monika Becker, Business Unit Director of Horton International Germany & Hager Unternehmensberatung, a consultancy that specializes in executive search, has more than 20 years of experience as a headhunter, especially in the IT industry. How to optimally plan your career (think one step ahead) and why a management job is overrated (the future belongs to teams of experts)? A twelve-step guide 1. Networking is Not a Private Pleasure Many jobs are not even advertised, but are filled within the network. Therefore, it is worthy to stay in contact with old colleagues and former bosses. Send a message every now and then, post a small comment or meet for lunch. Of course it’s all about give and take, this is not an ego show. Nevertheless, you are allowed to keep in touch for strategic reasons. The same applies to contacts with “selected personnel consultants of trust”. Of course, a good personnel consultant will thoroughly search the market and thus also come across the ‘socially passive’ candidates. However, a candidate who keeps ‘his or her personnel consultants’ informed about changes is likely to be approached earlier and has a time advantage for an attractive position. I often see that people who are very busy chronically underestimate this social game. Networking is part of career planning and should therefore be understood as part of the job. You don’t have to explain to anyone anymore that well-maintained social media channels are also a part of it, where just posting the pictures of your dog is not sufficient. Theoretically. In practice, such trivial advice is unfortunately still necessary. 2. Be One Step Ahead in Your Career One of the most important principles in career planning, is to have a sophisticated scenario in mind – and to think not only about the next step, but also the one after that. When you think about a potential good move, you need to know how headhunters actually proceed. We ask ourselves: Where could someone, who is fitting for our profile work? And of course, companies are at the top of the list, being seen as leaders or innovators in a market segment. Conversely, for your own career planning, this means: If I have the choice of starting as a head of sales in a no-name company, which has uncertain finances, then I should be aware of the follow-up risk. A ‘simple’ sales role with perspectives in a company with a strong brand may be a better choice. Company wins over position. 3. More Movement, Please Consistency and loyalty may be a good thing in other areas of life, however, it may be a disadvantage in terms of career. If you stay too long in one job, you seem inflexible and anxious. Attributes, with which one does not necessarily want to be associated. Sure, every change also means a certain risk and nobody likes job hoppers. But: No risk, no successful career. 4. Anything Goes? Watch Out! Lateral thinkers and entrants have made an enormous image change. But this does not mean that there is a place for them in every company, even if it is claimed. It only sounds good. The misunderstanding can be seen, for example, when it is said that a lateral thinker and excellent team player is needed. The two do not really go together. Either I’m the one who supports a team in the best possible way or I’m the one who questions the status quo and sometimes ‘crosses’ the line. I also find this ‘anything goes’ attitude problematic. You have to be able to plausibly explain to your counterpart what specific additional value you bring to the team. The broader your skills are, the more arbitrary your profile is – and arbitrary is not necessarily attractive. 5. Required Profile is Relative Of course, you do not have to meet all the criteria of a job advertisement. Often a distinction is made anyway between a must and a nice-to-have. I would even say, that you don’t have to meet all the ‘must’ requirements, but you should have a good reason for being considered anyway. For example, because you are so well positioned in other areas that you can easily learn this specific task. Not to mention that the ability to learn is one of the most important skills of all. 6. Alarming Signals: Let’s Get Out of Here There are a few situations, where you should be suspicious. A few examples: You get the impression at the job interview that (critical) questions are not received positively? This does not necessarily indicate an open discussion culture. The interview partners are not prepared at all and have obviously not dealt with your CV? Indicates a lack of appreciation for the employees. Another red flag: An infinite number of interviews are taking place without any apparent purpose. Of course, it can sometimes be necessary to complete four, five or even six rounds. But if you always start from scratch, there is a lot to be said for the fact that nobody is allowed to decide anything here. Of course, you can imagine that things will be similar in daily business. By the way, I would always listen to my gut feeling. A decision matrix is certainly useful. But when we talked with people, who had problems with their new job, their gut feeling was wrong from the start. 7. The First Impression – And What Can Go Wrong I always think it’s good when people worry about the dress code. As uncomplicated as it may be in some industries: You can be completely wrong in both cases and, accordingly, be over- or underdressed. It’s all about the famous first impression and there is often no second chance for that. And beyond outfit issues, there are also other stylistic faux pas: It is extremely unpleasant when interview partners sit there with an arrogant laid-back attitude, according to the motto: “So, now explain to me why I should work with you”. That is not unacceptable. This allows us to draw conclusions about how this person will approach tasks later on and how they will interact with colleagues. No matter how the contact was established, you should always have a good, convincing story about yourself and the decisive facts and figures of the company in your head. 8. The Eternal (And Miserable) Question of Salary The target salary is a point where, in my experience, applicants put too much pressure on themselves. I would recommend not to have this on the agenda of their own accord, but to let the company bring it up. As far as the increase is concerned, there is also no rule of thumb. It depends on the particular setting: At the beginning of the career there are bigger jumps in it, above a certain altitude it might be more about tasks than money. An example: For an IT manager, who earns 220,000 euros per year, an annual salary of 200,000 euros can be quite acceptable if the job appeals to them and the position is financially limited. Whether one earns 10,000 euros more or less net, does not make a decisive difference. It would be a pity if you took yourself out of the race with a certain amount of money in mind, even though you would have liked the job. 9. Career Works Without a Management Job There is this classic idea that a ‘real’ career must include a management position. This is a pity and it’s wrong and, above all, not up to date – for several reasons. Not everyone has the talent and personal skills that are needed to lead a team. But maybe this person is a proven specialist in his or her job. Who says that this expert must necessarily lead a team? Why can’t they concentrate on their professional work? How often have such people been promoted in the past, out of an automatism? And how much some people have filled these positions against inner resistance and are even desperate about it! I think it is time to say goodbye to this conventional career concept. In the future, it will all be about making the composition of teams and the roles of the individual team members more flexible; by switching roles from management job to specialist and back. This comes much closer to our understanding of a modern, agile working world. 10. Do Well – And Let Others Talk About It I think it is very important to actively manage your reputation. That means not hoping that others will see that you are doing a good job, but making sure that it is seen. That’s why it’s crucial to demand positive feedback from clients or bosses after projects that have gone great. It’s about seeing these moments in your career and using them for your advantage. 11. How to Recognize Good Headhunters The problem is that the job profile of personnel consultant is not protected. That is why there are a few black sheep in this industry. There are those, who have no mandate and try to get hold of CVs, in order to build up a database. Or even worse, those who invent a vacancy to get a CV. That is why research is advisable: Ask colleagues who know the industry, search the Internet for evaluations, pay attention to how well the personnel consultant knows their client and how detailed the preliminary talks are. A red flag is: If you don’t hear anything anymore or the contact is suddenly out of reach. In this case, you should insist on the basis of the GDPR, that the data is deleted and threaten legal action if necessary. 12. Do Not Wait Too Long You shouldn’t put off changing jobs until you’re desperate. It’s not the best psychological state to be applying for a new job. Of course, it can always happen that you get fired out of the blue. Or you want to leave, because you can’t get along with a new supervisor. But as a rule, developments along the way point to the negative. And one should take these signs seriously and take action. The advantage is, that you have the luxury of saying no. Pressure is a bad advisor. And one wrong decision can quickly lead to another one. Unfortunately, this creates an unfavorable dynamic.   This article is part of a content cooperation between FemaleOneZero (F10) and Hager Unternehmensberatung. The company, which specializes in executive search, has repeatedly been named one of the best personnel consultancies in Germany by the magazines WirtschaftsWoche and Focus. Hager Unternehmensberatung employs around 110 people and, in addition to its extensive know-how in the field of digitalization, is also considered a specialist in issues relating to diversity and innovation. ### Horton International Ranked in the Top 40 Executive Search Firms Worldwide We are proud to announce that Horton International have been listed amongst the top 40 global search firms by Hunt Scanlon. Hunt Scanlon is the most widely referenced, single source of information in the executive search and human capital sector.   &ldldquo;Hunt Scanlon reviewed an exhaustive list of global recruiting providers and culled it down to the top 40 global talent providers that now dominate the recruiting business worldwide. Here, we present these 40 search firms giving you direct access to their managing directors. Our analysts have looked at each provider in great detail and have come away with a list that we believe captures the best global search firms who can satisfy your most sensitive recruitment needs” – Hunt Scanlon    Andreas Wartenberg, Chairman of Horton International commented: “We’re extremely proud to see Horton International recognised as one of the Top 40 executive search firms globally.  As a group, we put all of our expertise and passion into reaching our clients objectives and it feels great to have our efforts recognized by Hunt Scanlon.”   ### Asia Pacific Regional Review We recently launched our Asia Pacific review which we're delighted to share with you. You'll find contact details for each of the countries included, so please do contact them if you have specific questions, or for more general queries, please do get in touch with me, Gary Woollacott You can download the review here. ### Exit strategy after the lockdown - What options are available in the Technology Solutions sector The coronavirus has changed many industries forever. Both winners and losers will emerge from the crisis: In the tech industry, you can expect both. Many companies in this industry were confronted with the massive production backlogs from China. How has the technology solutions industry prepared for the end of the corona phase? The restrictions of the lockdown are often reversed and a new 'normality' continues. In the Technology Solutions industry, various preparations have been made, which are heavily dependent on the technological solution offered and the size of the company. Due to the high level of innovation in this sector, there are numerous up-and-coming companies and start-ups. In contrast to many large corporations and DAX companies, these smaller, dynamic tech companies have reacted very agile to the crisis. Instead of counteracting the lockdown with a shutdown and stopping or postponing all investments, they have proceeded here with the motto 'Now more than ever!‘ This has put these companies in a very good position to emerge from the crisis stronger than before. The current is a good time to address internal issues. Be it technical investments to create a better infrastructure or a well-founded analysis of the bugs in their own products. Also the recruiting of new employees can already be useful to prepare for the post-Corona times in the best possible way. "Of course, Corona will also leave its mark on the tech industry. Most technology companies are globally positioned and not all the resources needed are available in the respective country or region. If this is the case, a rethink will have to take place here. Our globalized world cannot operate as cross-border as usual in these times, ergo resources in all regions have to be built up more intensively in order not to lose potential business. It is particularly important to have key technical and customer-oriented roles that can maintain sales in such times," explains Kevin Eckstaedt, Manager of the Technology Solutions business unit at Hager Unternehmensberatung, which specialises in executive search. Before the outbreak of the pandemic, many companies were literally running behind the market. Many vacancies to be filled, important processes and investments in innovation fell by the wayside. The investment-happy companies were already actively preparing for the time after the pandemic during the entire lockdown phase in order to be able to get off to a more professional start with increased manpower. Companies that have shut everything down at the beginning of the exit from the lockdown will not be able to react quickly enough in the start-up phase to withstand the competition. It is precisely this motto that drives start-ups to actively prepare themselves and continue to fill key positions and invest in technology. "My recommendation is quite clear: pull your head out of the sand and look ahead! Currently, everyone, whether customer, supplier, partner or employee, wants to get back to the same level after the crisis! This dynamic will help us to quickly regain momentum together as an economy, both nationally and internationally, and work hard for the status quo. So now set yourself up as if you had to give 150 percent after Corona, because this will probably be the minimum! Every crisis also brings an upswing, as it was after the Second World War and as it will be after COVID-19", Eckstaedt affirms.   ### Successful Search for Horton International India We are delighted to share that Horton International India has successfully completed a Search and placed Ajay Mahajan in the position of MD & CEO for – CARE Ratings.  Ajay has joined CARE Ratings for five years from 15th April. The search was conducted by Dr. Deependra (Dipy) Nigam, Managing Partner. “This was an unparalleled career opportunity for the right person to leave a legacy and impact on the financial sector and industry as a whole.” "Ajay has over three decades of varied experience in the BFSI sector. He is an accomplished leader with an established record in leading and executing transformational engagements in this segment. “ Ajay Mahajan has worked in organizations like Bank of America where he started his career in 1990 and went on to become MD & Country Head of Global Markets Group. In BankAm, Ajay also led the initiative of building the first 100% foreign owned NBFC in the country to do primary dealership and credit fixed income. Thereafter, he worked in various entrepreneurial assignments including being a part of the management team at inception of Yes Bank in 2004, building UBS' maiden branch in India in 2008 and then working in a hugely transformative role in IDFC which converted from being an Infrastructure Financing NBFC to a full service commercial bank. Ajay spent the 7 years at IDFC Bank, building teams, systems, processes and cutting-edge technologies to support the wholesale bank's growth. During this stint, he was responsible for large corporate banking, Mid-Market Banking, FIG, International Banking, Government Banking, Transaction Banking, Financial Markets & SME. Ajay has served as a Director on the Board of Fixed Income Money Markets and Derivatives Association of India (FIMMDA), promoted by banks and financial institutions to facilitate the development of securities and derivatives markets in India. CARE Ratings provides the entire spectrum of credit rating that helps the corporates to raise capital for their various requirements and assists the investors to form an informed investment decision based on the credit risk and their own risk-return expectations. CARE Ratings has been in business for the last 25 years and has established itself as the second-largest credit rating agency in India. Your dreams are our goals. Together to the top. Horton International is a Global Retained Executive Search firm specialising in the recruitment of senior talent across numerous disciplines. We are present in 30 countries and have 41 offices across the globe. Our expertise in India & Area is in : CEOs and Board level; Sales & Marketing; Finance, Commercial, Legal & Secretarial; Supply Chain & Operations and Human Resources functions – across BFSI, Consumer (FMCG, Logistics, Retail, Education, Durables, Hospitality..) Infrastructure and Industrial /Manufacturing. At Horton India, each of our Consultants have been CEOs / COOs in midsize MNCs / leading Indian companies,  and bring an understanding of a Corporate Leader’s real life challenges which lend to better recruitment at Top / Senior Management levels. Dr. Nigam has over 35 years of experience in Executive Search, Banking & Financial Services; Real Estate / Infrastructure; Consumer Goods & Services (Retail, Media, Education); Industrial/Manufacturing Get in touch: Dr. Deependra (Dipy) Nigam MMS (82) JBIMS; Ph.D. dipy@hortoninternational.com / 9821043530 ### A message from our Chairman In the midst of what is happening in the world right now, we at Horton International want to take a moment to communicate with our clients, candidates, colleagues and friends. As we navigate through these uncharted waters and tackle the challenges arising from the Covid-19 pandemic, our priority remains the same.  To focus on the human side.  We are, after all, in the business of working with people. Extraordinary people. As a collective, we are mindful of how rapidly the world is changing and the impact that this is having on business. Though the last few weeks have been unimaginable for us all and the future remains uncertain, we want to reassure you that we are here to offer support as best as we can. As a global and digitally enabled firm, we consider ourselves fortunate, and our ability to collaborate and carry out searches to the highest of standards remains unchanged.  Our global teams are working according to local safety guidelines and continue to be united in supporting our clients and candidates worldwide. Please be safe.  Know that our virtual doors are open to you.  Let’s find a way of working together to weather this storm. Wishing you and your loved ones a healthy time ahead. Andreas Wartenberg Horton International Chairman ### Decision-makers: Let go of total control! Nina Ariluoma, Managing Partner of Horton International Finland was interviewed recently by Pekka Säilä. We’re delighted to share the full piece with you. You can also find the article in Finnish here: https://newspool.fi/hellita-hallitusti-paatoksentekija/ Decision-makers: Let go of total control! Leadership requirements for operational management and company boards have changed. The organizational environment also strongly influences individual and team performance. For that reason, in order to ensure the best possible results, Executive Search Industry needs take a holistic look at company leadership and evaluating the entire management system. The importance of diversified business experience and leadership style in the selection of corporate strategic individuals is on the rise. Simultaneously, the relative importance of industry expertise has seen a decline as industries should more and more learn from each other. Leadership requirements are in constant flux, which challenges companies to evaluate their own leadership expectations continuously. Therefore, executive search also needs to update their skills, challenge their operating models and offer the best candidates with more flexibility and in a transparent manner. So, is the traditional view of leadership, or seeing it as a stand-alone ability, in transformation? Do we need to shake-up the old-fashioned practices of the industry? “You could say that,” assesses Nina Ariluoma, Managing Partner at Horton International Finland. “Rapid technological developments, unexpected changes in the markets and in competitive dynamics, agile and autonomous work cultures are bringing new demands for leadership capabilities.” Ariluoma says today's leaders need to create a deeper purpose for work and be the organizational enablers, ensuring that people can succeed in their work.  “The leader creates common direction and goals, leads the way and builds common practices and capable and well-functioning team. This way ensuring the company's commitment to its owners and other stakeholders,” she continues. Nowadays, employees desire more responsibility and freedom in their day-to-day tasks. Understanding these needs is also a must for the majority of companies to succeed in the market. However, when recruiting, the need to develop management structures and policies to support the introduction of new capabilities or new goals is many times neglected. It is the management systems, which is often found to be the most difficult part of the transformation. How are leaders able to let go of the control on their role as decision-makers in order to delegate the decision-making power across the organization in a way that serves the entire professional community. Today, employees expect their leaders to be their coaches and to be available when needed, rather than telling them what to do. Utilizing know-how broadly and effectively Horton's mission is to challenge and renew executive search practices. “In addition to evaluating candidates' ability to meet new leadership requirements, we also work with our clients on their own vision of capable leaders,” says Ariluoma. “As part of the executive search process, we can also help our clients to renew their management system and organization.”  It is essential that our clients ensure that their organization, decision making, and ways of working are aligned with strategy and expectations for the leader. That is just too often neglected and can be a costly mistake. The aim is to select the right people with diverse backgrounds and visions to fill a company's strategic roles, as well as board member positions. “We want to make sure, that their skills are utilized with the greatest efficiency,” she states. Ariluoma affirms that Horton selects candidates for review, who challenge the industry's traditional expectations. “Our customer promise is to provide diverse candidate lists in every search we work with our clients on. This means that every short list of candidates involves both women and men, industry experts and challengers from outside the industry, as well as talented people who would take a step forward in their careers,” she specifies.   Horton's team has a diverse background in industry, leadership and psychology, plus access and understanding of the latest research data.   “Through teamwork, we ensure a broad perspective to help the customer. Ultimately, our mission is to have an in-depth understanding of the requirements of new era leadership, the needs of our clients, and how a company and business can transform through new types of leadership,” Ariluoma concludes.       ### Proven Insights That Drive Innovation Authors: Bernie O’Donnell & Stefan Werdegar *This article was originally published in hcinnovationgroup.com   Organizations that successfully drive innovation consistently incorporate three tenets into their strategy and execution. These tenets form the foundation for creating the high-caliber work culture necessary for innovation to thrive. Even successful organizations typically have a blind spot as to their potential to improve. The right people in the right places A major derailer of industry-leading performance is not having the right people in the right “seats on the bus,” focused on the right initiatives, at the right time, with the right resources. Getting the people right means starting by attracting, identifying and selecting those candidates who best match the organizational culture. It’s more than skills and personality! Overlooked attributes when hiring/coaching often include decision-making style, personal motivations, values, interests and personality derailers/blind spots. They also involve ensuring that you asses individuals against key competencies. We, uniquely, sort competencies into three groups: expertise, traits and character. By using diagnostic assessments, organizations gain insight into the traits and character of their job applicants as well as into those of their current leaders and team members. Insightful leaders are then better able to coach and develop their people. One critical aspect is helping individuals understand their personal “blind spots” and how to compensate for them. This increases their ability to innovate and contribute. Hidden strengths may be identified and capitalized on while weaknesses may be complemented by using the strengths of others. Armed with deeper understanding of their teams, leaders may better determine who to assign to what project and how to form teams that will drive innovation and execute change initiatives. Essential to this data-driven approach is the creation of a performance model based on the characteristics of top performers. Note, it is critical that “fit to the model” be correlated to job performance. This correlation validates the model’s effectiveness. Armed with this insight, leaders and top performers may better understand each other’s strengths and weaknesses; and, openly work together to build a cohesive environment of high trust. Months, even years, of learning how to work with teammates can be eliminated. Closing the people performance gap Jim Collins’ classic book Good to Great states that once you feel the need to manage someone, you know you’ve made a hiring mistake. That implies we shouldn’t have to manage people. Gee! But, we know there is a noticeable performance gap between those we must manage and those we don’t. It’s virtually true across industries that one-third of the people drive two-thirds of the performance results. Organizations that create a high-performance culture are adept at sizing and closing this gap. They focus on the top one-third for performance and work to place the bottom one-third in better-suited positions. Less effective organizations spend hours of management time and training dollars trying to improve that bottom one-third, but with only occasional, minimal success. Even worse, these organizations restrict the contributions of the top one-third by forcing them to adhere to processes, policies and practices that were designed to “manage” the bottom one-third. A more effective approach is to give your top people the freedom to perform. This requires trust but that trust develops quickly among top performers whose selection and development were guided by proven performance models. And, properly engineered performance models allow for all of the strengths of diversity—just not diversity where you need unity, such as in your values. If customer/patient service is important then we don’t want people who don’t care about others or their problems. Value mismatches hurt everyone! Building a high-performance leadership model No organization can effectively drive innovation or optimize performance without a well-defined leadership philosophy and approach—one that is exemplified, communicated, and enforced by the entire leadership team. This is the foundation of the company’s culture and is most efficiently created when built on a proven model that is easily customized to leadership’s desired purpose, values, etc. Exceptional leaders do things that the others don’t. A classic definition of a leader is one who has a vision and communicates it in a way that inspires others to achieve it. To that foundation of 1) vision/inspiration and 2) communication, we add 3) timely, accurate decision making, 4) proper management of the organization’s resources, and 5) effective staffing and organizational development. Aptly named the 5 Focus Factors, we find that leaders generally do all five, but rarely excel in all. Our challenge to you is to focus on improving each one of these factors across your leadership team. Get everyone behind it by promoting a vision of the positive impact it will have. Once started, momentum will build to tackle additional factors. It will take on a life of its own. ### Implications of the sharing economy for the financial services industry Like an unruly teenager, the sharing economy is famously disruptive. From multi-billion dollar companies such as Airbnb and Uber to less well known but no less influential brands such as Fiverr, Upwork, ZipCar and FLOOW2, traditional industries are finding that these technology-based start-ups are forcing them to rethink their entire business strategies. It is no longer acceptable to continue with business as usual: everything from how companies connect with their customers to how they handle internal business functions are being reassessed in the light of this new competition. But what does this mean for the financial services industry? 1. Should traditional financial companies be worried? Banking as we used to know it is rapidly becoming a thing of the past. With banks either being cut out of the loop entirely – peer-to-peer lending being a prime example – or seeing their monopoly eroded – international transactions, equity crowdfunding – it’s not an easy time for the big banks. While the older generation of customers might be slow to switch, Generations X and Y and millennials can cast customer loyalty aside in favour of the latest app. 2. Watch out, Uber is coming If proof were needed that traditional industry boundaries are being crashed through by 21st-century businesses, at the end of last year Uber announced its push into the financial service industry. Its new division, Uber Money, will start by giving its 4-million-plus drivers around the world access to a mobile bank account so they will be paid immediately after each ride. This is seen as a forerunner to Uber moving into the consumer banking arena.   Companies not traditionally known for being in the financial space such as Amazon, Apple and Google are already in this sector, and if the sharing economy has taught us anything, it’s that nothing should be taken for granted. 3. It’s time to get app-savvy Even before Uber motored onto the scene, the fintech revolution has been shaking up traditional banking services for years. Financial services companies who are yet to embrace payment apps, mobile wallets and online lending risk getting left out in the cold. The speedy rise of tech-heavy disrupter banks such as Monzo, Revolut and Starling in the UK and Varo, Chime and BankMobile in the US are taking a huge chunk out of the traditional banking sector and consumers are taking their money where they can get the functionality. 4. Embrace the challenge Seeing your old-school High Street bank trying to embrace the millennial market might be an alarming prospect, but the benefits of disruptor banks is already being seen, from improved customer services – chatbots, banking by text – to enhanced capabilities such as being able to freeze and unfreeze your debit card via your banking app, and to categorise your spending so you know exactly where your pay packet goes: all these are a result of new challengers on the scene. 5. Seek out those skills Gone are the days when technology roles were an afterthought, bundled in with other positions or even seen as an internal rather than external issue. Nowadays, fintech roles are crucial to every financial services business, from open banking and platform models to collaboration with account aggregators, where customers can see their financial situation across many accounts.   Customer expectations of 24/7 banking access, total financial control and personalised services are core to their banking choices, and banks that don't have the skills to provide a total service will find themselves left behind. Unlike the days of building bulky IT infrastructure in-house, however, banks that succeed will be those that collaborate with fintech start-ups. We see a strong surge in hiring of higher-level positions combining project managerial and IT expertise. ### Hager Unternehmensberatung: Executive Search with seven quality seals This year, for the seventh time in a row, Hager Unternehmensberatung, partner of Horton International Germany is being recognised by the career guide FOCUS Business – to be published on 19 May 2020 – as a top personnel service provider in the ‘Executive Search’ and ‘Professional Search’ sectors in Germany. The seal stands for outstanding quality and professionalism in personnel consulting. It provides both customers and applicants alike a useful orientation aid when it comes to choosing a service provider. FOCUS Business presented the award on the basis of a study carried out together with Statista experts. Last autumn, the statistics portal asked personnel managers from companies and personnel service providers as well as candidates about their favourites. The surveys were conducted online via XING and an online access panel. Using a list of 1,000 personnel service providers, a maximum of ten entries per category were possible. Participants evaluated the quality and selection of candidate profiles, service quality, value for money and speed of placement. In addition to the HR experts, job seekers who have had contact with HR service providers in the past three years also had the opportunity to name their favourites – ten per category. They assessed the quality and selection of the positions offered, communication during and after the placement, and also the quality of service during the application process. Only those who excelled in all categories and received a minimum number of ‘good’ or ‘very good’ evaluations, as well as a minimum share of recommendations, were included in the circle of the ‘Top Personnel Service Providers 2020’. This repeated success at these awards is a reflection of Hager Unternehmensberatung’s commitment to maintaining the best-possible quality of service. The company offers professionalism and competence at the highest level. For the 110 employees of Hager Unternehmensberatung, it is our constant goal to meet these demands. Ralf Hager, founder and Managing Director of Hager Unternehmensberatung, on the results: “The numerous awards reflect our high quality standards and our many years of competence in executive search consulting. The FOCUS list of top personnel service providers is special because it represents an independent and credible guide and reflects the opinion of an entire market in addition to the opinions of our clients and candidates. My partners and I are extremely proud to have achieved this coveted position in the latest FOCUS BUSINESS ranking again this year and we would like to express our sincere thanks to all our employees who have made this joint success possible!” (2847 Zeichen inklusive Leerzeichen) ### Big data and analytics – implications for the finance industry Big data and analytics are crucial aspects of the modern financial services industry.  New data-driven services can be leveraged to increase revenues; costs can be reduced and efficiencies improved, thus increasing competitiveness; and security can be improved, providing customers with better, safer services. Globally, big data analytics is big business.  It is predicted that its market will exceed $200 billion in 2020, and one of the biggest drivers of this growth is the banking industry. FinTech companies are challenging the traditional banking sector, and it is big data that is allowing them to do so. They can offer customers fast and low-cost financial services, make and receive online payments, and offer benefits such as peer to peer lending. While the traditional banking sector tends to move much more slowly, there is certainly evidence that they are catching up rapidly. While not as fleet of foot as the new FinTech businesses, they are progressively embracing the benefits big data can offer particularly in terms of improving customer services and customer satisfaction. IBM reports that 71% of banking and financial markets businesses report that big data analytics is creating a competitive market for their businesses, almost double the number in 2010. The problem is not so much the data. The finance sector generates and stores it in abundance. The real challenge is analytics. According to IBM, 90% of the data collected during 2020 will be “dark data”; in other words, data that is stored and never used. Organisations collect it for a myriad of reasons such as regulatory compliance, or simply because they think that it might come in useful sometime in the future. However, it rarely does. Most data has a limited usefulness span; it is out of date before anyone gets around to putting it to good use. While storing dark data is relatively inexpensive, it is ultimately dangerous, especially in the finance industry where it retains personally identifiable data. Why does the finance industry need big data? Big data analytics apply sophisticated analytic techniques to big, diverse data sets of structured, semi-structured and unstructured data, usually from multiple sources. While the term big data has been used for several decades, today it is usually taken to mean data sets too large for conventional database applications to handle in real-time. In a nutshell, by collecting and analysing huge quantities of data, organisations can anticipate the behaviour of their customers and develop strategies to provide better, safer, and more relevant services. The value of the data lies almost entirely in the way it is gathered, analysed and interpreted. By itself, big data has no value. How the finance industry uses big data The top five applications of big data in the finance industry are in order: Customer analytics – employed by 55% of the sector Risk and financial management – employed by 23% of the sector New business models – employed by 15% of the sector Operational optimisation – employed by 4% of the sector Employee collaboration – employed by 2% of the sector   Customer centred analytics is now the top priority. This is a radical departure from the past when the financial sector was mainly product centred. Data insights, systems and operations now focus mainly on the customer. By learning how to anticipate changing markets and customer preferences, banks and other financial-services companies can quickly develop new customer-centred products and services to seize new market opportunities and retain customer loyalty. Some examples of this are: Offering customers credit cards with customised interest rates and incentives based on their historical spending patterns Suggesting products that offer value and are appropriate to customer spending patterns. Analysis of customers ATM usage and interactions with call centres to increase customer engagement Speech analytics to determine main reasons for repeat calls to call centres from customers Predicting when a customer might close their account and taking steps to dissuade them from doing so Big data is being used by a large segment of the finance sector (23%) to enhance risk and financial management, for instance by optimising return on equity, fighting fraud, reducing operational risk, and meeting regulatory and compliance requirements. Understanding risk is a crucial aspect of a large part of the finance industry. For instance, insurance companies must analyse risk when insuring a customer; investment businesses must analyse market risks and tailor their products to the amount of risk a customer is willing to accept. Big data analytics is improving these processes by providing faster and more reliable solutions. Fraud prevention is a huge factor. Fraudsters are becoming ever more sophisticated and often, especially in the realm of state-sponsored fraud, have massive resources available to develop new ways of committing cybercrime. Big data analytics empowered by artificial intelligence and machine learning is a major weapon in combatting these threats and identifying cyberattacks and fraudulent transactions. The future of big data in finance The finance industry is no stranger to data. The sector has always been data-driven, and to an extent, big data is more of the same, except that now we generate so much of it that we are unsure of how to exploit what appears to be, and to a large extent is a highly valuable resource. The sector is using it to improve the experience of its customers, to develop new, better and more convenient products, to mitigate risk and combat fraud, and to make better investment decisions. Crucial to putting big data to good use are good analytic tools. While many of the tools used to analyse big data rely on conventional computer algorithms, machine learning and artificial intelligence is making an increasing impact. Already this is being used by the FinTech sector to disrupt systems such as conventional credit scoring and providing financial products and credit to customers who previously would not qualify for them. Big data and machine learning will continue to change the financial industry, almost certainly for the mutual benefit of both the customer and the business. ### Shortage of skilled workers – not only internally, but also externally. German IT service providers are expecting sales growth of over ten percent in 2020. However, according to a report by Lünendonk, growing numbers of orders are also pushing the consulting and system houses to their limits, due to the scarcity of specialists and managers in many key positions.   With around 124,000 unfilled positions (Bitkom, 2019), the IT sector was one of the most seriously affected by the shortage of skilled workers last year – and it continues to be so. The auditing firm Ernst & Young (EY) reached a similar conclusion in its recently published SME Barometer 2020. According to this study, one in three medium-sized companies complains about vacancies in the IT sector. Due to the lack of employees with adequate digital competence, increasing numbers of companies are dependent on external service providers. In 2020, providers of IT consulting and implementation services are expecting revenue growth of around 10.8 percent. This was the conclusion reached by market researchers at Lünendonk following their 2019 survey of 70 consulting and systems providers and 140 managers working in large and medium-sized user companies. The demand for IT services is particularly high in the industrial and financial sectors – especially in automotive and banking. Overall, the service providers generated almost half of their turnover in the industrial and financial sectors.   Shortage of knowledge workers in application companies One of the main reasons for the sharp rise in demand is the pressure companies are under to push ahead with digitisation. Many of them lack the necessary know-how to successfully implement the digital transformation under their own steam. To make sure they don’t fall behind the competition in the latest IT trends, many companies are seeking help from outside. The main focus is on topics such as big data analytics, IT security and agile software engineering. Furthermore, a lot of companies’ agendas also include the orchestration of cloud solutions, AI-based applications and the micro-services approach. Of the IT service providers surveyed, 89 percent expect growing demand for implementation services in 2020. Primarily because the flood of new software solutions and digital products is also driving the need for integration into the customer’s existing IT environment.   Agile development methods are becoming increasingly important in software development. Mario Zillmann, partner and author of the Lünendonk study: “We’re seeing increasing numbers of cases where (agile) software development and integration is being outsourced to a service partner as a complete package in an attempt to prevent interface breaks and to keep the implementation speed high.” [original quotation in German: „In immer mehr Fällen wird die (agile) Softwareentwicklung und -integration als Gesamtpaket an einen Dienstleistungspartner vergeben, um Schnittstellenbrüche zu vermeiden und die Umsetzungsgeschwindigkeit hochzuhalten“.]   Zillmann believes that another topic that will shape the IT industry and demand in the coming years is the switch to SAP S/4 HANA, the latest business suite from SAP.   Skills shortages also affect service providers In some cases, the increasing number of orders is pushing the consulting and system houses to their absolute limits as they are also faced with a shortage of skilled workers. As a result, they have sometimes had to reject customer orders in the past because they were unable to provide the required manpower for projects. Recently, medium-sized service companies have been more severely hit by this than large, international companies such as Accenture or Capgemini. Where necessary, firms like these have been able to call in consultants from other national companies or draw on external support, for example by working with freelancers.   Summary The shortage of IT specialists and the associated economic problems are not new, but the situation on the market is becoming more acute. If urgently needed know-how is not available – either internally nor externally – digitisation projects that have already started quickly grind to a standstill. The lack of IT specialists is now seen as one of the greatest risk factors contributing to the loss of Germany’s competitiveness on the international stage. To counteract this, the Federal Government has initiated a recruitment offensive. The aim is to attract more IT professionals from abroad. What has long been normal in Silicon Valley could, therefore, become standard in Germany from March this year. ### Corona Virus + PE pressures= What for the Search Industry? Remember when the word Corona- meant “ lime and beaches”?  Not today…   In talking to PE firms in the last month, what am I hearing?   -Less deals likely to get done -Restricted travel for staff -Cancellation of some large HC meetings (HIMSS cancelled yesterday) -Manage the downside and remember no one ever regrets making decisive adjustments in changing circumstances! -In the short-term, build-out cash runways, revisit sales forecasts, critically evaluate headcount, review Capital spending plans and expect private fundraising to slow… -Make sure you have assessed your management team thoroughly and have succession plans at the ready   Sounds like unless this virus and incidence begins to turn south- that the PE Healthcare market might be challenged for the next 2 quarters…   “As Darwin related, those that survive are rarely the smartest but the most adaptable to change” ### Robotics and AI in the finance industry The finance industry has always been an early adopter of robotics. The ATM, which has been around for over fifty years, is fundamentally a robotic cash dispenser. Today ATMs can perform multiple functions and recently ICICI Bank in India has claimed to be the first bank to use a robotic arm for counting cash. Robotic processes, usually referred to as robotic process automation (RPA), are employed in many aspects of finance around the globe. Software robots can do many of the tasks previously performed by people and are designed to reduce the burden of carrying our repetitive tasks while increasing efficiency and eliminating human errors. Almost any office function involving multiple tasks and across various platforms can be delegated to RPA. RPA systems obey predefined rules created by people and implemented in software. The creative element is entirely human. They are incapable of carrying out any intelligent function or improving the processes they perform. In other words, they are unintelligent. Used extensively throughout the finance industry including banking, insurance and investment, RPA implement processes such as compliance, credit card processing, reconciliation, credit checking of loan applications, filing, form filling and many other back-office functions. Their benefits are far-reaching and range from increased customer satisfaction, improved employee engagement, increased efficiency, and considerably reduced error rates. Humans, freed from spending their time on repetitive tasks, can devote their time to more creative and strategic tasks. According to the Deloitte Global RPA Survey, 53% of respondents had already implemented RPA in their financial functions, and 72% stated their intention to use it in the future. AI plus robotics is a game-changer So far, the robotic processes we have addressed are merely rule takers. They implement human-designed methods faster and more efficiently than people can. RPA is often criticised for implementing flawed procedures. For instance, if the human-designed process is inefficient, cumbersome, or contains errors, then so too will the robotic process. Once implemented as an RPA, the process is likely to be set in stone with little or no opportunity for improvement. But what happens if you add intelligence to the package? Can machine learning and artificial intelligence improve on the processes we currently carry out? In many aspects of finance, the answer is a resounding yes. Let’s dig a little deeper. AI and credit scoring While RPA is used in credit scoring, it follows pre-determined rules and has little or no flexibility. Your credit risk is assessed on your previous credit history, which can be bad news for people who don’t have one. Around one-third of the global adult population don’t have a bank account, and only 55% have an active bank account. With standard rule-based credit scoring, almost half the world’s population would be unable to raise a loan. AI can provide a far more accurate assessment of creditworthiness. For instance, it can differentiate between a credit-worthy loan applicant who does not have a credit history, and an applicant with a sound credit history but a high risk of defaulting on the loan. Such AI can delve into many other records such as smartphone data and social media, assuming the applicant provides appropriate permissions. Using machine learning, such algorithms can fine-tune themselves and improve their accuracy, benefitting both customer and lender. In the US, car finance providers report that the implementation of AI has reduced their losses by up to 25%. Fraud prevention Organised crime and state-sponsored fraud are becoming ever more sophisticated in their ways of committing fraud. According to the Certified Association of Fraud Examiners, they are using machine learning and AI to commit fraud that conventional fraud prevention systems are unable to prevent or even detect. An example of these sophisticated fraud exploits is intercepting the text messages used in 2-factor authentication. Conventional fraud detection depends on rules and predictive algorithms that are no longer effective at detecting the advanced, sophisticated levels of fraud that are currently emerging. At the very least, fraud detection needs to be at least as effective as fraud attacks. The deployment of AI and machine learning to fraud management is so far low but is likely to increase over the next few years.   Such systems use supervised machine learning to differentiate between legitimate and fraudulent transactions; behavioural analytics to monitor the behaviour of every account holder and detect anomalies; simulated fraud attacks to learns prevention strategies; and adaptive algorithms that learn from additional data that is input. Some examples of the recent implementation of intelligent fraud detection systems include: the Net Fraud Ensemble AI-powered anti-fraud system, said to be capable of tracking ever-changing fraud exploits in real-time, and Mastercard’s Threat Scan that simulates fraudulent attacks and preventing actual attacks before they occur. AI and market trading Given that machine learning algorithms can now beat the best Chess and Go players on the planet, is there any reason why they cannot beat the stock market? Indeed, such systems are the dream of many traders, and no doubt, substantial effort is being exerted on developing them. However, they remain a fantasy, at least for the foreseeable future. To an extent, the system is chaotic; just like the weather, small differences in the starting conditions can lead to considerable changes in the long term. While RPAs can be deployed to significant effect in a wide range of markets, predicting prices reliably, in the long run, is a bridge too far. To Conclude Robotics and AI will continue to have a huge impact on the finance industry. RPA will be used to automate a wide range of procedures much more efficiently and effectively than human beings, freeing people from the drudgery of retentive tasks so they can participate at a deeper level within the organisation. At the same time, AI, in conjunction with machine learning, will lead to increasingly sophisticated product and service offerings. ### Dr. Monika Becker, Sector Head IT & Digitalisation at Horton International named one of Germany's most inspiring women. We’re delighted to share that Dr. Monika Becker, Sector Head IT & Digitalisation at Horton International and Business Unit Director at Hager Unternehmensberatung has been included in the list: 40 OVER 40: GERMANY’S MOST INSPIRING WOMEN     We asked Monika for her thoughts on being included: "I feel very honoured being part of the 40 over 40 list. But even more, I feel inspired by all these extraordinary women. They are changing the world and they are paving the way for the countless female talents under 40.“   Congratulations to Monika from all of the Horton International group! ### Disrupting The Consumer Industry For businesses across consumer industries, disruption can either seem like a huge threat or has massive potential. Typically, disruption comes from the fledgeling start-ups rather than the big corporations. However, it doesn’t have to be this way. By understanding disruption in consumer industries, it is possible for businesses to stay one step ahead of their competitors. And no, it doesn’t have to mean investing heavily in digital technology, but it does mean focusing on one aspect in particular.   Is Technology Driving Consumer Disruption? Most businesses will claim that technology is the biggest disruptor to their business. When you think of the big market disruptors such as Uber, Airbnb and Deliveroo, it is clear that they have used technology to their advantage. However, the technology they have wasn’t especially unique. Instead, it was the way they gave consumers a more accessible and convenient option. For example, when Uber started, they didn’t have their map-based app service. It began by customers texting their requirements. An agent then connected them to a nearby driver. Uber didn’t disrupt the marketplace with technology, but the way they offered customers a quicker and easier method of booking transport. Similarly, Airbnb wasn’t the first website or app where customers could list their homes or book accommodation. But it was the user-friendly platform, that could provide a wide product offering with flexibility and often (although not necessarily) at a cheaper price that won consumers over. Likewise, Deliveroo was certainly not the first takeaway delivery service. However, it was the fact that the businesses could bring great restaurants and high-quality food closer to their consumer. As with the case in these examples and many more, while technology has been a benefit to these businesses, it wasn’t their technology that disrupted the marketplace. It is the fact that they were offering customers more value (whether cheaper, quicker, easier or more variety) than other providers which made their businesses a disruptive success. Who Is The Disruptor? It is not start-ups that disrupt the industry, nor is it technology. It is, in fact, customers who are the disruptors. Your consumers are constantly seeking out the businesses, products and technologies to improve their lives or that take away a consumer-based activity that they just aren’t happy with. Remember, it is customers that choose to adopt new products or services. It is not technology that is stealing them away. Why You Shouldn’t Fear Disruption Whether by your business or another, disruption is a fantastic way to improve your service offering and acquire new clients. So many businesses worry about where the next disruption will come from. They then spend valuable time playing catch up. However, if businesses put their fears about ensuring they have the best technology to one side, they’ll have more time getting ahead of the curve and being the biggest disruptor in the industry. How To Get Ahead Of The Disruptive Curve 1.     Map Out Your Customer Value Chain There will be lots of activities that a customer will have to complete in order to acquire a product or service. For example, a person may consult a nutritionist or health professional who recommends supplements. The consumer then will have to visit a shop and search the shelves for the right supplements. They will then have to sort their vitamins and remember to take them at the right time and with the right substance. 2.     Focus On An Activity That Could Be Better Value is given to the customer if they can save time, money or effort in an activity. It doesn’t have to be the whole process, just an aspect of it. In the example above, a disruptor for this could be an online health shop where customers can complete a health assessment online. Based on the results, the provider will create tailored supplements in easy daily packs. This means the customer does not have to visit multiple providers. A consumer can receive their personalised pack through the post.  They also don’t have to sort out their pills as this is done for them 3.     Look At Other Industries So often, businesses focus all of their attention on what their competitors are doing. This means they fail to see how they can apply tools and techniques that other businesses are using to their advantage to their own processes. Generally, disruption comes in waves. Did you know, for example, that those who buy from the Amazon App are more likely to sign up to Uber than those who don’t? Furthermore, these consumers are far more likely to use Airbnb too. Even though there are in different industries, there are similarities that customers love. See what other businesses are doing well and see if you can apply that to your own strategy. Why You Should Attract Disruptive Talent With customers being in control of what is disruptive and what is not, you need the talent that strives for customer empowerment and ensures their focus is entirely on the customer value chain of reducing a customer’s time, money or effort. It will be the top talent who will spot trends before your competitors do and will deep-dive into processes to find out where you can be doing something better. Even small savings can make a massive difference to your customers. ### While the world thinks Coronavirus and Worries about the Global Business Impact and Tariff concerns, China Drives HC investments China is continuing to raise its profile behind Healthcare investing- a look back at the last few quarters reveals:   -In Q4 2019, Asia funding doubled from Q3 2019—to over $4B, compared to $7.5B in the States -In Q4 2019 China deals rebounded while US Deals fell..China signed 542 Health deals in the last quarter of 2019 -Q4 2019 HC funding in China rose 32% compared to Q3 2019 -8 China HC Unicorns were valued over $1B, compared to 20 in the States; China dominates in the Medical Imaging and Oncology biotech startups -US HC funding on a quarterly basis- has decreased since its high in Q2 2016 of nearly $10.2B   Source CB insights   In sum, China is still very much on the move, despite the global Virus headlines these days. It has been widely reported that 5 of the 12 most active healthcare VCs are now China based. Meanwhile their funding of genomic testing and AI Imaging hit all time highs-including the February announcement of Genetron Health going public… ### What Sports Analytics Can Tell Us About Your Business and Your People. In years past, watching sport on TV was a simpler experience. On-screen graphics were basic, and camera angles were limited. Broadcasters might rattle off statistics from printed pages, but that was the extent of the analysis. Today, professional sport is captured by a dizzying array of cable cams and telescopic lenses. Digital tracers highlight the path of a ball and super slow-motion replay allows referees to analyse confusing plays with pinpoint accuracy. In terms of statistics on players and teams, there is no limit to how much detail you can discover. All of this goes hand-in-hand with a more scientific approach to sport. As the money gets bigger, teams expand their scouting and development programmes. They have cutting-edge facilities, professional trainers, team doctors, physical therapists. Rugby Australia recently invested in a bespoke analytics platform that processes data on individual players – including everything from sleep and wellness to match performance – in order to reveal pain points and show the way to better performance. Performance metrics in business As much money as there is in the global sports complex (an estimated A$720 billion in 2018), the combined value of non-sport businesses (the global economy is estimated at A$118 trillion) is far greater. The question is, what are we in the business world doing to modernise our approach to training and performance? Quite a lot, it turns out. Performance in business may be more difficult to track than in sport, but many of the same metrics hold true. An employee who isn’t sleeping well, has problems at home, or is feeling uninspired at work will show gaps in performance. Such variables were previously filed under “none of your business” – but the digitisation of modern life, along with increasing competition of the business landscape, has prompted business and government leaders to develop a more detailed picture of talent management and team dynamics. A 2018 report by KPMG and Mental Health Australia, for example, found that mental health issues in the workplace cost Australian employers A$12.8 billion in 2016. A separate report – this one by the International Centre for Economics, on commission from Pathology Awareness Australia – estimates the annual cost of presenteeism at A$34 billion. People are showing up to work when they’re unwell, and we’re beginning to understand the effect on organisational performance. Presenteeism shows why we need to see the dynamics of business teams more clearly. Business today moves at a fast pace, and the cost of living continues to rise. Markets are frequently disrupted, and competition for customers and jobs is fierce. Australians are also feeling less secure about their jobs, according to a discussion paper from the McKell Institute Queensland. We can identify specific causes for decreased job security (e.g. expansion of service industries, more fixed-term contract workers, rising costs, increased job competition), as well as specific effects (e.g. health problems, presenteeism, performance issues, decreased job satisfaction). In other words, we can observe the effects of high-level economic and market conditions on individual and team performance. Zooming in closer The optimisation of team performance in the business world requires an ever-evolving view of the big picture, yes – but it also demands a high-definition view of specific situations. There are innumerable factors that are specific to an industry, an organisation, a team, an individual. In order to create people outcomes that make a tangible difference, we need the talent management equivalent of cable cams, telescopic lenses, and super slow-motion replays. For this purpose, technology itself isn’t enough. We can use innumerable reports and analyses to reveal pain points in a given organisation. We can glean insights from big data. We can even start to think (depending on applicable laws, of course) about leveraging wearable tech to track the physical health of employees, as Rugby Australia does with its players. Several other notable organisations, including Oxford University and the UK’s NHS, have made news in recent years for doing this. And, we can use 360° degree feedback, inventories around leadership or personal style, assessment interviews, psychological testing, and even internal reference checking. The enduring value of human intelligence Several questions must be answered in the quest for next-level business performance. What recruitment strategies will result in the elusive but vital metric known as ‘fit’? How can a better approach to outplacement benefit a person, an organisation, and an industry? How can an organisation’s collective goals be optimally aligned to the career trajectories of its people? How can we more accurately measure this thing called “fit”, and then identify it in the person we’re looking to hire, promote or transfer? Big data can’t yet provide all the answers to these questions, and probably never will. When it comes to the optimisation of business performance, we need a responsive and intuitive understanding of organisations and the people who move between them. And for this level of analysis, there is no shortcut around human intelligence. ### The Top Future FMCG You Need To Know In 2020 For those in the fast-moving consumer goods (FMCG) industry, it is clear there is a huge shift ahead. While the global players once dominated the market, consumer and retailer changes have now allowed the smaller brands to compete and with power too. So, with a field ready for you to carve out your market share, what future trends do you need to keep in mind to ensure success in 2020? The Future Trends Your FMCG Business Need To Consider For 2020 Try Before You Buy With AI For all consumer goods, returns and reverse logistics are an expensive drain on profits which many firms are trying to reduce. While reverse logistics are less prominent for FMCG, it is still essential for brands to convince consumers that they are making the right choice with your product, so that they don’t have buyer’s remorse. This is why consumers need to have the ability to try products before they buy them. In the past, this meant costly sample campaigns. However, for 2020 and beyond, it will be artificial intelligence (AI) that will allow consumers to experience your products before they commit to buying them. This is already happening with car manufacturers, who offer AI test drives, without a customer even needing to be in the car. For cosmetic companies, for example, AI can offer a massive benefit as consumers will be able to experience the product before they part with their cash. With AI and virtual reality, customers can potentially see and feel what their product can do for them. This can be essential in picking the right tone or shade, for example. AI has an incredibly fast growth rate, and soon it may be possible for AI to offer an experience for all of the senses. This can help all FMCG companies as it gives customers the chance to explore brands fully before purchasing the right product for their needs. To be able to adopt this trend, having top AI talent in the team is essential. Often, AI is joined together with CIO and CTO responsibilities. However, due to the fast development rate of AI, a Chief AI Officer is required so that they can stay on top of the latest AI trends and find the best ways for the business to adopt AI. With a sole AI focus, it will be easier to reach cost savings and develop revenue streams through this impressive technology. The Focus On Now Delivery is now the primary focus of retail. However, customers cannot wait. They want their goods now. So much so that 88% of consumers will pay for fast or same-day shipping. Amazon is a clear example of the demand for immediate access to goods. In some areas, they are even able to airdrop goods within 30 minutes of ordering. For your business to keep up, tightening your supply chain management and logistics become essential. However small or low cost the products are, there is a market there that is more than happy to pay more for fast convenience and now is the time to capitalise on it. Again, ensuring the logistics department of your company is ready to implement dynamic changes for faster consumer delivery is vital. Sometimes, this needs to help of experts from other industries to bring tried and tested logistics strategies to ensure you remain a step ahead of the competitors in your own field. Getting Personal Sadly, your product alone is not enough to ensure success. It is how expertly it is tailored to your clientele that makes all the difference. In order to personalise your products, you need data, and you need data specialists who can tap into this data to produce meaningful and actionable results. The brands that target their products specifically to a segment of the market, or can tailor their product to the unique requirements of the consumer are thriving. Personalisation is already having some success. For example, Coca Cola’s ‘Share A Coke’ marketing strategy of having names on their bottles was a great way to create a more meaningful connection with their consumers. Similarly, Nutella’s ‘Name A Jar’ campaign also brought personalisation to the forefront. However, being able to personally speak to your customers on a seemingly individual level could make all the difference in the future. Advertising Is Dead? Recent studies have found that up to 84% of millennials do not like advertising. So how can you reach customers without advertising? The answer is in influencers. The future trend for marketing FMCG is shifting from product-power to people-power. People cannot associate and resonate with products like they can with people. So focusing your marketing effort on the influencers that can connect with your target audience on a personal level will make all the difference in 2020 and beyond. Already 89% of companies say that the ROI from influencer marketing is comparable or better than other channels. Furthermore, 30% of consumers say that they are likely to buy a product if a non-celebrity influencer recommended it. Consequently, ensuring your marketing team is switched on to the world of identifying and securing the best influencers for your products and market may be your most important marketing tactic of 2020. ### It’s Not You, It’s Me: Why Good Candidates Walk Away As competition in the marketplace has tightened, so has our understanding of organisational efficiency and the creation of long-term value. A whole field of “dark costs” is being illuminated, and recruitment is one of the biggest culprits. In Australia, the cost of each new hire has been estimated at AUD $5,000 – and that’s just getting someone in the door. If we guess wrong, we find ourselves caught in a vicious cycle. Having burned up resources to make a flawed hiring decision, we burn more resources to try and right the ship.   Hiring managers end up scratching their heads when this happens. They often look back at the person they really wanted to hire. The person whose personality and talent seemed like a perfect fit for the company. The person who was offered the job and, cordially, turned it down.   Why does this happen? Why do good candidates walk away? Obviously, there is no single answer. A company may need to fine tune its hiring process. It may need to consider more significant changes to the way it presents itself to job candidates. In other cases, it may need to rediscover the strengths it already has. Here are three possible weaknesses:       Some of your mature candidates might be okay with an old-school vision of work culture: Show up on time, stay on task, work for the future. Millennials (and their successors, Generation Z) already make up nearly 40% of the talent pool. By the end of the 2020s, they’ll have a strong majority.   A supportive, flexible, vibrant work culture is no longer optional if you want to retain top talent. Candidates want to live a fulfilling and balanced life and know the countless hours they spend in the office will be engaging and collaborative – maybe even fun. We’ve seen more than a few good candidates decline job offers because the company culture felt a little inflexible or staid. This perception may or may not be accurate; that’s why employers should take careful steps to show their candidates what the culture is really like.   2. No signs of career development   Candidates and hiring managers are constantly, albeit indirectly, asking each other ‘what’s in it for me’ during interviews. Hiring managers should take care to let candidates know that opportunities for career development not only exist, but that elevating the candidate’s career is a high priority. If the conversation centres completely on what the company needs, candidates will question how far the opportunity will actually take them.   3. Too much haggling   Negotiation is a normal part of the hiring process – but if it involves too many steps, a good candidate can get cold feet. The way to head this off, of course, is to make a generous initial offer and limit the amount of negotiation that follows. If a candidate feels like the process is too stingy or indecisive, they see it as a sign of things to come.   4. The recruitment process was too slow   The average time it takes to fill a position seems to have increased in many markets around the world. Employers want to make the right decision, and some are adding steps (live presentations, group interviews, drug tests, even IQ tests) to the hiring process.   But the job market, much like airline ticket prices, is dynamic and constantly changing. If your hiring process is too drawn-out, one or more of your best candidates may have accepted another offer – or changed their mind – by the time an offer is extended. It can be tricky to strike a balance between thoroughness and dispatch, but when you have standout candidates in contention for a job offer, it’s worth remembering the old proverb: He who hesitates is lost. Too good to pass up  When a good candidate is looking for a new role, and when several different companies would like to hire that candidate, you will occasionally lose out; but if you’re doing everything you can to strengthen your company where it matters most – on the culture level, on the brand level, on the career development level – it will be as much that candidate’s loss as it is your own.   The road is long, and the talent pool is deep. Hiring managers should look at the latest research on how talented professionals select for job opportunities, and think about ways in which the brand, the compensation package, or even the interview process are failing to hit the right notes. Getting a recruitment expert involved can enrich and accelerate this process. Our objective is to fortify the hiring process from the inside out, so that the opportunities we bring to market are the ones that good candidates can’t pass up. ### What Workforce Strategies remain Top Priorities this year in the States? Seems across Payor, Providers and Biopharma the Top 4 Priorities are consistent across the healthcare delivery network…In order of priorities starting at the Top: Digital upskilling- Present and new staff Replacing people with Technology Hiring a new class of employees with skills to support the new capabilities Promoting Diversity at all levels How healthcare gets delivered and how much we pay for it remain top of mind, particularly as we go into an election year in the States. The question for 2020- is how will all this digital transformation benefit patients and consumers? The key questions asked across presentations at special events I attended at JPM were: How fast will consumer experience change? Will Docs, aided by data driven insights, make better diagnoses? How will all the new drugs in development be aided by virtual clinical trials and faster regulatory reviews? How will payors provide consumers better choices- place of services, lower prices and better outcomes? As data abounds, how to monetize it?  Concerns over Data reliability and data protection/privacy regulations still are of serious concern. As to was, generating returns on investments in technology (digital, mobile) Will the push to value-based care have true impact on costs and improve care delivery? How will we control the high cost of gene therapy (there are 200 investigational new drugs using gene and cell therapy, with 10+ approvals per year expected through 2025)?   One last observation-the PEs in HC remain bullish in segments that include- A) PPM (Physican Practice Mgnt) roll ups- think every specialty under the sun.. B) Specialty Pharmacies and C) Value based care..They tend to follow the patient experience- from finding a physician, to where to get that care,  treatment alternatives, Market access, addressing Hospital inefficiencies, Discharge alternatives and how to reduce readmissions.. Areas that appear to not be of interest to investors included the following sectors with clear head winds: PBMs,  bets on Pharma- with Political, Legal and Regulatory risks, EMR products and Hospice care/reimbursement. Of course their biggest ongoing concern remains high valuations and exit planning. They still believe, even in a down economy- HC will remain an active investor segment.   JD Utterback Managing Director -Healthcare Horton International-North America       ### Technology in Healthcare - An Update Thoughts on use of AI and Blockchain--Headlines in Hospitals-USA  Q1/2020 In the Hospital world, 5 top priorities for AI include: Using EHR data to predict risk, revolutionizing clinical decisions at the bedside, its application in radiology, managing population health and bringing intelligence and accuracy as well as protection to medical devices. The challenges however remain- Uncertain ROI, and ownership at the top of organizations. Many exec roles are involved, but who owns it- The CEO, CIO, CFO, COO or CMO? Today in the States, it’s the CIO who generally oversees AI as they “own the data”…Last year Hospitals reported in the US that they spent anywhere between $1M$-10M$ on AI..mostly on AI-based apps. -There is some talk that Blockchain will seriously impact two areas in Healthcare- a potential interoperability layer that creates a secure and transparent link between Patients and Providers. Other areas of application include- applying it to the Biopharma supply chain to drive efficiency as well as giving patients more control over who has access to their personal data   And where are the Tech players headed in Healthcare, as we start 2020? Clearly Amazon, Microsoft and Google have begun to offer cloud computing space Wearables: Apple has the lead, but Google just purchased Fit Bit. Into Telemedicine?  Keep an eye out for what Smart phone manufacturers will do this year? Lastly, Facebook announced a new tool called “Prevention Health”, Alibaba spent over a 1B$ on a Medical Examination Chain called Meinian OneHealth, Microsoft entered a formal partnership with Novartis using AI in Drug Discovery, while Google entered a partnership with the Mayo Clinic and the British National Health Service, lastly Apple continues to forge ahead from Data Generation and Storage, to Health Applications and ultimately Health Services??? Think Telemed, Health Coaching and the use of chatbots…  More to come… JD Utterback Managing Director -Healthcare Horton International-North America ### Trends in the digital age The automation of processes is nothing new these days. Buzzwords like digital transformation, chatbots, matching technologies, robot recruiting, and the like are on everyone’s lips. In the HR sector, where AI is still in the ‘arrival phase’, the development is continuing to pick up speed. One thing that’s clear is that artificial intelligence will change the rules of the game – but it’s still unclear to what extent. It is becoming increasingly difficult in the recruitment industry to find exceptional candidates with the necessary key qualifications. This is where AI-based tools that support the so-called ‘candidate attraction process’ come into play. These tools scan the data pools of social media channels for potential candidates with the aim of making them aware of companies or to assist HR personnel in identifying them. With the help of this kind of preselection, the next steps in the recruitment process can then be initiated. Where to next? Does Mr Watson have to wait?   In applicant management and administration – as well as in the sounding out of suitable candidates – digitisation can be quite useful and, at the same time, project the professionality of the searching company’s working processes to the outside world. AI-based processes make a great deal of sense in recruiting when there are a large number of candidates that need to be filtered intelligently. Whether it’s a realignment of entire departments or sought-after trainee positions in attractive global corporations. Using AI tools, the preliminary work can be carried out much more efficiently during the candidate search and identification phase. This – and this is a win-win for all parties involved – not only accelerates the appointment process, but also shortens the duration of the application procedure for the candidates. Personality is in demand   No matter which industry segment you are currently looking at, new jobs are being advertised everywhere and completely new job profiles are being posted on Internet platforms. However, in the candidate market, there is already a saturation of online job offers. Many candidates no longer want to be simply flooded with job offers. They much prefer personal contact or a direct approach than a permanent flood of e-mails with proposals. Confronted by the abundance of possible ‘dream jobs’, they are often spoilt for choice and can’t choose from the multitude of opportunities. Ultimately, this is rather stressful and they simply feel overwhelmed. For them, personal contact represents respect, personal attention and individuality. Even digital natives, who have grown up with electronic communication, attach greater importance to interpersonal exchange. People’s needs often exceed the limits of the technical possibilities – not everything that already works (from a purely technical point of view) corresponds to what people actually want, and for that reason is often not welcome or even accepted. The company has the choice of finding the right balance between AI-supported acceleration of the process and the use of personally conducted, empathetic conversations that cannot be replaced by computer-based instruments. Summary: Sophisticated algorithms can support recruiting. However, when it comes to making contact and conducting personal discussions, Mr Watson should be a little more restrained. As far as this is concerned, it is important to use a personal approach to show respect and appreciation for the candidate and to emphasize the individuality of the company.   ### Why Positive Work Cultures Attract Bright People “Strive not to be a success,” Albert Einstein wrote, “but rather to be of value.” If a company wants to create positive work culture in 2020 and beyond, and to attract brighter talent as a result, it must understand what the famed physicist meant. It’s been argued, for example, that most corporate slowdowns and failures are not the result of external economic factors, but rather the company’s internal problems with following through. One of the drivers of internal problems, moreover, is employees who aren’t properly “bought in” to the company. Let’s take it a step further: That problem of enfranchisement is fundamentally a problem of culture. A company defines its culture not by words, but by actions towards customers, towards the environment, towards employees. All of these actions create a framework of motivation, integrity, and social license that drives business forward. To this end, consider the value of kindness. It’s true that bright people prefer to align themselves with a winner. It’s true that brand recognition also matters. But to be a “winner” in this day and age isn’t a question of brute economic force. If that were true, the world’s most admired companies would always be those with the highest earnings. In reality, a talented person might pitch up in a corporation they don’t really admire – but they’ll do it for money, and from the moment they take the job, they’ll be plotting a path to higher ground. What does higher ground look like? A more complete package. The salary and benefits are there, but so is the ethos, the attitude, the flexibility that allows better lifestyles. The bright talents, whether here in Australia or elsewhere, are no longer gritting their teeth in service to a faraway dream of retirement. They want to live – and enjoy life – today. When companies empower people to live balanced and rewarding lives, they add value to the world. When this happens, a momentum develops; a sort of kinetic energy. Take, for instance, the practice of putting your rising stars in front of people at conferences, workshops, and speaking engagements. This sends a subtle yet powerful message that your company invests and believes in its people. Consider the practice of reaching out to past employees who performed admirably and left on good terms. Likewise, think of the effects of contacting past applicants for new job openings. These are actions, not words, and they convey the same message. Namely that your organisation cares about people; that it does not view relationships with talented professionals as all-or-nothing propositions, but as conversations in which values and possibilities are shared. Paid volunteer leave is a further manifestation of positive work culture and its organisational value. Some of Australia’s biggest and most innovative companies are becoming more generous with paid volunteer leave. Why? Think of it in terms of social media. The earning power of social media influencers comes from their ability to “socialise” a brand message. When an influencer posts a snap of a hotel room they enjoyed, it feels that much more like getting a recommendation from a friend, rather than viewing a paid advertisement. Companies are investing in community involvement for similar reasons. What’s more important: Pushing a lofty mission statement, or taking concrete action that makes a difference to the community? In the case of paid volunteer leave, work cultures benefit as employees feel the effects of altruism and new experiences. Communities benefits as a result of the volunteer work itself. Companies benefit from the net result. But a 360-degree view isn’t always easy to achieve without help. Practical coaching and team development programs are some of the most effective ways to unpack these concepts and put them into action. When we work for ourselves, we can achieve a certain level of success. When we strive to be of value, there’s no limit to the things we can achieve – and the talent we can attract. ### Leadership: How To Successfully Manage Your Remote Team As technology advances and the focus on work-life balance becomes ever more critical, remote and home working has been growing in popularity. Globally, 70% of people work from home at least once a week, while over half of people work from home for at least half the week. In 2020, it’s expected that 50% of the UK workforce will work remotely. While remote working offers many benefits for both employers and employees alike; it can bring considerable challenges. For example, managing, leading and motivating a remote team is very different from a traditional office set up. So, how can you ensure you’re an effective leader for your team when you are rarely in the same room?  Here is some of the best advice from the experts on how to adapt to the increasingly common set up; Clear communication It is famously said that only 7% of what we communicate is verbal. Body language and tone of voice account for 93% of communication. However, when you are communicating with remote workers, especially over email or apps, it can be hard to make yourself clear. Without visual cues, it is essential to ensure you clearly communicate all of the information and sentiment in other ways. With this in mind, it can help to adopt a ‘guide’ rather than a ‘lead’ approach. Think about the ways you can provide more detail and make every task or explanation as clear as possible. It is also worth asking your remote workers what their common communication frustrations are and how you can help to make their path clear. Really listen Whether you’re rattling off another email in a meeting or you are calling in between two appointments, you are not giving your caller your full attention. For remote leadership to be successful, the leader needs to deploy active listening skills. Your team members will want to know that they have your full attention, especially as remote workers can already feel isolated from the business. There are some great way to demonstrate active listening when talking to remote workers, such as; Make sure to ask questions to confirm understanding Paraphrase at the end of the conversation to ensure you’ve covered and remembered every point Only call when you are free from distractions Always ask if they have anything else that they’d like to discuss or ask Check that they’re happy and fully understand any task that you are delegating to them. Book in regular check-ins Remote workers can often feel expendable to the business and not really part of the organisation and its goals. With regular check-ins, you can make sure that all of your remote staff are up to date with the latest business news, updates and changes. It is easy to assume that not hearing from remote workers is good news and vice versa. However, your remote workers will come to fear and dread hearing from you if you only contact them when a problem arises. Giving praise and positive catch-ups can help to eliminate the stress for remote workers. But, step back with delegation If you have delegated a task to a remote worker, trust them to complete the job satisfactorily. Don’t be overbearing or continuously checking up on the progress. Your remote employees will love the feeling of empowerment and trust you have given and will be motivated to succeed. If you are overbearing, they will be less motivated and less determined to succeed as they cannot take ownership of the project. When delegating, make sure the brief is completely clear, and the employee is happy with the task. Then, mutually agree contact times and milestones, so you both have as much interaction that is necessary without mollycoddling. Think outside the box Motivating and improving morale with remote workers is often much harder than when you have the team altogether in one place. With this in mind, it is essential to be creative with the best ways to motivate your workers; Offer regular praise, congratulations and appreciations for a job well done Seek out training opportunities that can enhance their talents Look for ways you can add laughter, humour and fun to your team communications Consider remote team activities to strengthen relationships, from games to sweepstakes Prioritise wellbeing practices such as recognising birthdays, being flexible with working hours and taking an interest in unique skills, hobbies and interests. Keep it human Without interaction with your remote workers, the way they consistently deliver work without being seen can feel robotic. However, all of your remote workers are humans, with lives, feelings, circumstances and ideas. While remote workers can seem faceless, it is important to remember that there is another human on the other side of the computer screen. Make sure you take the time to get to know the human behind the work and take an interest in their lives. Even starting an email with a personal gesture can really make your remote worker feel special. All of these small gestures and interactions can help to strengthen your relationship and your workers will be more supportive in your position as a leader. By following these approaches, you’ll soon notice a stronger and happier relationship with your remote workers. When you’re all on the same page, it can help remote workers to feel included and an integral part of the business. So, what steps can you implement to improve your remote worker relationships? ### The stress of leadership: why it matters Ask the majority of leaders in successful businesses how work is and they will answer… “Busy, very busy” But what does that really mean? Scratch the surface and you will likely find the real answer is more likely to sound something like… “Trying to fix one problem, while another 10 problems unfold” “Working many more hours than I am paid for or can cope with” “Mentally trying to manage the pressure, both from above and below me” Or to put it more concisely… “I AM STRESSED” Is workplace stress real? As a society, we seem reluctant to admit that we are stressed at work. Rather we choose to answer that we are ‘busy’ than admitting that things are really getting on top of us. This is perhaps due to feeling that admitting stress is admitting that we cannot deal with our workload. This reluctance to talk about how pressure is impacting us is so prolific that we could be forgiven for believing that workplace stress doesn’t really exist at all. But this just isn’t the case. In fact, the Health and Safety Executive estimates that 12.8 million days were lost in 2018/19 due to stress, depression or anxiety. The stress of leadership Leaders within workplaces often put themselves in positions of leadership stress, which can be much greater than that experienced by others in the business.One of the traits of a good leader is that they hold themselves accountable, even when results are not necessarily a direct result of their actions. Leaders often feel the pressure from above to get the job done and from below to consider the wants and needs of those within their team. The workplace impact Although holding yourself accountable can be a positive trait for leaders, when taken too far it can also have a negative or toxic impact on the business. The stress that leaders are put under can often result in short tempers and a loss of focus, ultimately leading to failure to do their job properly. Not only can a stressed leader be bad for business, but it will also often lead to them missing the signs of stress within those they lead. Clearly, both these impacts can lead to a downward spiral of failure, stress, further failure and so on. What can leaders do? Spotting the signs of stress The Health and Safety Executive  provide some clear signs of stress within teams, these include: Arguments High staff turnover More reports of stress More absence due to sickness Decreased performance More complaints and grievances Schedule rest time According to recent studies, 40% of all UK employees reported taking just half their annual leave. With this in mind, it is easy to see why stress is such a big issue in workplaces. We are often expected to be on call 24/7 with very little time to fully detach from our work. This often leads to fatigue and can seriously impact our overall performance. So, although we are working more hours, we are not necessarily getting more done. A leader should ensure that they schedule regular breaks from work where they can relax and reset. It is also a leaders role to make sure that their teams are doing the same thing, ensuring that your team are on the best form possible to get the job done. Ask for help One of the biggest phycological blockers for leaders is admitting that they need help. This may be admitting that they need a little extra help to get a job done, through to asking for help when they generally feel like it is all getting too much. It is shortsighted for a leader to think they can do it all without the support of their team. Working collaboratively and smart delegation is what makes a great leader. Not only does this help take pressure off your plate, but it also helps you develop the skills within your team. It is clear that workplace stress is a very real and very important issue. It is a leaders responsibility to ensure that their own stress levels do not impact their team or their work, as well as ensuring that their teams stress levels are kept in check.    ### Innovating your career Josh Hollander, Horton International's CEO discusses innovating your career with Nassau Re.   You can watch the full interview here.     ### The most in demand skills for the future of work The world of work is transforming. Technological innovations such as artificial intelligence (AI) and machine learning will soon be commonplace, which means the time is now to start preparing for the future of work.   We've looked into the most in-demand skills you’ll need to nurture, in order to succeed in the future workplace:   #image_title ### How to future proof your career From autonomous cars to artificial intelligence and augmented reality, technology seems to be evolving faster than ever before. In many ways, this can be exciting, with a limitless number of possibilities opening up to us as a human race. Even business greats like Buffet, Musk and Gates all admit that is this is the most exciting time to be alive when it comes to how the world may evolve in the coming years. But the speed of change both in technology and in the markets as a whole can also be incredibly daunting. With many fearing that they will not be able to keep up with the pace of  change and even that they may become obsolete if technology develops to fulfil the skills they have taken so long to perfect. However, for those that truly understand these developments and what they mean for the future, these technologies and changes can actually bring a huge amount of benefit to their careers. In this article, we take a look at how we should approach our careers in order to future proof them. Understand technology  We have all heard the popular phrase: “We fear that which we do not understand” This is certainly applicable when it comes to future-proofing your career from developments in technology. It is not knowing precisely what technology is and how it really works that can have us wondering if it is going to negatively impact our jobs and careers. By seeking to understand technology we can educate ourselves on what that really means for us. In any case, we will discover one of two outcomes: It won’t significantly impact our career It will have some impact on our career The first result obviously eliminates any fear at all. But so too should the second, as we are not just learning that is will impact us, but we are learning how it impacts us. Therefore we are given an opportunity to limit, leverage or mitigate that technology as we see fit.  Leverage tech, don’t fear it Having a thorough understanding of tech allows us to work out how to leverage it to our advantage. A very obvious example of this happening in the past is the adoption of personal computers. At the time the personal computer launched there was a lot of fear and anxiety around whether they would end up ‘stealing’ jobs and ultimately taking over the world. But as people began to understand the application of the new technology, they began to understand that they could leverage it to increase their productivity in everything from calculating finances to word processing. Once you have spent time researching and understanding technology, it is worthwhile taking the time to work out how you may be able to leverage it to increase productivity or bring some other benefit to your work or life. Develop strength in every position  Knowledge is power. This fact will never change, regardless of the rapid developments in the markets and in technologies. Building knowledge and insight in every position is a powerful way to cover all your bases as you move forward into your future career as a leader. This may be in the form of experiencing different roles associated with your niche, or it may be collecting or accessing the necessary information and data required to make expertly informed decisions regardless of which position you find yourself in. Introduce life long learning  Lifelong learning is a popular concept that focuses on continuously improving your skills and understanding throughout time. It is based on the fact that you are never perfectly qualified and experienced for your role, but can always improve and adapt to a changing landscape. In many industries, this is commonly known as Continuing Professional Development or CPD. This approach allows you to identify trends in your profession and seek to always be updating your skills in line with these trends. For example, a Marketing Director may have started their career during a time where most marketing was executed in print or TV ads. But through CPD they have adapted their skill set over time and now focuses on more modern marketing methods such as social media and search engine optimisation. Lifelong learning can be adopted by yourself as a leader and encouraged throughout your team in order to build an in-house skill base that is up to date and future proof. Focus on human skills The automation of processes through technology is leading to panic among many who believe their job is under threat. However, there is never likely to be a technology (not even Artificial Intelligence) that can apply human skills as well as a human. A good way to future proof your career is to develop and emphasise the skills that technology cannot replace. For example, interpersonal skills and empathy are invaluable when leading teams. Equally the ability to understand and translate customer needs to actionable requirements is unlikely to be able to be replaced by technology, especially in more complex industries. Developing your skills for strategy and strategic positioning is equally a human skill that can help strengthen your career moving forward. Foreseeing potential challenges, gathering information on opportunities and deciding which is the best way to approach them is a skill which is valued now and is set to increase in value in the future. Equally, good networking skills is another human skill which is invaluable for your future career. Being able to connect people and build your trust and reputation with your network is a good way to identify new opportunities for development. Accept change Fighting change will see you wasting a lot of energy on something which is often inevitable. On the other hand, accepting change quickly means you provide yourself with the opportunity to get ahead of the curve. Being open to new development, whether they are technological, political, social or otherwise will ensure that you are always ready for whatever comes next. This not only limits stress, but makes you a very valuable employee. As always, there are potential threats and opportunities for everyone in their future careers. By being open, seeking to understand, gathering as much information and data as possible and acting on it, you will put yourself in the best position to further your career. ### The talent crisis in Insurance. Josh Hollander, Horton International's CEO was recently interviewed by Nick Lamparelli of InsuranceNerds.   In this interview, Josh and Nick discussed the talent crisis in insurance, and how companies need to think about their culture, recruitment practices and talent management in order to thrive against the competition.      ### 5 leadership resolutions for 2020 As 2019 comes to an end and a promising new year is just around the corner, many of us start thinking about resolutions that we hope to keep in 2020. We always have the best intentions when setting out our new year’s resolutions, but all it takes is an extremely busy period at work or other unforeseen circumstances, and they can often fall off our radar.  In this guide, we run through some of the best resolutions for leaders for 2020 and how to keep them. Keeping resolution We always set resolutions with the best intentions to keep them, but this often doesn’t happen for a number of reasons. The first mistake we make is making resolutions which just aren’t realistic. Although each of our resolutions may not be completely unrealistic on their own, we often fail to consider our other life commitments and how we will make time to fulfil ones. When creating your resolutions make sure you take a moment to understand how much time, energy and other resources they are actually going to require and how difficult they may be to uphold. Some experts suggest that is often better to make a less strenuous resolutions which can be built on than to make bigger ones which you are destined to fail at. In James Clear’s book Atomic Habits, he explains how these small commitments work to ignite bigger actions. Like committing to reading five pages of a book a day, usually results in reading much more. It is the smaller, achievable resolutions that facilitate bigger ones. Schedule time to reflect For busy leaders, life is often being lived at 100 miles per hour. Many thrive on this fast pace and enjoy the challenges that arise. However, it can mean there is rarely time to stop and reflect on what has come to pass. Although this may seem like a pointless exercise, it is important to schedule time to reflect. As we speed through life we are taking on a huge number of experiences, but we often do not have time to digest and importantly learn from those experiences. Do something you love/challenge yourself Many of us love what we do. But as we become more accustomed to the challenges that our role throws our way, we can become less excited by them. This can stifle creativity and often leads to dangerous complacency in the workplace. By introducing a new challenge to your life, you can refresh your approach to work. This may be as simple as taking on a new hobby or learning a new skill. Learn Whichever point you are at in your career, there is always an opportunity to improve your skills and learn new methods and theories behind your role. With this being the case, it can be worthwhile setting a challenge to learn something new in 2020. Although you certainly need to pick something to learn which will interest you, it is also worthwhile asking yourself which aspect of your role you find most challenging and seek to remedy them by making a learning resolution. For example, finance or reporting may be a weaker area of yours. By finding a quality course in one of these areas you could make it much easier to execute on tasks that you do not currently enjoy. Celebrate your achievements  We have already mentioned how leaders can easily get caught in the trap of constantly fighting fires and moving onto the next challenge. Stopping and reflecting is helpful in achieving these goals, but also stopping to celebrate achievements is an important resolution to make. This is beneficial both for yourself and your team. By taking time to celebrate wins you remind yourself and your team why you are working so hard and what that is accomplishing. This, in turn, helps motivate everyone moving forward. When we set resolutions, we always do so with the best intentions of following through on them. Of course, this doesn’t always happen, especially when those resolutions are unrealistic when applied alongside current commitments. But by setting resolutions you can truly keep, you can look forward to a more rewarding year ahead!   ### 5 star award for Horton International Germany We were just given the good news that for the third year in a row, the leading business magazine WirtschaftsWoche has listed Hager Unternehmensberatung, partner of Horton International Germany as one of the best personnel consultants in 2019. Horton partner, Hager Unternehmensberatung was awarded five stars in each of the categories "IT, Digitisation, Energy and Financial   Services" as the best industry professionals in personnel consulting. The renowned German business magazine   ‘WirtschaftsWoche’ commissioned this study on the personnel  consultancy market in collaboration with Christel Gade, professor at   the IUBH International University in Bad Honnef and expert in the   headhunter industry. Between July and November, around 2,500   personnel decision-makers from German companies filled out the   specially created questionnaires and evaluated over 880 personnel   consultancies. Among other things, they stated how satisfied they were   with various personnel consulting agencies and awarded stars for good   or excellent service. This anonymous survey was supported by the DFK   (Association for Specialists and Executives)and the BDU (Federal   Association of German Management Consultants). Ralf Hager, founder and managing director of Hager Unternehmensberatung, which specialises in executive search,  commented about this award: "We see ourselves as a high-profile   consultancy that aims at searching for executives. Therefore, I am   particularly pleased that we are now firmly among the best personnel   consultancies in Germany in the exclusive WirtschaftsWoche ranking.   This reflects the quality and also our firmly established excellence in   processing. We know how difficult it is to find suitable candidates. For   many companies, top-quality support from executive search consultants  is essential. Meanwhile, with our more than 110   employees, we can meet the requirements placed on professional   recruitment consultancies with great efficiency. At this point, I would also like to highlight the excellent performance and commitment of my teams, who are constantly developing our processes and thus ensuring customer satisfaction." Congratulations to Ralf and the Horton International team in Germany!     ### What are the most important IT trends for SMBs in 2020? With technology rapidly evolving and impacting all businesses, small-medium companies can't afford to ignore the various developments that are on the way. We look at the top trends that are likely to impact your small-medium business in 2020: Automation and AI Artificial intelligence and related automation software technologies were once believed to be far too “big” for small businesses. That’s changing rapidly now. In fact, the evolution AI has brought can greatly benefit small businesses, allowing the streamlining of a number of business processes, including customer service, accounting, data entry and email marketing. Data Analytics The right access to data is, naturally, essential to business growth. But with so much information to analyse, this can be cumbersome. Luckily, cognitive services reliant on the cloud are boosting adoption by cutting down the expertise, time and investment required to sift through data. Therefore, you can expect more SMBs to use the technology to better inform their strategy at a more granular level. Widespread use of Collaboration Tools As more small businesses around the world take advantage of a remote workforce to better scale their operations, collaboration software will become vital – with tools seamlessly connecting in-house staff with employees and contractors around the globe. This will lead to enhanced productivity. Our infographic delves into the top trends affecting SMBs in 2020 - Click the infographic to enlarge. ### LinkedIn Identify the 15 Fastest-growing Jobs in the UK LinkedIn has recently released its 2020 report on emerging jobs, detailing the fastest-growing jobs around the world and the implications to the global workforce. The analysis was based on the profiles of LinkedIn members who have been employed full time in the past five years. Here we focus on the implication to the UK. General trends While overall the tech sector dominates, with 33% of emerging jobs being in the IT industry, some emerging jobs focus on human interaction. In terms of location, London dominates with 44% of emerging jobs being based there, though emerging jobs in cities such as Nottingham, Cardiff and Belfast are growing rapidly. The gender divide remains; 65% of these emerging roles are held by males. Emerging jobs AI dominates the fast-growing tech sector and, according to McKinsey research, by 2030, it is likely to boost the UK economy by 22 per cent. ‘Artificial Intelligence Specialist’ is the fastest emerging job. Data protection has also become increasingly important, with data protection specialists being highly sought after. Over the last four years, the number of ‘Data Protection Officers’ has increased by a factor of 24. In terms of emerging jobs that call for skills in human interaction, ‘Sales Development Representative’ and ‘Customer Success Specialist’ feature strongly.  Here are the top 15 emerging jobs in the UK. Artificial Intelligence Specialist – this includes titles such as ‘Artificial Intelligence Researcher’ and ‘Machine Learning Specialist’ with sought after skills being machine learning, deep learning and Python. Data Protection Officer – the primary role is to ensure compliance with new data protection regulations. Robotics Engineer – while this embraces traditional robotics engineering a growing trend is a focus on code, with UiPath being an essential requirement. Site Reliability Engineer – this includes multiple sectors, including financial services and broadcast media. Customer Success Specialist – since 2015, the number of customer success specialists have increased by an order of magnitude. Essential skills include both technical and customer relations. User Researcher – with the primary roles of knowing customers and delivering user experiences, their value to business and impact on sales and gross margin is enormous and increasingly recognised. Data Scientist – the need for data scientists is increasing across multiple sectors, including financial services, marketing, and IT. Sales Development Representative – while the role is mainly traditional, refocusing sales from product to solutions led is boosting demand for candidates. Cloud Engineer – the demand for cloud specialists continues and is likely to do so for the foreseeable future. Cyber Security Specialist – this emerging role reflects increasing concerns over data breaches and threats. Platform Engineer – in many ways, this is a similar role to Site Reliability Engineer. Full Stack Engineer – critical skills are AngularJS, Git, JavaScript, Node.js, and React.js. Enterprise Account Executive – primary roles, sales planning, customer relationships, and market coordination. DevOps Engineer – this is a crucial role in coordinating IT and business requirements. Content Designer – this skill set is in demand across multiple sectors, where effective communication is vital. It is important to emphasise that the LinkedIn study on emerging jobs is based on growth over the last five years; they are not necessarily the best jobs in the long term. The job market is constantly evolving, affected by the economy and many other factors. However, this snapshot should provide a useful guide for both recruiters and candidates. Horton International Horton International can help you find the very best people to fit your organisation. We combine technology with the human touch to select only the very best candidates. Our global intranet, IT systems, and cloud computing enable efficient and effective global and multi-country searches, while state-of-the-art AI in combination with the expertise of our consultants, provides high-quality screening to find the best talent available. Your success is our priority and we always guarantee complete confidentiality.     ### What are the most Important IT trends For Enterprises in 2020? Many tech experts are calling current times the “fourth industrial revolution” because technology is now evolving more rapidly than ever. Enterprises that fail to keep up with the following IT trends in 2020 risk falling behind. Digital Transformation 2.0 While digital transformation 1.0 has mostly focused on mobility, big data, ubiquitous connectivity and new applications, 2.0 will integrate even more bleeding-edge technologies like advanced robotics, autonomous devices, AI, machine learning and automation into enterprise as well as consumer ecosystems. 5G Data Networks The fifth generation of mobile connectivity will undeniably pave the way for ultra-fast speeds, along with more stable and consistent connections. Even though 5G networks were available in 2019, they were limited to working in major cities or confined areas only, while also being quite expensive to acquire. In 2020, 5G is likely to take off in a big way through greatly improved coverage and more economical data plans. AI and Automation Enterprises are far more likely to give in to and rely on AI and automation in 2020. As such, their uses will expand to other business operation areas. For instance, when it comes to enterprise technology management, bots will be integrated, enabling AI to effortlessly perform tasks like restructuring bill payments to save more time and money or negotiating contracts – all without any human intervention whatsoever. To help you stay ahead of the curve, Horton International can be your trusted partner – helping you recruit only the most skilled and ‘future-ready’ talent. Click the infographic to enlarge.   ### Horton Finland tops the polls! Horton Finland has been named in the top 10 Finnish Executive Search firms in an independently adjudicated list compiled by top Finnish recruitment media firm Duunitori  Duunitori’s Top 10 ratings were included in their 2019 report on the state of the "Direct Search" market, published in Sept this year. The comprehensive report shows that the Finnish search market amounted to more than EUR 80 million, which is about 8 per cent more than a year earlier. Growth has been the fastest ever, especially for companies focused on direct search only.   "We are delighted to be included as one of the top 10 Finnish Executive Search firms.  It is a great achievement and we are incredibly proud of the work our team continues to do to help our clients achieve their business goals." Ani Närhi  Managing Partner Finland Congratulations to Ville, Olli, Ani and the team on their continued success!   https://suorahakuyritykset.fi/ ### Horton International named one of France’s top Executive Search Firms Horton France has been named one of the most advanced players in "Executive Search" for a third year in a row, by the "Les Echos" Executive Bulletin in partnership with Statista, one of the world’s leading statistics and market data analysis portals. Statista's list evaluated best practices and recruitment strategies for "Les Echos" and includes the best-performing firms in a survey conducted between May 20th and June 28th, 2019. In total, nearly 6,000 people participated in the survey. The participants were approached via the lesechos.fr website and via a call for candidates on LinkedIn. In addition, employees of recruitment firms were invited by e-mail to participate in the survey. Finally, an online access panel of all recruitment specialists were used to complete the study.   "Horton France ranks among the best executive search firms in our country with the top ranking 5 star grade! This is in recognition of the efforts by our consultants to constantly serve the interests of our clients in a professional way. The whole team is very proud of this achievement, along with the high visibility of our firm after nearly 40 years in business in France." Gerard Dietrich, Managing Director of Horton International in France Congratulations Gerard and the team on another great achievement! http://media.lesechos.fr/infographie/cabinets_2019/executive_search.html   ### Horton International Welcomes Nina Ariluoma, our new Managing Partner for Finland. We're delighted to announce Nina Ariluoma is joining Horton International as our new Managing Partner for Finland. Nina has remarkable leadership expertise in the fields of technology, consumer goods, and consulting industries. She has extensive international experience in forming and shaping executive teams within these industries. Her strong background in digitalization, new operational model development, and innovative workforce leadership requirements helps our clients to scope their expectations, assess, and search for right qualities across industries and functions. Before joining Horton International, she lead Nordic Talent &   Organization Strategy Consulting at Accenture. In this role, she worked with   leading Nordic companies helping them to drive their strategy in digitalization,   new business and operating models, and future workforce challenges.   Moreover, Nina has a strong background in Human Resources: she has served as   a Chief Human Resources Officer for Fiskars Group and held several global   HR leadership positions in Nokia. Her many years of leadership and management experience are from global,   multi-cultural environments, having also lived several years in the US and   Russia.  Nina holds an M.Sc. in Psychology   from Helsinki University and an Executive MBA from Aalto University. Welcome to Horton International, Nina! ### Four Rules for Start-Up Recruiting Recruitment is a big deal for any company, but it’s a huge deal for the start-up. After juggling every conceivable task for months, from attending client meetings right down to watering office plants, you, the founder, are finally ready to recruit. The fledgling is strong enough to stand. It’s time for the next level of growth. But it’s not as easy as it sounds. Mistakes are costly in these early stages. While established companies have the resources to deal with a recruitment blunder or two, start-ups have less room to manoeuvre. Lost time, lost cash, lost resources—these add up quickly. Plus, many founders have little or no experience in recruitment. The to-do list isn’t getting any smaller, and recruitment becomes another item to be crossed off. Every company and every role are different. These four rules may not cover every aspect of start-up recruiting, but they will certainly lead you down the right path. 1. Be formal and meticulous  21st century start-ups are known for their campuses, ping pong tables, arcade machines, daycare and personal flexibility. Recruiting, however, is one area where it pays to do things by the book—especially since there are more channels, more data, more candidates today than ever before. Startups are prone to a slipshod recruiting approach, and must guard against this. It pays to take a patient, objective view of the skills and qualities you need in a team member, then create a formal recruitment strategy with clear goals and record-keeping. Of course, it’s good to think outside the box and stay open (like this company did in a recruitment campaign modelled after Game of Thrones). But most outlandish recruitment efforts are even more carefully cultivated than traditional ones. Point being: If you leave recruitment to chance, or to instinct, or to haphazard online efforts, you’re less likely to come away with solid results. 2. Push things aside The feeling that there aren’t enough hours in the day takes on new meaning when you’re a start-up. Anyone who has pushed a business through the earliest stages of growth knows how hectic things can become. How can you focus on recruitment when the phone is ringing off the hook, when there are a million other things to do? Recruitment is a Catch-22. It’s a solution to the very problems that make it difficult. By this logic, it’s worth clearing space to make a focussed effort. In gardening terms, pruning leaves is important but planting new seeds is vital. Blocks of recruitment time—whether you’re in planning stages or actively screening candidates—should take precedence. 3. Network Too much emphasis is placed on the fact that candidates compete for jobs. What about the very real competition amongst jobs for top talent? Start-ups should take this to heart before putting all their eggs in the online basket. LinkedIn and other online tools are a crucial way to attract talent, but start-ups in particular can benefit from plugging into offline business networks—the kind forged with old-fashioned diaries and contact lists. Your company’s founders/investors are a good place to start, as they have a vested interest in making a good hire. Talking to influential friends and colleagues is another way. Professional consultants can also bring key contacts into your sphere. 4. Understand the pros and cons From the candidate’s perspective, there are pros and cons to working for your start-up. Understanding these pros and cons allows you to address them in conversation and play to your strengths. Professionals naturally gravitate towards established brands. Why? Because established brands strengthen individual brands. There is also a perception (more justified in some cases than in others) of increased financial stability and job security. These pros of working for established brands might well be worth the cons: A big impersonal company, a boring work culture or even an unfriendly manager. On the other hand, professionals gravitate toward companies that listen to them, give them creative influence, and provide access to the company’s leaders. Your brand may not be established, but it holds potential for limitless growth. Association with a successful startup could be worth more than association with established brands—both financially and professionally. On top of that, startups are free from rigid company policies. That malleability—an opportunity to shape work culture rather than be subject to it— is an important selling point for any startup. There are ways in which your startup is (or could be) uniquely progressive. Figure out what these ways are, and communicate them to talented candidates. Conclusion Reaching the point where you’re ready to recruit is a milestone for any start-up. When the moment arrives, it pays to connect to meaningful recruitment principles, use personal channels, and understand things from the candidate’s perspective. Even if you can’t offer ping-pong tables and Fridays off, your startup does have something to sell. Knowing what that is allows you to reach candidates who truly will help the fledgling grow. ### Digital thinkers and leaders wanted In the ever-moving technological revolution and digitalization, new players are constantly entering the market and creating innovative business models. For established companies to survive with resilience, they need thinkers and leaders who can implement and take responsibility for new ideas and models. Paradigm shift in the digital age Competition enlivens the market and is a key driver for companies to innovate. In the digital age, many services can be offered globally, but also locally with a strong focus on one’s target group. Many start-ups are taking this opportunity. Established market pioneers, meanwhile, find themselves reacting to this situation by quickly lobbing new business models and offerings at what they perceive as a threat. But the key to success is not just a rapid response, but also customer orientation. The main criteria are customer focus, simplicity, and the customer experience, which ultimately means customers will decide whether a company’s digitalisation has been a success. Customer expectations and how they act have changed significantly as a result of digitalisation. For example, they expect aspects that have become standard in one industry to be present in every other industry, too. Ultimately, entrepreneurial efforts and innovation should be driven primarily by customer expectations, not just sales targets or technology. Increasing customer orientation among IT managers US-based market researchers at Forrester have also named this trend of increased customer or end user orientation. This shift has expanded the requirements and tasks that some companies have to fulfil; this applies to IT departments, too. The position of the IT manager as an interface to the customer as well as the necessity of aligning internal processes to the customer’s requirements is shifting the primarily internal focus on IT expertise into a position that is broadly entrepreneurial that has to think and act on matters far beyond strictly IT issues.   While it has always been important for IT managers to be technically savvy, this position now often requires a broader set of skills. In some companies, they need to be able to evaluate customer behaviour based on their expertise, for example on the company’s website, online shop, social media channels, etc. They may need to analyse and process such data for the company to use in developing its strategies. These strategies and the vision behind them as well as the relevant method of implementing them must be clearly and concisely communicated to decision-makers at top management level. The balance between technology expertise, analytical skills and leadership skills, as well as a good level of communicative strengths are now key success factors that IT managers need in order to drive a company forward in a customer-oriented and technology-driven manner. Conclusion: Trends shape the focus of IT. For a long time, IT departments and infrastructure were organised in a functional way with concepts such as “plan, build, and run” the main nomenclature. “Demand, supply, and governance” has also undergone a long evolutionary phase in IT and shaped IT organisations. Meanwhile, the trend has shifted to a customer focus: in pre-sales, post-sales, service, and maintenance. The customer is the focus and not only in the customer-specific departments. In many companies, IT managers must also be able to devise entrepreneurial strategies from the customer journey and provide suggestions for their technical implementation. And this, of course, is also reflected in the corresponding organisational forms.   ### Should you quit your job to start a business? Josh Hollander, President & CEO of Horton International North America recently met with David Bruno to talk about “Professional Pivots”. We’re delighted to share David’s article with you here. You can also find the article and connect with David on LinkedIn.   Should you quit your job to start a business?   Summary: People in their 40s and 50s inside corporations have built up tremendous domain expertise and in combination with new technologies and business models they are well-positioned to still do some pretty incredible things. This article will help manage your Professional Pivot like a boss. Was that it? Are you done? Made money for 25 years, managed some people, paying for kid's tuitions, then golf? Booooooring. I had a talk with Josh Hollander, President & CEO of Horton International North America, about how to leverage your domain expertise in a "Professional Pivot" and actually do more of what you love. Today's article and linked podcast will show you how to start taking those first steps while not endangering your financial or family situation. 1. Becoming self-aware: You are stuck! Many of us have found a sense of higher purpose over the years, becoming deep domain experts in our industry. Whether actuary, accountant, lawyer, program manager the trend is almost always the same: Boredom with the day-to-day routine doing what you were originally trained to do as a specialist - because you have come to understand the big picture and want to help accelerate your industry into the future. There are are a huge number of subject matter experts, high achievers well-tuned to corporate success, who reach a certain level and then get stuck there for many years. This can even happen to a CEO/COO/CFO leading hundreds or even thousands of people. How do you start to make an impact in a different way? You can see the transformational change in your industry, and your organisation leveraging technology in new ways. Realize you are not alone. Most 40-50-somethings I've met who are still working in an office environment are bored out of their minds. 2. Identifying your higher purpose Is the reason you get up and go to work still just making cash flows or has it shifted to something else, something bigger and more meaningful? “If you believe you can add value there are opportunities to explore where your organization is making change and how you can contribute to that.” - JH For example right now many companies are building up that new golden tower of "data science". You can't get out of any meeting without someone saying "Machine Learning" and AI. Now what do those data science guys know about "our" customers, our products, our industry?? Domain expertise of knowing insurance for can help the data scientists develop and tailor and add value. Even if you're not a data scientist writing code the company needs people who can construct a business model and provide those other support functions that will bring innovation to life and new changes into an organization. Those new data science guys won't win without YOU. 3. Creating new habits Many folks these days seem to want to become influencers. Write a book. Mentor startups. Become an investor. But what did the few success stories actually do to get started? How did they break out of their organisations and create a wider platform for doing good? Our advice is to start by seeking new internal and external interactional opportunities. You don't have to seek a job change specifically. By external we mean go to local meetups, fintech, insuretech, incubators and accelerators, industry groups – attend and see what type of activities are taking place, do some mentoring for early-stage organisations. Internally, if you have a specific idea bubble that up to senior management, get involved with your innovation team, HR may also have resources available to help build your skills. Many companies are trying to keep up with change by launching innovation challenges. You may also see senior management start hiring talent from the outside with different skill set, more technologically savvy. Organizations face competitive pressure from new areas, as digital winners like Amazon keep setting new bars for customer satisfaction. 4. Adding new stimuli, people and locations Horton International actually moved its office into the startup ecosystem at Upward Hartford in order to be in the middle of the transformation and change process transforming Insuretech and advanced manufacturing in Connecticut. Josh uses the platform to get to know the Professional Pivoters and bring talent into new spaces like FinTech and Insuretech around the region including Hartford, New York and Boston. The lesson from Josh is, if you work in a small-medium enterprise then consider shifting a part of your organization right into then middle of where you see the change happening. If you're part of a large corporate, speak passionately and repeatedly to the executive team about landing that sponsorship to become a corporate partner to your local ecosystem coral heads, whether a startup incubator, accelerator or any hub where you see the change attracting new talents to work in "your" domain expertise. 5. Developing your Side Hustle Learning takes place in new ways. If you are expanding your network and identifying resources that could be useful for the organization, that’s a positive overall. You could begin mentoring, attending external events, attending an online seminars - but you will have to start doing new things to re-boot your learning. "Career development means Side Hustle. You can do things to show you have the enthusiasm and mindset to leverage your experience in new ways." - JH The highest chance is that developing the new habits described above will lead you to a new, better gig inside your existing organisation. It will also likely open doors to outside opportunities you never knew you had, which is useful for your self-confidence and market worth check inside your organisation. 6. Going rogue: The Wanna-be Entrepreneur "Serial entrepreneur". Ok get that off your CV right away unless you have the chops to prove it (eg. have personally been involved in multiple exits of businesses you helped build for tangible commercial value). There is sop much rhetoric used about being an entrepreneur that it's mostly a turn-off and the professionals see through it quickly. If that idea of yours is really so big and pervasive that you want to try to launch it - we recommend to start to build it outside your company in low-risk stealth modus using the amazing online resources available today. You can use Google Cloud, AWS, external design shops and marketeers to help launch your new thing. I highly recommend joining a local program to add structure and new perspectives, for example a MakerSpace, Incubator or Accelerator. Don't throw all your family silver into one idea when the reality is there will generally be unexpected bumps along the way. Start small, validate your hypotheses, be prepared to start and stop multiple times, and keep the resources in place to keep progressing along this journey for the long term. "I wouldn’t quit your day job right away. Leverage the resources outside your office to build and test your idea." - JH ### Horton International – The World of Mountaineering and the World of Executive Search The world of Executive Search is changing. Traditional executive search practices are no longer enough for organizations. Instead, the future of executive search is about focussing on the client’s needs; helping them to exceed their targets and supporting them in getting their business to the top. At Horton International, our main goal is not to simply fill a position with a candidate. Our priority is filling companies with the very best candidates for their organization, the ones who are driven to succeed in every aspect of their career. We search for the candidates who can help them get to the top, who share their company’s vision, and will support them in the goals held by their employers.  Reach for the Top: Peak Performance Through Professional Development Imagine for a minute – two mountaineering rope teams. One succeeds in reaching the summit together as a team while the other team fails. Naturally, there could be an element of luck involved, but there are decisive factors at play that influence one team’s success, and the other team’s failure. Let’s take a look at this from another angle: for mountaineers, it is critical to have a sound plan in place, to know where they are going, to prepare well for it, to have a realistic and foreseeable view of what’s ahead. However, the most important aspect is to be surrounded by people with the skills that they can rely on to take them to the top. It’s about utilising each other’s strengths and building up the weaknesses until they are no longer as such. ‘The mountaineer philosophy’ and its common attributes is something we relate to at Horton International, and a guide we stick to when it comes to the way we work. All Around the World and Just Around the Corner, to Find the Perfect Team In our search for potential candidates that will suit our clients, we do exactly what those successful mountaineering teams do – we take the time to understand and familiarise ourselves with the terrain. We’ll go through our client’s company plan meticulously, and this will help us to ask the following questions about each candidate: are they a good fit for the company’s plan and the key criteria they have set? Do they have the right skills for the job, and does that skillset match up with the rest of the team? If they get hired, will they be in a position that gives them the potential to reach new heights, or will they end up weighed down? Here at Horton International, being thorough is the mantra we live by with regards to candidate selection. We strongly believe that there are a number of parallels between the world of business, and that of mountaineering. Both of them have common factors that lead to success and the desired outcome. After all, your company can only be as successful as those who are working within in; they are your hinges and can open or close a number of doors. Passion drives a team, and that is why you need to ensure you hire the right people. We’re here to help, whether you are in the process of reaching greater heights in your business, or you’re headed straight for the top.   Your Dreams are Our Goals – Together to the Top As a group, we want nothing more than to strengthen your organisation’s success and help you reach the top. With future-ready expertise, we help to build a team that’s strong in every position imaginable – leaving no room for weak spots. Our Executive Search helps you recruit only the most talented and experienced professionals who understand how to be a part of your success and have the passion to get you there. With multi-country searches, bespoke management consulting, and over 40 offices in the Americas, EMEA, and Asia-Pacific region, we are well positioned and dedicated to helping you recruit and retain the ideal professionals from around the world.     ### What are Soft Skills and Why Do You Need to Pay Attention to Them? Soft skills are essential, and they are an integral part of any business. To have them is an invaluable trait, and one that should be used as much as possible in order to create a successful company. While many say that hard skills are the important ones, soft skills are actually just as vital, and according to LinkedIn’s Global Talent Trends 2019 report, a huge 91% of Talent Professionals agree they are very important to the future of recruiting and HR. What are Soft Skills? The most successful leaders not only have technical/hard skills, they also have soft skills which help to build strong relationships, encourage communication and build morale. Seven key soft skills are: -        Negotiation -        Presenting -        Networking -        Adaptability -        Conflict resolution -        Communication -        Teamwork and work ethic -        Problem solving -        Working under pressure   Why Focus on Soft Skills? Soft skills play a key role in the attraction and retention of employees. They enable you to positively interact with, and motivate your team members. Encouraging them and truly listening, creating stronger bonds between you and your colleagues. Soft skills are there to boost your confidence and help you become a noticeable presence within the industry. Just as good soft skills can make you, a lack of them can break you. They limit your potential, and can quickly lead to the downfall of companies with the most ingenious ideas and solutions. That’s what makes soft skills special, their ability to drive you towards success.   Hard skills are nothing without soft skills. Like yin and yang, they complement each other to create the perfect balance. You could be the most knowledgeable person in the world, but if your soft skills are lacking there will be no one around to listen. Soft skills set you apart. They are harder to learn than hard skills because it takes a lot of dedication and self-awareness to change the way you interact with others. Clients and employees want them. This is what the working world is; everyone wants a service that makes them feel good. Employees want to be able to throw ideas around and work together enthusiastically. Happy clients and employees are part of what makes a company work well. The future is soft. Some say the rise of AI is the reason soft skills will become the most important feature, they are the thing that sets us apart from machines. How to Improve Them So how can you improve your soft skills? The first step is to take some time to reflect on your behaviour, attitude, and reactions to different situations inside and out of the workplace. Speak to colleagues for honest feedback, and work with it to pinpoint the areas in which you could improve your communication and person skills. Identify your strengths and weaknesses before creating a plan to outline how you can overcome them. At Horton International, we understand how key soft skills are to the success and growth of any company. This is why we offer a range of services, including management consultation, to help create a better and more productive workplace. Getting help from others can be one of the most effective ways to learn and improve on yourself.           ### Strong Leadership Starts With Your Mindset As I reluctantly started my first day working at a Mental Health   organisation over 20 years ago, the manager in charge of the new   recruits, posed a powerful question to me. He asked; “Where are you coming from?” As I looked on surprised and confused, he continued. “Once I know where you’re coming from, I know where you’re going.” As a slightly hesitant woman in her twenties about to navigate her first   professional role, I didn’t quite understand the question, or his   subsequent  answer. But as life has afforded me so many opportunities   to   understand this powerful, yet simple question, I now understand that  it all   starts within.  Where you come from is everything. It all starts with your internalised mindset, which affects your   motivation, purpose, intention and determines the direction you move   towards and all that sprouts forth. Leadership is more than a title, status or role. It is an embodiment of qualities creating a ripple effect which manifested outwards, create an external impact. It allows those who relate to you to react based on your inner leadership stance. This is not just confined to the walls of an office, but you carry it wherever you go, like that companion who walks alongside you determining each action you take. We're all born into a system called life and within this system, we incorporate our family, work, culture, religion and community. Finding our place in life and then having to take on the responsibility of leading others requires a certain capability. It’s not for the faint hearted. We all knew kids at school who were natural leaders, they hadn’t completed a leadership training or attended any workshops, yet wherever they stood in the playground broodily looking on, other children would surround them like bees to a honeypot. They exuded an inner confidence and self-belief that was innate, and others followed. These kids could wear the most mismatched outfits, the most hideous haircut, but all their ‘followers’ in their group would follow on obligingly. The effortless stance of being completely at ease with who they are, and letting go of being a leader, had the effect of becoming even more effective as one. No effort or energy being spent forcing or cajoling others to follow. I coached a client recently who was struggling in his leadership capabilities. He had never been respected in any of his roles as a manager, and had tried hard to be liked. Taking constant actions within his company so he could to gain recognition, acknowledgement and praise. To his chagrin, he was generally ignored, dismissed and demeaned. But he had missed one very important point. Leadership is not about ‘what’ you’re doing, it’s about ‘who’ you’re being. So what is your inner stance? By this I mean, where do you come from? There are various mindsets that can potentially impact your state, and it’s important to recognise when you’re operating from one of them. Do you lead from a soulful place of compassion, love, empowerment, or from a state of anxiety, insecurity, stress and anger? This requires you to be aware of the mindset that is driving your behaviour. Remember that we live in a thought created reality and your thinking creates your feelings, which then creates your experience in the moment. Feelings are not created in a vacuum, they are always powered by thought. We have approximately 60,000 thoughts a day entering your mind and the process can become a high voltage scenario which can get in the way of gaining any measure of clarity. This isn’t about changing your thoughts into positive ones, or becoming the thought police as a feeble attempt to stop your thinking. It’s about knowing that we don’t need to take some of these thoughts seriously, or attach, internalise and personalise them. They are thoughts often powered by the ego, carrying decade’s worth of insecurities, regrets and juvenile dialogue. The thoughts driving you could be ‘I’m not being respected,’ ‘I’m going to fail,’ ‘I have to be perfect,’ ‘I have to know it all,’ ‘No one ever listens to me,’ ‘Its not going to work.’ Imagine attempting to step into leadership with any selection of those thoughts running through your mind. Ask yourself; which thoughts are getting in the way of your leadership? Imagine if those thoughts were no longer there, how would you lead differently? What benefits would this have on you and your team? Leading with a difference I teach my coaching clients to step up into leadership from the offset. Which means they need to take responsibility for their growth during our work together. As they approach their first coaching session, I observe as my clients look to me for guidance, as a child looks onto a parent. It’s as if they have handed the baton of the responsibility of their growth to me. At times, I've had to step up my own leadership stance substantially, as clients will often attempt to push the boundaries on all levels and this doesn't serve the client or our work together. As an example of this, I was coaching a highly successful businesswomen who was extremely disorganised and vacant. She consistently turned up late or missed sessions and seemed to lack the commitment needed to be in coaching. This experience was making me feel angry, disempowered and disrespected, therefore making this exchange about my ego being tarnished. I discussed this case with my own coach who picked up the anger in my voice. He swept my ego to one side for a moment and asked me; “What would best serve your client?” I sat in silence for a while as I realised how enmeshed I had become in my clients process. I reflected on my client with compassion as I recalled that the reason she had wanted coaching was because she felt disrespected by her own clients and was struggling with being taken seriously as a professional in her field. Despite the fact that she had already paid me for a 3 month coaching programme which was none refundable, I stepped up into leadership from an inner state of compassion and a focus on doing what would best serve her, whilst being unwavering in what I was willing to tolerate from this client. I drafted an e-mail to her, and in my communication, I told her that I had chosen not to continue to coach her at the present time. I didn’t want to invest more on what she wanted than she was prepared to. Once she was ready and prepared to show up for the sessions and engage in them fully, she could resume the sessions. But for the moment, I wouldn’t schedule a further session until she could commit to keeping to our coaching agreements. She didn’t responded to my communication immediately. It was only six months later, when I received a short e-mail from this client where she stated sheepishly “Michele, I’m ready to re-start our sessions.” I can’t stress how different this client was once we re-started our work together. She was engaged, present, focused and not only did she complete the sessions, but she happily referred other clients to me. Had my leadership included confronting her angrily, because I was feeling disrespected, it would not have had the same result. In discovering the mindset that was leading my state, I was able to turn it around; focus on leading not from anger, but from what best would serve my client in her growth, whilst honouring myself in the process. This changed the dynamic, the communication and all that happened after. At times we are too caught up in our own processes to be fully present with what is unfolding around us. It’s important to slow down, become aware of the buttons that are being pressed, and reflect on what your inner motivation is. In this way, those who you lead are drawn to you because you embody a presence, which appreciates, acknowledges, collaborates with and motivates others. A leadership presence which does away with hierarchy radiates authenticity and inspires those around you. If you want to connect with me to share insights from this article, send an e-mail to micheleattiascoaching@gmail.com   ### The Future of Management   There are few roles that have changed as much as management. Over the course of the past 50 years, it has been completely redefined and become something barely recognisable to how it started. In the years to come, you can expect this role to continue its evolution, and the future of management is sure to be an interesting one. How exactly has it all changed, however? What’s so different about the role and expectations, and how can we expect to see it change in the future? These are all questions we’re here to answer. How Has Management Changed? In the past, the manager was the one who made all the decisions. It was up to them alone without consulting those lower down the hierarchy. They set the office hours, micromanaged their teams, and had total control over the workforce. They also tended to be emotionally and physically removed from their team.  The internet and advances in technology have been two big factors in the evolution of management. The ability to bring the workforce together, wherever they are located, allowing them to discuss their needs and wants within the workplace.  An increase in the desire to work remotely has led management to rethink their policies around flexibility. They may also  have a completely different style team, one with home-based workers as well as those based in the office. All of this brings with it a new way of engaging with their team, finding ways to communicate effectively, both in person and virtually. Management now is all about collaboration and having more of an open-door policy.  As leaders, we don’t just ask how we can get our employees to work harder and produce better results, we also wonder what we can do for them, how we can encourage their growth, and support them with the pressures they have in their own lives. What is Expected of Leaders? The expectations people have for managers has grown alongside the role. In the modern age, managers are expected to give their staff a better work and life balance, recognise their achievements, along with adding quality to their existence. You’re also there to offer coaching and mentoring within the workplace (and sometimes with issues outside of it). Development and courses are seen as the responsibility of the manager as well; there is a lot more to do now than a few decades ago. At Horton International we have some excellent management consulting services that can help you to get the most out of your role and discover potential ways to improve your offering. What Does the Future Hold? The future of management is intriguing. We can expect to wave goodbye to traditional forms of management; the classic hierarchy will fall into the past. Instead, individual skills will shine through and flourish, becoming even more focused on teamwork and support from those within the upper levels of the workplace. Think of several managers, each of which specialise in a different area, working together to overcome company issues. This is the kind of evolution that brings companies together and creates higher rates of success.  To Conclude Leadership and management aren’t always the easiest paths to follow, but the way the role has blossomed over the past century shows how our workplace cultures have matured. We have found new ways to ensure that employees are able to work and live comfortably, while also maintaining respect for those above them. There is more responsibility, but it makes the job that much more rewarding in the end.   ### What impact does New Work have on leadership culture? Numerous employees seek modern working concepts, such as those embodied by New Work. According to a recent study by Bitkom, 92 percent of German employees are very open to this concept. Nearly 80 percent of respondents believe that digital technologies are essential to doing their daily work. 30 percent regard digital literacy as one of the most important skills, whereas around 70 percent deem it as relevant as professional or social skills. The New Work topic is not only trending among employees, but also arises on many executive conversations. "Digitization is New Work's driver. Digital technologies enable mobile and self-determined work regardless of schedules and locations", says Bitkom's President Achim Berg. Many professionals connect their personal wishes with social demands in these new working concepts. The corresponding spatial concepts are becoming increasingly prevalent, and one in ten office employee do not even have an assigned desk any more. New Work focuses on employees' requirements, with employers benefiting from increased innovation and employee engagement, leading to increased long-term competitiveness. For meeting employees' requirements calls for a change in management style, as well as the introduction of the latest technologies and modern workplaces. Digital leadership culture  New Work stands for flat structures, the breaking up of traditional hierarchy organisations, and the democratisation of employment relations. At the same time, this also means increased self-determination and participation. For executives, this entails a major mindset change and, therefore, a new understanding of leadership. Supervisors should become networkers in the digital age. Employees, who often work disregarding schedules or locations, demand agile and flexible team steering. Trust and courage are key prerequisites to build a pleasant working atmosphere. Each team member should be managed individually. Along the same lines, there must be an open culture where mistakes are allowed and suggestions welcome. Rigid structures and silo thinking should be shelved and replaced by contemporary concepts. Digital Leadership - only through a trusting cooperation will employees be empowered to develop their own full potential in decentralised structures and to successfully take the next steps together as a team. Conclusion: Leadership in the age of New Work should, more than ever, be understood as a service of sorts characterised by support, frameworks, and the opening of open spaces. Conversely, this also means that executives must give up control and power. Control is replaced by trust and empathy. A leadership style that cultivates an open culture of error, in which critical issues can be dealt with and existing approaches questioned, draws much closer to a modern and agile leadership style. Granting employees ample leeway to operate allows a far more powerful deployment than that arising from a rigid top-down approach. ### Vertex Pharmaceuticals - Vice President of R&D Quality Assurance Horton International, North America has successfully placed Elizabeth Luczak as the Vice President of R&D Quality Assurance for Vertex Pharmaceuticals, a leading global biotech bringing transformative medicines to people with serious and life-threatening diseases around the world. Vertex discovered and developed the first medicines to treat the underlying cause of cystic fibrosis (CF), a rare, life-threatening genetic disease. In addition to clinical development programs in CF, Vertex has more than a dozen ongoing research programs focused on the underlying mechanisms of other serious diseases. Founded in 1989 in Cambridge, Massachusetts, Vertex today has research and development sites and commercial offices in the United States, Europe, Canada and Australia. For eight years in a row, Science magazine has named Vertex one of its Top Employers in the life sciences. The focus of the search was to identify a leader capable of formulating and implementing the next evolution of Quality within Vertex by transforming the function from a compliance function focused on “staying out of trouble” to a trusted business partner enabling the Vertex organization to continue to focus on what it does best - providing patients with transformative medicines – with compliance as the byproduct. Horton International conducted a global search focusing on candidates with executive level Quality experience in high-performance drug development environments.  After considering multiple candidates, Vertex leadership selected Ms. Luczak, an experienced, innovative leader with more than 25 years pharmaceutical and biotechnology experience across multiple functions and disciplines at Sponsor and CRO organizations. Her record of staff engagement, retention, development and growth across global organizations with various organizational models is second to none. “Elizabeth’s track record as a transformative and strategic change-agent, coupled with her proven accomplishments within evolving and complex environments will be a terrific addition to Vertex’s Global R&D Quality Assurance team.  We are thrilled to have found an executive of her caliber to continue to build on Vertex’s record of success,”... ...said Molly Robb, Managing Director, Global Life Sciences and Healthcare Venture Capital and Private Equity Search Practice, who led the search from the firm’s Boston office. For additional information and the latest updates from Vertex Pharmaceuticals, please visit www.vrtx.com. ### How to Improve Employee Retention Employees are our most valued assets, yet statistics prove that roughly 31% of employees report handing in their notice after just one month. That is a staggeringly high number and highlights the importance of employee retention. The problem has become such an epidemic that 87% of HR leaders claim that proper employee retention strategies are high on their priority list, but what can executives do to help alleviate the issue? Here are some strategies to help you gain control of your company’s hiring rate and improve employee retention once and for all. Place an Emphasis on Open Communication The days have long since passed where executives and those in management positions could simply head into their office, shut the door, and workers would hum along like bees. Employees today want to feel empowered by the fact that their managers value their ideas. They also want to feel as though they are seen as opposed to being seemingly invisible to the boss. Open the lines of communication with every employee. When hiring, never just let the new hire fend for themselves out in the office pool. Check in with them throughout their first few weeks or months of employment. A new job of any sort can be very stressful when trying to learn the ropes. However, when employees feel as though their manager values them by asking how things are going during that adjustment period, the tone of the job changes to a more positive and open environment. Expert Executive Search Employee retention begins even before the new hire is officially on the payroll. Proper vetting is essential to finding the right person for each job, yet executives and professionals in hiring positions lack the available time to properly vet applicants. This is one area in which hiring a service to perform the vetting is essential to the overall success of the company. Hiring the right person for the job in the beginning keeps the company from high overturn rates and retraining each new hire. With the average costs of training a new hire well into the thousands today, hiring the right person from the beginning with executive search expertise is the key ingredient to alleviate employee retention woes. Clear Growth What is the one complaint of most individuals who quit their jobs? Lack of potential growth. Employees who see no growth potential in their employment are not motivated to stay. Companies that regularly hire from within and actively advance their employees retain far more employees than those that place a cap on their employee’s potential. Many strategies are available to help show employees growth opportunities such as: Coaching and Mentoring A variety of development programmes offered – these could be in-person seminars and training events or online learning courses depending on the needs of your team. Benefits That Mean Something The 1930s saw a drastic decline in the global economy. The Great Depression hit everyone hard and many companies lost everything. However, some companies, including IBM, managed to retain employees and survive throughout this dark financial time. How did they do it? They offered benefits that meant something to the employees during that time. Sick days, vacation, life insurance, and many other benefits offered gave employees a bit of a break from the growing stress around them. These benefits meant something then, and they mean something today. Today’s employees, however, do not have to be limited by these benefits alone. Companies throughout the world are investing in the overall happiness of their employees by offering benefits that mean something to them. Google, today is one of the most coveted employers in the world and it is largely due to the environment surrounding the company and their amazing benefits packages. Employees for Google get perks such as free lunch, transportation allowances, and much more. You do not have to go to extremes for employee benefits, but take a general look at your company and see what you can offer your employees in a customized benefits package. Many times, simple things are more meaningful and less expensive. Employee retention may be a problem for some companies, but it does not have to be for yours. Businesses that focus their attention on employee retention with clear growth opportunities, meaningful benefits, and proper initial executive search, fare far better than those that neglect to do so causing high turnover rates throughout their company. ### Essential research should not be a question of money Every year about 700,000 people worldwide die of an infection with multiresistant pathogens – rising tendency. Even in Europe with its high medical standards the death toll has risen from 25,000 to 33,000 over the last decade. The healing capability is likely to deteriorate in the next years and antibiotic resistance will become an increasing threat. This urgent need of new antibiotics to treat infections is also highlighted by two bulletins, published by the Robert Koch Institute in Berlin in July 2019. Anyway, only four of the top 25 pharma companies (revenue Q2/2019) are developing new antibiotics currently: GSK (GlaxoSmithKline, UK), Roche (Switzerland), MSD (Merck & Co.,US) and Otsuka (Japan). Most of these companies have discontinued their antibiotic development programs - including Novartis and Sanofi, the fourth respectively eighth largest pharma companies (revenue Q2/2019). Both stopped the research and development antibiotics in the last 14 months. Even the world’s biggest pharma company, J&J (Johnson & Johnson, US), said on request of the german television broadcast “Tagesschau” "to have no further antibiotics in development”. This trend is essentially caused by two reasons: lack of financial reward and correlated loss of innovation. The expected net present value of new antibiotics is much lower compared to drugs of other indications. Subsequently, pharma companies only invest a fraction of their total budget for drugs research and development in antibiotics. For example, GSK has invested only one of 43 billion dollar research funds in the development of new antibiotics in the last ten years. Additionaly, most used antibiotics are generics. In Germany, for example, 97 percent of ambulant treated patients and 92 percent of stationary patients receive generic antibiotics. There is not much interest left to develop new antibiotics. Numerically: Only 500 scientists worldwide and 50 academic institutions are engaged in the basic- and preclinic-research of antibiotics. In contrast, 800 scientists are engaged in cancer research alone in Germany. Currently, 42 new antibiotics (small molecules) with the potential to cure serious bacterial infections are in clinical development. Only four of these new drug applications are submitted, eleven are in phase three, twelve are in phase two and 15 are in phase one. The goal of the GARDP (Global Antibiotic Research and Development Partnership) is to developfive new antibiotics until 2025 – a highly ambitious goal in the view of a development time of about twelve years and a statistical approval rate of one out of five after human testing. For antibiotics a new sales system is needed which uncouples the profit from the application of the antibiotics. The governments have to offer incentives for the research and development of new antibiotics in the fight against multiresistant pathogens. To counteract the current trend it is important to fund and motivate talents to work in the field of the development of new antibiotics. (Zeichen inkl. Leerzeichen: 3.190) ### Emotional Intelligence The concept of emotional intelligence has continued to rise as a key topic of conversation in recent years; especially in terms of its impact on leadership capabilities. Having emotional intelligence is what sets you apart from the rest, the quality that gives you a better chance of securing those promotions before your peers. But what exactly is it, and why is it considered to be so important for those who are in leadership positions?   What is Emotional Intelligence? Emotional intelligence can be defined as your ability to both control and understand your own emotions. It might seem like quite a simple definition, perhaps even pointless as many feel that they have a good hold over their feelings. However, many of us really don’t. If you have a high level of emotional intelligence, you don’t just manage your own emotions; you understand how they can impact the people around you. It means that you can relate strongly to your team, offering them empathy and kindness instead of yelling at them over every mistake. Emotional intelligence is truly the difference between a good leader and a bad one.   Why is it Important? It’s important because the level of emotional intelligence that you possess will set the tone for your company. It is the basis of the atmosphere that your team are working in, as well as how comfortable your employees are around you. If you aren’t able to communicate with your team in an effective and calm manner, you are likely headed for collapse. Success begins with a strong grasp of your feelings and correct management.   Traits of Those Who Lack Emotional Intelligence What about the features of leaders who are not emotionally intelligent? To help make things clearer, here are some of the traits that those with low emotional intelligence are likely to display: Lashing out in stressful situations. Usually, by yelling at and blaming those around them. Working alone and having trouble collaborating, often because employees are nervous. Difficulty recognising and resolving conflict, as well as general emotional issues in the workplace.   Traits of Those Who Have Emotional Intelligence For those who have high emotional intelligence, the traits displayed are more positive and in line with a happy workplace. They are as follows: Comfortable environment where collaboration is the norm and employees are confident. Emotional awareness in terms of other people, fostering a safe environment that leverages emotions in a positive manner. Able to go forward with plans easily because they don’t take things personally and their egos are not impacted, especially by constructive criticism.   The Five Aspects of Emotional Intelligence In addition to all of this, there are actually five key elements that come with being emotionally intelligent. It’s possible for any leader to learn these as long as they are willing and passionate about change in the workplace. Here are the five things you need: Self-awareness. This means that you understand your emotions, where they are coming from, and how to handle them correctly. You also realise how they can impact others, and can see your strengths and weaknesses clearly. Self-regulation. This is about keeping control, thinking before you act or speak. It’s where you take a moment to contemplate what to do next before acting based purely on emotional need or desire. You hold yourself accountable. Motivation. Keep your standards high, be passionate about your work, and remind yourself why you are in the industry in the first place. Adopt a positive mindset, and try not to linger on any negatives. Empathy. Earn the respect of your team by showing them that you understand how they feel. Put yourself in their shoes and respond to their feelings. It’s important that they know you care. Social skills. All you need are the basics. Learn conflict resolution, improve your communication skills, and learn how to praise your workers. Be open to hearing both good and bad news, and make sure they know that they have your support. To Conclude A happy leader means happy employees, and they will work harder, knowing that you care about them and also respect them. Emotional intelligence can make or break a business, because if your employees are unhappy, they aren’t going to stay with you any longer than they need to. So, if you haven’t quite mastered emotional intelligence yet, now is definitely the time to get started. ### Whatever happened to client service?   Whatever happened to client service? A couple of things have happened recently that really have me mystified and I'd welcome your thoughts. Over the past week or two I've been fortunate to be looking to award two $25,000 contracts to external parties: one concerns our global conference next year, and the other is for legal services. Let’s start with the conference. I found a hotel that I really like and sent a message via their website. No response. So I wrote again a few days later. Still nothing. I’m persistent so I called the hotel and asked for sales. Spoke to a salesperson who asked for my email – I wrote and, you've guessed it – no response. I'm astonished. Maybe they just don’t need my business.  I find the whole scenario so surprising.  Since then, I’m happy to report, I have heard from the GM so we’re back on track, but really not a great first impression and many people might not have persisted, immediately losing them business! Next, the hunt for legal services. It’s in a specialist field and there are global experts. We have a quote from a UK firm recommended by our own lawyers (who don’t work in that particular area) and it’s prudent to get a couple more. I emailed the department manager at a law firm here in Thailand that has done similar work for us: no response. One of the leading international firms in this specialist area also has an office in Thailand; I called and explained our needs to the Managing Partner’s colleague a week ago and I have yet to hear from them. I just don’t understand what is going on in within these companies, to be so off-hand when business is coming to them on a plate. At Horton International, we pride ourselves on our client service. We want our clients and candidates to feel valued from that very first interaction with us and we'll go that extra mile to give the best service we possibly can.  If you are a potential client and you want to test me on that, please get in touch! I'll be in your office right away to take the brief.         ### Successful Biotech companies - "It's all about teams and people"​ Next week, I will be chairing a panel at BioForward 2019 where the topic will be “The Importance of Appointing & Retaining the Right Team & Board for your Organisation” It reminded me of an event that Horton International Global Healthcare sponsored a couple of years ago - the BioCity Annual Lecture in Nottingham, UK. where the guest speaker was Dr. Andy Richards CBE who spoke about his career in the industry, the lessons he had learned and his hopes and expectations for the future. During the Q&A session, Andy was asked what the most important ingredient was when it came to building a successful bioscience company. He didn't hesitate when he said, "It's all about teams and people". I could not agree more but working out what the required skills and attributes are, then identifying and attracting those people, is a challenging exercise. I have spent the past 30 years looking for just those people, firstly in my career with Genzyme and GeneMedix then for the past 15 years within Executive Search, where I have helped early stage bioscience companies to build the team that will make the company tick. I thought I would share my thoughts about the skills and attributes that I believe are needed in the emerging biotech sector. Providing Leadership and setting the culture The company CEO has to be an enthusiast, have a clearly defined vision, and be able to communicate that vision to all staff. This will help him/her to build the culture within the company; building the expectations within the organisation and setting the norms. The CEO has to have real credibility and be a true leader. Recruiting staff who share the enthusiasm and the vision is a must, if the cultural environment is to thrive. Scientific and Technical Expertise It goes without saying, that in a small organisation each person has to be able to contribute fully, and provide the scientific or technical skills that the role and the organisation needs. Hard-Working Emerging bioscience companies are not for people who are clock-watchers or like to work from 9-5. But it is not just about putting long hours into a role, it's about working smartly and being able to put the extra hours in a peak times. It's also about taking on tasks and getting things done, without necessarily being instructed. The final line in the job description may say "to undertake any task, as required". Hands-on and Flexible A former biotech CEO, joining the company from big pharma, told me that he was left in little doubt that his role was going to be very hands-on, when he arrived at his office to find his desk in a flat-pack with a set of assembly instructions. An emerging biotech company is no place for people with a false feeling of grandeur; if a job needs doing, get up and do it! Team player The team element is so critical in a small, dynamic organisation. Everyone has to be an individual contributor, but most importantly, has to have a set of shared goals and values with the people around them. Working in a biotech environment can be stressful, and support from co-workers can be essential. Most importantly, however, is the desire to be part of a "success culture" rather than a "blame culture". Strong communicator Probably essential in any key role in any industry. Quick Learner Within an emerging biotech company, there are usually tasks that need to be completed, without having the people with the previous experience of completing those tasks. This inevitably requires someone to learn the basics of whatever is required (and quickly), and be able to convince others that that they know what they are doing! Having self-confidence and the innate intellect to nimbly learn new skills, is essential. An enthusiast Having a strong belief in the goals of the company and the willingness to share in the successes and the challenges of the rest of the team. This is really a job for people with the "work hard / play hard" mind set. In a nutshell, working for an early biotech company isn't for everyone. For every success story, there are many more tales of clinical failures and/or the inability to raise new funds. So anyone entering the bioscience world has to be a realist, and has to be able to bounce back if they are knocked down. But the journey can be a fantastic experience; exciting and creative work colleagues, new and innovative science and the ultimate aim of addressing unmet medical needs. ### Horton International Global conference – Copenhagen September 2019 It was a bright, sunny Thursday morning in Copenhagen when Andreas Wartenberg, Chairman of Horton International welcomed partners from 16 countries to our annual global conference.  We were hosted by our Danish partners, Palle Rasmussen and Jens C Anderson.  The conference, themed ‘Be Different’, provided a great platform to share plans and developments, knowledge and ideas.  It also gave partners the time to deepen their connections both on a business and personal level.  We see this as one of the keys to our success. Our global partners really do know each other. It was a well thought out, compelling agenda which was packed with informative sessions, sector break out groups, business development, external speakers, marketing and branding...  and seeing as though we were in Denmark, the home of Lego it was fitting that Day 1 started with us all getting creative with the little bricks. The partners were engaged throughout the conference and there was plenty for them to take away. Priding ourselves on our Multi-Country Search capability, we made sure partners had enough time to work together on developing their global business strategies, share international clients and find new ways to enhance their global offerings. Always having in mind how to best service their clients and candidates. The speakers were riveting - Michael Crouse from the US sharing his expertise on sourcing strategies from the Digital Age; Michele Attias, business coach and speaker, on mindset and leading with a difference. And Pernille Mehl, CEO of Danske Spil A/S discussed the journey to becoming a digital organization, and the importance of innovation along with good customer experience. Whilst the overall theme was ‘Be Different’, one thing at Horton International remains very much the same – The group are all moving in the same direction, working towards the same goal and sharing the same passion to collaborate within our global teams. Our aim remains constant in always doing the very best for our clients and candidates and together we work to help them achieve their goals. The evening events were excellent and provided a great opportunity for partners to relax, enjoy and connect whilst feasting on Danish cuisine, exploring the delights of Copenhagen and cruising along the canals. Partner of Horton International in Denmark, Jens C Anderson told us: “In a world of social media, it is more important than ever to meet colleagues and friends face to face – nothing can replace these moments. It brings a mutual combination of knowledge and understanding to each one of us. Meetings like the one in Copenhagen are important – it makes sense because everyone has the privilege to speak up, and the benefit of listening to new ideas.”     The conference was wrapped up by chairman, Andreas Wartenberg who shared: "It was a pleasure and honour to chair this event. Horton International are moving in an exciting direction and there was a real buzz within the group as we discussed our upcoming plans.  Despite a new direction, the focus for us as a group remains the same - The success of our clients and candidates is always our top priority and together we will help them reach the top.”   It’s an exciting time here at Horton International, the group is scaling new heights and we’d love to take you on the journey with us!   ### Driving in Traffic – A unique managerial Assessment tool Driving in Traffic – A unique managerial Assessment tool Yes folks, you read it right!!   Like you, I was zapped when I heard it first – from a young brilliant lady HR professional – who we had placed as Head HR Shared services APAC with a multi billion dollar MNC – and who in 2 years rose to Head HR for APAC She is a premium MBA – with over 10 years experience in companies like GE – and now over 5 years in the multi billion dollar – mnc engineering conglomerate A consummate professional who is is exposed to International best practices Thus I had to sit up & take notice   Was she joking?? NO sir – she was DEAD SERIOUS – and actually practiced what she was preaching (of course in addition to other established tools). At an appropriate stage – she asked the potential senior management hiree/employee to take her to a destination (another office etc) – through a route she knew would be full of traffic. And she observed the person as he/she navigated the traffic She explained why this works and what she looks for..   When you drive in the midst of heavy traffic: You are fully focussed on driving/the traffic – and thus not on guard/or realize that this is actually a test of your managerial abilities/competencies You are under stress – and you either get stressed/upset/curse/yell etc  – or remain cool & calm (ability to handle stress / stressful situations) You have to take split second decisions as you navigate through heavy traffic (decisiveness) To thread through traffic – you plan/strategize – change lanes in advance/nudge your way through to get ahead/ in your desired path (planning / strategizing) – do you make abrupt shifts or slowly and steadily nudge your way –one step at a time in a determined sequential manner to reach your lane/position Do you push your way through at all costs – getting upset when things don’t go your way or give way where required – but wait for your opportunity to calmly but surely forge ahead – planning/organizing – strategizing + drive & determination   These are just the top line, but you can see just why this can be such a powerful assesment tool. I am sure you will have more – lets chat! The more the merrier. ### Search for German visionaries About 150 years ago, the inventive genius was at home in Germany. It was here that the diesel engine, the car, the television, the X-ray machine and many other valuable products were invented and marketed. In those days, Germany was the world's most innovative business location and names like Philipp Reis and Werner von Siemens were on everyone's lips worldwide. In the meantime, however, the spirit of innovation has moved - inventions come in droves from so-called Silicon Valley. The great inventors of today bear names like Mark Zuckerberg, Larry Page and Jeff Bezos. One of the most revolutionary products of the current millennium is the iPhone. But even this was neither invented nor built in Germany, but near San Francisco. Is there something that unites many of today's renowned innovators? Most of them have their headquarters in the Silicon Valley surrounding area in California. Germany has almost missed the boat here. What makes start-ups that emerge from Silicon Valley so successful? The region is known for combining a good idea with some fiddling to produce successful global companies. All of a sudden, we don't have a mobile phone, but a computer in small format. Soon we will no longer be driving from A to B by car but will be driven autonomously. The company founders, or rather the visionaries, have a strong intuition for much of what they successfully produce. They do not make sophisticated plans but develop their ideas step by step and simply try them out. This almost childlike approach is paired with a high affinity for risk and supported by financiers who are also willing to take risks and make sufficient financial resources available. Those who, as inventors and visionaries, do not have to measure themselves against ideals of prosperity can tread completely new paths without fearing failure. But these visionaries must be protected, financially protected, by donors who work far away from the usual ideals and believe in the undreamt-of. From donors that believe in small technical miracles represented by (positively) fanatical founders. German visionaries can also be found in the start-up scene. But the perseverance of German company founders is doubly challenged: The path taken by American comrades-in-arms is much easier to follow than founding a company in Germany. Bank talks, business plans, persuasion in technical discussions. Invention in Germany initially means dealing with a tangle of legal texts, regulations and plan fulfillments. The idea that 100 % of the inventive talent is used is absurd, because 50 % of the energy is lost in administrative work and financial conviction. Can work be so creative, let alone visionary? Visionaries don't fall from the sky - but where are they? The success of an innovative product is often inextricably linked to the founder, their creativity, commercial sense, willingness to take risks and learn and persistence. There is still no 'high talent test' to identify visionaries. They don't necessarily have a perfectly readable resume with all the features of Eliteunis. Visionaries are characterized more by a clever curiosity than by an academic title. Finding these personalities requires a strong sense of intuition. It is up to investors and sensitive, broad-minded managers of the upper floors to discover such outstanding visionaries among founders and to develop them with sensitivity. But there are also visionaries in established companies who can take their company's portfolio "to the next level" with highly innovative ideas. Frequently, however, these "highly gifted" individuals are not easy-care employees. They are stubborn and sometimes obstinate, have a spirit of contradiction and do not necessarily correspond to the mainstream in behaviour and appearance. There is a great danger that managers will label their highly talented employees as troublemakers instead of seeing the potential. The visionaries resign - or leave the company and realize their ideas in self- employment (in Germany or elsewhere). There is probably no patent recipe for how visionaries can be productively integrated into an established organization. An important guiding concept, however, is certainly freedom. Concessions are needed, be it in clothing, working hours or equipment. Above all, however, visionary employees need freedom to pursue their own productive ideas during their working hours. The balance between free space without pressure to expect that the projects generated will be profitable in the short term on the one hand and the fact that an established company will achieve its economic goals in the long term on the other hand, must be balanced. ### Take a vacation! Finland is a country where people usually enjoy the luxury of ample holiday time. Yearly norm is some four weeks of summer holiday and one week in the winter. As everybody knows, this is also a country where both men and women work almost equally and where childcare is taken for granted. Vacation is important family time. The busier you are the more you need time to take off! However, the time needed for vacation and recuperation is very individual. I have encountered people who feel overwhelmed by their workload while a seemingly similar workload isn’t even enough for another person. Passion for what you do makes wonders. Sometimes even to the point, where burnout occurs. The good explanation for working too much is: “Because I love my work”! I’m also honoured to meet next generation leaders in my job. More often than before, I hear them stressing the need for work-life balance. I hope there will be less burnout in the future. These past couple of months I’ve been fortunate to work with some great leaders; one of them, a CFO who while carrying out a demanding recruitment, was selling 1/3 of his 1,7 billion € company. Not once did he seem stressed, not once did he show anything else except concentrating solely on the recruitment when we met. He once said: “Ani, if you only knew what’s going on behind the scenes.” I think there is the clue: to be able to concentrate on the task at hand, giving it 100%. Then move to the next challenge and give it your 100%. Finland basically closes for the month of July. Hopefully all the people taking a longer Finnish style holiday or a shorter version can concentrate on “the task at hand”. Just leave the work behind! Give the holiday your 100%. No multitasking with your holiday and work! I love the out-of-office-message I just got from a client: I’m having a holiday and won’t be checking my emails! ### Five critical competencies for leadership in the future The world changes quickly, and any company unable to go with the flow, can easily end up left behind. The decisions that managing directors face day by day become more and more unpredictable as the speed of technology forces further change. That is why managers are required to cultivate specific new competencies that are crucial to thrive in this modern age. 1. Leading change One crucial competency that CEOs should have today is the ability to lead change and to help their employees be resilient through the new situations. 2. Develop an adaptive mindset To navigate successfully through this new world order, directors have to be comfortable with unknown situations.Those leaders can succeed in this changing environment, who can rapidly react, and can get early and frequent feedback that enables constant fine tuning. 3. Never stop learning Another important competency leaders need to learn is, actually, learning. A successful manager should have a continuous passion for learning new skills, getting to know new technologies and trends. 4. Develop People Most importantly: a good CEO need to lead through his influence and not through his authority. This means that he should model the behaviors that they seek, create learning forums, and help people in building their skill set and attitude that they miss. 5. Clear communication Communication and clarity are key to effective leadership. Directors should constantly clarify the current situation with respect to changing external demands. Furthermore, managers have to help their employees in clarifying the meaning of their work, as well. It seems, that change is inevitable, but with a commitment to learning, collaboration, and agility, leaders need not fear the novelties that the new era brings. ### How fit is your company for the age of AI?   Artificial intelligence is not a hype topic that only prevails in science fiction, it can be found in almost all industries and presents itself in many areas of life. The rate at which AI-affine companies produce technological innovations is setting a rapid pace. AI is increasingly being used to optimize and automate processes. Applications range from data analysis and chatbots to new services, products and business models. Data analysis for decision-making processes leads the application ranking with an estimated 70 percentage points of the user rate. Many companies include AI in the planning of new digital business models. Innovations and disruptions in the use of AIs continue to be neglected. Companies are often still very cautious here.   More efficiency Looking at AI through the lens of cutting-edge research and science, we are still a long way from artificially creating a human-like intelligence. Whether and when we will be able to experience artificial intelligence at the level of human beings or even superior intelligence, even scientists cannot predict.   In the most common fields of AI application, it is above all a question of machines and software taking over routine human tasks. Numerous business processes are faster, simpler and, above all, more efficient. Competitiveness increases and the error rate decreases. A desirable goal for many companies. But every medal also has a downside.   Is a mass phenomenon approaching us? The analysts at Gartner are already talking about a democratization of the AI. Within ten years it will have developed into a mass phenomenon. Gartner distinguishes between a so-called weak AI solution for very specific areas of application - and strong AI applications for a broad range of applications. Gartner cites 'Deep Neural Nets' and virtual assistants as examples of this megatrend. These will experience their complete breakthrough in the next few years and possibly be 'hyped' as mass phenomena.   AI experts are hard to get However, this phenomenon, or rather this all-round 'tempting entrepreneurial goal', shows its downside in the search for the right experts. The labour market - especially for IT professionals - is empty. Since many employers are currently courting the best minds in the prevailing trend towards AI, it is not surprising that the unattractive side of the coin is the universally cited search for the needle in the haystack.   Conclusion: Artificial intelligence affects all companies, industries and sectors and will be encountered as a mass phenomenon in the near future. In addition to a mature master plan to use and apply this technology successfully or even to train it, qualified experts are required. However, these should not be recruited through short-term actionism - especially since the art is to find them. Rather, a strategy could be to install an HR pipeline and strategically plan the personnel ceiling. In addition, professional advice can help to sound out the market for missing jobs. ### Humour: A Gateway to Success   Stress, anxiety, deadlines, unproductive employees, increase of turnover, are these issues you face as a senior executive? There might be a simple solution to your workplace problems, without the need to commit additional time and financial resources. Numerous researches conducted by well-established institutions such as Stanford, Wharton, MIT and the London Business School reveal one unparalleled solution, “humour”. A research video on Stanford Universities website suggested that babies laugh, on average, 400 times a day, in comparison, adults over 35 laughs only 15 times in a day. A recent study of Gallup data for the U.S. found that people laugh significantly less on weekdays than on weekends. Is work a sober endeavour? Humour has been researched as the source for positive results within a productive and successful workplace. Decrease of absenteeism and employee turnover, increased productivity and levels of innovation and creativity are some of the outcomes when humour is intertwined within a workplace culture. When we laugh, it not only reduces the anxiety they face mentally, but also increases the likeliness of bringing about physical changes in their body. The intake of oxygen is elevated, thus increasing the brain’s release of endorphins. On the health front, laughter encourages burning calories and strengthening the immune system. Creating an enjoyable work environment tends to bring out the best out of the team, building trust and aiding the retention of the best employees. Integration of humour in a workplace helps employees solve problems at an accelerated pace as they are in a better mood. It builds an environment that fosters collaboration, boost morale and helps to diffuse conflicts. The team that shares a laugh is more likely to be high on approachability and loosen up stress at workplace. Leaders with humour can build stronger cultures, unleash more creativity, and even negotiate better deals. At a corporate level, research shows cultures that incorporate humor are more resilient. It's also helpful in times of stress because humour releases oxytocin, which facilitates social bonding and increases trust. Research conducted by Harvard Business Review noted a positive correlation between senior executives practicing humour in the workplace and their bonus levels. Other researchers suggest that the most effective and highest rated leaders also have a positive sense of humour. Not all type of humour is acceptable in the work environment though. When using humour be aware of jokes that are safe for the office and ways to bring in the humour. Making fun of yourself or using puns (“dad jokes”) are a couple of easy ones. If you can’t think of how to be funny, don’t force, find opportunities to laugh with your teammates instead. There is definitely truth in the phrase “laughter is the best medicine”.  ### We made it again!   For six years in a row, Hager Unternehmensberatung was awarded by the career magazine FOCUS Business as a top personnel service provider in the fields of 'Executive Search' and 'Professional Search' in Germany.   The award stands for professionalism in personnel consulting. It offers both clients and applicants good orientation when choosing a service provider.   Ralf Hager, founder and managing director of Hager Unternehmensberatung, commented: "The multiple awards reflect our high-quality standards and our many years of competence in executive search consulting. We are aware of the challenge of finding suitable candidates. Particularly against the background of the overall economic development, the recruitment of specialists and executives has become increasingly difficult in recent years.   For many companies, the high-quality support of executive search consultants is therefore unavoidable. I am all the more pleased that we are repeatedly among the best in this field."   The FOCUS-Business award is based on a study conducted jointly with Statista experts. The Statista statistics portal asked HR managers from companies and HR service providers about their favourites. On the basis of a long list with 1000 personnel service providers, a maximum of ten entries per category were possible. The quality and selection of candidate profiles, service quality, price-performance ratio and speed of placement were evaluated. In addition to HR experts, job seekers who'd had contact with HR service providers in the past three years could also name their favourites - ten in each category. The quality and selection of the offered positions, communication during and after the placement and the service quality during the application process were assessed. Only those who were convincing in all categories and received a minimum number of good or very good evaluations as well as a minimum percentage of recommendations were included in the circle of 'Top Personnel Service Providers 2019'.   The numerous awards reflect the professional standard and competence of Hager Unternehmensberatung. For the more than 100 employees who work for Hager Unternehmensberatung, it is a constant goal to meet these demands.   "In addition to the challenges that our customers are confronted with, in daily business, we also know the problems of making the wrong decision, which companies are often exposed to when filling senior positions. Therefore, it is of importance for our entire team to provide our clients with a qualified pre-selection of suitable candidates, especially in the field of recruitment. At this point, I would also like to emphasise the excellent performance and commitment of my employees, who are constantly going the extra mile for the satisfaction of our clients" sums up Ralf Hager.   ### Can a smart office increase productivity? The design and management of workplaces correlates positively with productivity, creativity and engagement of those who work in them. What smart solutions can help employees’ increased productivity?  Digital transformation of workplaces is actually not really about IT. It's about people. This is the point where company culture comes in. The effect of workplace satisfaction on employee engagement Many examples show that the stronger the digital culture of a company is, the lower the percentage of employees who feel unsatisfied or unproductive, and lacking innovativeness. Simple as it may seem: employees who are most happy with their workplace are also the most engaged. These are employees who come to work energized, ready to come up with new ideas, create new strategies and make meaningful progress each day. Popular smart office features Among employees, the most preferred smart office features are self-adjusting lighting and window shades; personalised heat and light settings that follow you around the building; circadian lighting systems that mimic natural daylight; and heating/lighting systems that adjust automatically according to weather and occupancy. Managers, however, are rather keen on having an app for booking desks and meeting rooms; meeting rooms where screens work seamlessly with personal devices; and desk or room sensors that track usage for efficiency monitoring. Intelligent workplaces The future of smart offices, however, is a broader vision of “smart interaction” of IoT devices and intelligent building management systems. Digital experts expect that in a couple of years the smart devices and wearables that people bring to work will no longer be in search of a smart building to interact with. The building itself together with all that wearables and gadgets will be part of one smart system. So, it seems it is already high time to design the progressive smart office for your business if you still do not have it. But we would like to assure those who are not that keen on this digital revolution: humans will still be at the center of work, even as intelligent software and machines become our co-workers. ### How can you develop your employees effectively?   One recent study found that a whopping two-thirds of employees actually changed jobs due to a lack of L&D. An employer who doesn’t focus on development is going to lose out — in performance, engagement and retention. Learning is no longer an option or reserved for only certain positions. Today’s employees expect it. With so many online and cloud-based training possibilities, it is also far more practicable than ever before.   Here are three great strategies for developing your talent — and keeping them learning and satisfied:   Get involved in your team’s learning  As leaders are usually overloaded and busy with the most pressing issues of managing their team, it is not easy to take part in the employees’ talent management program. However, what managers must understand that developing their team is one of their key responsibilities.   Develop soft skills  The most important soft skills are time management, leadership, communication and collaboration. These traits may be innate in many of your employees, however, they can always be improved upon.   Offer micro-learning  The most important reason why employees feel held back from learning is that they don’t have time for that. The solution: offer learning opportunities in small, bite-sized time increments that can be manageably tucked into a workday.   We’re facing big and continuing changes in the world of work, where talent management is not an option but an expectation. Managers need to let their people learn and empower them to do their future aspirations. This is key in hiring, engagement and retention, thus in the overall company performance.       ### How can you better engage your employees? Leaders are having trouble finding ways to stimulate engagement with today’s employees – a workforce that is much more diverse and younger than ever before. As a leader, certainly, you are not responsible for providing work-life balance for your employees, however, you can still assist them to do so. Why? The employees who can integrate their work and life successfully are happier and better engaged to the company. Here comes a few things that you can do to help your employees be more satisfied with their job. Model the work-life balance yourself Directors need to model the work-life balance they wish to implement in the company. When a Manager is on holiday but still sends emails just like when he is in the office, it sends a powerful message to the employees. It affects greatly their personal choices on their own work-life balance. Offer flexible working hours It does not mean that your employees can come and go as they wish. However, in many workplaces, flexible starting and ending hours can be implemented easily. A four-day week with one day home-office requires a bit of more planning, but it can greatly support work-life balance, too. Don't expect employees to work hard all the time It's okay to expect employees to work long hours for example during a product launch or a trade show for three or four days. But note that employees cannot  sustain an extra level of energy, motivation and long working hours as a constant work expectation. Organize employee activities Sponsor employee and family activities on a regular basis, to encourage friendships in the office, teambuilding, and the inclusion of families in the work events. Never forget: the friendships that employees build, encourage them to stay with your Corporation. Most happy employees have a best friend at work. The values, expectations and decisions in your workplace will help your employees in their work-life balance choices. In the best-case scenario, these steps will support you to recruit and retain the superior employees you seek. ### Assessment Centres – How to identify the key competencies for TOP companies Nowadays, more and more organisations are using assessment centres to select the right people for key roles. The conclusions of the Assessment Centre are the basis for hiring a professional and/or subsequent further development in the company. Through a system of multiple standardized evaluations, companies carry out this methodology to find the candidate they seek through simulations related to the job, interviews and psychological tests. It provides them with a more objective and real vision of the achievements and capabilities of the candidates, since it allows a deep knowledge part of the personality that can’t be appreciated in the CV or through a traditional interview. Assessment Centres are one of the most developed techniques among Headhunters and Human Resources (HR) consultants for finding the best talent. Through Assessment Centres, the interviewer can observe the candidate’s ability for analytical thinking and conflict resolution, the ability to priorize and delegate, the speed of response and decision making, the peer’s relationships abilities and their leadership. It is the perfect opportunity for candidates to show –and for companies to see- those qualities and skills that can’t be appreciated on a CV and that are vital to perform the required professional competencies. The digital transformation era has given rise to new business needs and, therefore, into new tasks. Assessment Centre aims to adapt in a practical way both profiles and professional competencies to these new jobs. One of the main goals of Assessment Centre is the talent search through behaviour assessment under critical situations. The evaluation of the candidate’s ability to develop managerial skills is a very important aspect for companies, and it is something that goes beyond the traditional job interview. Companies need to obtain information and performance details from the candidate in a more specific way, and this is done through more precise tests, such as role-playing or simulations of situations. Through these tests and assessments, they can observe their candidate’s reactions, knowledge, skills, dexterity and conflict resolution capacity. All in the context of real circumstances that they would need to face in their real, day-to-day job positions. An Assessment Centre is the integral tool that Headhunters and Human Resources (HR) consultants use to detect, in a more precise way, the candidates capable of meeting the key competencies demanded by the companies. That is why companies are looking for Human Resources (HR) consultants and Headhunters specialized in developing talent management plans that bring them the best-suited candidates. To be a leading company that stands among their competitors, companies need the best professionals. Assessment Centres are the most effective recruitment method used by top companies to capture the best talent. ### Take employees with you on the digital journey Who likes to work according to a predefined scheme F without knowing or even understanding the background of the actual topic? New ways of thinking and acting within the framework of digital transformations do not arise simply from the fact that a process plan is created and delegated bottom-down according to a scheme. The first step is to take stock step by step and focus on the employees. If the employees are emotionally on board, an essential foundation stone is laid in the process, because only with motivated employees can the introduction of new processes be successful. Even company directors and those responsible for digitization should make preparations before sending their employees on the digital journey. Are there workflows that have to be adapted organizationally because they originated in analogue time? How does the cooperation between the individual departments work, are the processes fit for a new format? What about existing routines, are they still effective or should they be given a new polish? Employees themselves are often the first to be concerned. How can the company deal with this? The employees can discuss your scepticism, your questions or suggestions with the division and department heads in advance. It is advisable to outline any reservations that may arise and remove the content or proactively prepare the answers, perhaps even distribute them as information material. All employees find the topic of digitization exciting? Yes and no. We find many of the topics that accompany digitization interesting and arouse our curiosity. But the fear of failing in our everyday work because we cannot understand new things quickly enough and put them into practice is something that no one can take lightly. It is therefore advisable to take any concerns employees may have about upcoming changes seriously. Here, well-prepared communication measures can be helpful to rebut these fears and to give the employees planning security and to take them with them instead of losing them. Digitization initiatives that are in the planning stage should be prepared through focus groups so that organisational change is not only strategically planned but also well prepared for employees. It is in the nature of people that we burn for issues in which we are involved from the outset. So the employees of every company that will implement digital transformations should also include them from the outset in order to gain their commitment before the rollout. Digital innovations can only be introduced with employees. Those who are fully involved themselves will want to fill new processes with life and implement them quickly. In times of an empty job market, a healthy company approach - not a top-down approach - in which large catalogues of measures look like surprise eggs, is highly recommended. The art is to motivate employees in such a way that they feel involved and support the measures with conviction. Companies that manage to do this are at the forefront of digital transformation. ### Why should leaders care more about stress at work? Stress was previously regarded as a manager-illness, however, more than half of all illnesses are due to some kind of work-related stress. What obligations do leaders have on the field of psychosocial risks? What should directors do to create their workplace a more balanced and healthy one?   A collective issue To begin with, let’s make it clear that stress is not a problem of an individual, it’s a collective issue. Stress is recognized worldwide as a major challenge to workers' well-being and health. What is more, stress costs a lot and causes great damages not only to the corporation but to the whole economy.   Legal issues for stress at work Stress is one of the psychosocial risks an employee can suffer at workplace, thus in Hungary it is already covered under the Occupational Safety Law as of 2008. According to the law, stress should be seen as a hazard to everyday work life just like any other aspect of health and safety. When addressing the stress, the main objective should be minimise the risk of stress-related illness or injury to employees.   Why should leaders care about work-related stress? As previously mentioned: half ot the sick-leaves are due to some kind of stress related illness, and even accidents happen five times more often at a stressful workplace. But stress has also got a great (negative) impact on the employees’ productivity, their ability to focus and to adapt to change, plus it negatively affects social networks and connections both at work and in private life.   How to decrease stress at work? Interventions may be needed both on corporational and individual level. You should have a look at your company culture, your managerial attitude, and the demands towards workers. What could be changed to take some burden off the employees? On the personal level, set clear goals to the workers, create a safe and healthy work environment, listen to your employees, and most importantly, do not forget to give positive feedback to them. ### Do you want to increase productivity? Let’s play! Why should you play more, too? Here come the reasons. Play boosts creativity It often happens that the fun of the unexpected leads us to the novelty of new ideas, thus innovation. Humor and surprise can be steps leading towards creativity - which means combining ideas in new ways, and building something that has not existed before.  Play can make a team Organized play usually have common goals and simple rules. Which is highly useful for teams and their work because they unite people. On top of that, employees can experience that their efforts contribute to the whole, and their work matters toward a goal shared with others.  Play can bring more life to work Play can be a useful tool for creating stronger connections with other team members. Through bringing our full selves to work, and knowing others more deeply, we can bring more life to our work. With the help of a game, we can get to know our teammates better: what motivates them, and what we have in common with them.  Play helps us blow off steam We have just published a note on the negative effects of stressful management practices on health. However, play can help people get away from their work temporarily, and reduce the intensity of their stress level. This renewal is not only important because of our overall well-being and health, but it contributes greatly to our productivity, as well.  As a leader, your focus must be on your organization's productivity. Being effective at work is a crucial factor both for individuals and the whole team. However, it seems that effective and productive work cannot only be done through hard work, but also through injecting a bit more play into work. So, play on! ### How to improve your leadership presence? Although leadership presence is hard to define, it is a crucial quality of all (potential) managers. This is the one which triggers the “wow” effect, and gives your career an extra boost.   Leadership presence is how you communicate both verbally and non-verbally, how you make others feel, and how you show up. It is a blending of personal and interpersonal skills that when combined, it makes your audience feel amazed. This quality should be rooted in your basic values, however, small behavioral changes can make a powerful effect on how others see you.   Here are some tips that can instantly increase your leadership presence:   1. Self confidence This one is an indispensable personality trait of having strong leadership presence. Confident leaders are assured, self-motivated, and willing to take risks.   2. Warm body language Positive body language including warm and open body language radiates charisma. Friendly eye contact, smiles, and open postures, exposed palms are all key factors in giving a positive and persuasive picture of ourselves.   3. Be part of your team Personal connection is key when it comes to making great impact on others. Leaders who are present for their employees and make connection with their team are perceived as more down to earth, which creates greater credibility and trust.   4. Learn to focus You want to demonstrate strong character, which is difficult if you lose focus and deviate from your mission. The greatest leaders can follow through, execute and focus on their team, mission, commitments and strategy through both good and bad times.   5. Lead yourself first The best leaders worked with top coaches, mentors and have already faced their inner conflicts and overcame their fears. Intense self-work is needed to get to a certain level of self-acceptance, compassion, humor, which results in a strong, positive presence.   As a manager, you are perceived by your confidence, credibility, connection and charisma. There are many attitudinal strategies that can improve your leadership presence, these simple five tips are a good place to start. ### Global Executive Search Firm Expands Its Presence in the Middle East Horton International, a leading global executive search firm with over 50 offices across 30 countries has expanded its regional presence through the opening of its UAE office. The firm was founded in Connecticut, USA in 1978 and has over 40 years of global leadership in executive search. Horton International initiated its presence in the region though an office in Bahrain in 2014. As a result of cumulative years of success within the region and in line with the firm’s planned regional expansion, the launch of the UAE office came in to fruition. Through the UAE office, the firm hopes to better serve its multinational clients who have their MENA regional offices in the UAE. In addition, the firm plans to build on its regional client base in the UAE. Equipped with an expansive knowledge of the region, Horton International works with clients to understand their strategic requirements and suggest solutions that help enhance business performance and assist with long term sustainable growth for clients operating in the Middle East and Africa region. Horton International’s regional team is led by Managing Partners Maneesh Ajmani and Hazem Al Shaikh Mubarak. Hazem Al Shaikh Mubarak, commented, “the Middle East has been an important region for the expansion of Horton International’s activities. Our knowledge, experience and the network of contacts we have built in the international markets over the years is a significant value-add for our clients across the Middle East. We are global in our standards of excellence yet local in our understanding of our client needs which, our clients consider to be very important specifically in our region” On the opening of the UAE office, Maneesh Ajmani, Regional Director for EMEA at Horton stated “organisations around the world trust Horton International to manage their talent. The team’s past operational experience, deep understanding of the region and strong network with business leaders across the region, helps us better understand our client’s perspective and deliver more effectively on their talent acquisition and development needs. In addition, Horton International’s global resources provides clients access to contacts and industry expertise from around the world.” Andreas Wartenburg, Chairman of Horton International shared “I’m very proud of the addition of the Dubai office which further underpins our global growth strategy and our continued determination to expand our capacity in all major economies of the world.”   ### The best ways to motivate millennial employees Millennials are now one of the largest age group at work, and leaders should think about the retention of these workers. However, it is not an easy task, as these young people are diverse in their interests and talents, especially as tech-savvy individuals. The most effective incentive programs for millennials focus on enabling flexible schedules, improving work-life balance, offering timely promotions and supporting community. Flexibility is vital This is the first generation who grew up fully immersed in the technological development. Flexibility is key for them, so they cannot accept rigid schedules any more. They are demanding this flexibility at work, as well. How to do it right? Meeting deadlines during traditional business hours are important, but that doesn’t mean employees can’t come in earlier or later — as long as the work is getting done. The driving force of making a millenial employee engaged to the company is undoubtedly a better work-life balance. Timely promotions Millennials will not slave away for a decade to get their well-earned promotion. They need immediate recognition, and they want their efforts being appreciated in a timely manner. As a leader, you can celebrate the little advancements and other successful milestones that happen along the way. Show your empolyees that their career development is happening in real time. Giving back to the community As millennials focus on equality, service and outreach, supporting their communities is just natural to them. And that is what they expect from their employers, too. They want to work for a company which incorporates eco-consciousness, community development and sustainability. This age group is the future of the workforce, and they won't go away if they get that appreciaton, a bit more flexibility, timely promotions and support for their community. P. s.: A pat on the back sometimes won't do any bad, either     ### Where is the digital competence? Odyssey in Space - Stanley Kubrick's science fiction film, which appeared 50 years ago, shows us scenarios that we still fear from AI today. A computer takes over complete control. Fiction or already a reality? It is still fiction, but artificial intelligence is already comparable to human thinking and is getting better and better by means of intelligent algorithms. Can we Homo Sapiens also claim from ourselves that our digital intelligence is getting better and better? Not really. According to a recent study by Bitkom, the digital competence of applicants and employees in Germany is rather mediocre. This makes it difficult for companies that want to introduce CI-controlled solutions to find the best of the best in an empty labour market. Because one thing applies to all companies: Even in a digital environment, nothing works without employees. Or who should introduce digital processes and AI? On the one hand, the demands on digital skills are increasing, on the other hand it is necessary to recruit suitable employees, to keep them on board or - if they are already on board - to give them relevant skills for the future digital journey. If many top talents are to be found, nothing is possible without appropriate incentives. Companies must not only think in monetary terms, but must also create an adapted corporate culture in which digital maturity is also feasible. This can be a turn in established Org charts - it can also be to put supposedly good processes aside. In the age of digital upheaval, the old wisdom is that those who can adapt best will survive. Charles Darwin once said: "Neither the strongest nor the most intelligent species will survive, but the one that adapts best to change". Digital transformation is reshuffling the cards. As with any market transformation, companies must take a different perspective - they must not only invest in new technologies, but also in talent and their own corporate culture. This is often unfamiliar. But to become digitally more mature, employees need to become digitally fitter and culture more flexible. This not only plans a strategy but ultimately also reaps its rewards.. Summary Unfortunately, the open labour market leaves little room for manoeuvre to win the digital 'cracks' It is important for business leaders to plant the appropriate culture in their corporate DNA in order to allow for upheavals and attract talent. Here, wise advice and support from outsiders can often work wonders or - as Antoine de Saint-Exupéry says - "To see clearly, a change of perspective is often enough".   ### Business outlook of Hungary The CEE region is still a comfortable profit maker for the investors , and Hungary has the best comparative numbers among the countries of the region. What is the business outlook of Hungary, and what executives think about the region? Here is a short summary of the current economic status. The CEE region looking good Executives are still optimistic with the view of the CEE region in the medium and long term. They have a good reason for that. According to a recent prognosis, Central Europe is a relative comfortable profit maker globally for the investors. The CEE region is growing faster than any region in the world with the exception of Asia pacific. Consumer confidence, business confidence, retail sales and unemployment are reporting their best numbers in 10-20 years in many countries. Economic overview of Hungary In 2018, Hungary did even better than it was expected the year before. As in many other countries in the region, this was being driven by robust private consumption and gross fixed investment as EU funding has greatly supported infrastructure investment. The revenues have been performing well and inflation has been picking up in recent years, in Hungary. Business outlook of the country Hungary is among the first 10 priority markets for business development in the next three years. Which is a great place, considering the fact thatjust a few years ago things were so bleak in Hungary that many Western companies were reconsidering their business plans in the country. Among CEE Countries, currently Hungary has the best comparative numbers: consumer and business confidence in the country is good, real wages are very strong, the unemployment is low, and GDP in Hungary this year could be the best in 25 years. To conclude, things have been looking good for business in the country, and this trend will continue.   ### How to improve employee satisfaction? The Hungarian workplace is comprised of lots of unfulfilled workers. These are people who only work for their salaries, but feel like they have no way to continue growing on the job. The good news is that even in this new, constantly changing world order, a good leader can find a way to help these employees find inspiration in their work and better engage to the corporation. How can you better engage your employees?   The answer is satisfaction. It is unnecessary to say that unsatisfied employees cost a lot to the whole company. Employee engagement has a direct implication on productivity, customer satisfaction, and last but not least on the company's profit. Eventually, all of you want the same: doing good work and working on important projects, and being rewarded for it. To help create more flow and encourage employees to do their best work, organizations should take some steps. As a start you can apply these strategies to create more flow in your employees' daily practices. 1. Clear communication and transparency: the employees that you meet today won't accept you as a leader if you keep them without relevant information. Offer them clear expectations. 2. Build a sexy environment: Offer a workspace that employees are excited to spend time in on a daily basis. 3. Empower employees: Permit employees to optimize their own work environment in order to better deliver on set goals. 4. Promote innovation and creativity: Ensure employees have clear goals but also the flexibility to execute projects in different ways. 5. Follow trends: offering your employees the latest tech gadgets can not only increase employee engagement, but they also offer a great possibility to educate and train your employees via these tools. ### Smart office for a better productivity The design and management of workplaces correlates positively with productivity, creativity and engagement of those who work in them. What smart solutions can help employees’ increased productivity? We have investigated the question a bit. Digital transformation of workplaces is actually not really about IT. It's about people. This is the point where company culture comes in. The effect of workplace satisfaction on employee engagement Many examples show that the stronger the digital culture of a company is, the lower the percentage of employees who feel unsatisfied or unproductive, and lacking innovativeness. Simple as it may seem: employees who are most happy with their workplace are also the most engaged. These are employees who come to work energized, ready to come up with new ideas, create new strategies and make meaningful progress each day. Popular smart office features Among employees, the most preferred smart office features are self-adjusting lighting and window shades; personalised heat and light settings that follow you around the building; circadian lighting systems that mimic natural daylight; and heating/lighting systems that adjust automatically according to weather and occupancy. Managers, however are rather keen on having an app for booking desks and meeting rooms; meeting rooms where screens work seamlessly with personal devices; and desk or room sensors that track usage for efficiency monitoring. Intelligent workplaces The future of smart offices, however, is a broader vision of “smart interaction” of IoT devices and intelligent building management systems. Digital experts expect that in a couple of years the smart devices and wearables that people bring to work will no longer be in search of a smart building to interact with. The building itself together with all that wearables and gadgets will be part of one smart system. So, it seems it is already high time for designing the progressive smart office of yours, if you still do not have it. But we would like to assure those who are not that keen on this digital revolution: humans will still be at the center of work, even as intelligent software and machines become our co-workers. ### Swarm intelligence In Gartner's trend analysis for 2019, swarm intelligence is listed as the "silver bullet" among disruptive trends. Gartner describes that due to the growing amount of data sources and data units, managers will increasingly have to make decisions in real time that affect things outside of their own control. What does swarm intelligence mean? The concept of swarm intelligence is not new. Aristotle already named it 'collective intelligence' in his summation thesis. Since then, this topic has been thoroughly investigated and further developed. The basic idea that describes swarm intelligence is: a group is more intelligent than its brightest member. This does not necessarily mean that groups are more intelligent than individuals. However, when certain framework parameters of group composition and organization are taken into account, groups often come up with better solutions than individual members, especially in the case of complex problems. Swarm intelligence in the company Almost all companies have understood that their future success depends on the scarce resource of employees. Accordingly, companies are engaged in a tough battle for the best specialists and managers. Many companies still focus less on the idea of which innovations can produce the best results when employees work together. Digital start-ups in particular, however, also rely on swarm intelligence for the optimal organization of their employees. By means of modern digital possibilities such groups usually organize themselves independently and bring along different creativity abilities. However, this usually only works if the group or swarm meets certain requirements and can develop optimally through innovative leadership concepts. Swarm intelligence cannot be established in the company overnight; it also requires a corresponding corporate culture that allows a basis for swarm intelligence capability. The hierarchies should be flat and the degrees of freedom pronounced. Employees need a high degree of flexibility and should be brought together in unusual conditions in order to be able to connect and exchange ideas intelligently. In companies this is comparable to crowdsourcing. Here, too, many ideas from a group (the crowd) come together, which ultimately reveal solutions or inventions through a kind of swarm intelligence. Every herd needs a lead animal! However, it is not enough for companies to put together a colourful mix of heterogeneous employees and offer them unlimited Internet access in order to tackle the task at hand. Swarm intelligence also needs leadership and management - but not through a silverback that authoritatively dictates the course of action. Employees need a manager who can keep an eye on the big picture and the overall process, who can set the tone in an emergency, but still create an atmosphere in which creative freedom works and can be developed. The individual team members must understand their role as team players, but also have the courage to produce themselves as individuals and must not allow group pressure to arise. Corporate culture must fit Swarm intelligence requires modern management concepts and a 'free' working atmosphere in order to be successful.  There are some prerequisites for successful 'swarming': - The composition of the 'swarm' should be very heterogeneous. - The manager's task is that of a role model, role model and facilitator, not an authoritarian, omniscient decision-maker. - The leadership style is rather anti-authoritarian, more in the form of a leading animal character than that of a classical superior. - The decision-making paths must be short, the hierarchies very flat and the corporate culture must be characterised by equal rights. - The creativity of the individual is encouraged and mistakes are tolerated. - The flow of information is unhindered and employees take responsibility for results. - A digital networking of all participants is 'state of the art'. Conclusion: In the digitalizing age, the question does not arise whether a company should rely on swarm intelligence, but rather how it should be questioned. Due to the continuing shortage of specialists and managers, it is time for companies to deal with new concepts in order to remain successful and not be overtaken. A new and attractive corporate culture as well as new work models ultimately benefit employer branding and strengthen employee loyalty.   ### Does negative feedback really work? Peer reviews are regarded as an important form of giving feedback, as colleagues know your day-to-day better than most managers. However, according to a recent study, negative appraisal from colleagues rarely leads to improvement. So, is negative feedback well worth the fuss at all? Does it even work in real life? Negative feedback is intended to drive the worker’s improvement and growth. Actually, the naked truth is a bit different: when people receive disconfirming feedback from a colleague, they rather move away from the coworker who had given it, and look for other social networks. It seems that although negative feedback is supposed to help, it is rather considered as a threat. When it comes to receiving a disconfirming feedback, the most often reactions are anger, blame, denial, just to mention a few... As the feedback is perceived as a psychological attack, and the sustainability of the positive view of one’s self is threatened, the person thrives to find social connections that help them maintain that positive view. If they don’t have them, they start to look for a new social network immediately. The psychological background What happens during a performance appraisal? Light is shined on the things we cannot see about ourselves. When we receive disconfirming feedback, we cannot maintain the positive view of ourselves any more. In theory, it should motivate us to improve on that field where we are not that good. But in fact, it just drives us go find people who will not shine that light on these things.   What’s next, then? The key is to give the feedback in the context of a broader, preferably positive and confirming relationship. We are human. We need to know that we are valued and that our contributions are generally positive. This way, workers should be given broader affirmations about their inherent goodness and value. Employees need a validation of whom they are, they need to feel that they are valuable to the organization, and they need to improve. Your experiences Did you bump into the same difficulties within your team? How does negative coworker feedback work in your corporation? What works and what does not? Please share with us your experiences and pro tips. We are listening eagerly.   ### IoT in the workplace - How to do it smartly? We not only spend hours on our smartphones, but there are many less obvious ways of technologies that penetrate our lives. As most people spend around 8-10 hours a day at work, it is just natural that office automation using the Internet of Things is getting more and more popular. How much digitisation is needed? How can you do it smartly? Let’s have a short look at it. From smart home appliances to various sensors and wearables, there are dozens of “connected things” we interact with every day. By using IoT in office buildings, you can increase productivity, better engage your workers, and make more comfortable working environments for your employees. Certainly, it's easy to be seduced by the allure of new technology, but be careful: simply throwing IoT tools and AI into the mix might not deliver the expected results unless management, business issues are considered, and the innovations are consistent with the company culture. As people become increasingly “plugged in” to their workspaces, leaders should not only pay extra attention to cybersecurity and privacy issues, but should also ensure that employees are not overwhelmed by all the gadgets and technological innovations. So where to start if you think smart? Concerning the office layout, multi-space solutions combining open plan, some private offices, meeting rooms, and communal breakout areas seem to be achievable for most companies. Especially if workers are given choice over where and how they work, including working remotely as required. Employees like if they are given more control over their experiences at work. So another smart solution can be individual control over workplace lighting and temperature. It is not a big deal, but means a lot for employees’ workplace satisfaction. The following smart office features are also popular among workers: self-adjusting lighting and window shades, while decision-makers would rather opt for meeting rooms where screens work seamlessly with personal devices. How can smart offices increase company productivity and help employee engagement? We will continue with these topics next week. Stay tuned. ### The future of work The world of work is changing. Automation and artificial intelligence are coming. With the emergence of AI and robotics, many fears have emerged of humans’ displacement from workforce. But actually automation’s impact could even have a positive impact on how we work. How will automation change the world of work? The cost savings of automation are just too compelling for companies to ignore emerging digital trends any more, and technical innovations can even have a positive impact on the organisation. What are the expectations for the future of work? Machines augmenting humans First of all, the impact of automation very much depends on the type of role being automated. Some jobs require emotional intelligence, cognitive thinking and cultural understanding that machines just can’t replace. So robots are expected to augment rather than replace existing human workforces. More challenging work The deployment of automation should not mean humans are displaced from the workforce but rather that they are diverted to other areas of the business. Routine or repetitive tasks can be handed off to fast and accurate smart machines. This way humans’ jobs can be replaced with more challenging and varied work. This is not only good for the corporation, creating a focus on higher value tasks, but also good for the employee, who may find their new tasks more motivating. The on-demand employee Digital technology has given rise to a new workforce: the flexible on-demand employee who uses the latest technology platforms. Those companies that wish to find and keep the best talent will increasingly need to focus on the platforms underpinning their customer experience solutions. This means that it became essential for leaders to make the right investment in the right technology solutions in order to attract the right talent. So leaders need not fear the changes, rather make the most out of it. By investing in new technologies, companies have the potential to deliver improved experiences for customers, create more rewarding jobs for employees, and generate more innovative and relevant solutions in a fast-changing world. ### Never forget about the owner Never forgot about the owner or owners for that matter… Working on projects for family-owned, especially smaller organizations is often a rather different experience compared to the work for companies with other ownership structures. Consultants often meet lean organizational structures with various management positions missing because being represented by the owner (or owners) usually results in very challenging combinations. In spite of the fact that a company may have several dozen employees,  the consultant, based only on the numbers of the employees would expect that every part of the company has its own manager.  This would be typical in most corporations.  Often the consultant soon realizes that R&D, Finance and Sales department managers (for example) are all represented by one person -  the owner of the company. In such cases, the consultant may easily start to play the role of internal HR manager, as this role is among those often also represented by the owner. A situation like this may bring many opportunities for co-operation, as there are a lot of projects to work on, perhaps years of joint work ahead. The consultant may think, "Here is a good client! Great!" However, there is one person the consultant should never forget about - the owner. Whatever executive searches are delivered, whatever training or development programs are developed and introduced, etc., there is always the owner with his or her own needs. The consultant should be careful to dedicate enough time to the owner, encouraging him or her to discuss personal aspirations, satisfaction and future goals. Of course, the same goes with any other person in any other type of company. Behind the company goals and needs, there are our own personal needs and expectations influenced by our personality, experience, and knowledge. ### How to give effective employee feedback? Employee feedback is key to both personal and professional development. It plays a significant role in the employee’s performance and behaviour within their team, as well. But how can we give feedback correctly so that it leads to improvement? Here come some great solutions. When giving feedback is crucial? There are certain cases when it is essential to give feedback to your workers. For example when an employee didn’t set realistic goals, didn’t meet deadlines, or made a mistake. It is also crucial when an employee does not take initiatives and they seem disengaged, and also when their performance has declined. You also have to have a talk to them if they were rude to a colleague or customer or does not get on well with somebody. The key components of effective feedback Sometimes the feedback is positive, and sometimes it is negative. Both are essential, and make sure that you give both negative feedback to help your employee improve and positive feedback to make them feel valued. When giving any kind of feedback, touch on three key things: their behaviour - what the employee did and how they did it, its outcome - what was the result of their behaviour, and how it affected the team or the corporation, and the next steps - how to maintain positive outcomes and how to solve the negative ones. How to take your employee feedback to the next level? To give feedback more effectively, you should focus on the behaviour and not the person. It is crucial when you give negative feedback. Put the emphasis on problem-solving instead of scolding the person. People often give negative feedback in the middle of positive feedback to soften the blow. Don’t do that. It just simply does not work. It is better to be straightforward, employees will appreciate your honesty. And also remember to follow up on the feedback. Track the worker’s progress and look at what is working and what isn’t. Giving performance appraisal as a leader is not an easy task, especially when you are faced with situations you’ve never seen before. But there are even tougher cases, believe us... A recent study showed that critical feedback received from colleagues drive employees away from that social network. So instead of helping their development it is rather like a psychological threat. How can you encourage your employees to give honest feedback to each other in a way that it helps workers improve? We will continue with this topic next week. ### Challenges that leaders faces What are the most demanding challenges of leaders of middle and executive levels of organizations? We have collected the most important issues from a reliable source — from the words of CEOs and executive directors facing these challenges every single day. The life of a director in this fast-changing era is full of challenges. They need to lead and motivate a diversified group of employees, improve efficiency and achieve double-digit growth. They are not backed from the outside, either: they face an unpredictable, globalized environment, they have to keep up with competitors, meet the requirements of the government and manage the expectations of other stakeholders. In most cases, the situation is even aggravated by a multicultural organization, where communication and work management is even more complicated. When we are meeting leaders of today’s companies we can see that most of them find these challenges difficult and managers can easily feel ill-prepared to handle them. So, what are the most important issues they face?   1. Managing change The most challenging one is probably to understand and lead change. It is not easy to find the most proper ways to overcome the resistance against change, to deal with employees’ reactions to new situations, and to handle the consequences of change. 2. Leading a team How to lead a big team, or what to do when you take over a new team? How can you manage, motivate, or develop your employees, and most of all, how can you build a good team out of them? 3. Developing workers Another puzzling issue is to find the best methods for mentoring and coaching employees. 4. Inspiring others Here comes the big question of motivating others: how to motivate your employees to do their best? How can you inspire them so that they feel satisfied in their job? 5. Improving managerial efficiency Most directors struggle with the development of relevant skills -  such as decision-making, prioritization, time management, strategic thinking - to be more effective at work. No question that the work of today’s leaders is complicated and demanding. Although you may feel alone with your challenges, most probably the problem you have is the same as other managers face. So leaders out there, make comfortable about the fact that you are not alone. Try to make the most out of it: you may get good advice from others who have already gone through it or probably you can also offer some great solutions for the problems you managed to overcome. ### Proud anncouncement We at Horton International (India & Area) are proud to announce that our Managing Partner, Deependra (Dipy) Nigam, has been awarded the prestigious degree,  Ph.D. (Doctor of Philosophy). We congratulate him on starting his new journey as Dr Deependra (Dipy) Nigam.     ### Hager Unternehmensberatung continues its expansion course Hager Unternehmensberatung has opened a new location in the centre of Munich. The office is managed by Hagen Schönfeld, Business Unit Manager Industrial. The continuous expansion of the company and the increased expansion in southern Germany were the reasons for the opening of a new location. With its increasing presence, Hager Unternehmensberatung is focusing on client proximity and creating the conditions for further growth as one of the leading consultancies in the executive search sector in Germany. Ralf Hager, founder and managing director of Hager Unternehmensberatung: "The opening of our new office in Munich is an important step for us and a consequence of the constantly growing customer base in the Munich region. The Bavarian capital is home to a very large number of branches of industry. Companies from the automotive and mechanical engineering, electrical engineering, software and IT industries are just as strongly represented here as companies from the start-up scene. With this new location, we can also continue to take our own growth into account. With our company size of more than 100 employees and our continuous expansion, this will not be our last location opening". Hager Unternehmensberatung is a partner of Horton International and offers customers at over 40 locations in the globally most important economic regions solutions for issues throughout the working life cycle: Employment Lifecycle Solutions®. These targeted solutions for the working life cycle are mirrored in our individual divisions: in the placement of the right candidates, the evaluation of staff potential, during training to develop the personal skills of employees and supporting individual change processes. With nearly 100 employees in Germany working in small specialist teams, a fully digital workflow and over 20 years of experience in the technology sector as well as other innovative markets, Hager Unternehmensberatung brings together the performance and process quality of the industry’s big names with the speed and flexibility of a start-up. Hager Unternehmensberatung is one of the top 10 recruiters in the DACH region and the well-known executive search consultancy for digital transformations. ### How to achieve work-life balance as a director? How to achieve work-life balance as a director?  Making important decisions, managing a company, holding serious responsibilities can be all-consuming. We all know that it is challenging to find a healthy work-life balance, however crucial it may be. It is not easy to change ingrained habits, and help leaders to achieve better balance in their job and private life. Following are some useful tips that can help you to do this. 1. Plan and prioritise Focus, self-discipline and organisation are essential for achieving your goals. Consider setting aside some time in the morning. Use this time for planning the day ahead. Make a list of your jobs to be done, prioritise, delegate, and don't spend time on the tedious jobs you tend to put off. The better you are at organizing yourself, the more efficient you will be. 2. Learn to delegate Delegation of tasks is crucial. If you don't learn to let go and delegate work to others, you will end up chained to your work without any rest, then completely burnt-out. Do what only you can do, and delegate the tasks you don't have time for. 3. Proper working environment Working from home can be more time and cost-effective, but it can have an adverse effect on your work-life balance. It can be difficult to switch off and focus on your family, when you finish your job. Working from home can also give the feeling to your family members that you are available, so they may keep on interrupting you. Try to avoid working from home, or make it clear to your family that they cannot disturb you in certain hours, and stick to your working schedule. 4. Some time off It can be challenging to find the perfect time for taking some time off, but it is just essential. Getting some job done in advance before your holiday can cover the potential loss of income and help you to manage your job. For the remaining part, train your staff to get your job ready while you are away. Planning a gap in your commitments in advance can also work. In order to perform in your job effectively, you have to recharge yourself and find the perfect work-life balance. ### Regulation Gone Mad This month I'm going to update the ongoing saga of registering our change of address with the tax authority. You might remember that a while ago I was complaining about the 2c thick pile of papers that had to be submitted along with an application (signed by our accountant, if you don’t mind) in order to obtain official ‘approval’ for the change. Last Friday my office manager went to the tax office mid-morning to finalise the paperwork. There had been lots of back and forth before reaching this stage which included some incredibly petty matters such as obtaining copies of contracts between third parties (not involving us) from some years ago, which were then combed through to see if any rules had been broken. It’s generally true that if any one of us (or our companies) is studied hard enough and in such detail, it’s a fair bet that somewhere along the line we’ve done something wrong – inadvertently or otherwise. Of course they found something, which had to be sorted (at cost, but not involving us) to the great annoyance of those third parties. Sorry about that!So, back to last Friday. My office manager had a numbered ticket in the queue which didn’t get attended to that day. After four hours, we decided to cut our losses and not waste her time and she came back to the office. Come early on Monday, they said. First thing Monday she went back and received ticket number 30. She waited until she was seen at 2 pm. This routine notification can be done online or with a simple form in Australia or the UK. What’s so special about this part of the world that requires all the effort I've talked about – and considerable costs – that justify this? The whole exercise should take a few minutes but instead it has consumed days. Such a waste of resources, and to what benefit? I can’t see any positive reasons to justify why we have had to go to such trouble over a simple matter. The same thing has happened with the social security office and the labour department. It reeks of the civil service making work so that they can keep their own jobs, rather than simplifying matters and saving the country billions of dollars every year just to satisfy the bureaucracy. And, in case you’re wondering, it isn't only in this part of the world – it happens in many countries. Perhaps in years to come, we will have more enlightened governments that actively seek to improve their people’s lives, rather than those living in the past that want to stay there. You could make that argument in any number of countries around the world. ### Data Scientist - creative number whisperers In the digital age, data is worth its weight in gold. It is not the accumulation of mountains of data that generates added value; like the true precious metal, data can only unfold its special value after professional processing. Companies such as Google, Amazon and Facebook have shown the way and earned many billions with their data treasures. Companies must develop an individual digital business model in order to use the recovered treasures profitably. This requires true experts. In order to keep track of the flood of data and ultimately to use the data profitably in the company, it requires a pronounced affinity for numbers, coupled with a healthy, well-dosed portion of creativity. A key role in data evaluation is played by highly competent data scientists, whose environment is located between Big Data, Analytics and Business Intelligence, the so-called data scientists. The data scientist cannot be compared to the typical IT nerd, nor does he sit in a dark room to collect and analyse data. The main task of a data scientist is the presentation of future-oriented analyses - which can then be presented to top management in strategic plans. The data specialist digs through vast amounts of data in order to derive qualified conclusions. Ideally, these results flow directly into the business plan. Such a role in the company should not be regarded as a mere staff function, but rather as a creative impulse generator to define new business potentials and optimize existing processes as required. In order to be successful, the data scientist must master a number of challenges and possess the appropriate skills. Below is an excerpt of the key competencies required: - Statistical understanding and affinity for numbers - healthy curiosity - IT expertise - entrepreneurial thinking - consulting skills   Data Scientists are able to target complex issues both to top management and to the employees affected at work level. These all-rounders are therefore also good storytellers, and they needed this ability in order to present the entrepreneurial processes to all stakeholders in a targeted manner and to convey them visually well. The professional everyday life of the data scientist is highly heterogeneous, because data management is a sensitive topic on the one hand. On the other hand, data that flow together from completely different areas must be linked in a technically meaningful way. Data science is also of great importance for top management, because data that has been competently prepared, evaluated and focused on potential business options is now a decisive factor in strategic corporate decisions. Examples are the big players in the industry such as Apple, Google, Uber, and Airbnb. These companies have based their procedures and technical developments primarily on data-supported analyses.  With the help of Data Scientists, companies can analyze the needs and inclinations of their customers and position themselves accordingly. However, more than in other areas directly related to Big Data, etc., there is a massive shortage of professionals and executives. This is all the more true as the majority of Data Scientist courses in Germany were only founded in recent years. So today's senior specialists and executives are lateral entrants. In addition, the special combination of skills - which the Data Scientist combines - once again describes the often quoted needle in the haystack. Here, outside advice can be worth its weight in gold.   ### The Internet of Things and Cybersecurity The 'Internet of Things' (IoT) is expanding networking in many industries and increasing the value chain. However, networking devices with the Internet and the machine-to-machine communication based on it also involves many dangers. The awareness of companies about the risks associated with IOT is sensitized in many companies, but the massive cyber-attacks of the recent past show that device manufacturers have not learned from their mistakes. Cybercrime is now a bigger business than drug trafficking. When everything is interconnected and communicates with each other The rapid spread of networked devices and sensors generates large amounts of data and in some cases provides new insights. Based on this, processes can be improved, and new business models developed.  The flip side of this is that new security gaps are also emerging that offer cybercriminals new targets to cause major damage. The seemingly unlimited networking also presents new challenges in the area of cyber security. The frequency of attacks and other threat scenarios, which can affect the economic success of a company in particular, continues to increase. The most relevant cyber threats today are still malware (in the form of malware and viruses), followed by ransomware (in the form of blackmail through data encryption) and social engineering, the exploitation of interpersonal relationships. The extent of the risks and damage potential of cyber attacks - whether through theft or manipulation of business and customer data or through limited availability of IT services - is significant and should be a top priority for business leaders. Not all companies are adequately protected against cybercrime The topic of IT security is often missed during the conception of IoT solutions. It should be conceived as 'Security by Design' from beginning to end. Depending on the field of application, different security levels are required, which should not be considered during implementation. Often there is also a lack of security management, which is stringently responsible for, accompanies and implements this topic. The security management, the CISO or the IT security manager manages the IT security of a company in the truest sense of the word. From the development of imaginative security solutions to the implementation of guidelines and training procedures. Although the technical skills of the security manager can take a back seat, they are the driving force behind your company's security measures. While awareness of IT security requirements has grown, implementation is often sluggish. The first universities have established a professorship specializing in IT security. Some companies recognise the seriousness of IT security, but have a hard time upgrading their staff to bring qualified staff on board. Currently, there are only a few experts in the field of IT security available on the job market. Employers have so far made only limited compromises when recruiting suitable employees in the IT security sector. It is highly advisable to make concessions when recruiting and not to insist on a 100 percent accuracy of fit. Rather, companies should invest in skills and offer tailor-made training for any gaps. Companies that deal with the topic of the Internet of Things and work out concepts to improve processes or expand business should not ignore the topic of IT security either. Security should be on the agenda right from the start. It is precisely the security gaps that can arise in the area of IoT as a result of networking and connecting the individual machines and controls that offer hackers great potential for attack. In order to give this topic the necessary entrepreneurial relevance, the role of an IT security manager should not be trivialized, but should be located in the C-level area or at least have a direct reporting line. ### A New Chapter This month’s article is about a new beginning, a fresh start, and brighter prospects.  It’s simple: after 15 years of working in a standard (boring?) office tower, we recently moved into a building with character and style, in a great location. When I set up Horton in Thailand, it was natural to rent a prestigious office in an established business area.  That's exactly what I did: 160 sq metres in one of the best buildings. We were five so we needed space, along with two meeting rooms.  Looking back, yes, it was big, but this was before smartphones – we had many visitors (candidates and clients) and our meeting rooms were always busy.  Some days it was like a railway station with so many people in and out. There really wasn’t an alternative way of meeting; it had to be face-to-face. Inertia set in.  The office was comfortable and we enjoyed it.  Good views, OK rent, and the building wasn’t too crowded. Fast forward fifteen years: the rent had doubled, the service was the same as in 2003 but the number of people in the building had increased significantly.  Many more were working there, largely due to the landlord’s reluctance to curate its tenants. Lifts were slow at peak periods and filled to capacity. Car parking became an issue – constant complaints from clients and candidates that it had taken twenty minutes to find a parking spot.  And still the landlord increased the number of people working there. The property manager didn’t help – preferring to maximise the landlord’s receipts rather than attending to tenant issues (which would have cost money) to improve things. When the lease was coming up for renewal we decided to leave.  We looked around the area but nothing was just right. Then serendipity took over: a chance conversation led to viewing a space nearby that I fell in love with.  It’s much smaller (good – the rent is one-third of what it was) with plenty of natural light and glorious views across the treetops of Lumpini Park to the skyline.  We are on the second floor, so we just walk up, and the building is filled with creative companies. We’re the boring one – being there makes us look hip – and even the name, Woof Pack Building, is cool. Next to us is a cinema with a funky bar that opens mid-afternoon; how neat is that?  It’s so refreshing to be away from the old building – the people, the high rent, the everything.  And, as the nature of our work has changed, this new environment suits us perfectly. When I gave back the key to the ex-landlord, I stood for a few minutes where my desk had been for 15 years: not a single moment of regret or sadness.  I feel as if a large weight is off my shoulders. Walking into the new building lifts my spirits – it’s a joy to be there. We love our new office so, if you’re in the area, please drop by and say hello.   ### Horton Partner, Hager Unternehmensberatung rated as one of the best executive search consultants in Germany. According to a poll conducted by the magazine WirtschaftsWoche,   Hager Unternehmensberatung consultancy was repeatedly rated among one of the best executive search consultants in Germany Frankfurt, 26 November 2018 Hager Unternehmensberatung was awarded the grades ‘excellent’ and ‘very good’ in the exclusive survey conducted by WirtschaftsWoche in the categories "IT, Telecommunications", "Energy" and "Consumer Goods, Retail". The renowned magazine WirtschaftsWoche conducted its study of the executive search market in cooperation with Christel Gade, professor at the IUBH International University Bad Honnef and expert on the executive search industry. Between July and October, around 1,400 personnel decision-makers from German companies completed the questionnaires specially developed for this purpose and evaluated more than 590 executive search consultancies. They provided information about issues such as how satisfied they were with different executive search companies and awarded stars for good or excellent services. The survey was supported by the German Association for Personnel Management, the Federal Association of German Management Consultants and the trade association ‘Die Führungskräfte’ (The managers). Ralf Hager, founder and Managing Director of Hager Unternehmensberatung, on the award: "We see ourselves as a demanding executive search consultancy. I am therefore very pleased that we are repeatedly among the best. This reflects the quality and also our firmly anchored process excellence. We know how difficult it is to find suitable candidates. For many companies, the high-quality support of executive search consultants is indispensable. With our now more than 100 employees, we can excellently meet the demands placed on professional personnel consultancies. At this point, I would also like to highlight the excellent performance and commitment of my team, which successfully implements our processes for the benefit of our clients" Hager Unternehmensberatung GmbH Hager Unternehmensberatung is a partner of Horton International and offers customers at over 40 locations in the globally most important economic regions solutions for issues throughout the working life cycle: Employment Lifecycle Solutions®. These targeted solutions for the working life cycle are mirrored in our individual divisions: in the placement of the right candidates, the evaluation of staff potential, during training, to develop the personal skills of employees and supporting individual change processes. With more than 100 employees in Germany working in small specialist teams, a fully digital workflow and over 20 years of experience in the technology sector as well as other innovative markets, Hager Unternehmensberatung brings together the performance and process quality of the industry’s big names with the speed and flexibility of a start-up. Hager Unternehmensberatung is one of the top 15 recruiters in the DACH region and the well-known executive search consultancy for digital transformations. ### Employee Referrals Although businesses have found referrals to be an effective way of attracting good applicants, not many organisations seem to use employee referral schemes effectively. Under a referral scheme, existing staff are given an incentive, financial or otherwise, to recommend friends or former colleagues for vacancies within the business. The incentive is only given if the recommended person's application is successful.  While employee referral schemes are not new, accounting for roughly 20 percent of hiring, technology is enabling them to expand. The use of internet-based social media can bring instant access to potential candidates via professional and social networking websites.  Employee referrals can potentially reduce the costs and time spent on the recruitment process and employees hired through referral schemes are more likely to stay in the organisation. If the employees don't feel good about the place, they're not going to subject their friends to the environment. Employee referrals tend to be more popular in some sectors than others. Financial services, consulting and the legal profession rely most heavily on employee referrals. Although the process seems straightforward, by relying too heavily on employee referrals, there is the danger of limiting diversity within the workforce, restricting new blood and new ideas to the business and often excluding minority groups. People tend to refer friends or acquaintances who are similar to them and rarely do an exhaustive review of all the people they know, nor do they have the perfect knowledge of all the open jobs available. Employers need to ensure that the referral process is thorough. There are many things one needs to ascertain about a person in order to determine whether they are right for a job and therefore such a referral can only be one piece of the puzzle. Employers also need to be aware of the legal implications of such programs if any. Are we in danger of indirectly discriminating by referring friends rather than opening up employment to a wider pool of candidates? It is often useful to use different recruitment sources to get a wider pool of talent as a benchmark and ensure that all referred candidates go through exactly the same interview and assessment process as all other candidates. All applicants should be treated in exactly the same way - whether they have been referred or not. In summary, employee referrals can be a valuable tool in the recruitment process but should not be used as the only means of hiring. Instead, they should be used in tandem with a broader recruitment plan in order to avoid limiting the candidate pool, as well as to avoid a lack of diversity within the company.   ### Working with fake mandates The number of personnel consultancies has been steadily growing for many years. As in many other industries, there are very good and competent companies here, but also those that proceed unprofessionally or in individual cases even on the brink of legality. Today, no industry is immune to fake and fraud. In recent times, we have observed more and more frequently that highly qualified candidates - especially in the C-level and HR area - are being approached by smaller or start-up personnel consultancies who want to exchange information on a supposedly suitable new "challenge" with a client in order to ultimately use the contact for acquisition purposes. Being called by a headhunter initially awakens a positive feeling for one's own ego. The called personreceives the impression that his or her own qualifications and expertise are attractive. In addition, the personal profile seems to draw the attention of external personnel consultants or someone from their own network seems to be convinced of this and has therefore passed on a recommendation. This positive atmosphere inspires the called person and he or she is willing to discuss his or her own curriculum vitae and the motivation for a change. In this introductory phase of getting to know each other, a trustworthy basis for becoming a consultant is created relatively quickly, provided that one is halfway likeable. Ultimately, one believes in the good faith that this relationship will advance one’s career. This is the usual and common way that professional recruitment consultancies take with potential candidates in order to discuss further steps of the candidate for the mandate to be filled and to support them as a trustworthy sparring partner. Unfortunately, this trust is occasionally misused by 'black sheep' in the personnel consulting industry in order to exploit it for their own purposes. A scam is the one with an acquisition-related background: Once the candidate has taken the initiative and is ready for a personal interview with the client, the mandate has unfortunately already been filled elsewhere or the client has assigned the position internally. The supposedly suitable candidate often has to struggle with personnel bottlenecks in his own working environment; often overload is an important reason for the motivation to change. After the first contact with a personnel consultant, the next step is for the consultant to inquire about the personnel situation in the candidate's current company. This bypass makes it easy for the headhunter to be informed about any new mandates in the candidate's company. This way is easier than to get new mandates through complex acquisition talks. What remains is the extremely unpleasant aftertaste of unprofessional working methods, which in case of doubt has an effect on the entire industry. Unfortunately, there is no way against this methodology to turn it off. Some of my long-time clients contacted me and told me that they had been contacted by competitors via such a 'humanly disappointing' channel. In the end, these seemingly serious discussions were misused as an acquisitional optimization strategy for one's own company. This not only damages the reputation of the respective personnel consultant, but also our entire industry. I sincerely hope that these supposed 'colleagues' will realise that they may be endangering their own existence because sooner or later almost everyone will be exposed as a fake. Candidates who are contacted should check whether a contact by a personnel consultant is a concrete mandate before agreeing to further discussions. If a legitimation of the alleged position to be filled is not presented, the person concerned should only agree with caution to a further exchange. A brief search about the consulting firm in question and a look at its website can also help to avoid unpleasant surprises. The service life of a personnel consultancy is also an important criterion in distinguishing newcomers from well-networked consulting firms. Normally, addressing a headhunter is a positive confirmation of the person's personal vita and usually also an active support for further career steps. If it doesn't fit for the first mandate, the candidate should be able to be saved in the consultant's database in order to be available for further vacancies. We were able to help many of our placed candidates with their next major career step. It didn't always fit the first time we contacted them, but the data we already had enabled us to bring both parties together successfully at short notice.   ### Executive Career Search - The 5 high priority targets you need to focus on In my previous article, 'Executive Career Coaching - 5 ways a Career Coach can help your job search', I talked about what to expect when you are working with an Executive Career Coach (and perhaps more importantly, what NOT to expect). So, you’re now working with your Career Coach, what’s next on the agenda for your job search? Creating a plan to achieve the best opportunities for you One of the first requirements is to draw up a short list of high priority targets for focus. How can you do this efficiently? Create a long-list, list your core capabilities and try to identify target companies matching these, which you can see offering likely opportunities. You can record it in a simple spreadsheet, ranking high to low the most relevant targeted jobs with your key parameters (e.g. CEO role / mid-sized company / international culture/metals industry / commutable / English as the working language / meets targeted compensation package etc.). Of course, you can set up more targets in parallel; so if you speak also German and you would also be open for Regional Sales Director roles, and you have also experience in manufacturing, you should set up these targets in another spreadsheet column. Even better if you can give weighted points to each parameter, and if you summarize the points at the bottom, it will be a great reference to compare your actual job offers to these targeted “ideal” jobs. Afterwards, you will aim at these targets, so your job-search process will be based on real parameters to increase your hit rate. “Working with Sándor was very useful in many aspects. It helped me to define for myself what type of job I am really looking for by setting up clear criteria, and these criteria were also helpful in assessing my current job in comparison. I also learned that career-building is a hard work: you need to have a plan, dedicate time and effort, and also make choices by not pursuing those opportunistic possibilities that may arise but do not fit into the criteria that you defined.” 1. Reset your social media accounts and face-lift your CVs. In your social media profiles you should take care about the messaging, the status ‘open for new position Regarding your CVs: ideally you should have one ‘generic’ CV for Executive Search firms, and 1-3 specific CVs to fit to those dartboards you have created. These will emphasize the most important points, experiences and results from your career which are most likely to feature in searches related to your ‘dream job’. For refinement and fine-tuning of your CV you should use your trusted Coach to help you use the most favorable structure and content and to highlight other needs such as your country / culture flexibility or market experiences. 2. You can begin to explore these “channels”: • Your personal network is perhaps the most valuable part of your search process, since nobody can assess you better for a certain job than those who have worked or lived with you, or have other personal experience of you (e.g.: club, sport, fishing, college contemporary etc.) • Start building your personal brand. Everything is PR which increases your value on the job market, such as a recent picture on your CVs, an updated LinkedIn account, your ‘image’, regular media presence in social media, memberships in Commerce Chambers / Associations, publications in several media, being active in social organizations, voluntary activities... • Visit key and relevant Executive Search firms • Contact those Executive Search firms not present in your country (as they may also have relevant assignments they are managing remotely) • Extend your social media network. One of the most important is LinkedIn which can provide mechanisms to widen your network for job searching, such as groups, premium subscriptions with included “In-mail packs”, and of course the opportunity to see 2nd and 3rd contacts on your radar to select the most important for your job search. “The most beneficial part and the biggest eye-opener for me of the entire coaching program was to learn about how consciously to build my professional network. I understood how powerful a tool LinkedIn is to initiate professional contacts, and also that my current job gives me a lot of opportunities to develop my network.” • “Build up” your next employer by visiting media and a range of events regularly, leave a personal fingerprint on those decision makers who can help you later, perhaps even offering a position you dreamed about. Each meeting may be considered an informal ‘interview’, but take care NEVER to start talking about your job search first! Talk about everyday issues, your business cases, economic issues, your sector and competitors etc. The purpose of these meetings to make good overall impressions on those who can be your further targets / allies. “The positive experience at the very beginning was understanding my situation and position. It was a structured way to describe the present status and to determine key focus areas. It was a good fit to my personality to follow a process in a planned way. I understood what I was doing and that there was a good reason why. Sometimes I was a little impatient because we were preparing the necessary fundamentals - CVs, interview plans, professional networks to use, my primary success stories, career highlights, my lessons learnt, understanding body language, making eye contact etc. - of a successful ‘application’ without immediate application.” 3. Be smart in telephone interviews. In these situations Search Consultants assess your skills, pace, social style, communication skills, and other aspects of your behavior. Because of this: • never answer a call immediately. Always ask the name and the number and request a callback. On the callback you should be prepared about the company (its industry, size, main markets etc.) about the position (if it was advertised check the advert again, check key requirements for ‘fit’). At the callback: • be structured, concise, well-informed and answer questions directly • listen (inter)actively • have some prepared questions about the company/job to show your interest and motivation. 4. Be prepared for your interview with information you have researched and be ready with your own life, personal stories What might be the basis of your personal stories? All those events which can present your skills and abilities appropriately in front of the interviewer. All your “best”, “most important” personal or leadership stories, but also consider your “worst”, “most difficult” or even “failures” which might be useful in demonstrating your learning and resilience. In the interview, of course, you have limited time. A typical interview, lasting 60-90 minutes, if you include the introduction, company presentation and closing remarks / questions, leaves you perhaps 30-40 minutes for your stories. In this time you should aim to present perhaps 3-5 of your stories, meaning you may have 10-15 prepared stories in mind to present the 3-5 most appropriate for the circumstance. For building up the stories you might consider: 1. What was the beginning of the story (who was there, in what kind of hierarchical relationship, and responsibility? 2. What did you think when you first faced the situation / problem? 3. What did you do exactly? (speak for yourself only!) 4. What was the result? 5. You could also describe the effect of your actions (on the group, company etc. from a wider perspective). Be prepared for further questions afterwards, for example, what did you learn from this?, would you do something different now?, how can you evaluate your actions? (If you like to learn more about this, look for more info about the Emmerling, Boyatzis, and Spencer: Critical Incident Interviewing (CII)). “During my job- search process I applied for a concrete job, which was a bit below my ideal target level. I had my next interview with the headhunter and it went pretty well. In the final part of the interview the headhunter took a deep breath and suggested I not continue with this process but look elsewhere for a better-matched opportunity. I had to extend my search process, certainly. I lost that job opportunity but I gained a worthwhile insight which reinforced the value of the coaching I had received. And I made the right decision: I found the job most suitable for me.” 5. Never give up! “It has been really a bumpy road with many ups and downs. Sometimes I felt very positive and close to a result, and sometimes there did not seem to be any realistic opportunity. You can’t avoid being emotionally committed. Such an objective partner as my Coach supported me in my aspirations. He didn’t allow me to concede when in a down and he challenged my requirements or conditions when that was needed.” The job search is much more similar to a marathon than a sprint. You have to use your energy / time / money economically, and you have to face many emotional ups and downs as well. In this difficult process your career Coach is well-positioned to hold a mirror to you, to help to understand situations, and to boost you with new energy for the step! “I highly recommend this program to senior managers. I learned to value my current company higher than before and be very selective when considering new opportunities. The professional network I built already helps me tremendously in my current job - and it will remain a big asset in my next job as well. Thank you Sándor!” Good luck! Sándor Székely ### Fighting cyberattacks with artificial intelligence (AI)? Maintaining IT security poses major challenges for many companies. Cyberattacks are not only becoming more frequent but also more vicious. Many attacks are initially undetected, resulting in even more far-reaching consequences for companies. In order to ward off cyberattacks in advance and to minimize potential damage, a holistic approach is required.   Meanwhile, AI is often used in cybersecurity Many IT decision-makers see AI as the only ideal way to successfully upgrade against attacks. However, AI is only in its infancy in security technology in order to serve suitable fields of application. With the help of AI, the detection and defence against cyberattacks can be significantly improved and AI will soon play a major role in prevention. However, there are limits and it would be almost negligent to rely solely on artificial intelligence. The algorithms have a narrow focus and work with standardized sets of rules. Clever cybercriminals are able to introduce new scenarios that are completely new to the algorithms in order to break new - not covered - ground. Identified viruses should be classified and examined by humans in order to avoid unnecessary false alarms. In each case, it is important to check whether AI should only be used as a tool in the corporate IT security strategy or whether it should increasingly cover the security area. If necessary, the entrepreneurial focus must be directed more towards the necessary human resources. From today's view, successful and therefore secure anticipatory action, just like forensic thinking, is still reserved for human intelligence. In many large companies and corporations, the position of the IT security officer is deliberately located in the management team. Hazards and risks are cross-sectoral, all companies are subject to the same attack patterns. But how can companies protect themselves? Security as a tailor-made product from the catalogue does not exist and there are still limits to AI. Sufficient defence against cyberattacks should normally be the responsibility of the company management. It is essential to set up a functioning IT risk and IT security management system in the company to minimize the attack possibilities for hackers. Security measures must be developed, implemented and executed and also constantly monitored, reviewed and improved. What skills does a cybersecurity expert need? Security specialists need to be much broad-based in terms of their qualifications and profiles than mere IT experts. They focus on implementing and executing a sustainable and resilient ISMS along with data protection and physical security measures to achieve comprehensive security solutions and operational risk and crisis management. Effective prevention work and the planning of potential attack scenarios are also standard tasks. Such planning requires - in addition to pure programming languages - several years of relevant professional experience in the area of information security, certification such as CISSP, CISM, CISA as well as very good knowledge in the area of security and network and also cryptography. In addition to the knowledge in the field of encryption with a mathematical focus and a specialist course such as in economics or MINT, a sound professional experience in IT security (threat response/analysis and intelligence), CERT, conception of intrusion detection and prevention systems is also required. Solid knowledge in the fields of anti-malware software, network administration, IT security or IT forensics and the common scripting and programming languages are just as important prerequisites as a pronounced skill in communication and documentation. Conclusion: In the coming years, it will be increasingly important for company managers to understand the topic of cybersecurity as a brand attribute and not just wait for this problem to resolve itself. Responsibilities must be reorganized and established. AI is an option but not the only way to combat cybercrime. Those who acquire the desired and suitable specialists and managers with this knowledge in due time already have a clear competitive advantage.   ### HORTON INTERNATIONAL EMEA PARTNERS CONFERENCE - Madrid The Horton International EMEA regional conference recently took place in Madrid, Spain. Partners from across the business joined us for the 2-day event to streamline future strategies and to develop business needs, hosted by our Spanish partners, Tony Reinders  and Mena Benatar. During the conference, we delved into our theme of 'Developing Business' where we looked into areas such as 'what to expect from the digital future?'. The chairman of the digital University ISDI Spain / Silicon Valley, Mr. Javier Rodrigues Zapatero, highlighted this topic in a very exciting presentation. He addressed the topics of the digital future as well as the working world and digitization in executive search. This was an excellent basis for the Horton participants to deal with the further development of the business and to initiate the discussion. An overarching topic of discussion for us as a group was how we can best be of service to our clients. From creating tailor-made solutions, to ways we can be more efficient, creating value-added services and always looking to help our clients get the best results along with the best experience. Exciting developments for Horton Group International Limited were also shared, more of which we'll be revealing over the coming weeks and months. Once again, it was wonderful to witness the bonding and collaboration between the partners from around the globe, along with the sharing of knowledge and experience. Our goal for these conferences is to connect as a community and share ideas to enable us to meet the different needs of our clients and the national market condition We were all very well looked after by our hosts, Tony and Mena who made sure we got to enjoy the many delights of Madrid after our days spent discussing HGIL's upcoming plans. And we're delighted that this conference has received the highest feedback rating from partners from all recent events.   Chairman, Andreas Wartenberg: "I feel very proud to have had the honour of chairing this event. Yet again it was a real pleasure to be in such a productive environment, with a group of people all working hard towards the same goal. I'm very much looking forward to the future of Horton Group International" Consulting Partner, Tony Reinders: "Mena and I were extremely happy to have so many of the team join us here in Madrid. It was an excellent conference with plenty of informative and interesting content along with a very good atmosphere. I was especially pleased that we all had time to meet and talk to colleagues from around the business." ### Make me a Vice President, and I'll take the job! Some time ago, I wrote an article entitled, "Location: The biggest challenge to talent management", and talked about the challenges of relocation. As an international Executive Search organisation, we are constantly asked to carry out global searches to find “the best person for the job”, no matter where the people are located around the world. Our clients usually have great roles that need filling, wonderful facilities and a brilliant company culture, but many of the people they are looking to attract are working in another country. This is where the biggest challenges can lie, and companies have to be aware of the issues facing candidates and their families when considering an international move. One would imagine that if the job, the company and the remuneration package were right, then the main challenge would be that of relocating one's family. In most cases, that is correct, but for some people the job title will become a "show-stopper".......and the battleground is usually around the "Vice President" title. The curse of the Vice President title Maybe I have a somewhat jaundiced view of the Vice President title, but in my days working for one of the major US biotechs, I can recall that the UK subsidiary initially stuck to very British titles of Manager and Director; these were people who had serious levels of responsibility - there was not a Vice President in sight. The problem arose when anyone from the UK travelled to visit the US parent company. A UK Manager, who was respected as a senior employee on home turf, suddenly had a crisis of confidence when surrounded by hordes of people carrying the titles of Associate Director, Director, Senior Director and various grades of Vice President. After a number of humiliating visits to the US, the UK adopted the US title nomenclature, which eventually resulted in a Divisional Vice President reporting to a Corporate Vice President who in turn, reported to a Senior Vice President. The SVP then reported to an Executive Vice President who, in turn, reported to the CEO. These days companies use the title, Vice President, in a number of ways. One example may be similar to that of my former company, whilst some other companies only grant the Vice President title to someone who is heading an entire division. On the other hand, I have come across a "Vice President" of Research of a biotech company who had only 4 years postdoctoral experience, a total budget of less than US$ 2 million and a reporting team of four. I carried out a rather unscientific survey on LinkedIn, using the search function to see what percentage of a company's job titles included the words "Vice President". The results were quite interesting. The Swiss based companies had around 3 VPs per 1000 employees, whilst the (non-Swiss) international pharma companies had around 5-6 VPs per 1000 employees. The generics sector tended to be around 10, whilst the biotech sector had as many as 30 VPs per 1000 employees (that being said, one sizeable UK biotech company didn't appear to have a single Vice President). In a nutshell, it is very difficult to compare the job content and seniority of the position by the job title. Maybe this is why I get a little irritated when candidates say, "I'll only take the job if it's a Vice President position". My advice to them would be to ignore the job title and look at the actual job content. How influential will you be, how much real difference will you make, what does the remuneration package look like and what career prospects will the role provide. For sure, it might be a little galling to see a former colleague with a Vice President title, when you are a senior Director, but let's get in the real world and look at the real seniority of the role.   Paul Edwards is the Managing Partner, Global Healthcare with Horton International, a leader in the Executive Search community ### Executive Career Coaching - 5 ways a Career Coach can help your job search. Executive career coaching is a popular and well-regarded service, which many CXOs know of from a practical perspective, including how best to utilize it in their process of finding their next career step, whether while in employment or already having exited. However, there can be different perspectives as to what constitutes Executive career coaching. A surprising number of individuals think that their Coach, who sometimes has an executive search practice as well, will ‘automatically’ place them into their next position. (No!). The Coach may also be surprised because their clients are not always as familiar with the essence of the job-search and interview processes as could be expected, after long careers and considerable experience sitting at the ‘other side of the table’. Let me summarize perhaps the most important things which can make your CXO job- search that much more effective, starting with the basics. Executive career coaching is a support service in that it supports Executives’ own efforts. It helps executives in several contexts to: see their job search from a ‘helicopter view’ determine the best way to manage the many important activities in their job-search process execute the necessary steps well focus highlighted personal attention on their actual job-search questions and - sometimes this is the most important - maintain a balanced, harmonic attitude throughout their job-search, providing real feedback on their methods, behavior and emotional state. The career Coach does not write new CVs, cannot do your proactive job-searches and cannot provide you with a new job! Of course systematic planning, regular high-intensity & persistent working, and - naturally - strong Coach-Executive interactions, are all key ingredients in bringing positive soon. Using these methods, even at the deepest point of the worldwide economic crisis in 2008 - 2009, I worked with several Executives who found new CXO jobs even in those hard times. So some of the most important things: Find a Coach whom you can trust. Trust means that you can believe his / her opinion about yourself, can “use” him / her for an outsider’s viewpoint, seeing you and your project in an objective way, shares his / her opinions constructively with you, and you are able to develop from this honest feedback. In this search for the right Coach for you, you should take care to find someone who really knows the job market you are targeting. A good business Coach, unfortunately, may not be enough to add necessary value to you in this regard. There are many aspects which could make you successful which can come only from those with first-hand experience of running CXO search assignments as an advisor, seeing many top candidates ́presentations to the hiring Client, and knowing - not thinking - what kind of documents and behavior Clients expect. Best to find an executive search consultant who has career coaching experience as well! “Applying for a job could be considered a profession, so it may be best to learn about key market issues & trends from experts who focus on the same every day. Your first and most important step: identifying your targeted position is just the start of a journey with your Coach, towards wider possibilities and precise tools and ideas to support achievement of your goal!" From this introduction, you can see that job-search is NOT (only) an opportunistic approach but much more like a professionally managed project where you have to invest significant energy to target the best opportunities for you, and to create a plan to achieve that. That is why one of the first requirements is to draw up a short list of high priority targets for focus. How can you do this efficiently? In my next article, I will cover the high priority targets you need to focus on to increase your hit rate. ### Horton International Moscow announces new Partner Horton International Russia is pleased to welcome a new Partner, Anna Lapina (Tkachuk). Anna has worked in Executive Search since 2002. She ran Pharma&Healthcare practice in the leading Russian market executive search company RosExpert, Alliance of KornFerry Int. Anna has comprehensive experience in building up, assessing, and coaching top-management teams and individuals as Executive Search Consultants and in-house Experts. She has a proven track record in Ward Howell International, one of the leading Russian executive search companies, as well as in the leading Russian banking and financial institution VTB Group. “Attraction of Anna into our management team is a part of our sustainable and profitable growth strategy in Russia. We are confident that Anna will accelerate our Pharma&Healthcare portfolio and take it to the comparable level with our leading practices, such as Industrial/B2B and FMCG/Retail/Agriculture,” said Andrey Philippov, Horton International Russia Managing Partner. Olli Oittinen, Regional Director EMEA, Member of the Board, Horton Group International said: “I strongly support the extension of our Moscow team and I do believe that Anna will boost LifeScience and Healthcare performance in Russia and CIS as well as bring significant contribution to our global Pharma&Healthcare team”. ### New Work - workplace of the future In the course of the digital transformation, the demands that employees place on their working environment are increasing. However, there are no standard solutions for the concept of 'New Work'. The fact is that providing a modern workplace is becoming an increasingly important factor for employer attractiveness and ultimately for the employer branding. For many employers, the 'workplace of the future' is high on the agenda. Companies are faced with the challenge of choosing the right solutions for them from a multitude of possibilities. Even the current hype topics such as Internet of Things, Analytics, etc. often rank behind the workplace topic in relevance. In the fight for the best talent and to ensure entrepreneurial success, the workplace can also be a decisive factor in differentiating oneself from the competition. It is important to remain flexible and open to new ideas. What possibilities does the employer have in designing a modern workplace? The workplace of the future stands for innovation, creativity and the combination of productive work and relaxation. The central values of the New Work concept are independence, freedom and participation in the community. A good mixture of functionality, conviviality and comfort, for example, can be these: Modern office equipment Mobility and flexibility, possibility of home office, trust-based working hours Creative spaces and lounge areas Individually adapted software solutions, modern hardware solutions Attractive employer offers in the area of health management and employee events. Balance between technology and culture However, it is not enough to offer employees hard facts. It is more important that companies take their employees with them and develop a corresponding mindset. The involvement of the employees is a decisive point for sustainable successful change and success. Many employees want a digital workplace without dependency on IT. Today it is no longer necessarily the company car that attracts potential employees. An important goal is positive employer branding, which affects both existing employees and the recruitment of new staff. When it comes to the workplace of the future, many people quickly think of chic and architecturally modern office buildings, but it's not just the ambiance that counts: Flexibility in the form of work is required, but here too there are often differences. What ultimately counts in the New Work concept is the overall package.  ### Sucession Planning I’m indebted to my colleague, SF, who helped me with this month’s topic: succession planning.  And I’m adding building a talent pipeline to that. Both of these (fairly simple) concepts might coincide in an unwanted way one day when one of your top people resigns and is suddenly leaving.  When your top performer resigns and is leaving, their notice period goes by in a flash. On the other hand, when you've recruited and are waiting the thirty or forty-five days for the new person to come, it seems like an eternity.  If you’re a manager, chances are you have experienced that both ways.   An unexpected resignation is always a shock.  Sometimes managers react badly and refuse to accept the resignation – as if it was their choice.  We don’t work in an indentured society, people are free to choose to whom to give their labour, and managers certainly don’t have any extraordinary or extrajudicial powers to retain people.  If someone wants to leave, they can leave. Candidates sometimes call us with this story and our response is always the same: they have the perfect right to leave when they want (as long as they fulfill their contractual obligations).   Often the manager will scrabble around, trying to cobble together internal resources to cover the loss.  Sometimes this can work very well and perhaps a restructure or reform of the department or business unit will make everyone happier – and even save a bit on payroll too.  But the reverse is also true. Managers simply can’t imagine not having that position filled and they try anything to maintain their status quo. They might badger their HR department to source a replacement.  When that fails, either HR or the line manager comes to us.   That's when the fun starts.  Now we are some weeks into the resignation period and the incumbent is leaving in a matter of days.  Yet they may ask for a discount on fees (which we won’t do) or insist that the position be filled within a couple of weeks (despite them having tried for perhaps a month).  All very entertaining to an outside observer, but less amusing up close to the action.   One antidote to all of that is the simple matter of building a talent pipeline.  This isn't something that the HR department or the line manager has to do alone – we can help.  It’s fairly easy to construct, not particularly time-consuming to manage, but the dividends of having done it are substantial.  When that shock resignation comes in, it’s fairly straightforward to pick up the talent pipeline, dust it off and see what we have.  Within a few days, it is possible to be interviewing and selecting a replacement. Yes, there might be a hiatus of a couple of weeks between the departure and the new arrival, but that is much better than months – which we have seen on more than one occasion.   As usual, let me know if you have any particular topic you would like to see covered here. ### 40 years in 40 countries: Horton International It all started with the idea of creating a multi-cultural executive search group. The founder and namesake, Robert Horton, had his own consulting office in Connecticut in the United States. In the 1980s, Horton began its international expansion into Europe, the Asia Pacific region and the Americas. Horton Group International Ltd was originally formed as a UK-based holding company in 1995 by the founding Horton International partners in the US, UK, France, Germany, Italy, Australia and Spain. It continues to serve as the governing body for the firm, establishing global policies, procedures and guidelines for all international operations. The company's goal has always been to develop new markets, establish additional offices and find partners in order to extend the global reach. Now, 40 years later, the Horton International Group is represented in 40 countries around the world. Gerard Dietrich, the French founder of Horton International and the Managing Director of Horton International in France, says: “Our organization is very stable and strongly based on friendly cooperation. Most of our network partners have been a part of the Group for a long time.”  Robert Horton’s vision was to create a multi-national network with stable values and he achieved both with great success. “Bob gave his family name as the company’s name. He was a very demanding personality and was the driving force behind the Horton group. Unfortunately, he suffered from cancer and died young” concludes Gerard Dietrich.   The area of strength for most Horton affiliates is that they have agile and responsive teams consisting of between 5-7 partners. Some Horton countries are larger but the focus on local expertise, good communication and efficiency remains the same. Thus, Horton is local and global at the same time. All partners are local entrepreneurs in a medium-sized company.Andreas Wartenberg, Chairman of the board says: “I am very proud to be part of this 40-year success story and to support the company in further expanding its global presence and strategic vision. This stable performance demonstrates our continued determination to expand our capacity in all major economies of the world and our commitment to new and emerging markets. I’m looking forward to the next steps we’ll take in the next few years.”40 years of global presence and local in understanding clients’ needs  Contact:Andreas WartenbergChairman of the board ### Client Conundrums This week had been moving along nicely, dealing with clients and candidates–juggling commitments as always – and everything seemed to be falling into place. Apart from one client, there seemed to be so much back-and-forth about small stuff, things that we really could deal with in one phone conversation.   This had been going on for a couple of months – variations to this and that, here and there. We had many questions about the role and the kind of person they wanted to recruit as their country manager in Thailand. We finally managed to secure a time, after many changes, to speak with the MD in Singapore to find out exactly what skills set and type of personality he wanted to hire. We were totally ready for the call, and we had sent a list of questions so that he could prepare himself. When we called, exactly on time, the person who answered the phone seemed clueless as to why anyone would call at all, then we were finally passed us on to the Head of HR.   The Head of HR turned into apologetic mode: yes, the MD knew about the meeting, but he wasn’t back from a prior engagement and didn’t leave any instructions about where he would be – this was despite the call having been arranged for several days. Of course we know that emergencies crop up and people are suddenly, unexpectedly, unavailable. But for most of us when that happens, we take care to cover off with our colleagues anything that is office- related so that someone else can handle it. The fact that the MD didn’t make any contingency plans started me thinking that he doesn’t much care about dealing with us, or respect our time, or – perhaps – even really want us to do the recruitment for him. (That would be odd, as he was the one who engaged us, but never mind.)    So what do we do? Press on with HR and hope that the MD comes back to the party? I’m in two minds – part of me says not to bother, but the part that always wants to see things through is saying exactly that: see thing through, and finish the job. For the next few days though, we are going to wait and see what happens. If we receive nothing from them to try to reconvene that meeting then I am going to have to accept that they really don’t want things to go forward with us. Perhaps the perfect person walked in the door, or perhaps they changed their minds and really don’t need to recruit. Either way, it would be nice to know. Leaving things unfinished or unresolved isn't the way I like to do business.  ### Generational change & family businesses I had a chance to visit Italy recently. Travelling through the beautiful landscapes of Tuscany we were visiting businesses and universities as part of a program focused on family business. The program was organised by an association of small and medium-sized enterprises and crafts which we are partnering with, and it was a great chance to compare the situation of family businesses in Italy and Czech Republic. Is there any difference between the current situation of small-to-medium family owned businesses in Italy, with its long tradition of entrepreneurship, compared to Czech companies? Compared to Italy, the Czech tradition of family business is relatively young. In the Czech Republic, we saw a nearly 40 year gap after World War II. At that time, nationalization was thought to be the best recipe for managing of almost any type of business. After the Velvet Revolution in 1989, key skills and competencies to run a family business was often missing for one or even two generations already. Even more significantly, that was 40 years period often broke the chain of sharing values, the most delicate part of heritage being normally passed on from one generation to another. Values, transferred on the younger generation not via trainings, schools etc. but through daily sharing stories at home, around the dinner table, visiting parents at their office or while participating in the daily life of the family business. As a consequence of this, many dreamed about "the good old days", 40 or more years ago, when all seemed perfect, compared to starting or restarting the business in the 1990’s. However, by that time, the world had changed in many significant ways so what many dreamed about was not the reality... This may be one of the reasons why the shift to the 2nd generation, the most common case in the family business in the present, is a bit more difficult in our case. ### Blockchain - the chain in the digital economy Blockchain is one of the most important trends in digitisation in the current financial year. According to a recent study by the digital association Bitkom, one in four companies says that cryptographic concatenation is one of this year's key technology and market trends. It was also one of the top topics at this year's CeBIT. Many companies showed the different application possibilities that the Blockchain has to offer. Especially in the area of IT service providers, many scenarios were presented to the visitors and the resulting benefits of the technology were explained. In addition to the disruptive potential of the blockchain, CeBIT visitors were able to get to know the latest applications of the decentralized and forgery-proof database. This technology is used as a certification platform in many application scenarios. The data is fed into the block chain and can then no longer be changed. In the digital age, the blockchain can also offer great support in the recruiting process. The recruiting company can rely on the authenticity of the certificates for digital applications and the applicant can be sure - in addition to simplifying the application process - that his documents will not get lost and reach the recipient. Over the last two to three years, this technology has also attracted interest outside the Community from users of the digital currencies in which it originated. Now, thanks to a unique combination of its properties and the enormous possibilities it has to offer, it has become one of the trend themes among the innovative technologies. I was pleasantly surprised by the development of the topic of blockchain. Due to our long-standing customers in the financial sector, we have known the topic of blockchain and its origins as a decentralized accounting system for the crypto currency Bitcoin since the very beginning. I was very pleased that blockchain was one of the trend topics at CeBIT. ### Headhunter 4.0 New technologies such as Skype interviews, big data, profiling and curriculum assessment software have transformed recruitment methods and made life easier for recruiting specialists. But when it comes to executive recruitment, this factor is not what makes the difference. So what about Headhunter 4.0? They are those who can offer business consultancy services. We discuss this in detail with Piero Silvaggio, Managing Partner at Horton International Italy.  Mr Silvaggio, how important are new technologies in the headhunting business? Before answering this question we need to step back and ask ourselves what this work really involves. What do people who search and select for executive jobs actually do these days? If we look closely at the headhunter’s activities we discover that the search itself is only a commodity, it’s a part of the service that will increasingly lose value over time. Our work starts before the search and involves much more than that. It begins with talking to the client, and this is the stage where professional recruiters must deliver their added value. What kind of added value? Headhunting companies specializing in high-profile roles are not just providers of standard search services but offer business consultancies based on a variety of tools, including benchmark and context surveys, international mapping and analysis of in-house teams. This enables them to advise clients based on their individual market and organizational needs. In other words, they help clients identify the right resource for their requirements and to meet their set goals. In all of this, even today, using a social network or a database is not what makes the difference. What distinguishes high-level headhunters is their knowledge of the market and their ability to understand the context. For firms operating in this business, moving up a gear means being able to create a network of services within the recruiting process. But can new technologies be helpful in this respect? Yes and no. They are helpful in some of the standard stages, like the search and selection of profiles on a wider scale. Today, certain aspects of your work can be facilitated through the professional management of specific social networks or services; by casting your net wide you have a wider choice. But as you narrow it down and have to identify the right person for a given opening, technology gives way to the human factor, to experience and vision. Some software programmes can find the profiles a company is searching for based on specific skills included in people’s CVs. A candidate’s suitability for a role needs to be assessed from a much broader perspective, especially if we are looking for a manager. We have to take into account the market and the context, the company’s development prospects and its organizational structure. Placing a new member into a team without taking into account the environment, the people and the existing roles can have catastrophic effects on performance. So, when it comes to these aspects, technology is no substitute for consultancy. How has the profession changed from the past? The situation has changed and is now much more complex. Nowadays, when a company offers a manager a contract, it’s making a considerable investment, so the headhunter has to be able to identify the candidate with the capacity to deliver results.   Technology can make life easier in this respect... But it cannot be a substitute for it. These days, everyone uses the Pro version of LinkedIn and has access to software and databases for their recruitment needs. Before turning to an external provider, companies have already tried to fill their vacancies using their internal resources. If they come to us it’s because they need something more than that. ### Colleague AI has to wait - Artificial intelligence comes to a standstill due to personnel vacancies In classical production, robots have been part of everyday life for many years. It is only a matter of time before robotics will be able to settle in the world of white collars and welcome an electronic colleague next to them. AI-based technical solutions hold even greater potential than the previously known ones. The late physicist Stephen Hawkins has described the visions about the possible effects of artificial intelligence as & 'the worst event' in the history of civilization. So far, the topic of artificial intelligence, in which a working environment with robots that one day will be more intelligent than humans, has not yet arrived. At the moment, the idea of such a scenario is fascinating but worrying for many. Regardless of any horror scenarios, this 'non-human intelligence' also offers many new opportunities and possibilities in most areas of our lives. Artificial intelligence is not a current trend or hype, it is more of an industrial revolution. Renowned technology giants such as Microsoft, Google, Apple, Amazon or IBM invest billions of euros in this intelligence. If these developments were not promising, significantly lower investments would be made. AI is still in its infancy and still needs many development cycles before the colleague 'robot'; can move in everywhere. The problem is not the infrastructure, it already exists to a large extent. There is a lack of know- how and human capital. The technology is developed faster and more advanced than the required specialists and managers have 'grown back'. According to a representative survey by Bitkoms, many specialists and managers with an IT background are still missing. "There is currently a shortage of around 55,000 IT specialists in Germany. Whoever has vacancies for computer scientists or engineers competes with a large number of companies for the same candidates - and start-ups generally cannot pay the salaries offered by established companies", says Bitkom President Achim Berg. It is not only the lack of IT specialists that is currently stalling technical developments in the field of AI. Many companies lack visionaries and strategists who are able to plan and implement the new technologies in an entrepreneurial direction right up to the end. But visionaries do not fall from the sky, they are rare and must be 'identified'. The best IT specialists are not necessarily successful without an existing vision. The same applies to suitable managers, this market is also empty. In order to achieve entrepreneurial success, it is essential to have a qualified leader on board who is able to take visionaries on board and give them the freedom they need to plan and implement ideas right to the end. IT specialists also need a 'chief' to take the necessary steps to business success with AI. These many puzzle pieces are essential to have more than just an entrepreneurial idea with AI. ### Is Good Enough Good Enough? Living in south-east Asia is exciting – and there’s a new challenge every day. Things that are easy back home (wherever that is, having been overseas for more than 20 years) seem to take a long time here – I’m thinking banking, the post office, renewing a driving licence for example. Conversely, things get done here in lightning time – getting furniture or a suit made, or redecorating your home or office – whereas back home it might take weeks. I know that each country has its benefits and drawbacks but there's one theme that keeps recurring around these parts: good enough is good enough. We can see it everywhere: a lack of pride in the job, and a lack of interest in doing what they are paid to do. A general feeling that if they do just enough to get by, then that’s good enough for now – why bother to do more? It certainly isn't confined to the public sector; there are plenty of private companies that exhibit this behaviour. It’s a wonder how they keep their customers; perhaps they don’t, and they have a stream of one-time customers who never go back after that sole experience. Hardly a sustainable business model, but somehow they hold on. But this got me thinking: where does that attitude come from? Why are some people so uninterested in doing a good job? What is it about their workplace that completely fails to spark any semblance of pride, or wanting to do something better? The more I think about it, the more I realise that it falls on management to fix that. If managers are constantly changing (think government ministers, or a company that is always reorganising) and it is never really clear what the organisation’s mission is, no wonder that people drift. And the same thing happens in the private sector if top management is unstable, the company may lose its moral compass. Then all kinds of behaviours that are not normally tolerated become more common and, before you know it, the company is on the front pages of the newspapers for this or that scandal. But, these days, good enough is not good enough. If your organisation has that attitude then it is probably doomed to disappear (unless it’s a government monopoly, then we can feel sorry for the luckless people who have to use it). Business has changed so much – and will continue to change in ways we can’t imagine – that any company standing still is just slowly dying. I don’t have any prescriptions for success here, apart from to urge you to recognise the feeling – and fight it – when you’re tempted to say to yourself “well, it’s good enough”. ### INDIA ..The Roaring Tiger .. India at 70 represents the passing of an illusion.  As the Country continues to tackle it’s pressing economic, human development and social equity goals, it is emerging as a World power even as it still has a large unfinished agenda. India over the past decade has become a much larger factor in foreign and international economic policy around the world.  Economic activity has shifted to Asia and India is a large and growing  part of that story ..in part due to success of economic growth in lifting more than 160 million out of poverty ; India’s economy now the World’s third largest in terms of purchasing power parity has given it greater global heft and is powering the expansion and modernization of the country’s military capabilities  Perhaps as important, a more vocal India is emerging on the world stage , an India that sees itself as a Leading power and seeks to fulfill that ambition. This new stance , still a work in progress , suggests more provocative participation from India on international matters in the years to come.   Whichever way you look at it, India is one of the most happening countries in   the world today ,and is poised to becoming the third largest economy ( behind USA & China ) by 2030*. This has been a result of a number of key/ bold initiatives taken by the new government, including some hard reforms some of which are as under : Corporatization of the Government / Bureuacracy   3 year / annual , monthly Planning for each ministry / department -  with monthly reviews Improved administration – tighter disciplined working/ accountability against assigned KRAs , focus on  productivity ,efficiencies & control on expenditures Review & re-engineering of processes – to enhance ease of doing business Increased accessibility to decision makers including the Prime minister himself Bureaucracy delinked from politicians / ministers Imporoved visibility of the country and building relationships with key partners / nations   Top level meetings with key countries / leaders– USA , China , Japan . Germany , France and the BRIC Nation heads Top level interaction with key interest groups Leading corporates – Oracle , Google ……. Indian diaspora Active participation in World bank, IMF , World Economic forum, Strategic Visits to specific countries to present /Market the New Face of India Well integrated & complementary, nation & economy  building programs Strong focus on building infrastructure The GOI has allotted 9.55 billion USD to National highways for building roads ** The government has set earmarked 20% of of the Investment of US Dollar 1 trillion resrrved for infrastructure during the 12th 5 year Plan. ** India will have more SEZ ( Special Economy zone) than the rest of the world combined and a Trillion Dollar Investment has been planned. Make in India – where companies are strongly encouraged to establish manufacturing facilities in India – and this is incentivized by preferred tariffs , facilities and other sops. As a result a number of companies have scaled up / invested in large facilities in India eg  IBM, Oracle …in IT ., General Motors , Mercedes benz in automotive / engineering Wayne burt-GE Aviation , HAL-Ircut Corp , Boeing in Aviation & Defence General Electric -Alstom in Railways Space Group , Samsung , Xiomi , Foxconn, Lenovo , Opteimus -wistron in Telecom Skill India – harnessing one of India’s richest resource – one of the YOUNGEST population in the world with a median age of 25 While India has a large well educated English speaking population – which is in great demand across the world specially in IT , Manufacturing , Banking – IT is NOT enough to support the spurt in demand for MAKE in India as also  for export Digitization – using the power of digital technology to Empower & Build Knowledge Economy Financial inclusion : Using technology and digital Records in public Administration with New technologies that make the use of financial inclusion and Bio metrics. Financial reforms – eg GST , demonetization , promoting cashless society Leveraging technology – dashboard for all infrastructure projects for realtime status , automation of IT , Railways  etc Whilst  the results of these initiatives have been mixed so far ( for it’s a shade too early )  – their overall impact in the last few years &  what can be expected in the future is pretty substantive Few key indicators/ projections are @ Currently the Fourth  fastest growing economy in the world Currently placed at rank 7 India will be the 3rd largest economy by 2030 * Indian Economy will expand to 6.84 trillion Dollars by 2030 *** Furthermore it’s Annual economic output will double of Britain & France by 2030 *** By 2040 india’s GDP in terms of Purchasing Power Parity will grow to 30 Trillion Dollars and in terms of dollar will grow to 28 Trillion dollars by 2050 , behind only USA and China. Ease of doing business is Significantly improving with the key initiatives aimed at cutting bureaucracy /Red Tapism Second largest market for Facebook & Linked in As mentioned before  India is a land of huge opportunities for countries , corporates and professionals** alike for many , many years to come And we at Horton India – are geared to support corporates & professionals to tap these opportunities and are in the process of building / bolstering our team & expanding our presence to meet the Challenges of the Emergent India ..A Force in the Making !! Sources/References  :  *   HSBC Report *   Report by Bank of America Merrill Lynch *   Forbes Asia ** Indian Planning Commission Reports *** USDA -United states Department for agricultural & economic research ### Data Protection It seems to me that there are increasing questions being asked about social media. There was an article in the Australian Financial Review a few months ago under the heading – NB Silicon Valley: Too much tech is ruining our lives. It follows other instances this year where people have questioned the value of social media – pointing out that access to instant information actually prevents people using their brains and their minds to work things out for themselves. How many people do you see each day, walking along, sitting on a train or a bus, or having a coffee (and not necessarily by themselves) – with their attention solely on the little screen in front of them? And if you are one of them, you wouldn’t know the answer of course! Personally, I’m not on Facebook – and I consciously restrict the amount of personal information I leave anywhere.  Not that I have anything to hide (well not much anyway) – it’s simply that you just never know nowadays about people hacking into your personal data and details until it’s happened.  And the article below does nothing to encourage me to change my mind. Sooner or later, it’s likely that this and data protection initiatives will collide. Reference: Downloading your Facebook data can reveal unwelcome surprise Reference source: Australian Financial Review – initially The New York Times Article Credit: Robin Billen ### Project Management & Project Manager roles Within HORTON INTERNATIONAL, PROJECT TALENTS’s aim is to propose executive search services to our clients regarding Project Management positions. At Horton International, we have a special focus on Project Industries, such as energy, transportation, construction, infrastructures, etc. A project, as defined by the Oxford dictionary, is “an individual or collaborative enterprise, possibly involving research or design that is carefully planned, usually by a project team, in order to achieve a particular aim. A project may also be a set of inter-related tasks to be executed over a fixed period of time and within certain cost and other limitations”. A limited definition. The reality is much more complex, and, as seen in many candidates’ interviews in that field, it can be vastly different to the vision. To sum it up, a project is hard to sell (winning it through an external tendering process, or internally), hard to deliver, and often hard to equilibrate financially. Projects are hard to win due to strong competition during tendering phases, often guided by obscure political streams, and that being too competitive in order to win will only set you up for failure in the long run. Indeed, many projects that are won by stating that it will be cheaper and quicker to deliver than a competitor, are the two reasons that will ultimately cause a project to fail. Projects are hard to deliver because technical constraints are often underestimated or unknown up front.  Partnerships and interfaces are not properly established and defined. Delivery time-frames are often way too optimistic, projects are remotely led and once the contracts are signed, teams must be immediately available. Projects are also hard to equilibrate financially because they are often delivered late and therefore incur penalties as the operational delays can cause serious loss of revenue and increased costs. Horton International’s point of view is that Project Management roles are not exactly like any other operational or functional capability. -within organizations, project management positions are not defined on organizational charts, which generally depict a more holistic view of the company; -a project remains an undefined object inside a company and is, by nature, defined on a temporary timescale. -project functions easily find a place within agile and modern organization delivery frameworks, but integrate less easily across vertical structures; -as a matter of fact, project management works better in a more matrix structured organization by “picking” the competencies it needs from across the more siloed structures; -the project management role is often held by non-specialist employees and generalists, whose competencies rely more on cost, planning, organization, quality and global delivery rather than on the technical aspects of project delivery; - Project management disciplines are barely taught through academic courses, and is the result of the sedimentation of multiple and “over-the-ages” sum of experiences (structured around a set of tools and methodologies); The project management function is often underestimated and is not very visible throughout enterprise organizations.  Career progression as a project manager is not a proposition or is not well known as a career path. Project Management is often the source of new activities that will generate a new line of business allowing the company to “project” itself toward the future.  It appears that there is value in seeing this as a professional career pathway. In that sense, we, at HORTON INTERNATIONAL, are strongly invested into the development of this new “line of business”. What we know for sure is based on the following principles. -a remote project is often complex, and needs multicultural experienced teams; -once onboarded on a project, PM professionals tend to stay on board for the duration of the project, hence the resource scarcity; -an enterprise will neither search nor staff for a PM position until the project is secured and approved.  This is always a risk as there will be a resource shortage and lag period until such time as the project starts. Let’s have a chat about it. Edouard Credey Partner Horton International France ### Horton Management Consultant recognized as one of the 'Top 100 Retail Minds' in India Managing Consultant Sudhir Pai, specialising in Consumer & Retail Practice from Horton India was recently recognized & rewarded as one of the TOP 100 RETAIL MINDS in INDIA by the Asia, Africa & GCC Retail Congress, held at a glittering ceremony at The Taj lands end in Mumbai. This award follows Sudhir’s recognition as One of the TOP 50 RETAIL PROFESSIONALS of India at the hands of Marshal Goldsmith, the retail Guru, a few years ago while he was still the CEO of HAMLEYS of UK in India. Sudhir has been a thoroughbred professional in the consumer & retail industry in India, responsible for successful start ups in Retail for some of India’s Blue Chip organizations that also includes Unilever in India amongst others.   Read Sudhir's last BLOG post 'Revolution in Evolution'. ### Annual Global Conference in Miami showed how closely partners from different countries are working together and pulling in the same direction Our annual global conference this year took place in Miami, April 26-27. Many global partners attended the meeting to streamline future strategies and to deal with many new topics, such as the impact of artificial intelligence on the recruiting processes as well as the strategic orientation of Horton Group International Limited (HGIL). The conference was opened by Josh Hollander, President and CEO of the host country United States. Josh welcomed his international guests with an extensive and forward-looking agenda and with a wonderful accompanying program. We are all very happy that our global meeting this year was taking place in Miami and that we were able to enjoy Josh's hospitality. It is always gratifying to see how closely the many partners from the different countries are working together and pulling in the same direction. Our overall goal is to have a good exchange during these conference days and to meet the different needs of our clients and the national market conditions. The conference was split into two main topics. While the first sessions were focused on business-driven topics, the second conference day was about positioning the strength and the benefits of the group to the need of Horton’s clients and the market’s demands. The topic Artifical Intelligence is very important both for the executive search market and for the mandates, as their challenges and needs change accordingly. The Horton Group must therefore also take a clear attitude and position itself in a global manner adopting latest technologies.   Article credit: Andreas Wartenberg ### Selecting the Best Candidate Paying the necessary attention and effort to the selection process of any candidate is an excellent investment of resources. The cost of a poor recruiting decision is extremely expensive, especially when it comes to executive level. To minimize the risk of error, we need to evaluate three key questions: 1. Can they do It? (knowledge/potential/capacity) “Installed Capacity”: First we need to clearly understand the job profile: Purpose; Objectives KPIs; Required Knowledge.Based on this understanding of the requirements, it is necessary to find the evidence by getting to know: Academic Background First Hand Experience Technical Mastery General Competencies 2. Do they know how to do it? (Has done it or has been a part of it): Evaluate if the person has covered the position before or has been close to it and knows how it’s done but has not been the one in charge. Normally, you will figure this out by digging into: Experience and Academic background. Superior interviewing and research skills are the key tools required to answer the two first questions. I cannot emphasize enough the importance of developing interviewing skills, not only for selection purposes, but it is one of those learnings that will help you achieve your key results in many ways. Usually, when recruiting top level executives whom have been successful, finding evidence on the two questions above will be relatively easy. The success of these executives in a new organization depends more on answering positively the following question which can be the most difficult to evaluate, find the required evidence and source all the resources we could use beyond excellent interviewing. There are not many tools that can be of help here, but fortunately there is at least one that I know and have used successfully. 3. Will they do It? (Wants to do it?): The answer to this question requires a deep understanding of the organization’s culture and the key elements that fire the energy inside the individual. An excellent match between the organization and the individual is imperative to ensure success. Regarding the organization, we need to have a deep understanding of its culture and motivations: Vision / Mission /Strategies Declared Values Actual Values  Behaviors displayed by the individuals and reinforced by the organization Business Results vs Objectives and how these results are achieved We need to look deep in the candidates the key elements that move them to act in the following ways: Motivators Life priorities Behaviours Personal context Analyzing how the actual state of the elements above between the organization, the job profile and the candidate profile, is key to make sound judgement to choose those professionals who are most likely to succeed. Many times, our customers do not have full clarity of many components of the key elements to evaluate and that’s where our consulting/advice delivers superior value. To achieve this, we offer committed and personal effort. It is one of the main reason why, by design, our business is focused on select client relationships in specific industries. This allows us access to the broadest possible universe of talent, prevents "off limits" conflicts and help us to form enduring strategic partnerships with clients. ### When you reach the top, remember to send the elevator back down for others It’s going to sound a bit like a complaint (which it is) but the elevator (lift) system in a building where we have an office is really antiquated.  In a row of four elevators, at busy periods only two of them work: one going up, the other going down.  You might think that odd: what are the other two doing?  Well, they are waiting for someone to call them from a floor that doesn’t already have people who’ve pressed the button.  So the empty elevators sit there, until the other two reach their destinations and then, hey presto, one will burst into life.  Not very efficient, you might think.  Old-fashioned too – the technology has been around for over thirty years to fix that.  (But that costs money, and the landlord watches every cent.)  The whole scenario wastes so much of the tenants’ valuable time; the landlord saves a dollar, so I suppose he’s happy. But it got me thinking.  There is a famous quote which reads "when you've reached the top, send the elevator back down for the others" (credit Edith Piaf).  It’s allegorical, meaning being prepared to help those below you on the career ladder so that they might also enjoy success.  But why couldn’t that happen literally?  If, at peak periods, the last one out took the trouble (what trouble?) to press the button to send the lift up or down, as required, the problem would simply evaporate.  All four elevators would do the job they are designed to do and passenger waiting times would be kept to a minimum. There's a wider angle here, of course, as there usually is in my columns.  It’s about helping people – in whatever way.  So many of us can be thoughtless.  It doesn’t mean that we are bad people, far from it.  It simply means that we don’t think about how we might help others, or at least make their situation less worse than it is.  For example: the only person who insists on having a loud conversation on their mobile phone in an otherwise quiet train carriage during rush hour.  The rest of us are minding our own business, absorbed in our own worlds, and we have to listen to the intimate details of their personal life. In our busy world there are a thousand ways, every day, of showing a little bit of kindness, consideration or helping others.  Think how marvelous the world could be if we all took just one or two opportunities each day to help each other.  In the digital world we live in today sometimes it really can be just a case of pressing a button! Wouldn’t that be something to celebrate? ### Wellness at Work: Prevention and Support is Key Company wellness programs are a growing trend among organizations and are no longer limited to forward-thinking companies like Google. In fact, more than two-thirds of employers in the United States offer them as part of their benefits packages and a recent survey found that 81% of large employers with 200 or more workers and 49% of small employers offer wellness programs aimed at helping employees lose weight, stop smoking, and make other lifestyle and health changes. Add to this that one-third (34.9% or 78.6 million) of U.S. adults are obese , that America’s workforce is aging and working longer, that chronic diseases and conditions like high blood pressure, cholesterol, diabetes and obesity, are caused in large part by lifestyle choices and that healthcare costs continue to skyrocket and the need to have a healthier workforce becomes quite clear. Wellness Programs are currently more prevalent in corporate atmospheres among those with white collar jobs. However, it’s predicted that they will begin to be implemented in more physically-demanding blue collar industries in the near future, like the industrial, construction, transportation, and manufacturing fields. And the need in these industries is acute, as blue-collar workers have been found to have more health concerns, like obesity and smoking, than other groups. So what’s all the buzz about and why should you care? Workplace Wellness Programs: Increase employee engagement, productivity and job satisfaction Reduce employees’ out-of-pocket medical expenses Lower employee stress levels and boost their overall well-being and energy Decrease healthcare costs, worker’s compensation claims, employee injuries, and absenteeism Attract and help retain the best talent Enhance your company’s image One thing to keep in mind is that wellness programs are growing and expanding beyond physical wellness and are looking more holistically at employee well-being.   Companies are beginning to take more integrated approaches with initiatives like flexible work arrangements, financial and retirement planning, mental health support, child and elder care assistance and more. Wellness programs have a high ROI for both workers and employers and are worth the time and effort invested in them.   Thinking about implementing one in your workplace? There are many resources and tools to determine what would work best for your employees. Do you have a successful wellness program at your company? We’d love to hear more! ### Economic Cycles - Catching the next BIG wave Be mindful of cycles My recruiting experience in Russia demonstrates that a need for professionals in various functions depends on a phase of the economic cycle, which is 3-5 years in Russia. I see such pattern in our search portfolio and requests we receive from our clients to find managers for different types of functions. Economic growth fluctuation rate is much stronger in Russia compared to other countries and it is clear that demand for human resources in our country is more sensitive for economic cycle phase change. If in addition to rate of jobs cuts/increase (usually there is staff reduction in recession and staff expansion at the economic growth) you analyze the roles people are being hired on or dismissed from, you can notice other patterns too. For example, we witness that demand for various function specializations differs depending on economic cycle phases. Industrial lags and drops Pace of economic drops differ from industry to industry. For instance, the construction industry drops lower than the food industry. We can also note industrial lags – automotive manufacturers are normally among first to drop, next there is automotive suppliers who enter the recession and etc. These “rules” similarly apply to the economic growth. Business size and maturity level of an organization also influence increased demand for particular specialists. What is the deal for employers? Attracting and adapting a required professional right before the demand increase for a function is top of the line for an employer. In this case you have “the best candidate for a reasonable price”. In the time of a stable economic growth, most companies concentrate their attention on the sales function when recruiting. Even when it is evident that the economy becomes “overheated” and it is not long before another downturn, business strives to sell more and further strengthen the sales function. This need drags a big number of customers to the market along with a rush for candidates, including those at executive level. When demand peaks the clients become more expensive, although they're not always the best people. When the market enters a decline phase their focus moves to a finance function. There is a need for new business models and risk management improvement, the regularity and detail of reporting increases. Tightening of a company’s financial discipline leads to new higher requirements desired from financial professionals. Standards increase and unfortunately not all specialists can comply. Thus we see fast increasing demand for professionals of a higher level on the market. Having more freedom, financial officers strive to sharply minimize costs, which triggers another focus change, this time on procurement, logistics, HR. As a resultit bringsdemand that exceeds supply for these roles significantly. At the dawn of economic recovery companies begin eagerly focusing on marketing and new product development. Demand for specialists in these fields on the market becomes explosive. Rare species – grab them before they flee  Companies that had a good fortune to acquire brilliant employees within the most high in demand specialization in this long-term cycle must take additional effort to retain them, as these talents may become required by another business in no time. I still remember fivefold demand increase for risk management executives in the fourth quarter of 2008, and how salaries doubled for several months for these roles. People made substantial progress in their careers within their companies and held excellent positions on the market. They were appointed on high level roles with a big, and in some cases huge potential and a belief that they will manage successfully. Who is in demand these days on the Russian market? Where are we now on the economic cycle and what functions are in demand? In our opinion it is now the time when demand for marketing and new product development areas is fading, and interest and needs in sales functions starts rising. Get the ride Understanding the cycles can assist a particular professional in better career planning. Recently one of the candidates asked me about situation on the market and was really frustrated to hear that production professionals were highly valued and their incomes increased substantially. He told me: “Now I realize that career wise it was a strategic mistake to re-qualify from production to marketing several years ago, because at that time this function was highly in demand. And now when I trained and obtained a distinct experience we entered the phase of production demand. But it has been many years and I lost most of my production experience." Is it worth to seek the new trend and change one’s specialization immediately? In our opinion the answer is rather “Yes”, or alternatively to develop a longer term strategy in planning your career. There are various options to choose from, but it is still up to every individual to decide which paths to take. Insteadofaconclusion A decision on who and when to hire needs to be made with consideration of many factors. However as one of our clients say, a General Director of one of the biggest companies in the market with revenue of 500 million Euros in Russia: “There is nothing new.  An old proverb comes to mind: Make provision for a rainy day, but in good time”. Article credit : Andrey Philippov ### Industry 4.0 – state of affairs: New value creation models call for fresh new thinking Digitization and the Internet of Things continue to change our everyday life. Many products no longer merely consist of hardware that carries out the majority of the functions. The huge importance of the software and intelligent programming, as well as links to other devices or objects, have gained in importance. Companies like Google, Apple and Amazon have long since left the earlier giants such as Kodak, Nokia and Sony in their wake. Anyone who drops the ball when it comes to the digital transformation has missed the biggest trend of the age and will probably soon be losing ground if they don’t take significant measures to counteract the problem. That’s why the subject of digital transformation is currently at the top of the agenda at all large and well-known companies. Competitors from outside the industry often threaten well-established companies because they know customers better or have been faster to understand and implement the trend. Thanks to its highly complex algorithms, Google knows many customers better than actual service providers who, although they look after their customers, do not carry out any systematic evaluation and rarely have any taste for future tech. One example to the contrary is the food delivery chain Lieferando: no restaurant or fast-food chain knows more about the preferences of its customers than this platform. The fact that customer preferences (for organic food, only fish, Indian etc.) can be turned into benefits for potential suppliers of the corresponding products is a logical next step. Huge potential for new business ideas The technical possibilities are numerous and offer extensive opportunities in all sectors for changing existing business models. Many companies, however, are not aware of the advanced value creation potential that is available thanks to IoT. The technology behind IoT serves primarily as an enabler to make new business models possible. Often, IT decision makers consider the Internet of Things only from a technical perspective. They often have a hard time convincing other stakeholders of the sense of what is technically possible and that digital innovations may de facto even lead to new business models (ergo to increased sales). The Industry 4.0 vision of the future requires thinking outside the established framework and thus also means seeking new partners in other industries to explore potential new fields for value creation. The transformation of many business processes – and increasingly within existing production areas – creates a well-founded basis for diverse collaborations which go far beyond the hitherto existing fields of business. For many companies, a changed value creation strategy may indeed be a decisive advantage over competing low-wage countries. Here the focus is no longer solely on the product or the sale of high-quality products, but rather digital marketing based on the associated merits, i.e. services, software applications (if required) plus regular updates, fast and flexible local availability as well as a guarantee of customer-friendly use.   Innovative thinkers required Along with innovative business ideas and sophisticated value-creation chains, it is also important to have the right kind of thinkers on board. These are not only technically savvy professionals and executives, such as: chief digital officers, data architects, digital project managers, data engineers, chief customer officers, chief Internet of Things officers, data scientists, or chief analytics officers. Professional or segment-external strategists are quite able to plan new and innovative business models and to see them through the maturation process. They have an unbiased eye for potential outside the already existing value creations.   Summary: Technical change doesn’t just happen on its own. It must be implemented and expedited by innovators, technically implemented by the IT staff and supported by all employees. ### Horton International announces partner in Hungary Global executive search group, Horton International with over 40 offices in 30 countries, announced today that the Performan Group has joined the group, further strengthening Horton International’s presence and expertise as a global leader in retained search. Established in 2003 and led by Managing Partners Sandor Szekely and Erika Gombos, the Performan Group provides executive search and leadership consulting services across a number of sectors in commerce and industry in Hungary, including consumer products and services, financial services, industrial life sciences and healthcare supply chain, logistics and transport and natural resources. Sandor Szekely is responsible for the Executive Search business, Erika Gombos leads the Leadership Development activities. The Performan Group has become a mature, well respected consulting firm, which is known as a quality provider of all-round leadership search and development solutions to its clients. Sandor brings to Horton International more than 20 years Executive Search experience. With the exception of a couple of years, which he spent in a multinational environment, he has been working in the executive search sector almost since his MSC and MBA graduation. Beyond managing the search projects and leading the company's daily operation, he is an accredited consultant in many personality and behaviour-based assessment tools, tests and AC/DC’s. He regularly supports top management with their career change as a senior career coach. Erika has a wealth of leadership experience, gained partly in a multinational environment, spending more than 7 years in top-leadership roles and more than 13 years as an organisation design consultant. Erika has an MA and two MSC degrees in Economics. As well as the main job of heading the Performan Group´s leadership consulting activities, she works as an accredited test expert, AC/DC consultant and qualified executive coach for her clients` day to day operations. “The addition of such an established partner to Horton International in Hungary further underpins our global strategy to ensure our clients receive the best worldwide knowledge and expertise tailored to the domestic market,” said Ross Eades, Chief Executive of Horton International. “This demonstrates our continued determination to expand our capabilities across all major global economies as well as our commitment to new and emerging markets.” “In this growing environment, the Performan Group more than welcomed the opportunity to join Horton International,” said Sandor Szekely. “The main purpose of the Performan Group is to develop a superior relationship with each and every Horton International office and their clients across the world, to find exceptional leaders for their operations and to support them with all-round leadership consultancy in Hungary and in the surrounding CEE countries.” Hungary, as an active member of the CEE region is an important part of its extensive economic development. This region is currently the world's 3rd fastest developing area and even compared to the EU as a whole, the growing potential itself is 30% more than the EU itself year on year. To understand it in numbers, it is enough to mention the annual GDP growth of around 3-4% per year, the low inflation rate, the continuously improving economic prospects of business leaders, the rapid rise in domestic consumption, the single digit sales growth expectations at most of the multinational companies or the decreasing unemployment rate even to 0-2%. Hungary is currently taking serious steps in support of the working capital with the continuous increasing of wages to lift the country's quality of service and by making the tax system more favourable for multinational investments. Based on a CEE study (01/2018) Hungary is currently viewed as a “safe haven” for the working capital, without major political or economic risks. ### KSearch welcomed as Trusted Partner of the French Chamber of Commerce & Industry In January this year, KSearch was welcomed as the newest Trusted Partner of CCI-France-Philippines (French Industry Chamber of Commerce & Industry in the Philippines), a bilateral chamber of commerce that promotes the trade and economic relations of France and the Philippines. The Trusted Partner status will allow for access to the French Chamber’s more than 130 members and its affiliation with CCI France International, a worldwide network of 115 French Chambers operating in 85 countries. As Trusted Partner, KSearch will not only receive official recognition of its status but will also gain priority endorsements to all potential interests from members, institutional partners, and the CCI France international network.  What is also of special interest is the opportunity of gaining priority introductions to French companies seeking to enter the Philippine market.  KSearch welcomed as Trusted Partner of the French Chamber of Commerce & Industry  ### Organizational Myopia of the new CEO The labor market is generally undergoing change by new forms of work, increased technology use and internationalization, etc. Several temporary recruitments, more training courses, more tasks / functions and shorter managerial period are increasingly empha- sizing the CEO's career paths and CV. By employing a CEO, it is of course important to ensure that the CEO's professionalism, experience and personality match the company's strategic challenge and culture. In some turbulent recruitment processes, the CEO faces a short-term task, which places high demands on specialist competence and the rapid composition of the right management team (M & A, Turn around, Change project, etc.) in order to be able to act quickly. In other more stable recruitment processes, the CEO faces a "long-term task" that focuses on the necessary general management skills that are required in an on-going business.The time we live in requires rapid execution on the goal and strategy, why the new CEO begins to prepare for the 100-day plan, before his/her accession, including organizational review, etc. In the latter case ("long-term task"), we experience the CEO who already announced in the recruitment process that he / she plans to "bring" some good, well-known colleagues from management teams in the companies, they are just leaving.There are, of course, some positive aspects of such an act, but also obvious negative aspects such as: lack of deeper understanding of the situation, respect for existing organization, nepotism, etc. There is also a risk of sending a signal to the existing organization that it does not work well with frustration and lack of team spirit as a consequence. In addition, coworkers brought by the new CEO can end up having an uncertain existence the day the CEO must at worst leave the company, and they might not be part of the continuing organization.Furthermore, it is a wellknown tool within "competitor surveillance" that by studying the previous CEO / Leader Group's action, it is likely to predict the future behavior in the new company. Information that will always be valuable to the company's competitors.The new CEO must, of course, conduct a thorough analysis of the company together with his/her management team and employees, and make his/her own experience the "first days" before communicating a new goal and strategy. The new CEO who already plans the composition of his new management team without sticking the "finger into the ground" does not understand the deeper meaning of the term "diversity in the management team" and risks disqualifying himself from the future CEO challenge, the way we see it. ### Lost in Translation? "A language is not just words. It’s a culture, a tradition, a unification of a community, a whole history that creates what a community is. It’s all embodied in a language.” Noam Chomsky LOST IN TRANSLATION? Who has never dreamed about a pill or a wire that would make all the necessary information just be absorbed by the brain? It might easily replace especially time consuming activities, such as learning languages. According to Nicholas Negroponte, an Amercian architect and computer scientist, the founder of MIT media lab at Massachussets Institute of Technology, in 30 years it will become a reality! But is this really such a hurdle in the world, where „everyone” speaks English? First of all, the language barier, regardless to the availability of numerous translation tools, is still an issue. According to The Guardian in 2015 33% of vacancies in Great Britain were hard-to-fill or remained unfulfilled, due to candidates’ skills and experience shortages. Interestingly, the skills shortages relate also to candidates’ „soft” abilities, which may improve future performance by 30%. So how should business handle this bugbear? „Proliferating” the workforce with necessary skills is just a wishful thinking, and while Negroponte is usually right, 30 years seems a little too long to sit down and wait. Many companies, including international commercial platforms, invest in intelligent technologies, especially machine translation. The most interesting examples are represented by online retail branch. eBay has recently had to tackle the essential obstacle of limited listings available for users, who changed their language settings. It was extremely important, since over 50% of their revenue comes from international sales. Namely, the users could only see items posted for sale in the selected language. Alas, it was only possible in one language at a time. eBay has therefore come across with a concept to engage machine learning algorythms to translate all relevant listings automatically, irrespectively to their original posting language. Evgeny Matusov, a Senior Research Manager of eBay, believes that machine translation techniques are significant for users with limited command of English. It enables them to get the access to all online auctions and take full advantage of cross-border marketplace shopping and selling opportunities. Significantly, according to Hassan Sawaf, a Senior Director of Machine Translation at eBay, there are still many countries important from eBay’s business perspective, where only less than 10% of population speaks English. The statistics in other non-English speaking countries, excluding Western Europe and Scandinavia, are comparable.  Imagine: it would take a thousand translators 5 years to translate just 60 million listings aviailable for Russia only, while there are currently over 800 million listings on eBay in total! What’s in it for Executive Search? English is believed to have become a contemporary ‘lingua franca’, especially in the world of business. Last year Toyota announced that they would adopt English as the company’s official language by 2020. German household appliance producer - Siemens and a French benefit and reward systems provider - Sodexo did that some time ago. English has been used as the main communication tool in many other companies, including Nokia, Samsung, Nestlé or Honda. Even if not sanctioned by the corporate strategy, a universal English policy can simply pay off in the long run. On the other hand, it does not necessarily resolve possible language gaps in the field of external contacts, especially in the context of export or new market business development. For instance, Goldman Sachs faced this challenge several years ago, striving to appoint a CEO for one of their joint ventures in China. Many Senior Executives - top managers with intercultural business experience, whom we encounter in the course of our work, share their professional stories. Their English skills are usually highly developed. Those, who had the opportunity to run businesses in Russia, Balkan peninsula, Western and Eastern Europe, Scandinavia, APAC and the Middle East frequently point out that the more eastwards they went, the more essential the cultural nuances, embodied primarily in the local languages, seemed to be. English is obviously indispensable, they claim. So are dictionaries, online translation programs and other softwares of similar use. But those are the details, often barely a basic ability to communicate in a local language, that open the way for successful business partnership.  Yet it takes an effort. I recall a remarkable situation - a business meeting with the Head of HR of an international clothing company, based in Istanbul. A greeting in Turkish as the opening statement proved to have laid a firm foundation for cooperation, that  followed. This was obviously not the main reason for the cooperation to start, but it surely helped to create a good ‘climate’ for further business endeavors. Machine translation and similar tools seem to work efficiently, where raw data processing is at stake. When it comes to relational aspects, that needs a human „frosting on the cake”, technology may not be sufficient. It appears, that the nuances, that are frequently crucial to succeed in business, may be very difficult to identify and formulate in a precise way by an algorythm. Machine translation, so much aimed at efficiency, does not necessarily pair up with the „in between the lines” effectivity, so relevant in certain contexts. Cultural sensitivity matters, so far. And can make a change. The AI revolution continues. Will the machines be able to reproduce not only performance, but also emotions? Is this what we should be yearning for? How will executive-level business benefit from this? The future will bring us the answers. ### Revolution in Evolution Historically, India has been a land of retail characterized by the mom & pop stores ..millions of them across the length & breadth of the Country ..carrying the typical complexities & diversities of the Land as they change form from one State to Another .. A Plethora of stores, an incredible assortment of formats; on one hand, we have local  grocery stores offering credit and home delivery, and kiosks slightly larger than a kennel selling Tobacco , Cigarettes , Candies & confectionery ; on the other, we have organised big-box retail chains and branded Retail stores right from Economy to premium, to Bridge to Luxury and even the Luxury brand Retail !! New kid on the block -There is a flourishing e-commerce sector that is expected to transform the industry. From personalised services, to cash-on-delivery and instalment payment systems, India’s retail sector has definitely come of age. Over the last decade, the concept of shopping has also undergone change in terms of format and consumer buying behaviour. Modern retailing has taken over the Indian retail market and is observed in the form of bustling shopping centres, multi-storied malls and huge complexes and retail hubs that offer shopping, entertainment and food under one roof. As per the report on the retail sector – Think India, Think Retail, modern retail penetration in the top seven cities of India stood at 19% in 2014, of which brick and mortar modern retail space was at 17%, and E-retail at 2%. However, the scenario will soon change as the share of E-retail is expected to upsurge five times its current size, from 2% in 2014 to 11% in 2019. The Indian customer has evolved with time and this has led to a sudden spurt in global brands entering the market with their set of offerings. This, coupled with a rise in purchasing power, has brought branded merchandise across categories like apparels, cosmetics, beverages, food and jewellery within the reach of customers. Currently, the total retail spending in the top seven cities in India amounts to INR 3,586 billion (R679 billion), with  the financial & Commercial capital of the country -Mumbai accounting for the lion’s share of 29%. This is followed by NCR - New Delhi and Bengaluru at 25% and 15% respectively. Going forward, the total retail spending across the top seven cities is expected to more than double, over the next five years. Given the current activity in e-commerce across the country, we expect the retail sector to see substantial changes in the coming months. While the share of E-retail is expected to upsurge five times by 2019, the share of brick and mortar modern retail will see a drop from 17% to 13% during the same period. It is time for retailers to take note of the change and capitalise on this opportunity by introducing newer formats that would pave the way for better products that are available at the right price. With an ever expanding domestic market and a forecast growth rate of 15% a year, the Indian retailing scene seems extremely attractive for overseas investors who are looking to foray into this segment and make huge returns on the back of a large consumer base. Today, several global names are keen to enter the Indian retail market; however, it is for the present government to decide the route. Will foreign direct investment be the best one? We will have to wait and see. Organized Indian Retail is a relatively new sector, not over 30 years old with ‘Pantaloon’ from the Future group and Shoppers Stop initiated by Rahejas ( leaders in Construction business )  being the pioneers in the Retail industry or who it could be called before it acquired it’s spurs. Besides them, there were only a handful of early adopters in the first decade, a scenario that changed rapidly in the second decade. The late 90’s to 2008 saw a melange  of emerging retail brands in India. With apparel and fashion taking the lead, other lifestyle needs were not too far behind. With the economic wave’s upward crescent and disposable income on the rise, the burgeoning middle class was now spoilt for choice. But in the midst of this massive expansion, a critical question to be asked was, ‘Was Indian Retail at par with international retail?’ The answer was apparent with a walk down a high street ( There are No high streets in India in the True sense of the Word ) or Shopping malls — the new flavour in organized Indian retail. Often greeted by straightjacketed mannequins with hanging arms and staid expressions, standing in a military formation in a cramped window. This was the face of the store and it couldn’t possibly compare with global retail. The latter being more than a century old whereas organized Indian retail was still in its infancy. Post 2008 the economic dynamics in the country saw a sea of a change. Hit by the global slowdown and the recession, the downturn saw many yet-to-be-profitable-brands fade into extinction. Consolidations, mergers, acquisitions and silent exits were the order of the day. Inflation was on the rise and GDP growth was at a measured pace. All this and more influenced the rise of a new government in 2014 which introduced ground shaking policies of demonetisation ( withdrawal of higher denominations of currency to Curb the parallel economy ) and GST ( rationalization of the tax regime ). The turbulence of the last decade has certainly seen many small players exit the scene but it also led to the emergence of stronger, more cohesive brands that weathered the storm. In a heartening move, one now experiences organized Indian Retail at far better standards & those which are comparable with the best globally. Perhaps Indian retailers have realized that to woo and wow the audience they need to tell a story from the beginning. Defined product lines, well presented in collections, synergized deliveries across the chain of stores, world class branding, a detailed and layered retail store experience projecting the brand identity, last but not the least, topped with effective social media posts and engagement, all building that traction at the store, a Certain Stickiness that builds a positive affinity for the store brand. Today, brands fight hard to retain a customer acknowledging that brand loyalty can’t be taken for granted. Indian Retail  brands have covered a greater distance in this last decade than the preceding one. What makes this achievement even more significant is that it has happened in a less favourable economic climate. While the Evolution continues, there has been nothing less than a revolution in the Organized retail in India, given where it has originated from. About the writer: Sudhir Pai is ex-CEO Hamleys India and now Managing Consultant, Consumer & Retail Practice at Horton International India. He has spent 27 years in retail - across companies like Titan, Blowplast (VIP Luggage), Unilever, Shoppers’ Stop and Reliance Retail and 10 years in FMCG, in Phillip Morris and Gillette.   His LinkedIn profile is https://www.linkedin.com/in/sudhir-pai-a65a092/. He can be contacted at +91-9867645042 (Mobile), sudhir.pai@hortoninternational.in (Email). ### What the candidates say... I hear this statement quite often in discussions with candidates, particularly when they are planning a career change. „I would like to do a job where I can see the results of my work“. What does it mean? How long does it actually take across various professions to see the real outcome of  „my“ work? How much do professions differ when compared by this factor? Thinking about it a bit more shows how relative the term time may be.... When I start with myself in the position of consultant I may say that it sometimes takes hours, sometimes days, most usually a few months but sometimes even a year before a project is finished. For many positions it may be the same. A house will likely be finished within a year or two if everything goes according to plan. My friend who is running a big garden centre will probably see the outcome of his gardening projects within few months or a maybe year. He may even have the great benefit of seeing various longer-term results as the seasons change and the client’s garden gets modified by growing trees, bushes or grass.... For some jobs it takes much longer to see results. It is said, and unfortunately also measured, that it takes around 12 years before an infrastructure project such as a new highway is finished in the Czech Republic. The wait for a new high speed train connection? We may have to wait till 2035 (a real claim made by our prime minister in 2017). Well, still not too bad when compared to the length of the project which started back in the past in Puerto Rico.  In 1974 scientists seeking artificial intelligence in the distant galaxies sent a message via the Arecibo radiotelescope. If their message reaches its audience it will take 50,000 years before any answer is received back here on Earth. Time is relative….. ### End-to-end digitization Frankfurt, 29.11.2017 (PresseBox) - Changes in customer behaviour, new competitors and a number of new regulations are causing a high dynamic of change in the market. Anyone who hesitates – or even stagnates – will quickly lose ground in the digital race. Therefore, a consistent end-to-end digitization may represent the successful basis for future-compatible realignment. Isolated solutions are usually not sustainable and cannot meet the requirements in terms of customer focus and efficient processes. When it comes to implementation, several departments or divisions need to work together, with IT taking on a key role as a business enabler. Customers demand digital services Our daily life is becoming ever more digital. Most people appreciate the information and transaction opportunities that the Internet provides. They make use of the permanent availability of product and pricing information and customers can now even design their own products online according to their own wishes. In addition, they rely increasingly on intermediaries and comparison websites and transfer these expectations to almost all sectors with which they have contact. Companies need to digitise products and processes throughout New competitors are breaking into the markets and disrupting existing value chains, sometimes changing them dramatically. Many companies have already responded to the divide between digital customer requirements and existing offers. However, some have concentrated so far often on individual measures and have still not realised the enormous potential of end-to-end digitization or, in some cases, even recognised the need for it. Examples of such individual measures are activities like the modernisation of the website or the introduction of apps. These measures are useful for many companies, but as long as many complex processes continue to be carried out manually and companies remain stuck in the past, they will continue to fail their customers’ digital expectations. Understanding customer expectations and needs If one takes a closer look at the type of convenience that customers want, the processes of some innovative business models suddenly come to the fore. Good examples of successful implementation are Airbnb and Uber. Neither company has reinvented the wheel; but they have, however, created very convenient digital management of their business models for their customers and made use of the available digital opportunities of the post-Google phase. Most innovators agree that it is important to put customer needs – i.e. seen from the perspective of the customer – at the centre. What is new, however, for many is the opportunity to implement this in an end-to-end digitization and thus provide increased customer penetration and stimulate growth increases by delivering an improved customer experience. The process, however, should not occur in isolation: companies need to seize the opportunity to realise the paradigm shift offered by modern technologies. Various approaches to end-to-end digitization The established market players, in particular, have very different views on the best approach: some rely on parallel implementation in completely new set-ups and others on embedding digitisation in existing structures. Some argue for an integrated multichannel transformation of existing business, using new tools, such as, for example, robotics in production processes. While others prefer a parallel build-up of purely digital business channels to replace existing processes. This second option has much to recommend it: because in the digital age, speed is a success factor that should certainly not be underestimated. In addition to this, companies should consider recruiting neutral ‘digital talents’ during end-to-end digitisation. They are often able to offer the company an unprejudiced and completely new vision and can contribute significantly to the success of digitisation. These talents can fill either the role of Change Manager or CDO, but at the same time also act as a ‘catalyst’ for the other staff members. Summary: The success of digitization presents many companies with major challenges. The digital conversion of individual processes and departments should be implemented consistently as an end-to-end solution to ensure success in the digital competition with other companies. One thing should be clear to everyone: doing nothing is not an option when it comes to digitization. It is also important to implement these challenges not merely with the existing team but to bring in new and neutral specialists and executives (even from completely different industries) to get new perspectives. Such people are not always easy to find, but professional personnel consultants know where to look. Authors: Martin Krill has been working for Hager Unternehmensberatung for more than fifteen years and was made a managing partner in 2004. He fills top sales and management positions in the technology industry as well as a number of other sectors. Hager Unternehmensberatung GmbH Hager Unternehmensberatung is a partner of Horton International and offers customers at over 40 locations in the globally most important economic regions solutions for issues throughout the working life cycle: Employment Lifecycle Solutions®. These targeted solutions for the working life cycle are mirrored in our individual divisions: in the placement of the right candidates, the evaluation of staff potential, during training to develop the personal skills of employees and supporting individual change processes. With nearly 90 employees working in small specialist teams, a fully digital workflow and over 20 years of experience in the technology sector as well as other innovative markets, Hager Unternehmensberatung brings together the performance and process quality of the industry’s big names with the speed and flexibility of a start-up. Hager Unternehmensberatung is one of the top 15 recruiters in the DACH region and the well-known executive search consultancy for digital transformations. ### Recruiting Unicorns This month’s topic is unicorns.   Not the Silicon Valley type, or start-ups, but candidates who are so exceptional that they are on-the-spot-hireable.  Every so often we come across one of these elusive creatures and send them to a client with a strong recommendation to Hire Right Now, or someone else will do it for you. Unicorns aside, the rest of us are rather more ordinary.We fall into that nice bell curve of ability – most of us somewhere in the middle.  But clients, of course, always want to hire from the right hand tail: the better quality candidates (if they can’t get their hands on a unicorn).The only problem with that is that everyone else wants to as well.  We try to persuade our clients that every candidate we send is worth interviewing – and the reasons why.  Part of our job is to give our clients options, so that they don’t have to hire the best of the worst (the usual experience with a job ad).  We’re trying to secure the best of the best – in that right hand tail.  But when that is done, we do want our clients to hire someone.  There has to be a balance between ticking all the boxes with a perfect candidate according to the job description, versus finding the right person to fit with the culture who you can train up for skills.  Sometimes employers lose sight of that, and persist in looking for exactly the right candidate when, just perhaps, one of the people who doesn’t totally match the JD is the right hire, and will be even better if given a bit of training or whatever.That old saw – hire for attitude, train for skills – hits the right spot. Finally, a few words about getting that great candidate on board.  As I mentioned, when unicorns appear they need to be snared.  Quickly.  Or you can be sure that your competitor will do it for you – and instead of having her on your payroll, you’ll be meeting her at the next industry function and wishing that you had moved faster.  Slow HR processes are particularly bad for recruitment in two ways: the candidate is going to get fed up waiting; and the line manager is going to be frustrated that she can’t hire the talent she wants.  The sting of losing great candidates to more nimble employers lasts much longer than the pleasure of having great – but slow – HR processes. As usual, let me know if you have any particular topic you would like to see covered here.   ### Looking for a Change? Below is more relevant to 5mn+ Leadership Jobs. Few facts... 70-80% of jobs are never advertised - are filled with personal references or search and headhunting process. Every advertised Job gets 100-1000+ responses - most of them irrelevant.  40-60% advertised jobs gets filled through references or search (Not responses) 60-80% of CV's are not up to the mark and most of the times misleading and harm the candidate then helping. Professional / Visual CV making services are a big NO NO. A seasoned recruiter can easily recognize a professionally made CV. Your CV/Profile should represent your style and statement. Seasoned recruiters/search companies research you and your background in depth and dig information that you would not provide them and then cross verify with you. The referrals you provide to the recruit/search companies go in a dustbin. They will search for relevant referrals that you don't want to give them. Solution? Few action points below... Don't Lie / Hide / Mislead - a good executive search firm will find out what you are hiding anyway. Don't hide career gaps/entrepreneurship ventures. In today's scenario, most of the employers consider entrepreneurship experience as an advantage. Don't hide your failures & learnings. If you are someone who has never failed - you are too good to believe. Be Strategic. Have a ready list of companies you want to work with and do not want to work with. Do not compromise in any situation. Don't go on an applying spere. Job search is about quality and sharp shooting. Be relevant - read, research and ask yourself before applying: "Will I hire myself for this job if I was the hiring manager?" Don't be arrogant with a recruiter/employer. Always Communicate & Behave professionally. Have a detailed updated Linkedin profile with a professional photograph. Update on a monthly basis. Use the same content for your word resume with few more details if required. Be consistent across the web. Don't make your resume a presentation of the organizations you have worked with and do not cut and paste your JD in your experiences. Just mention top 3 Key responsibilities & top 3 key achievements per assignment. Mention tangible deliverables wherever possible. Don't make desperate calls/contacts with recruiters/hiring managers. This kills your opportunity. One message is enough - Don't forget you are dealing with senior recruiters. If a firm is not responding that clearly means they are not interested. Keep networking on Linkedin & Join groups in your expertise are. Write something related to your field of expertise - if you don't get time for writing - share something relevant on your profile. Minimum one a day. Do not like/comment publicly for a Job advertised/shared on LinkedIn - send a personal message or connect with the concern Accept a recruiter's message/invite and respond professionally & promptly even if you are not interested.  Don't stop responding/be rude to a recruiter if you lose interest in mid of hiring process or unable to attend an interview or join. Good Luck!! for your Executive Job Search!! --- About the writer : Ratnesh Jain is Research Partner at Horton International India. He has 30+ years of professional and entrepreneurship experience in Executive Search Research, Strategy Consulting, eCommerce, FMCG, Retail Banking, Telecom, Healthcare, with companies like Bank of America, Hindustan Lever, Reliance Telecom, etc. His Linked profile is https://www.linkedin.com/in/ratneshjain/ He can be contacted at +91-8898038882 (Mobile), ratnesh@hortoninternational.com (Email) ### Out of the Darkness and Into the Light: Five Keys to Sourcing Technology Leaders in an Ever-Changing Healthcare Industry According to a recent survey, 61 percent of global execs and 78 percent of U.S. execs are concerned about the speed of technological change in their industry. From cyber threats to balancing relationships between man and machine to changes in the competitive landscape, information technology is yet another unpredictable force executives must contend with. Nowhere is this more apparent than in the healthcare industry, where regulatory and economic reshaping constantly increases the pressure on providers and payors to adapt and evolve while new disruptive technologies continue to accelerate the pace of change. Today’s CEO requires a technology leader who can not only keep the lights on and the bad guys out, but one who can also be a forward-thinking advisor on how technology can support the key strategic initiatives of the organization. Here are five keys to identifying the right technology partner for today and the future: 1. Identify Key Leadership Requirements According to a study by the consulting firm PwC, nearly 40% of US jobs may be vulnerable to replacement by robots in the next fifteen years. Job automation isn’t science fiction as much as a fact these days, but it does not mean that the machines will replace every box on the org chart, particularly at the top of the pyramid. HCIT leaders must have a vision for the technologies of the future, while leading and inspiring today’s team members. Creating the roadmap to support the organization’s mission as well as recruiting and developing the talent to execute it are key to future success. Specifically defining the desired outcomes for the role as well as the core competencies and leadership skills needed - all within the context of the cultural requirements of the organization - and objectively evaluating leaders and potential future leaders against these criteria is critical for selecting the best leaders for your team. 2. Look Beyond Healthcare It is easy to suffer from tunnel vision when looking at industry-specific technological changes, but technology transformation is happening everywhere. So why not look beyond healthcare for inspiration? For instance, what companies provide the best mobile apps? How is user experience refined in other fields? Who provides the best customer service? And who are the leaders in data analytics? Only the CEOs who keep an inquisitive mind about the far-reaching consequences of technology will be able to adapt to its drastic changes and leverage it for the good of their company. 3. Require Impeccable Project Management Skills Technology transformation is probably harder in healthcare than in any other fields. This is, after all, a world where lives are at a stake, with massive quantities of personal information stored across hundreds of thousands of databases. While startups may feel more nimble and agile than more established providers and payors, the fact remains that technology transformation needs to be anticipated and planned as carefully as possible. Training and buy-ins are critical, as is hiring the best project managers with track records of achieving goals through precise methodology. In short, implementing transformation technology through exact, seamless and effective methods will not only benefit patients, but also providers, management and key stakeholders. 4. Assign Clear Cyber Security Responsibilities Cybercrime is becoming more widespread each year, and its damages are projected to cost up to $6 trillion annually by 2021. From ransomware to phishing attacks, your company should not be prepared for an attack if it happens, it should put all the odds in its favor for when it happens. In fact, with more than 159M compromised personal records in 2015 alone, the chances are that you have already been a victim, direct or indirect of a cyberattack. So how does one prepare to deal with cybercrime damages? By clearly defining both an offense and defense strategy. Whether you hire the services of a third-party company or have someone in-house, you should ensure you have a clear defense strategy. This will free time and workload from your IT leader to focus on the offensive plan. 5. Insist on a Talent Development Plan Future IT leadership talent will still need to be fostered, developed and inspired, particularly in an industry as human-centered as healthcare. Companies who fail to prioritize succession planning and leadership development end up either experiencing a steady attrition in talent or retaining people with outdated skills. The answer? Having the right roles to survive and growing talent as if your company depended on it. By insisting on a detailed and thoroughly thought-out talent development plan, executives and HR can help shape the company’s future and shift their offer from that of specialists to strategists - visionaries with eyes firmly set on the long road ahead rather than short term fixes. Final thoughts In conclusion, it is worth reiterating that health care organizations face tremendous challenges in fulfilling ever increasing expectations. To overcome ongoing changes, address complex processes, and achieve the highest levels of performance, they need to shine a light on the tech industry at large, and ensure their own technological leaders can carry a bright torch long into the future of the company. By Josh Hollander - President and CEO, Horton International USA ### How the gig economy creates job insecurity The claim that the Inuit have 50 words for snow may be apocryphal, but it neatly illustrates the truism that our vocabulary becomes more extensive and nuanced for phenomena we encounter frequently. The bog-standard job of the 20th Century was formal, full-time and permanent. Recently the lexicon for other kinds of jobs has expanded. Work can be temporary, fixed-term, seasonal, project-based, part-time, on a zero-hours contract, casual, agency, freelance, peripheral, contingent, external, non-standard, atypical, platform-based, outsourced, sub-contracted, informal, undeclared, insecure, marginal or precarious. “Self-entrepreneurs” now do “Uber-jobs” – a term that arose (mimicking the earlier pejorative term “McJobs” for low pay/quality work) to describe the use of workers who are technically self-employed in the gig economy. The atypical job is no longer quite so atypical. Insecure work has become an important phenomenon. Employment is a field where predictions of the future have been reliable, because the trends have been clear for some time now that growth in insecure employment has reached a point to become a subject of study. In the 1990s, management guru Charles Handy talked about the organisation of the future having a clover leaf design, with three kinds of human resource: full-time employees, casual staff and outsourced workers. This threefold division was echoed in economist Will Hutton’s darker prediction of a society in which 30% of people were disadvantaged and marginalised, 30% led insecure lives and 40% were privileged. Visions of 21st-Century careers Careers at the start of the 21st Century, we were told, would become “boundaryless” (hopping from project to project, not limited to one organisation), “portfolio” (multiple parallel jobs with multiple employers), and “protean” (with shapeshifting workers reinventing themselves as required). Careers experts began to argue that the workers of the future needed to be ultra-flexible. Say goodbye to the job for life. Learn career management skills to dance nimbly to the tune of the new labour market. But this prescribed wisdom is problematic for four reasons. First, job insecurity is has always existed; it was once the historical norm. The construction industry has always been project-based and seasonal like agriculture; seafarers were traditionally hired for a voyage. The entertainment industry was literally the “gig economy”. These are among the industries that routinely discarded workers when the job was done. What is new is the extension of insecure work into industries where it was not previously common. This has been facilitated by new technology and the widespread use of contractual arrangements that seek to limit workers’ rights. Second, the vision of a brave new world of portfolio, boundaryless, and protean careers was intended for professionals who could sell high-value parcels of work. It suits those with enough economic confidence to fly without the safety net of a regular income. These ideas were not dreamed up for the bicycle courier, the taxi driver or the peripatetic care worker, and certainly not for those trapped in a low-pay, no-pay cycle. Third, the career management rhetoric lost sight of the distinction between is and should. Growth in atypical working patterns does not imply a moral imperative that workers should facilitate this development by shaping themselves into the desired mould. Particularly where some employers might be seeking to offload responsibility for sick pay, holiday pay, and travel between jobs. Flexibility in human resources allows employers to scale operations up and down rapidly, and with minimal cost. This is not just about keeping wage bills down, but also about employers reducing levels of economic risk, while workers increase their share of risk bearing. The challenge of global competition may be inevitable, but an unquestioning compliance with employer regimes for sharing wealth and risk is not. Finally, new technology facilitates rapid allocation of work tasks. At the same time it can dismantle jobs into discrete micro-tasks for which labour can be bought and sold remotely. In doing so it may have the side effect of de-personalising the relationship between worker and supervisor and removing workers from social interaction with their fellow staff. A lifestyle of isolated and isolating tasks make it harder to forge a strong sense of social identity. Insecurity in the UK The Taylor Review of Modern Working Practices is intended to signal that the UK government has woken up and smelled the coffee. It advocates the introduction of a new “dependent contractor” status for workers, but for the most part its recommendations are timid. Recently, the gig economy’s biggest fish, Uber and Deliveroo, were taken to task by MPs. But so far it has been in employment law disputes, and not in Whitehall, that things have moved on. Insecure workers may have to adapt. But they can resist too, although it is not easy. They are not well placed to afford trades union membership/, being troublesome can lead to reduced work offers, and their identification with a trade may be limited. Nonetheless in the early skirmishes of what is likely to be a long-running social conflict it is the unions that have emerged with initial success. The latest example is McDonald’s, where staff at two fast food outlets have just taken the unusual step of striking to demand better pay, more secure contracts and union recognition. This is not just an issue of workers’ rights. When people become locked into long-term lifestyles of insecure work, it interacts with other issues. With the high cost of housing, it traps individuals in a life cycle limbo of dependency on parents. There are reasons to believe that poor quality jobs with insecure work patterns have harmful effects on health. These detriments fall disproportionately on the those in the least prosperous socio-economic groups. As for the way we educate young people about careers, exhortations to flexibility are good only up to a point. We need to equip workers of the future to collaborate to promote and safeguard their interests, and give them a fair chance to redress the power imbalance in contemporary labour markets. Pete Robertson is an associate professor at Edinburgh Napier University. This article originally appeared on The Conversation, and is republished under a Creative Commons licence.   ### AsiaLife, October 2017 I heard about a recruitment company in a nearby country that didn’t fully comply with the multitude of rules and regulations laid down by its ministry of labour.  We’ve all complained about many layers of rules and regulations in our sectors – largely due to the lack of trust and ability to enforce contracts – and this is an example.The ministry likes forms.  Lots of forms.  And it supplies a book of forms that's about 1.5 cm thick, as well as helpful one-day seminars on how to complete them.  (It doesn’t sound like a particularly interesting day.)  If a candidate is interviewed by the agency, there's a form.  When a candidate is sent to a client, there’s a form.  If the candidate is interviewed by the client, if the candidate accepts an offer and starts work, you get the idea.  The candidate also has to fill in a form which shows how much they paid the recruitment company (always zero in our case), and the client has to complete one too.  I could go on.Recruitment consultants have to carry a licence showing that they are authorised by the ministry to recruit.  In theory a candidate could ask to see it – I have never heard of anyone asking; they don’t even know it exists.  Getting that licence requires a trip to the police station for fingerprints and a health check – costing time and money.  For each agency, the ministry issues a recruitment licence that must be on display in its office: fair enough on that one.Lots of forms, lots of pieces of paper – nothing online.  Many civil servants employed (at low wages, I guess) to check the forms.  The agency in question missed some forms – new staff they didn’t immediately register with the ministry.  They planned to do it after probation, but the rules say the first few days.  You decide if that’s reasonable.The punishment was a fine and being forced to shut down the business for two weeks.  No-one in the office, no candidates or clients contacted, no invoices out, no bills paid.  And the company was scared to try – if they had been caught operating, who knows what the ministry would have doled out as suitable punishment.  Let’s be clear: no actual crimes in law were committed, and no candidate suffered (or even complained).  It was for not completing paper forms.How does that square with moving into the digital age when so much recruitment work is already done by robotics?  It will only increase with AI and other technologies we don’t know yet will exist.  Perhaps we will see the day where recruitment companies base themselves in a low-touch regulatory environment and manage their activities from there, avoiding all those dreadful paper forms.As usual, let me know if you have any particular topic you would like to see covered here. ### Horton International, the Global Executive Search Firm, Announces the Opening of a New Office in Peru Global executive search group, Horton International with over 40 offices in 30 countries, is pleased to announce the opening of a new office in Lima, Peru, a boutique organisation that augments the firm’s operations in Latin America. Led by Managing Partner Rossana Bayona, Horton International Peru provides executive search services across a number of sectors, including Consumer Goods, Food Industries, Fishing, Mining, Retail, Manufacturing, Automotive, Distribution & Logistics, Airport Services, Consulting Services, Cosmetics, Banking, Construction, Education, Mass Media and Healthcare. Rossana comes to Horton International with over 20 years of executive search experience in handling top level and middle management executive search assignments across a range of industry sectors. Additionally, since 2004, Rossana has been an International Business Partner and Forum Leader of Renaissance Executive Forums, a US-based organisation whose focus is the Top Executive. “We are delighted to welcome Rossana as our new managing partner. After opening a new office in Brazil earlier this year, adding an office in Peru further underpins our strategy across Latin America and globally, to ensure our clients receive the best worldwide knowledge and expertise tailored to the local market,” said Ross Eades, Chief Executive of Horton International. “This demonstrates our continued determination to expand our capabilities across all major global economies as well as our commitment to new and emerging markets.” Joshua Hollander, Regional Director of Horton International for the Americas, added, “Rossana has a fantastic reputation for advising top executives on the key issues they face in leading their organisations. This broad business understanding truly differentiates her in her approach to executive search and enables her to take a strategic approach to executive search and ultimately attract the best talent for her clients.” The Peruvian economy has experienced a structural change in the past three decades. Currently, the services sector is the main contributor to the country’s GDP, with nearly 60% share. Telecommunications and financial services are the main branches of the services sector; together they account for nearly 40% of GDP. Industry, which represents around 35% of GDP, has undergone a process of modernisation, which has translated into increased employment in the country’s primary industrial areas. By Ross Eades - CEO, Horton International   ### Emotional Intelligence And Its Importance for Hiring & Promotion Decisions Candidates or employees might look great on paper but may not have the Emotional Intelligence (EI) to be a great addition to the team. 71% of hiring managers say EI is more important to hiring & promotion decisions than IQ 59% of hiring managers say they wouldn’t hire someone with a high IQ and low EI Emotional Intelligence (EI) is a general assessment of a person’s abilities to control emotions, to sense, understand and react to others’ emotions, and manage relationships. The competitive job market allows employers to look more closely at the intangible qualities that pay dividends down the road – like skilled communicators and perceptive team players. Technical competency and intelligence are important assets for every employee, but when it’s down to selection of one versus another for a promotion or new job, dynamic interpersonal skills set one apart from the other. Employers want people who can effectively make decisions in stressful situations and can empathize with the needs of their colleagues and clients to deliver the best results. Many companies are forgoing traditional hiring methods and relying more on Emotional intelligence, as opposed to where the person went to school or what grades they received. Hiring managers assess their candidates’ and employees’ EI by observing a variety of behaviors and qualities such as: · Admitting and learning from mistakes · Ability to keep emotions in check and have thoughtful discussions on tough issues · Ability to listen as much or more than they talk · Taking criticism well · Showing grace under pressure Interestingly, 90% of top performers are skilled at managing their emotions in pressurized situations in order remain calm and in control. They also stay positive and disconnect to keep things in check. How employees manage their emotions can make a big a difference in the end. Highly emotionally intelligent people are self-aware and understand when they need to take a step back if things are getting a bit heavy. Those who aren’t emotionally intelligent may blow up and create conflict. This all plays into how they go through tasks, solve issues, and create success. So, where do you find emotionally intelligent people? Some organizations use behavioral assessments, others look at big data. While these are all great recruitment tactics, emotionally intelligent workers can be also be found at home. That is, from your own employees. By understanding the true value of an emotionally intelligent employee, you’ll begin to see the connection between the types of people you hire and the success that comes from it. By Maneesh Ajmani - Horton International Bahrain ### Major Governance Issue In Australia Hits a Professional Services Institute That Really Should Know Better There are 2 major accounting institutes in Australia – Chartered Accountants Australia and New Zealand (CAANZ) – and CPA Australia (Certified Practicing Accountants). The CPA website states that CPA Australia is one of the world's largest accounting bodies with a global membership of more than 160,000 members working in 118 countries around the world, with more than 25,000 members working in senior leadership positions. Its members tend to work more in commerce and industry rather than in traditional accounting firms. CAANZ has around 110,000 members, many of them working in the accounting firms, but has many associated institutes worldwide, such as in the UK with the Institute of Chartered Accountants in England and Wales.  The audits of MNCs tend to bind firms together, mainly through the Big 4 although many second tier firms operate similarly. Both CAANZ and CPA however would claim to have members operating at the top of organisations as Directors of Finance, CFOs and similar positions – and as CEOs, Chairs and other high profile roles. Both have also tended to be at the forefront of governance issues of a financial nature but also comment on a range of other governance matters.  And it is something of that nature that has severely damaged the CPAs this year.  A summary of the major events: Early 2017 Various issues built up over time led to CPA members pressurising the CPA Board to disclose the remuneration of its CEO – something that had not been indicated in its accounts.  Australian public companies have been disclosing such figures for many years (driven partly by legislation), and while there appeared to be no legal or statutory reason for the CPA to do so, the nature of the organisation and what it stands for might have suggested it should show and lead by example. June 2017 First, CPA’s chief executive, Alex Malley, was forced to admit exclusively to The Australian Financial Review that he was being paid $1.79 million a year. The long-sought-after disclosure, which followed moves by members to requisition the information under the Corporations Act and extensive coverage of members' concerns in the Financial Review showed Mr Malley received $1.786 million last year including $1.367 million in fixed pay, a $345,639 bonus, $35,000 in superannuation and $38,561 in other benefits. This is more than three times the pay of Prime Minister Malcolm Turnbull. The $1.79 million pay packet puts Mr Malley just outside the top 100 highest paid ASX-listed CEOs, higher than REA Group's CEO Tracey Fellows (an $8.5 billion company) and Worley Parson's CEO Andrew Wood (a $3 billion company). CPA argued that Mr Malley's pay equated to just over $11 each for its 160,000 members - but the CPA has revenues of just $180million by comparison, and nothing like the responsibility of ASX listed company CEOs. Mr Malley's pay was also significantly higher than the Tax Institute CEO Noel Rowland's $432,456 salary, or the Chartered Accountants ANZ's CEO Lee White's $600,000 2017 base salary. CPA's company secretary, Adam Awty, also receives close to $950,000 and chief operating officer Jeff Hughes more than $900,000, according to the disclosures. In late June Mr Malley was sacked - and given an almost $5 million dollar payout - on top of his $1.8 million salary. Subsequently The chairman of the CPA only since last October, Tyrone Carlin, who is also the University of Sydney's deputy vice-chancellor, eventually told CPA members that he was stepping down from the CPA board - whose directors received $1.87 million in fees last year. Mr Carlin, who previously twice refused to disclose the salary of key executives at the CPA annual general meeting in Singapore, earned $184,166 as chairman last year and a further $70,000 as chairman of CPA's new financial advice arm which remains unproven – and which in turn is thought to conflict with the CPA’s need to be independent in terms of advice. "With new directors coming on board and in the spirit of renewal I am taking the opportunity to step down from the board a few months earlier than anticipated," Mr Carlin said in a statement - handing over to his deputy, Jim Dickson, who received $133,630 from CPA in fees last year. Interestingly CPA board members used to work for free, or for a stipend paid straight to their employer - before the constitution was changed by a series of special resolutions so that members no longer directly elected the board, and directors' terms could be extended beyond a six-year maximum. August 2017 CPA Australia's remaining board members faced a grilling before the powerful Australian Parliament’s Senate Economics Committee. Key points: The CPA Australia debacle prompted a senate inquiry to improve corporate governance across all businesses. Issue centres on board transparency with members and shareholders. Despite pressure, CPA was still blocking moves to communicate with disaffected members. Senior CPA staffers faced a barrage of questions from the committee at a hearing in Sydney, as they were called to explain their lack of communication with CPA members during the organisation's governance crisis. While reform is the long game for the senators, most of the immediate grilling concerned CPA's governance crisis. CPA members have started leaving the body and/or transferring to the Chartered Accountants. September 2017 An independent review into the deeply troubled CPA Australia headed by a former federal Auditor-General found: The former chief executive was overpaid. It had lost touch with its members and provided questionable value for money for the services it rendered. The Board and executives were overpaid and Alex Malley's $4.9m severance payment well above what was considered standard. Interactions between staff and members "not always constructive and respectful." While much of the interim report had elements of "tell us something we don't know" for anyone following the implosion of the profile-obsessed professional body, it did make recommendations to overhaul corporate governance and practices. "It is fair to say that, over time, the Board and the then CEO lost touch with a large cohort of the membership of CPA Australia," the review noted. "When under pressure, the board and CPA Australia has commonly defaulted to the minimum standard of disclosure. "This has occurred in response to significant issues raised by members and the media, rather than giving emphasis to transparency and the likely interests of the membership." IN WHAT IS NOW CLEARLY IN THE RUNNING FOR CORPORATE AUSTRALIA'S UNDERSTATEMENT OF THE YEAR, THE REVIEW FOUND                                 "THE BOARD COULD HAVE HANDLED THINGS BETTER"   by Robin Billen - Managing Partner, Horton International Australia ### Fit For Purpose Having a conversation with a friend, PA, whose business is in the creative branding arena, and he was complaining about the variable quality of people who have answered their job advertisements. Well, of course they are!  What do you expect?  Just sticking an ad on the internet is a simple invitation for every fruitcake out there to apply for the job.  The real problem is that the sheer number of applicants might mean that the truly qualified candidates get crowded out; their application overlooked in the deluge of respondents. PA’s main complaint was that ‘they aren’t fit for purpose’.  The people with vestigial skills who present themselves as being proficient and knowledgeable, trying to give the impression of having full command in an area of expertise and really knowing what they are doing.  We’re all familiar with ineptitude and it comes in many forms: the candidate who thinks he can do anything even though he has no direct experience; the taxi driver who only wants to go to certain parts of town; the chef who insists on preparing a dish the way he likes it, and only that way; the outdoor shooting range the size of a tennis court in a residential area where they use guns that are designed to shoot for hundreds of metres.  What’s the point?  None of them are fit for purpose – and none of them produces a truly worthwhile outcome. In my friend’s case, there’s a tangible effect on his company and its business.  They are so absorbed sorting through the applicants, trying to find the handful of truly suitable people, that they have become distracted from other tasks – and business took a hit as a result.  Standards of deliverables dropped here and there (not something they really want to admit) and it was difficult to maintain focus. One tip I haven’t shared with him (but I really should) is that it’s always easier to reject candidates than accept one.  Simply draw up a list of the top five qualities/skills required for the job then reject anyone who doesn’t have at least four of them.  That reduces the number of applicants worth considering.  Successful recruitment gets a lot easier doing just that one thing.  A clear focus on whether someone really is ‘fit for purpose’ helps to cut through the distractions (and terror) of a large number of candidates who have to be assessed, and then rejected or accepted. As usual, let me know if you have any particular topic you would like to see covered here. ### Location: The Biggest Challenge to Talent Management? At Horton International, we are constantly asked to carry out global searches to find “the best person for the job”, no matter where the people are located around the world. Our clients usually have great roles that need filling, wonderful facilities and a brilliant company culture, but many of the people they are looking to attract are working in another country. This is where the biggest challenges can lie, and companies have to be aware of the issues facing candidates and their families when considering an international move. Here are 6 key issues that we, and our clients, have to negotiate around; Family Support Networks This could include moving away from the network of family members (including those who may provide childcare) or merely moving from a region that the candidate and their family have lived in since birth. These are not trivial decisions for people, and despite the fact a potential job may have wonderful prospects and carry a great financial reward, the break from the familiar surroundings may be too big a hurdle. The other issue for many senior managers, who may well be in their 40s or early 50s is the issue of ageing parents, and the unwillingness to move too far away from them. There are, however, people who will be working thousands of miles from their country of origin, where these issues may be the reverse drivers. For example, an ex-pat European working in the USA may have growing children who are remote from grandparents, and indeed parents who are aging. For these people, a move back to Europe (and therefore closer to family) could be a big incentive. School Age Children The education of the candidate’s children will inevitably be one of the major factors in deciding whether an international move is desirable. There are several factors to be weighed up, Are the children at a critical stage in their education (e.g are they about to take major exams)? Are the curricula and exam systems in the two countries compatible? What are the language implications – will the children have to attend an international school? Are the international schools of good quality and what will be the cost of     schooling (a major issue if the children have previously attended a state school)? Cost of Living This is quite an interesting issue, as people become very aware that moving to certain cities (e.g. London or Paris) is going to be expensive, and will look for a salary premium to compensate for the higher cost of living. However, a move to less expensive location (e.g. Eastern Europe) does not usually result in a company being able to pay a lower salary, as people also seem to want to at least, maintain the monetary value of their previous salary, even if the buying power of a slightly reduced salary would be considerably greater. The Spouse’s Occupation Usually, an international move will require the other partner to find a new role. Certainly within the pharmaceutical sector, major international corporations use English as their business language, and consequently for the majority of the candidates, language does not become a barrier. For a spouse, however, this is not necessarily the case, and the inability to speak the local language will prevent them from gaining employment. (e.g. an administrator who is not fluent in the local language will not be employable). Even if there are no language issues, moving to a location that is remote from an appropriate job cluster will be very challenging. Income Tax rates As we know, different countries have different tax rates, and asking someone to move from, say, the USA to Scandinavia can be a major challenge and companies, therefore, have to look at people’s net take-home pay. There are certain tax schemes within the EU (for example the Netherlands) where EU citizens can receive a reduction in their income tax burden if the company can show that they provide skills that are not available locally. Language and Cultural Barriers Most international companies have English as the business language, so understanding the local language is not an immediate imperative at work. On the domestic front, however, living in an area where the family do not speak the local language (and there is not a large ex-pat community) can be quite isolating. We try to address these issues at an early stage in the recruitment process, and find that the best organisations have good processes for dealing with most of these issues, and will be able to provide both financial and practical support to families making an international move. But sometimes, a number of the issues will become “show-stoppers” and it is best to address potential issues up front, and not wait until the offer stage, and have all the difficulties of the star candidates withdrawing after a verbal offer has been made. Paul Edwards MBE Horton International UK - Managing Partner Global Healthcare ### Horton International EMEA Partners Conference - Frankfurt Frankfurt, Germany, September 13th, 2017 — Horton International is a leading global executive search firm with over 40 offices across 31 countries. The firm was founded in Connecticut, USA and has almost 40 years of global leadership in executive search and management consulting. Horton International’s annual EMEA conference took place, this year, in Frankfurt, on September 8th and 9th. All EMEA partners attended the meeting in order to streamline future strategies and to align business needs. Horton International Group’s chairman of the board, Andreas Wartenberg, stated: “It is extremely encouraging to see how closely and successfully our Group is working together. Whether it’s multi-country searches or clients we are serving in multiple locations, this Group has a lot to offer and it’s people are passionate about that.” The conference was split into two main topics. While the first sessions were focused on business-driven topics, the second conference day was about positioning the strengths and benefits of the group to our clients. It was found that positioning in the global market requires tailored solutions to further demonstrate the advantages of working together with our group. This can only be achieved by using state of the art tools that are available only to a few highly specialised executive search companies. Therefore, the clients’ needs can be met immediately. Ross Eades, CEO of Horton International, commented: “The EMEA conference demonstrated again how strong the group already is and that within the group there is still a high degree of untapped potential. The conference also showed how solid our commitments are towards clients and that this is recognisable from inside and outside of the group. A great success for all of us!” The Conference was closed by stipulating new enhanced procedures among Horton International EMEA partners. The Chairman, Andreas Wartenberg, was very satisfied with the outcome of the two day conference.   © HORTON INTERNATIONAL 2017 ### The New People Function And Its Impact An upgrade of the Human Resources Function in Mexico has been needed for a long time but it is now, when General Managers are realizing that the main factor to succeed is people, when they are starting to get the courage to drive a dramatic change in talent management. Since NAFTA was signed in 1994, and with more intensity during the last few years, with the impact of millennial entrepreneurs, we have found the need to educate and support customers in developing a People Function (a much better functional name, than Human Resources). In Horton International - Mexico, in addition to providing the best Executive Search services in the Country, we provide consulting in People Function Strategy and Talent Development. Sometimes it is required to replace the HR function head or provide him/her with guidance to become the People Function Leader that is required. Our focus is in the following areas: Top Leadership Readiness: We make sure that general managers have a long-term vision, are convinced that they need to invest in people to succeed and are brave enough to drive dramatic change when required In order to succeed it is essential that the people function leaders understand the business fundamentals and vision, make decisions based on data, are humble enough to accept the need for change, are brave and dynamic enough to drive change or step aside and are capable of influencing peers and the people function team Focus the people function on developing human and organizational capability to achieve superior business results and to achieve this, we offer: To Increase Human Capability: The best Executive Search available in Mexico Market mapping Talent evaluation Taylor made consulting to develop or strengthen Talent Management processes Competency model Position and candidate profiles Performance review processes and Development plans Talent Mapping model and sessions To Increase Organizational Capability: Organizational Alignment Value System definition Cultural GAP evaluation - Humantelligence™ Cultural alignment plans When we can provide these consulting services we penetrate our customers’ organizations to deeply understand the culture and the talent needs that help position our Executive Search services, our core business, and build solid-rock relations with the key players of their organizations. Having a solid understanding of what the People Function can, and must do, for their companies, is an important competitive advantage that helps position us with very good seniority and depth. Below is a very simple chart showing the People Function according to my view.   By Carlos Lahud Flores - Principal Consultant - Horton International Mexico ### Pharma Companies Prepare for Partnering in Value Based Care According to KPMG1, the biggest challenge facing pharmaceutical companies is to adapt their business and operating models to a rapidly changing marketplace. There are a myriad of reasons why the market is changing so fast. Pressure on pricing and accessibility of medicines Shift from treatment to prevention Political-Social and geographical needs Regular and financial legislation Technology advances possibilities and advances. But now as the health industry undergoes significant change, return on innovation investments is declining for most traditional pharma companies. Growth through purely product innovation has slowed substantially. Profits are contracting and total shareholders returns have been declining during the past few years. The ability to continue serving existing customers and markets in a meaningful way is becoming increasingly difficult as customers and stakeholders expect more from their public responsiblity. The concept of innovation needs redefining in a health ecosystem that demands and rewards new models for delivering value based care at lower costs across a broad patient population. Pharma companies must get ready to compete in this new environment. Risk is being displaced by competitors that can show value their innovations achieve the same, high clinical standards but are faster, better, cheaper and more integrated into a care continuum that increasingly transcends demographical. With all this change, there is opportunity. Pharma companies must focus more on service and business model innovations that meet new care demands rather than on incremental product volumes. While clinical efficiency is a must, the true value in pharma today is a company´s ability to provide information, services and other assistance to customers (care-providers, insurance companies, patients etc) to solve additional problems such as improving diagnostics, reducing length of hospital stays, monitoring patients and keeping people out of hospitals. Pharma lacks the formal processes to achieve their goals for new services and business models. Pharma companies have been slower to apply new access to data, analytics and cloud technologies than other industries due to private security regulations. Pharma uses to some degree technology but they are using it not to create new business models that center on clinical and consumer dynamics. The lack of transparancy and sharing data is a way ahead. To go forward moving forward they should: Be ambidextrous by creating an innvation operating model that separates breakthrough and radical innovation from the incremental innovation necessary to support the core business. Collaborate to get closer to the patient by integrating into the patient experience, the larger health ecosystem and new payment models. Co-creation and developing new channels of information-interaction with stakeholders can be helpful for new partnerships in future. Measure innovation in new ways by using forward looking metrics and connecting the dots for shareholders who need help in understanding the changing role and nature of innovation. Executives and board need to consider in what type of company they want to be and plot the optimal path towards this status. New leadership All this has consequences for succesful leadership and boarddynamics. First of all it is nescessary to acquire and develop the talent to cultivate and build a strong multiple organisation. That encompasses a new set of competencies (daring courage, entrepeneurship, taking safe risk, Imagination, directed on trust and collaboration) required to navigate a value based health organisation. More focus on services and multiple stakeholdermanagement. Traditional sales teams will be changelled in their performance by cross selling services that meet the clients needs and managing multiple decision making processes by variable stakeholders. Data-analytics and technology will be embedded in the core business of future proved pharma companies. CTO-CIO positions has to be represented in the board and executive teams for making the strategic path in fostering disruptive changes. Learning agility in relation to high performaning teams will be key in beating compatitors in the future. Pharma organisations has to assess and develop their talents in defining change agents so that they are in place to meet the growing expectations being placed upon them and their leaders. [1] KPMG Pharma Outlook 2030     By Michèle Polspoel - Partner, Pharma-Life Sciences-Health Horton International Benelux   ### What’s the Point of a CV? I read an article the other day where an agency recruiter talked about the importance of formatting CVs correctly; no mistakes - otherwise you risk being rejected, particularly if the position requires specific attention to detail.  The article went on to say that although it's your responsibility to make sure your CV is error-free, that particular agency actually re-wrote and re-formatted them anyway, so it didn’t really matter what you did.  That made no sense to me. We don't re-write or re-format CVs: we give them to clients just as they are.  (We do prepare a summary cover sheet which highlights everything that's important, as well as answering any questions the CV might prompt.)  You might be wondering why don't we re-write or re-format them.  It's simple, and not because we are lazy.  For most people, their own CV is probably the most important document they will ever write; there's a reason it's called a Curriculum Vitae.  So let's see how well they do it.  Why would I presume that I can write someone's life story better than they can do it themselves?  Writing a CV is an opportunity to tell the world exactly what you are all about – your work experience, your education, hobbies and interests, your skills and ambitions and so on.  What we don’t need to know about is how much you weigh, how tall you are, whether you belong to a frequent flier scheme or the names of your relatives.  Save that for social media. Back to my topic: what’s the purpose of a CV?  In my view, it’s a snapshot of who you are.  It certainly isn't the whole picture – nothing apart from you in person can do that – but it is a guide as to what you’re all about.  From the experiences that have shaped you, to what you can deliver in the future – this is the point of a CV.  And remember that it can never be the whole story; the CV gets you the interview, and the interview gets you the job.  Would you really entrust something as important as that to someone you barely know?  And simply so that they can make it a bit more palatable to their client?  What tends to happen when a recruiter re-writes many CVs is that they all start to sound – as well as looking – the same.  Don’t let that happen to you.  Your Curriculum Vitae is YOUR story and it should present you the way that YOU want it to.  (Oh, and don’t forget to keep careful track of where it’s going&hellihellip;) As usual, let me know if you have any particular topic you would like to see covered here. ### Responsiveness to Change From my experience the topic covered in the below article is something that is on everyone’s agenda today, even though not always prioritized the way it should be. Digital tools are introduced in the business environment affecting significant changes in the way we communicate, work and do business. This has given rise to new opportunities and challenges, and has triggered the Digital Transformation of enterprises. Important elements for successful digitization are innovation, excellent change management and digital maturity. I have been involved in numerous transformations in my operative career as well in my role as Consultant and seen both successes and failures. Key factors, critical for success, have always been how we manage the change management process and how we prepare, educate and set up the organisation for the new situation. Questions you need to ask yourself and assess before you move in to a transformation process are: How adaptable is the organisation, and the people, to the new business model? Will the organisation adapt to the new reworked processes? And will this organisation live up to the future demand of continuous improvement? If you want to discuss this text or related tasks please do not hesitate to contact me by phone, skype or mail. I am always curious to hear your opinion and understand more about the situation in your organisation. Adaptability! Charles Darwin once said "It is not the strongest of the species that survive, nor the most intelligent that survive. It is the ones that are most adaptable to change”. History has proved this time and time again - n evolution, in civilization and also in the world of business. Berkshire Hathaway, controlled by Warren Buffett, has been able to survive multiple financial crises and is today one of the world’s largest companies whilst others like Eastman Kodak failed to anticipate how fast digital technology were going to change their business. Google changes it product lines and algorithms multiple time per year. Successfully growing International Food and Coffee chains continuously manage to change their menus and flavours in response to consumer preferences and different global consumer tastes. Every business will have problems, and the only way to overcome a problem is to change and try a different approach. On top of this add a rapidly changing modern world - digitization, globalization and increased competition. Dealing with problems and change requires a key skill. Adaptability. Yet adaptability is dying. In fact a survey carried out by PwC (1) actually found that 63% of CEO's worldwide are unable to recruit employees that can adapt to the requirements of their business. But like many unwanted epidemics, the decline in adaptability is actually often something created by the hiring managers themselves. The curse of specialization We live in era of specialization. Nowadays there is a specialist for everything. Specialization is useful but like anything has its limits. As hiring managers, we have become too focused on relevant experience. Finding "ideal fits", overlooking the fact that the real world is more blurred and sometimes common sense prevails. If our workers are too focused on one particular thing, they will begin to lack everyday essential skills and they certainly won't be able to deal with unexpected problems. A fascinating article in Time Magazine called "One Patient, Too Many Doctors" (2) during 2014 summarizes this perfectly. The study shows that too much specialization in American hospitals is resulting in more costly, mediocre and disorganized health care. One patient admitted for shortness of breath was seen by over fifteen specialists before being sent home without the issue being resolved. Rather than trying to hire specialists for everything, we also need people who can adapt easily to solve problems. The curse of industry experience As hiring managers, we are obviously inclined to go with previous relevant experience. It's human nature to go with something that "seems" more certain. But by hiring the same people from the same sector, we are hiring less adaptable employees. Those who do the same thing over and over again, eventually get used to doing nothing else. As many studies have shown, hiring people from competitors has limited success. These candidates are much less likely to have worked in a new environment where they have learned to adapt quickly. Like everything else, adaptability is something that gets better through practice. When recruiting for adaptability, candidates who have demonstrated the ability to learn different things over and over again are better than those who have been working in a single sector. Too much specialization is killing adaptability and many leaders don't value adaptability enough. Perhaps the biggest barrier to looking for more adaptable employees is the fact that most leaders are simply not aware of this. Studies such as “Adaptability: The New Competitive Advantage” (3) produced by the Harvard Business Review even mentioned that adaptability is the new competitive advantage in the workplace today. Yet interviews are still focused mainly on experience, qualifications and past achievements. The 90's and 00's was the time of specialization - and we were interested in screening hard against very specific requirements. The current and future circumstances are very different. Things are changing fast and will continue to - only those who can adapt quickly will consistently have an impact. So, how do you screen for adaptability? How do you measure it? If you don't know, then you will simply ignore it and eventually get caught and passed by others who are more able to embrace new opportunities.   Conclusion Employee adaptability is one of the most essential requirements in business today. Leaders that recruit must make a conscious effort to ensure that all hires are not simply able to carry out the expected tasks today, but also are able to change quickly to grasp new opportunities, solve problems and react quickly to changing context and competition. To rap up I chose the following interpretation (4) of what Darwin said “It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.”  This is so true for the rapidly changing business environment we encounter every day, and most certainly this speed of change will increase even more in the future. So, remember you’ll have a better chance of survival if you recognise the genuine realities of your internal situation as well as the external changes. Is your organisation responsive to change? Please contact us if you want to discuss how we can support and prepare your organisation to be more responsive and adaptable to change.   (1) Adapt to survive – How better alignment between talent and opportunity can drive economic growth. www.pwc.com/hrconsulting (2) One Patient, Too Many Doctors: The Terrible Expense of Overspecialization, Dr. Sandeep Jauhar Time Magazine, Aug. 19, 2014 (3) Adaptability: The New Competitive Advantage by Martin Reeves and Mike Deimler Harvard Business Review, the July 2011 Issue (4) Dr Leon C. Megginson at Louisiana State University in Baton Rouge, Louisiana, in 1963. ### Agility and Digitization – Two Sides of the Same Coin In many companies, digitization is driven by the need to keep up with competitors and, just as importantly, to forestall as yet unknown competitors. There are many companies that have already failed with their digital transformation. The reason for their failure is often that they set no concrete long-term goal or tried to stick to a project plan that was simply too inflexible. Digital transformation should be applied as a holistic change project to ensure the right balance between innovation and maintaining ongoing business operations, but still retain enough scope for preserving agility. Instead of working out an excessively detailed long-range plan, which can be outdated after as little as a year due to the short cycles in modern business, it is better to move ahead with small steps and to keep things in ‘motion’. Change in all business areas Digital transformation in companies work according to different rules than classic innovations. In the process, profound changes affecting several areas at the same time – such as technology, products, services, customer experience, business processes and business models – must be included and project managers needs to be able to respond at short notice as well as flexibly as demand requires. Also, a successful digital transformation without the support and understanding of top management is difficult to impossible. Large organisations rely heavily on standardised and efficient procedures and processes, which often leads to a greater specialisation and focus for entrepreneurial innovation. However, the disadvantage of this typical set-up is that – due to the size of the company and the level of standardisation – there is less flexibility and scope than, for example, in less hierarchically networked start-ups. A large number of short-term and fast agreements and decisions are required to be able to act at the pace that digitization brings with it. This agility is difficult to integrate into everyday working life in many large companies. Proven concepts suddenly diminish in importance in the wake of the digital transformation Instead of formulating comprehensive digitization strategies and creating long-term projects, the focus should rather be on agility when it comes to strategic digitization. The prerequisite is that new processes are defined and also implemented; however, the classic project launch and the scheduled end is initially outlined rather as a provisional project charter. Creating a rigid, irrevocable time frame runs contrary to the logic of an agile digitization. The development of new business areas should be planned in short cycles. Individual project phases, which can also be subject to adjustments based on customer feedback, are easier to change than large-scale plans. An excessively long timescale often restricts those responsible for achieving the set goals. For example, prototypes used as interim results (in order to benefit from feedback loops and customise project phases) can be much more promising and motivating than rigid project plans. Benchmarks often lead to a bottlenecking of investment and build up ‘debts’ for the future. In the worst case, companies delay investments that have been necessary for a long time just so they can meet benchmarks. Due to the high rate of change of asymmetric growth in changing markets and the impacts of digitization, conventional decision-making processes are losing their validity. More agile structures required in the company In a highly volatile and dynamic environment, increasing the agility of the organisation is a critical success factor for companies. For an accelerated and successful introduction of new products and services in the market, motivated and dedicated teams using efficient and simplified processes are a decisive prerequisite. Companies should focus on encouraging their employees to think and act in an even more entrepreneurial manner, and extend the individual scope for decision-making. Also, the willingness for permanent changes should be increased. All of this is supported by a pronounced performance-oriented culture, based on open feedback and the recognition and rewarding of outstanding results. The most important basics in every company undergoing digitization are a clear overall strategy as well as well-networked measures and permanent responsibilities within the organisation. On the other hand, it also crucial to ensure that sufficient flexibility and freedom remain for responding to and accommodating short-term considerations. In summary: The complexity of the topic of digitization and its possible, and sometimes inevitable, results mean that implementation cannot be based on rigid, long-term projects. For a successful implementation of digital transformation, it is essential to define a holistic approach that runs like a common thread throughout the corporate realignment, to stay agile and not to integrate corporate strategy in slavishly defined project phases. Moreover, during change processes it is important to involve, educate and qualify staff. Without the support of senior management, any transformation of the company is difficult, if not impossible. Digital transformation works according to different rules, in which classical decision-making mechanisms often simply do not work. ### Horton International | North America Moves to Invenias to Support Growth Ambitions Horton International | North America Moves to Invenias to Support Growth Ambitions Premier search firm selects Invenias as the platform to support and grow its business London, July 27 2017 Invenias, the leading cloud-based platform for executive and strategic hiring, announced today that Horton International | North America has successfully transitioned to the Invenias Platform to support its growing business. Horton NA, the founding partner of Horton Group International Limited, is a global boutique retained executive search and advisory firm, offering the reach, depth and diverse expertise of a large international firm, combined with the individual attention and client focus of a specialist firm. Horton NA provides senior-level executive recruitment across all functions, for organizations ranging from the Fortune 50 to middle market firms to startups with a focus on the industrial and advanced manufacturing; health care services and health care information technology; life sciences, med devices and biotech; and financial services and FinTech sectors. Joshua Hollander, President and CEO commented, “Throughout our four-decade history, we have maintained a dedicated focus on our clearly defined mission: to empower great leaders to build dream teams. We define that success through our proven record of search execution, consistently placing star performers who become invaluable, strategic additions to our clients’ senior management teams. We see Invenias as fundamental to our continued success.” The Horton client and candidate database has been developed over the past 40 years; with Invenias users can access their network and leverage talent intelligence, all from within the familiar environment of Microsoft Outlook. Hollander continued, “The Invenias platform will improve our ability to collaborate across the company and help reduce search times, improve our service to our clients and ultimately allow us to enhance our efficiencies and maintain our ROI proposition. Invenias’ superior pipeline management capability enables us to build strategic pipelines for our clients. We believe Invenias is the foundation to support the continued growth of Horton NA.“ David Grundy, CEO, Invenias said, “We are delighted that a firm with the caliber of Horton NA has chosen to run their business on the Invenias platform. By complementing their strong personal relationships with the smart use of technology they will be able to augment their service delivery and achieve greater efficiencies and effectiveness throughout their search process. We continue to invest in our platform to ensure we’re helping our clients like Horton stay one step ahead of the curve.” About Invenias Invenias® is a privately owned software company that enables executive search firms, specialist recruitment companies and enterprise recruitment organizations to effectively deliver better assignments, build stronger relationships with clients and candidates and transform the productivity of their operations with easy to use cloud-based desktop and mobile applications. Incorporated in 2005, Invenias serves thousands of users in over sixty countries across the globe. Invenias is headquartered in Reading, United Kingdom, with additional offices in the US, Australia, Singapore and Malaysia. For more information, please visit www.invenias.com. About Horton International Founded in 1978, Horton International is a global retained executive search firm with more than 40 offices in the Americas, Europe and Asia-Pacific. Horton | North America is headquartered in Hartford, CT and specializes in the industrial and advanced manufacturing; health care services and health care information technology; life sciences, med devices and biotech; and financial services and FinTech industries. ### Pay Cheap, Pay Twice (Or More) I went to a human resources seminar the other day – the usual type of thing, people from differing backgrounds and disciplines giving their points of view on varying HR matters.  One topic that always crops up, of course, and which is dear to my heart, is recruitment.  But to my surprise, instead of the recruiter on the panel going on about the best way to recruit this or that person, the star of the show – in my mind – was the brave HR manager who said that she was continually disappointed by contingency (success-based) recruitment companies.  Music to my ears!  Tell me more, I thought. She went on to explain that her company didn’t just calculate the cost of recruiting someone simply by looking at the recruiter’s fee – which is almost always lower than a retained search company’s fee.  The HRM continued by saying that all costs of recruitment were taken into account: HR’s time processing the candidate; line managers’ time interviewing the candidate; any other internal meetings that needed to be held; and then the recruiter’s fee and anything else. That, in itself still didn’t (and doesn’t) sound compelling.  What clinched it for me was that she then delivered the bombshell: their data showed that contingency recruited candidates were three times more likely to leave than those recruited via retained search.  What?  I almost fell off my chair.  So she was saying that basically contingency recruitment was three times more expensive than it looks at first glance.  In my mind I started to re-write our marketing pitch, this was great news. Many of us think that we have all the salient points covered; we understand the costs of doing this or that.  But here was a real life, concrete example of significant additional costs that are not always factored in when choosing the method of recruitment.  There’s a simple mantra that we all know: pay cheap pay twice.  On this occasion it seems that it should be: pay cheap pay thrice, or three times if you prefer. I can tell you, hearing that made my day.  Now all I have to do is to outline that HR manager’s story to our prospective clients and to get them to believe it too.  It’s exactly the kind of convincing argument that helps us to engage with the best clients and bring them the best candidates.  That kind of supportive and understanding relationship is recruitment gold. As usual, let me know if you have any particular topic you would like to see covered here. ### Integrity in Recruitment Recently there’s been much internet chatter about recruitment agencies placing fake ads to attract candidates and then pitch those resumes to unwitting clients.  You might guess that often results in candidates being presented to clients without the candidates’ knowledge or consent – which probably isn't going to end well.  I’ve thought a lot about it and one of the questions I have is: why would a company accept resumes from a recruitment agency that they have probably never worked with before, and that can’t vouch for its candidates?  The agency hasn’t seen the candidates, or interviewed them, or rigorously assessed them against a clear job brief.  Surely the hiring company is also to blame since they are complicit with the agency?  Shouldn’t the hiring company insist on higher standards?   We operate on that higher plane.  All of our candidates are sourced by us, seen by us, assessed by us and presented by us to a real client who has paid us to do that work.  That is why, if we are interested in a candidate, we can furnish a job description (sometimes re-written so as to protect the client’s confidentiality).  And, should the candidate be selected for the shortlist, we can tell him/her exactly who the client is and what to expect.   The flip side sometimes comes from clients themselves.  I had a conversation recently with a multinational travel company – a well-known internet portal – that plans to recruit four people in three nearby countries.  When I asked about exclusivity I was told breezily that they want to go as wide as possible to many recruiters.  So that company is actively encouraging any Tom, Dick and Harry out there to contact (or maybe not bother to contact) as many candidates as possible and submit them for review – all to hire four people.  If this isn't as egregious as placing fake ads then please tell me.  Show me how it benefits the job market to have multiple agencies contacting perhaps hundreds of people (many of them likely the same people) via email and phone, submitting their resumes – hoping to be selected – and then nothing.  For four jobs.  In three countries.   No sour grapes here: I don’t care what that company does.  It isn't going to close down because I told them to get lost.  But those searches are something that we could have handled quickly, professionally and successfully – without wasting hundreds of people’s time.  Next time you’re complaining about fake ads and shabby recruiters, bear in mind that there are companies actively encouraging that kind of wasteful activity.  Perhaps you work for one of them.   As usual, let me know if you have any particular topic you would like to see covered here. ### Horton International announces the opening of a new office in Brazil Horton International, the Global Executive Search firm, announces the opening of a new office in Brazil   LONDON, U.K., June 28th, 2017 — Global executive search group, Horton International with 50 offices in 30 countries, is pleased to announce the opening of a new office in São Paulo, Brazil, a boutique organisation that augments the firm’s operations in Latin America. Led by Hans Roberto Frenster, Horton International Brazil provides executive search services across a number of sectors, including agribusiness, automotive, energy, technology, pharmaceutical/life sciences, commodities, industry, food and beverage, transportation and luxury among others. Hans comes to Horton with nearly a decade of executive search experience and over 25 years of experience heading family, private and public, medium/large local and international companies. Having actively participated in proceedings related to implementation, restructuring, startups and M&A of organizations in Brazil and globally, Hans has a deep understanding of business needs. “We are delighted to welcome Hans Roberto Frenster as our new managing partner in Brazil. The addition of the team further underpins our strategy across Latin America and globally, to ensure our clients receive the best local and worldwide knowledge and expertise,” said Ross Eades, Chief Executive of Horton International. “This demonstrates our continued determination to expand our capabilities across all global major economies as well as our commitment to new and emerging markets.” Josh Hollander, Regional Director of Horton International for the Americas added, “Hans is an exceptional addition to our Americas team. He has built and directed organizations on an international scale as a successful operating executive and a leading executive search professional. I am excited to add his deep knowledge of the local market as well as enhancing Brazil’s place in the broader Latin American and global economies.” Data suggests that the economy in Brazil has turned a corner, after GDP contracted sharply in 2016. The manufacturing Purchasing Managers’ Index recorded the best result in over two years in March and both business and consumer confidence rested at multi-year highs. In addition, the country logged a record USD 7.1 billion trade surplus in March 2017, aided by strengthening commodity prices. Contact: Ross Eades Chief Executive eades@hortoninternational.com ### Is motivation of external employees the same as motivation of regular employees? During May 2017, we made a quick miniresearch in preparation for a presentation for one of our clients. It was focused on freelancers´ motivating factors for cooperation with the companies. The survey was attended by exactly 60 respondents, 55 of them had an experience with the external cooperation. Nearly 60% of respondent freelancers have more than five years of experience with an external collaboration. Among most important motivating factors for freelancers to externally cooperate with companies were payment morality, flexibility, and the quality of relationships. Less important is for example the amount of financial rewards (which is usually more important for regular employees). ### The digital side of leadership Digital transformation is the buzzword of the age. And while the economy is becoming ever more digital, the demands on management are constantly growing. The expectations on managers in respect of their digitisation skills are increasing, and this is expressed clearly in the vacancies that are waiting to be filled. And not just in the IT-related job descriptions: requirements are also tending increasingly towards digitisation in many positions quite unrelated to IT. Most specialists are classically trained and have not experienced digitisation in a focused manner or via training. In their leadership role, they are now being tested in a new and completely different manner. What is digital competence? The most important thing is the ability to continuously acquire and implement new knowledge. It is also crucial in a complex world to keep track of the situation, identify problems and work towards solutions. With regard to the strategic alignment of a company, executives are in demand from the planning stage onwards: to set the course of the company with their expertise and know-how. Once digital transformations are implemented in the company, managers need to be able to support the strategy, lead the employees and, in the best case, to inspire them even. A “digital” executive needs certain skills Helping employees adapt to the new situation is one of the most important tasks of a manager in the digital environment. Specifically, this means that they need to ensure that their staff receive additional training quickly and reshape tasks so that the full potential of an employee comes into play. The classic skills such as empathy, assertiveness and complexity management remain important, as well as technical skills. But in an environment where new jobs are being created constantly with new, modified requirements, digital competence is vital. Going digital – getting there Most companies offer their employees training, professional change management with external support. This gets employees fully involved and, at the same time, provides them the freedom to make and implement innovations. In doing so, they create new and sometimes unexpected opportunities. There is a downside, however: there is often too little space, time and budget available, and no one really knows for sure how much time remains for the transformation. This is certainly the greatest risk – not being fast enough. But where it succeeds, digitisation will bring more flexibility into the labour market. The workplace itself plays an ever-smaller role, because nowadays it is possible to exchange data almost everywhere via digital channels. And this exchange remains very important – even in the digital age – because a manager still works in close cooperation with his or her employees, regardless of whether they possess these digital skills or not. ### Read This Carefully! Oh dear.  The worst email mistake I've ever made surfaced the other day – and here’s the story.  I kicked myself for days because of it; if it helps you to know, perhaps you can avoid something similar. A few months ago I was trying to get a client interested in a very particular candidate; a specialist in his area and at the top of his field.  It happens that we have two clients in the same sector (who are friendly rivals) in two different countries, but we don’t work for them both in the same country.  (I’d like it to be the same client in two – or more – countries but, for historical reasons, that’s the way it is.)  I had spoken with the client and he wrote to me saying he was keen to know more of my candidate: easy, I drafted and sent a short email.  I followed up a few days later with a phone call and he sounded a bit distant, then he was impossible to reach after that.  Curious, I thought, but then again, everyone is busy so I didn’t pressure him. Fast forward to recently when I met someone more senior and I mention what I’ve been trying to achieve.  She says, oh great, keep me in the loop.  So I go back to my original email to forward to her and when I read it through again to check I haven’t made any typos, I see that I had referred to the other client.  Oh no.  No.  Not smart at all.  Not. At. All. How to retrieve the situation?  Hope that she doesn’t notice?  So I deleted the offending words – which I remember clearly putting in, thinking the client would be impressed.  How did I get that so wrong?  When I wrote that email, I was in the other country with the other client – and perhaps we had just been discussing that client and his search.  But I clearly wasn’t paying 100% attention when I drafted that email.  Oh dear. A friend works for the client in the region so I sent an SMS telling him what had happened.  He replied, yes, he knew, his colleague had mentioned it to him, thinking it odd.  I said that I felt – and still feel – like an idiot.  The client must think that I’m a fool.  Oh dear again.  I think that I have managed to retrieve the situation but I still feel badly about it. Attention to detail is essential.  Most of the time in our offices with important client communications we have a second pair of eyes to go over things – precisely to avoid the kind of stupid, sophomoric mistake I made.  Don’t let this happen to you. As usual, let me know if you have any particular topic you would like to see covered here. ### Digitization only works if you have IT knowledge! The second largest business sector (by number of employees) is currently the information and communications technology industry (ICT). With around one million employees, the sector is just behind mechanical engineering. According to the industry association Bitkom, 43,000 IT posts are currently vacant in the face of the continued positive development on the IT labour market. “The job prospects for IT professionals are excellent, and the growth in the number of jobs will continue in the current fiscal year,” says Juliane Petrich, head of education policy and the labour market at Bitkom. Not only the ICT sector itself has seen a rising number of vacancies due to the growing requirements of digitisation; IT professionals are also being increasingly sought in industries such as banking, manufacturing, healthcare and other sectors to meet the needs of the digital transformation. Companies are actively searching for digital professionals Nowadays, companies are increasingly looking for IT specialists for positions involved in the support of digitisation. From lead architects or cybersecurity managers, all the way up to fully-fledged digitisation professionals (CDO, etc.). And that is most likely the reason why exactly these positions are highly sought after by IT managers. Here, CIOs see the greatest potential for professional development. Changing roles are creating new job profiles Along with the new requirements, the necessary competencies and soft skills have also changed for IT specialists and executives. Good IT specialists/executives are capable of finding their feet quickly, on the basis of existing and newly acquired knowledge, in new subject areas and in the face of new requirements and employ a solution-oriented approach. Furthermore, they exhibit high levels of empathy and a good sense for different situations and people. Competent specialists/executives work through problems and take the necessary steps. The balancing act between business and innovation is mastered. Anyone who is looking to follow a new career path should bring precisely these skills. Due to the increased professionalisation of the ICT sector, as well as its products, it is often difficult to for career changers to gain a foothold, because expertise is a prerequisite. Requirements for managers and teams Digitisation leads to increased demands, not only on companies but on all employees. In particular, a high willingness to learn when it comes to discovering and evaluating the possibilities and implementing initiatives is required. The ability to efficiently implement larger numbers of complex issues in parallel is a key success factor even for small teams. Agile working methods support efficient cooperation and continuous improvement. Alongside financial expertise, the key competencies are a strong customer focus and communication skills, especially technical understanding and experience of software and digital processes in companies of different sizes. Proper prioritisation, smart, efficient working practices, and self-organization are as indispensable as self-confident and interdepartmental cooperation and new ideas to better solve existing challenges. Comfort zone was yesterday – digital change is today The most successful teams see changes due to digitisation as an opportunity, not a threat. They have fun developing new things for internal and external customers, in simplifying cumbersome processes and making them more efficient, or analysing complex relationships in large quantities of data. And they are also able to achieve very good results in uncertain and changing environments. Conclusion: The success of digitisation in companies depends on the employees. They should be appropriately involved in the digitisation processes and also supported at every stage.   ### People Matter   We’ve struggled recently to fill some important assignments for clients – candidates are telling us that they just don’t want to move.  That set me wondering, what are the top three reasons why some candidates won’t get excited about another job opportunity?   One reason, not so surprising, is the reputation of the client.  If the company is perceived in any way to be a second tier or difficult employer, candidates are saying no thanks.  Sometimes this poor reputation is unfairly applied and not entirely justified.  It is part of our recruitment role to try to help where we can to repair that reputation – and simply talking to many candidates with a positive outlook can start that ball rolling.  I’m not saying that our soothing words can fix everything – far from it – but by being straightforward and tackling the reputation issue head on, well, that's a start.   Location is turning into a much larger concern these days.  As our cities get more and more congested, travelling times are increasing and people tell us that they simply don’t want to spend hours in traffic.  And they are right.  Who would willingly sacrifice precious hours travelling to and from work?  Time with family and friends has got to be higher on a personal priority list than spending time at the office.  If it isn't, then something is going wrong.  Proximity to public transport options, a pleasant office environment in a decent location – in a building that has been looked after (it doesn’t have to be new) – these factors are attractive to candidates.   Finally, budget is always important.  If we are trying to recruit – even slightly – under market rates, this last point becomes particularly acute if either of the two other reasons is in play.  If reputation and location are both positive, then sometimes the budget becomes less so: not all candidates are entirely driven by money, they look at other aspects of the company and the job (that’s what we like them to do).  That said though, money does pay the bills and we can’t ignore the fact that everyone has expenses.   If we have all three in a positive way, then recruitment is easy.  Sometimes clients don’t need us at all – they can go into the market and get what they want.  Two out of three is a challenge, but one out of three just isn't going to happen.  That's setting the recruitment project up for failure – which doesn’t reflect well on the employer.  We’ll do our best as quickly as possible, but miracles do take a little longer.   As usual, let me know if you have any particular topic you would like to see covered here.   ### Changing job profiles in IT The IT industry is constantly evolving. New technologies and trends represent a permanent challenge for IT managers who want to develop professionally. IT has become an important competitive feature Agility in programming has gained in importance over the years. A study by Capgemini has seen a rise of 3 points in the agility index since 2014. To meet the wishes of customers, the IT industry is moving away from acting according to fixed schedules and towards the highest possible flexibility. While IT previously held a position as an implementer in the company, the requirements today are for the independent development of innovative approaches to problem-solving. In this role change for IT, the changes to the requirements at IT management level are justified: “While IT decision-makers have hitherto only been ‘business partners’, digital change now means they must become business drivers who innovate and have corresponding multiple functions. In times of digital transformation, the IT manager is the decisive force in the battle for competitive advantages,” says Andreas Wartenberg, Managing Director of Hager Unternehmensberatung. Companies are actively searching for digital professionals The future is clearly in the hands of digital companies that continue to blur the classic roles of the IT professional and the ‘specialist department’. The boundary between those who have, up till now, provided the data and those who use the data is no longer so clear. “Nowadays, companies are especially looking to fill IT positions involved in the support of digitisation. From lead architects or cybersecurity managers all the way up to fully-fledged digitisation professionals (CDO, etc.),” continues Wartenberg. And that is most likely the reason why exactly these positions are highly sought after among IT leaders. Here, CIOs see the greatest potential for professional development. Changing roles are creating new job profiles Along with the new requirements, the necessary competencies and soft skills have also changed for IT specialists and executives. Good IT specialists/executives are capable of finding their feet quickly, on the basis of existing and newly acquired knowledge, in new subject areas and in the face of new requirements and employ a solution-oriented approach. Furthermore, they exhibit high levels of empathy and a good sense for different situations and people. Competent specialists/executives work through problems and take the necessary steps. The balancing act between business and innovation is mastered. Anyone who is looking to follow a new career path should bring precisely these skills. ### Horton International Named Top 50 Healthcare & Life Sciences Search Firm Horton International is proud to announce that it was named among the top 50 Healthcare and Life Sciences Search Firms of 2017 by Hunt Scanlon Media. The yearly list highlights the success and vision of multi-skilled management consultants in the field of healthcare executive recruiting, namely those of Molly Robb, managing director in Horton's Global Life Sciences practice and Jim Utterback, managing director in the firm's Healthcare Services and Technology practice. "Horton International has cemented its place as a leading search firm in the ever-challenging healthcare sector," Utterback commented. "We have worked hard to foster innovation and success in a variety of fields such as biotechnology, pharmaceuticals, medical devices and healthcare technology," Robb added. "Our place on this Top 50 list confirms that we are strategic partners with our clients helping them navigate a rapidly changing landscape and building their dream teams." Josh Hollander, the president and CEO of Horton International's North American operations expressed that he is "honored to have earned our place as one of the leading healthcare executive search firms." He continued, "This accolade affirms our ability to successfully place the right healthcare and life sciences talent in organizations of all sizes—from startups to the Fortune 500 as well as leading venture capital and private equity firms." Hunt Scanlon Media has been a widely-referenced source of information in the human capital sector for over 25 years. Their Top-50 lists highlight search consultants' market intelligence and their ability to cultivate relationships—and recruit—superior talent for their clients. Horton International is a global retained executive search firm with 50 offices in 26 countries.  The firm provides research, consultancy and recruitment services for senior leadership positions and boards across a wide range of sectors and functions. For more information about Horton International - North America, visit www.horton-usa.com. Contact the North American Headquarters or Michelle Helmerich at: 29 Main Street, Suite 327 West Hartford, CT 06107 (860) 521-0101 SOURCE Horton International, LLC Related Links http://www.horton-usa.com ### The bimodal manager – the merging of two worlds! The IT of the future has two speeds In many companies, the constant transition and the rapid change cycles in the business areas and the company environment present the IT department in particular with major challenges. The current business of a company must remain stable. At the same time it needs to be innovative, to try out and integrate new things. This applies even more in times of digitization. It’s a balancing act with consequences – and not only for IT. Stability puts the brakes on innovation IT is responsible for the reliability and security of company data. The stable operation of IT is the lifeblood of the company, and any disruption can easily lead to a major collapse. This is why IT is often viewed as an innovation blocker, standing in the way of innovative services from the Internet or new software, or at least making things more difficult. Digitization and innovation are comparable to change or transformations: applications, cost/benefit, feasibility and much more need to be investigated and often also tested. This puts two different IT worlds in competition with each other. On the one hand, there is the part of IT that focuses on efficiency, safety, process compliance and cost reduction. On the other hand, it is the driving force behind IT that is keen to establish the ideas and requirements from the departments in new services and applications quickly. It is a trade-off, which is not easy to solve and requires highly qualified personnel. Some companies set up “Digitization LLCs” for this purpose, while others establish departments and teams to deal with the issue and the necessary implementation projects within the company. However, the focus of all these approaches is usually only on digitization itself and the related technologies. Bimodal IT brings two IT worlds together In larger companies, this requires two types of IT that run parallel to each other. One approach is offered by the research and consulting firm Gartner with their concept of “bimodal IT”. With bimodal IT a company operates in two different modes. Gartner’s bimodal IT distinguishes between the IT organization in mode 1, the traditional IT planning and working mode, which includes most of the important core tasks, and mode 2, the so-called agile mode. The teams in mode 2 develop innovative products using agile methods and the latest technologies. The higher fault tolerance makes it possible to work more quickly and effectively on innovations. It is in mode 2, the part of IT that uses techniques such as prototyping, design thinking, iterative approaches and proximity to the customer (even for customers within their own company), where the uniqueness of the company is also reflected in IT. This is also where the competitive advantages arise. The two modes need to be closely coordinated; you could compare it with the left and right brain. Time to market is, in this case, a decisive factor. Harmonising these two, very different, requirements is hard enough. Many IT organizations already fail at the first hurdle – defining the IT processes and responsibilities in the transition from traditional and agile IT towards a bimodal IT. Challenges for the bimodal manager The concept is simple, but the implementation raises questions: how to transform an organization into a bimodal business? Where should one begin? Which employees fit in an agile environment? How do I manage a bimodal construct? The bimodal manager of a major company is faced with the challenge of merging these two worlds. This new bimodal IT architecture has consequences for the entire IT organization itself. The bimodal manager must not only be able to recognize innovations, but also to understand and implement transformations and changes. To this end, project management skills, among other things, are indispensable. What is more, the manager must be enthusiastic and communicative and able to adapt to the most diverse human character traits. This can be both the ‘revolutionary’ and inventive young guns be and the classic IT personalities with decades of experience. The bimodal manager must be able to moderate between the two profiles to create a cohesive IT unit at the end of the day. They also need to make quick decisions and set priorities, such as: What is trivial? How do we deal with large volumes of data? What steps are indispensable? How do we treat redundancies in the system? What does the customer of tomorrow want? Via which platforms will we offer our products to the next technological generation? The bimodal manager must master quite a few challenges and have the appropriate skills to succeed. Here is a selection of just a few of the required competencies: Project management skills Ability to make changes within the company Ability to moderate Compatibility with different processes and methods Innovative thinking Technological understanding & imagination Create links between interpersonal differences Accordingly, the greatest requirement is rather in the personality related skills. It has much less to do with computer centre administration, software programming and in-depth computer science skills. In the context of digitization, the bimodal manager will be an innovation leader whose influence extends throughout Germany and far beyond. ### What qualifications are required for the post of CISO? Security as a management discipline IT security and data protection are increasingly becoming a management discipline in the digital age. The analogue world is has been ideally secured and well-structured for several decades. The influence that the digital world has acquired has often been neglected. The resulting adjustments are therefore often inadequately implemented. Also, due to the increasing transfer of services and data onto the Internet, many new risks are arising. Hazards and risks apply to all industries Companies are all subject to the same attack patterns, even if they have different focuses – whether it is an insurance company that needs to protect sensitive customer data, an energy company that has to secure information about the plant control system to ensure that there are no interruptions to the power supply, or an automobile manufacturer protecting intellectual property such as the development data of its new vehicle models. In the face of increasing hacker attacks, therefore, all companies should declare information security to be a strategic objective and, while developing a digital strategy, introduce a stringent security plan throughout the enterprise. Many – in particular large – companies, therefore call on the services of a Chief Information Security Officer (CISO). But so far, no consistent understanding of the occupational profile has been established nor has the position of the CISO been precisely defined within the organisational structure of companies. The CISO must protect the entire company One of the key duties of CISOs is to prevent data from being manipulated. The consequences of this are often underestimated. In addition, they must use their powers of persuasion at all hierarchy levels to get every department on board. In addition to the professional qualifications, extensive soft skills are required, such as communication, teamwork and diplomatic skill, tenacity, compromise ability, resilience and trust. What is the key selling point in the CV? There is no training course for becoming a CISO; however, various certificates facilitate the ascent to Chief Information Security Officer. IT professionals being sought for specialist security functions must offer a broader spectrum of competency – in terms of their qualifications and profiles – than pure IT experts. The standard tasks include effective prevention work and the planning of potential attack scenarios. For this kind of planning, an in-depth knowledge of security, cryptography, and networks are required in addition to the programming languages. Alongside knowledge of the field of encryption with a mathematical focus and a degree in a subject like (business) information systems, mathematics, natural sciences or economics (with IT as a special focus), extensive professional experience in the area of IT security (threat response/analysis and intelligence), CERT, intrusion detection design and prevention systems is a must. Sound knowledge in the fields of anti-malware software, network administration, IT security or IT forensics are equally essential as are the common scripting and programming languages. A good CISO is proactive and prevents data theft or prolonged IT systems outages from occurring at all. From the perspective of the HR department, sector knowledge is the be-all and end-all when it comes to finding the right personnel to fill posts in the area of information security. Alongside sector expertise, an in-depth knowledge of the applicable legal frameworks (such as KonTraG, MaRisk) and compliance is relevant when it comes to successfully implementing necessary security solutions while complying with legal requirements.   Conclusion: Corporate security should be even more focused and not classified as a triviality. Security is not a flash in the pan, but rather a necessity that is becoming increasingly important – especially in this age of digital change!   ### The Value of Strategic HR Recently we’ve had a couple of situations where the value of a strategic approach to human resources – and I particularly mean recruitment – is showing itself to be of great benefit.  Let me explain. The value of strategic recruitment comes in being able to manage a client across several countries and to have one senior HR contact point at the head office.  This is especially important if line managers want to work with their favoured recruiters: HR can step in to make sure that there is consistent quality of recruitment and, importantly, the processes that back that up to ensure that the best talent is recruited and then – of just as much importance – retained.  Remember my column last month where the company had a retention problem?  Until recently that was partly down to a haphazard recruitment policy where managers could do what they wanted.  It looked good from a pure recruitment point of view, but translated poorly when they analysed talent retention.  And there is the real cost: losing people is more expensive than bringing them in. Most companies – and I'm not exaggerating – will accept candidates from almost any source, whether that be direct applicants (advertised or not), internal staff referrals (watch out for relatives with different names!) or from agencies (usually involving a fee).  Naturally I'm going to focus on accepting candidates from agencies – and explain why using multiple agencies is, generally, a bad idea. Success-based agencies work on the principle of ‘no placement, no fee’.  Now that sounds good for an employer, but let’s look – strategically – at what it really means.  For starters, they don’t really care about the employer; they care about placing a candidate and collecting a fee.  It doesn’t matter to them whether this is the best candidate, or whether the cultural fit is right – they only want to have that candidate hired.  And you can bet that a good candidate will be sent to many prospective employers; one of them is going to bite so they might as well send it to more to increase their chances.  There's no loyalty there; it’s a transaction, not a relationship with a trusted client. The flip side, of course, is that while the contingency agency is busy sending resumes to the HR department, they are probably equally busy identifying the best staff at the same company so that they can send them to their other clients.  So much for loyalty. A smart and strategic HR department will sit down with a handful of agencies and clearly establish expectations – in both directions.  In return the agency should undertake not to solicit that client’s staff (if they respond to an advertisement that’s usually ok).  As a retained executive search firm we don’t advertise, so our proposition to a client is simple: you pay us to put people in, and we simply don’t take people out. As usual, let me know if you have any particular topic you would like to see covered here. ### Under Attack Healthcare Cyber Security: Invest Ahead In the first half of 2015 alone, there were 8 health systems storing more than one million records that were attacked; the largest was Anthem where 78M individuals were affected.  PwC’s 2016 survey on the global state of information security noted that 38% more healthcare security incidents were detected in 2015 than in 2014; and the average financial impact rose from $2.5M in 2014 to more than $6M in 2016. Further, the Identity Theft Resource Center reports that in 2016, healthcare data breaches accounted for over 35% of all information security incidents worldwide. Why are cyber attacks in the healthcare industry happening now? It has been widely reported that medical records are worth at least ten-fold those of credit cards on the black market.  Their value combined with increasing digitization in healthcare and the heretofore disinclination among healthcare leaders to adequately protect data have offered hackers ample incentive—and opportunity—to target this market. Fewer than 20% of healthcare providers have a singly-appointed leader of information security and 25% do not operate an information security center.  This despite the increase in incidents: In 2015, IBM reported that healthcare was the number one target for cyber attacks; and Accenture reported in The $300 Billion Attack that some 25 million people—one out of every 13 patients—will have financial or other personal data stolen from their healthcare providers over the next 5 years.  Experts indicate the attacks will continue, the costs per breach—now estimated at $200 per patient record—will increase, and digitization will continue expanding to mobile solutions, wearables and medical devices (which many believe are susceptible to terrorism).  Accordingly, healthcare leaders can no longer afford to ignore the problem. In fact, the data suggest that investment in healthcare cyber security offers a strong ROI: it’s been estimated that prevention costs, including those of staffing, risk assessment, security controls, monitoring and detection, forensics and insurance, run about $8 per patient record.  Further, a path to enhanced data security is well defined as several cyber security frameworks, namely those of HITRUST, ISO 27001, and the National Institute of Standards and Technology (NIST) offer roadmaps for healthcare leaders.  Also, improvements in authentication and identity management technology present further cost effective resources for leaders to combat breaches. The business case and the technical wherewithal to improve the security of healthcare data are evident; however, getting this subject on the agenda at board meetings has not been easy.  This is likely due to three challenges: first is the lack of a single internal owner within the organization. The second is that cyber security is typically perceived as a problem for internal IT organizations to solve; and third, information security (INFOSEC) professionals often do not present the business case and solutions in ways that boards and other business leaders fully comprehend. Regardless, increases of cyber breaches across the healthcare industry clearly indicate that it is time for board-level involvement.  When information security puts a company’s finances, operations, customer relationships, R&D and brand at risk, it becomes a fiduciary responsibility of the board and chief executive. Boards of directors would do well to first receive their own cyber training, after which they will be better prepared to address INFOSEC in the contexts of risk and compliance, operational continuity, brand reputation and ultimately, profitability. They must then direct chief executives to create cyber risk management programs.  CEOs should prioritize information assets based on business risks, provide differentiated protection based on the importance of those assets and diligently deploy active defenses to uncover attacks before they breach. Further—as it has been made abundantly clear—because simply defending the digital perimeter is no longer sufficient, CEOs must foster a cybersecurity culture throughout their organizations. The CEOs’ first step towards improving cybersecurity must be to hire a Chief Information Security Officer (CISO)—someone who is solely responsible for digital security.  My executive search experience informs that this talent is scarce and in high demand; I have recruited healthcare CISOs from consulting and law firms, the government and the military, financial institutions, and even the gaming industry. There is not enough talent to meet demand (even though higher education institutions are graduating cyber experts at record pace).  Therefore, selection criteria should emphasize leadership, the ability to foster teamwork, business acumen, risk management, political savvy and communication skills rather than years of experience. Most importantly, CISOs should report directly to the CEO with a dotted line to the CIO. This structure affords organizations important checks and balances while maintaining budget integrity.  There is no such a thing as completely secure systems, but organizations without a cyber-incident response plan have greater liability than those that do not.  Further, simply drafting a plan is insufficient; it is necessary to integrate cyber security into all business processes. It is when organizations appoint a CISO to oversee the initiative that cybersecurity becomes a competitive differentiator and business enabler. Dennis Chesley, PwC’s Global Risk consulting leader was recently quoted as saying-“Many executives are declaring cyber as the risk that will define our generation.” Whether security is breached by sophisticated cybercriminals, political “hackers”, nation states or even internal employees, this topic is not going away and healthcare executives must make measured tradeoffs between the benefits of a connected world and the risks of operational and reputational disruption. Healthcare leaders currently allocate approximately 10% of their IT budgets to security; that number is closer to 20% or more in other verticals. Healthcare boards can no longer skimp on digital security in favor of improved financials. Doing so risks sacrificing HIPAA compliance, business operations, customer good will…and ultimately profitability. Insufficient boardroom prioritization, the dearth of cyber security talent, minimal employee training, and insufficient planning are without question the top contributors to security risks as we turn the calendar to 2017. The winners in healthcare will be those that find the balance between innovation and security planning; they will be those who invest ahead of the problem and remain vigilant stewards of their own IT systems and their customers’ data. ### New Year New Thoughts As we approach the calendar New Year and then Tet, my mind is turning towards how things will be different next year. I start to think about the mistakes I've made and what I could have done better. It would highly arrogant to say that I didn’t make any mistakes – we all do, some worse than others – so I certainly won’t claim that. We’ve had more than our share of business issues and disappointments – and some readers might join me in that sentiment. I’ve always thought it important to be visible to my colleagues as I think that leading by example is likely to bring out the best. Absent managers often find out that things aren’t quite as well back at the farm as the staff is saying. A foreign businessman recently said to me, ‘Oh, the company runs itself when I’m not there’. Well, I suppose so, if you think that 40 per cent staff turnover is normal; I don’t. Perhaps a little more TLC wouldn’t hurt – and it might help to reduce their costs. If you think that recruitment is expensive (not only because of our fees), then perhaps take a look at your staff turnover figures and ask yourself why so many people are leaving. That particular company is refreshing itself every two years or so; imagine the effect that has on their clients, the staff who remain and their morale. And it’s made all the harder by the fact that the company knows it is paying below market rates; no wonder nearly half of the staff finds greener pastures each year. They could use some New Year New Thinking. Recruitment is another area that some companies could benefit from re-thinking their approach. Sometimes we are asked to meet companies that are well known in our recruitment community as being terrible places to work. They might want to talk about assignments that they have tried to recruit internally – and failed – then given to multiple recruitment agencies – and failed. Now they are desperate and somehow still think there is still a chance to hire someone for that hopeless position, in a zombie company that no-one wants to work for. We don’t entertain that. What’s the point, just wasting time talking about something that is patently unachievable? Another opportunity for New Year New Thinking. From our point of view, we are going into this year in a very positive frame of mind. We hope that our difficulties are behind us; our reputation is intact and – by and large – our longest serving (suffering?) colleagues are still happy to work together. It could be a lot worse; we’ve seen quite a few international executive search companies close their doors and exit the business. Somehow we are hanging on; we’ve made a commitment in the region to the individual countries and we are sticking with it. We don’t give up easily and, to close this month’s column, there's a fitting metaphor for our search methodology. As usual, let me know if you have any particular topic you would like to see covered here. ### What Makes a Good Headhunter? With so many ups and downs, it set me thinking: what makes a good headhunter? Well, three words came to mind: curiosity; tenacity; and honesty. Let me explain each of them. Curiosity. We ask questions about what the client needs (as opposed to wants), what the candidate can/can't do, if they fit the client, is the candidate misleading about the CV etc. we ask about the job, the organisation – its culture, style, reputation and so on – reporting line, working team (if any), responsibilities, opportunities for promotion and career growth, travel expectations, stakeholders etc. We distill the information down to perhaps five essentials without which a candidate won't be considered. Then process takes over where we assess all candidates out there against the brief, interview the most promising and deliver a shortlist. We usually end up with a handful of interested and qualified (important word there) candidates from which to make our choice. I say qualified as, although most people rate themselves very highly, in truth only the top few per cent are in the top few per cent. The rest of us are the general work force. (It's always good to know how good you really are!) Tenacity kicks in when we hear that magic word, no. No, I'm not interested in a move; No, I don't care if your client has great career prospects; No, I don't want to leave my job. We hear that word a hundred times a day – and we are fine with it. Everybody has a story and is somewhere on their life journey. Our challenge is to find those who are open to our siren song and respond positively. To do that, as I've said before, we have to kiss a lot of frogs to find our prince/ss. Just because quality people aren't open – right now – to us doesn't make them a bad candidate, or count them out of the running forever, it just means that they aren't open right now. They might change their minds in a week, a month, a year. But only tenacious and resilient people who can handle hearing 'no' all day can be effective headhunters; it's what we're used to. Honesty is paramount. Part of our job is managing information, the interface between employers and candidates and, of course, we want to close the position. But we can't do that without honesty. Changing jobs is not to be done without deliberation, and it's incumbent upon us to treat the candidates with respect – they are making a big decision. Similarly, clients don't just offer jobs to someone because they like them, or feel sorry for them. They do it because they think that person can move the organisation forward. So it's vital that we play our part, setting expectations honestly and clearly on both sides – it will only end badly if we don't – and make as sure as we can that the right person is going into the right role. If we don't assess that honestly it could go wrong, there’s a quick resignation and no-one is happy. And, finally, because we are retained we don't mind WHO gets the job – we know that one of our candidates will, so we don't have to play favourites with them or influence the client. We just want them to hire the best candidate of the highly qualified and interested selection we have provided. Simple, right? As usual, let me know if you have any particular topic you would like to see covered here. ### Telemedicine: The Best of “Care Anywhere” The phenomena of patient engagement, patient monitoring and wearable technology, have all contributed to the growth of the telemedicine market. According to Massachusetts-based BCC Research, the telemedicine market should grow from $6.5B to over $24B by 2020. Mordor Intelligence, a globally recognized market research firm, estimates the telemedicine market at $34B by 2020. There are a myriad of reasons why the market is growing so fast: Efficiency. Telemedicine enables increased demand without unacceptable delays or service rationing. This becomes increasingly important as the shortage of healthcare practitioners declines (estimates forecast a shortage of 91 thousand doctors by 2020). Cost savings. Willis Towers Watson estimates that telehealth could save as much as $6B annually in US healthcare costs. The main areas of cost reduction include those of: readmission, patient transportation, staff utilization—via reduced unused capacity among providers—and patient satisfaction. In fact, CVS achieved patient satisfaction scores of 90% after implementing telehealth in its Minute Clinics. Furthermore, telemedicine facilitates increased physician follow-up with chronic-condition patients without incurring significant costs; and at-home triage services through nurse televisits reduces unnecessary emergency room visits. Government support. At least thirty states have now mandated commercial payor reimbursement for telehealth care; additionally, nearly every state has a policy for extending telehealth to its Medicaid enrollees. Popularity. Consumers are increasingly demanding immediacy, choice and control over how they procure health services: many of the 110M annual visits for minor illnesses such as rashes, coughs, and earaches can easily be attended by virtual rather than in-person visits. Telemed services are also gaining popularity with employers as a cost-effective and efficient healthcare option for their workforces. Telemed is also gaining popularity among the elderly who are becoming increasingly comfortable using technology; and finally telemedicine improves health literacy and more efficiently overcomes language barriers. Technology advances. As technology becomes faster, more secure, and more reliable healthcare communities are better able to leverage the advantages of improved teleradiology, telepathology, telepediatrics, telepsychology and teledermatology.  Early adopters that are leveraging technology to deliver healthcare are expanding. For example: Of the 110 millionpeople treated through Kaiser Permanente last year, 54% connected through online portals, virtual visits or via their other applications. (The data offered does not separate interactions through email or online appointment scheduling; however, so it is difficult to ascertain how many were true healthcare encounters.) Kaiser Permanente’s Chief Executive, Bernard Tyson, describes the shift to telehealth: “Because we were ‘all knowing’, we built the entire healthcare industry where everyone had to come to us, but now we are reversing the theory—and are spending billions in technology platforms”. The Mayo Clinic forecasts 20 million patients by 2020—many of them outside the United States and most remotely. In 2015, the Cleveland Clinics announced an alliance with Cox Communications to improve in-home patient monitoring and treatment services. In addition, their Chief Innovation Officer, Thomas Graham, announced recently that they are developing “walk in kiosks” enabling patients to videoconference with physicians. The University of California at San Diego Health System has initiated a telemedicine pilot program enabling on-call physicians outside of the hospital to link remotely with patients. American Well, a large telemedecine provider,experienced 1100 percent year-over-year growth in the past 2 years, and patient visits to Teladoc jumped from 127,000 in 2013 to 300,000 in 2014. Finally, investment in telehealth is increasing. The Mercom Capital Group reports that in the second quarter of 2015 alone, telehealth companies enjoyed record fundraising and secured over $155M in 18 deals. Despite increasing interest in telemedicine among investors, health care providers and consumers alike, barriers to expansion persist. First, although Congress passed the Medicare Access and CHIP Reauthorization Act in 2015 which included provisions to incentivize telehealth, it is not consistently offered to Medicare Advantage members nationally: the state and federal support, while gaining, is currently lacking. Rapid adoption within government as well as other organizations may because of concerns with service instability resulting from currently-deficient telehealth business models; HealthSpot, for example, was shuttered even after having raised more than $40M and signing customers like Rite Aid. Also, while data systems and telemedicine technology itself are improving, they do not yet connect with home devices or medical peripherals (otoscopes, digital stethoscopes, etc.), thus seamless access to patients’ information regardless of the collection location or device is inhibited. Data integration presents further challenges. Electronic medical records systems (EMRs) and telehealth data remain segregated and therefore complicate the use of telehealth data in the clinical workflow. Advancing the integration of telehealth with traditional health care delivery requires a shift from enterprise-host data systems to those cloud based—a time consuming and expensive endeavor. However, transition to the cloud would also improve the services’ scalability thus making it more affordable to smaller healthcare providers. Despite increasing comfort with technology among the elderly, gaps still remain among this population (the heaviest consumers of healthcare). Additionally, the digital divide limits access to telehealth among other populations where it may be most useful. Although consumers are increasingly requesting telehealth options, doctors concerned with the increased risk of malpractice suits caused by virtual patient visits, often resist broader adoption. Because of these challenges, only those who can afford the risks inherent to new technology implementation are able to foray into telehealth, and telemedicine has not expanded far past early adopters. Much remains to advance the initiative and it will not receive wide-scale adoption until telemedicine: provides convenience and increases access while also reducing costs; successfully addresses acute as well as chronic conditions without compromising outcomes; systems are fully integrated enabling data sharing that enhances clinical decisions; and stakeholders—consumers and practitioners alike—are comfortable with the shift from inpatient and in-person care to that virtual. In sum, telehealth can be integrated into all aspects of population health management from clinical care, to patient monitoring, and health education. Further, it solves many of the biggest challenges in healthcare today, including those of improved clinical outcomes, expanded access, increased efficiencies and reducing cost. The largest players within the healthcare markets (such as McKesson, Philips, GE Healthcare and Cerner) recognize the promise of telemedicine and are increasing their investment in the initiative. Telehealth innovation is liable to disrupt those that do not follow their lead. As this market scales, leadership will be needed to add to the depth of talent in this space. If you or your PE firm is interested in learning more about our Search and Consulting capabilities in HCIT and Healthcare Services- please reach out. Jim Utterback is Managing Director, Healthcare Services & Technology for Horton International. Including his work within executive search, he has acquired and merged companies, built leadership teams and cultures, and developed an expansive global network within the healthcare and life sciences industries. Jim has held corporate officer positions with publicly traded Covance (formerly Corning Life Sciences) and Rhone-Poulenc Rorer Pharmaceuticals (now Sanofi). He began his career in the General Management program at General Electric’s Medical Systems Division. Jim has a Master of Science in industrial psychology from Virginia Tech and has worked and lived in the US, EU, Africa and India. In addition to his advisory and executive search services, Jim volunteers at a number of charitable healthcare organizations and industry associations (CHIME and DIA). Horton International - North America, a principal partner of Horton Group International Limited (HGIL), a global boutique retained executive search and advisory firm, was founded in 1978. In the 1980s, the firm began its international expansion into Europe, the Asia-Pacific region and the Americas. HGIL, now a UK-based holding company, continues to serve as the governing body for the firm, establishing global policies, procedures and guidelines for all international operations. For more information about Horton International - North America, visit www.horton-usa.com.   ### Digitization – what about the people? Disruptive digitization! Radical upheavals throw all business models into chaos, communication is often predominant via social networks instead. However, the employees and their needs are often not considered until it is too late. But it is just those severely affected employees who should be brought on board from the outset so that they can contribute to change processes. To understand any emerging resistance on the part of employees, managers should try and put themselves in the shoes of the individuals concerned, in order to be able to incorporate their needs or concerns in advance. Changes in the course of the digital transformation elicit fear and associated resistance among many employees. Therefore, a strategically well-thought-out and professionally executed change management should involve the employees, to prevent steamrolling them with the digital wave. The modified processes and transformations should be seen as an opportunity and not as a threatening change.   Organisational changes will only be successful if a significant number of employees support and go along with them. Accordingly, the efforts of change management should be tailored to the individual divisions. To make sure that they are, where appropriate, not only disruptive but also effective, the necessary initiatives should be designed so that they meet not only economic needs but also those of the employees.   A holistic approach is required The head of digitization, whether it is the CDO, CIO or even the CEO, needs to deal with the requirements that are demanded, in this case, by the individual employees. The company changes caused by the digital transformation require much more than just the use of new technologies. It requires a culture that is open to experiments and, even in the event of failure, doesn’t fall back into old routines. The focus of business decisions must also be on customer needs and customer behaviour. Moreover, the rate of change plays an important role in the corporate culture. Digitization is driven by speed; this is also reflected in everyday business.   Employees react differently to modifications within an existing organisation. There are those who are open and support them, but there are also those who are undecided and are dismissive of all new projects. Resistance is often due to the fact that employees have no real understanding of the innovations or changes and don’t know what will happen to them.   A key prerequisite for the conversion to digital is a clear, overall strategy, well-networked measures and permanent responsibilities in the company. A holistic approach that acts as a central theme running throughout the corporate realignment should be the basis for every company that is digitising.   Digitization has multiple effects within the company Digitization affects day-to-day business in many ways. For example, there will be new job profiles, internal communication and decision-making processes will change, working times and locations will – in certain cases – become more flexible, the IT structure, and maybe also the strategy, will be realigned and many other areas will feel the clear implications of digitization.   In summary: It is important to integrate digitisation into the corporate strategy and corporate culture and involve the employees in the transformation process at an early stage, where appropriate, offer further training and qualifications, and not to steamroller them with the digital wave! ### Importance of a Professional email address Importance of a Professional email id in Job Search & Business Communication In today’s world virtually all applications / business communication are online vide email. How would you react if you were to receive an application for a Country Sales Manager for an industrial product or a business proposal from a 1. “handsomeharry@……….” or 2. “cooldude@……….” or 3. “knottyritz@……….” or 4. “deadlydhawan@………. “ Or 5. “cobra1gh@………..” Believe it or not, some of these are samples of some email ids / online mails I have seen, though not necessarily for the Country Sales Manager position. In my opinion, while these may be great for personal interface – it may not be too appropriate for a professional use, of course, depending on the context / profession Your professional email id, much like your photograph or CV or cover letter or even signature, is an integral part of your personal branding . People, specially recruiters ( internal or external) and interviewers , , form opinions on the basis of photographs, captions, presentation / layout of cvs – but these normally come after one sees the email id in the inbox It is in this context that the email id assumes great importance Here are a few thoughts on what a good professional email id could be. 1) Keep it relevant – to your industry / profession – eg. Cooldude @ …….. or creativedanny @……. may be relevant in the Advertising or Creative or fashion Space – but may not be so appropriate for the Banking , Consulting or Industrial Sector. Similarly “handsomeharry’ similar maybe appropriate for the modeling world or when one is seeking an alliance 2) Should describe you – in a professional / relevant manner 3) Reasonably short / easy to remember & recall Some common structures that can be used ,are a) Name. surname OR surname.name OR initials e.g. i. dipy.nigam@………. ii. Nigam.dipy@………… iii. D.nigam@………… iv. Dipy.n@…. b) name or surname eg i. dipy@……… ii. Deependra@…………. r iii. Nigam@……. c) Name or surname and discipline/ descriptive eg i. rohanMBA2016@…….. ii. jitugraphicdesigner @….. iii. amalconsultant@……… iv. baldevtrainer@……….. d) Descriptive of profession or expertise i. Personaltrainer01@……. ii. Graphicdesigner01@……. iii. Searchconsultant@…….. While virtually infinite variations / combinations are possible – the moot point is that – like any other sales communication, one needs to see it from the point of view of the recipient – how are they likely to perceive it . Lots more can be written about this – I would appreciate comments – specially additional points that one should keep in mind while finalizing their professional email id ### Recruitment is NOT the job of the HR department The success of every team, every unit, every division, every company and every group depends on mainly one thing – its PEOPLE. Right people at right time in right numbers are critical. The quality of team members and their cohesion and motivation are key determinants of success. It is thus imperative that every team leader, first level supervisory upwards – pays utmost attention to getting the right people to his team. Thus it is critical that he/she talks very active interest in recruitment right from start through till on-boarding. Sure , the HR department has a role – that of a facilitator. Manpower Planning; JDs & Person Specs ; having right recruiters (whether internal or external) ; Employee Branding to attract & retain talent; competitive compensation & benefits strategies; proper on-boarding ; robust Performance managements systems; effective training ; Career planning; Organization Culture etc are all the job of the HR dept. RECRUITMENT , however, to my mind ,is the job of every LINE manager – from first level Supervisor to CEO. Yes the CEO !!! In today’s competitive world, with quality resources increasingly scarce – proper recruitment / retention / people strategies , have to be amongst any proactive CEO’s top 5 items on agenda / KRA. Thus Recruitment is NOT the job of HR Dept – ITS the job of EVERY TEAM LEADER team leader. ### Recruitment / TA - is a SALES & Marketing job YES folks – you read it right !!!!!  Am I serious ??? Surely I jest ???  NO !!! I am dead serious  And coming from me – 10 years in hardcore Sales & Marketing – with some of the BEST BRANDs – and then 25 years in HR / Recruitment / excecutive search – I SHOULD KNOW  The fact is – I DO !!!!  Lets look at what recruitment is all about Identify what you need and when ( planning) Plan / organize to tap the apt candidates Attract them Acquire them ( against stiff competition) Retain them   That’s EXACTLY – what Sales & Marketing – does – hopefully better Identify what you need and when ( planning) >>> Planning Plan / organize to tap the apt candidates >>> target client identification – and acquisition plan Attract them --- attract and acquire the apt guys Acquire them ( against stiff competition) – as above Retain them>>>various strategies - incentives / helping them achieve targets ( nothing motivates more)  Sure – the TA / recruitment guys are good – its just that the Sales & Marketing guys are more suitable  Its NO SURPRISE – that most of the successful Recruiters / Talent acquisition guys have a STRONG SALES & Marketing background  Sure you may have a different opinion --- happy to have a debate ### Handwriting Analysis – a powerful Personality assessment science They say, “a picture is worth a thousand words”, well it would seems that a hand-written paragraph is worth even more!Graphology, more simply known as Handwriting Analysis, is becoming a popular and accepted means of assessing applicant personality prior to employment. Handwriting is as unique to each individual as their fingerprints and a reliable indicator of personality and behavior. As an emerging science, Graphology is gaining the attention of academics the world over as this science develops into a reliable and valid measuring instrument for a variety of applications, e.g. personnel selection, career coaching, team building and more. Graphology, like conventional personality tests is utilized to measure personality constructs of the individual. So, what makes handwriting analysis so unique- as personality measurement tool? Graphology can be applied in various fields, including Inquiry into Yourself Who You Are – Graphology helps an individual to know their strengths, weaknesses, innermost fears and your defense mechanisms, and see himself in new light. Graphology can help in understanding and removing the mental blocks to achieve greater personal and professional success and self-growth. Know Your Relationships – Know the every aspect and the hidden aspect of personality so that you will understand them much better with reasons and improve relationship. Child Development – From child’s handwriting or by parents knowing handwriting analysis they will know about the child much more than he is showing and behaving. Career Selection for Child – Graphology can help you and your child in selecting the right career. Is he artistic, is he creative, is he very mechanically oriented, is he a fast thinker, is he a analytical person, is he expressive, is he outgoing. Selecting a Life Partner – Even though you have selected your partner, graphology can help you to improve your relationships and compatibility by knowing each other’s needs and requirements and how they behave in a particular situation. Selecting a Business Partner – Graphology can help give you to select right business partner who can take right decision at the right time. Employee Selection / Recruitment – Graphology can help in selecting right people for the job. Who’s titled for which job, will he give maximum output in that area. Criminology – Graphology can speed up investigation via writing and signature of a suspect and solve cases.   Graphology – provides some unique features / advantages for recruitment 1) The candidate can write in any language. The analysis can be done whether the graphologist understands the language of the writer or not. Handwriting Analysis cannot determine: age, race, religion or gender and is not influenced by appearance, positive self reporting or attempts to portray a positive image, which therefore reduces the subjectivity factor of the technique. 2) Faking is almost impossible with graphology as the applicant is unable to control the brain impulses which are projected on paper. Nor is the applicant aware of how to manipulate the writing. Any attempt to change the writer’s normal handwriting would be easily identified by a technically trained and experienced graphologist. 3) For job seekers handwriting analysis provides an added bonus in that it requires no painful or embarrassing interviews which a sensitive candidate is likely to see as an invasion of privacy. Because of nervousness, an otherwise perfectly qualified applicant may not be able to do justice to an interview. 4) As a result, the employer may end up with a completely incorrect assessment of the applicant’s suitability for the post. Such analysis can identify, among other things, motivation, drive, strengths, weaknesses, emotional stability, flexibility, creativity, communication styles, work style, sales style and management style 5) Strict code of ethics Professional graphologists adhere to a strict code of ethics and reports are balanced and impartial. The professional graphologist would also not attempt an analysis without the consent ### Bouncing Back We’ve had a couple of disappointments in some recent searches for our clients: one of them hired the perfect candidate (and very senior) who then failed to turn up at work as agreed – and promptly resigned; and the other where we have undertaken an exhaustive search across the country, interviewing dozens of candidates, but where the final short listed candidate still wasn’t up to the client’s expectations. In both cases we are back to square one, and starting the searches again. After having spent at least two months on each search this is a major blow for us and just one question is, how do we keep motivated to continue? Well, it helps that we are being paid for it – one benefit of being a retained search firm. Another aspect is that we certainly now have a very clear idea of what our clients expect and we just have to go and find (more) ideal candidates. But what if those people aren’t out there? How do we keep on searching, talking to people, assessing their suitability and then presenting them to the client, knowing what we know? Part of our responsibility to our clients is to give them market knowledge and feedback; to counsel them in decisions that we want to result in finding the ideal person. We also see it as our duty to bring an unbiased market view to the client, to show them what the outside world thinks of them and their opportunities. Sometimes we have difficult news to tell our clients; sensible ones welcome this feedback. I've talked in this column before how some companies – mercifully NOT our clients – can get carried away with their own importance and believe that everyone outside must be begging to work there. Well, news flash: they aren’t. But in recruitment there is no time to be precious. We have a job to do and we get on and do it. It’s difficult and it’s time-consuming but the end result makes it all worthwhile: a happy client with a superb new employee, and a happy person who we’ve helped to find themselves a great career move with a super new employer (and usually getting paid more too). Oh, and we get paid for all of that too, so that's the cherry on our cake. As usual, let me know if you have any particular topic you would like to see covered here. ### In-House Recruitment This month’s column came out of a presentation I gave to my partners at our annual global meeting held earlier this year in Vientiane.  I had been asked to discuss in-house recruitment (IHR), and how we could combat it. First, the good news about IHR: It positions and enhances the employer’s brand, creating an effective brand experience; it reduces the time to hire and keeps top candidates who may be suitable for other positions; it controls and reduces the recruitment spend; and it’s done by people who fully understand the company’s culture and values.  That all sounds great. But there are drawbacks.  Line managers report lower quality of hire and the time to hire can take longer.  Identifying candidates on social media – LinkedIn, mostly – is not the same as recruiting them and, because LinkedIn is so good, the best candidates are besieged by recruiters.  Multiple internal vacancies can’t be ignored and relationships can be damaged if the position isn't filled quickly.  Also, they likely can’t recruit from their clients or other business partners. A client, MK, gave me another drawback: AI – his term for arrogance and ignorance.  Some IHR people believe that everyone wants to work at their company.  They know little of the outside corporate world and lack sales and positioning skills.  MK also reminded me that IHR being the first mover weakens the company’s negotiating position as well as throwing confidentiality away.  He said that it doesn’t cut costs, it merely transfers them and he would rather pay a fee to a good recruiter than over-pay a new hire (that’s great to hear!).  He added that he didn’t want to be seen as desperate by constantly calling candidates – and he was pleased that outsourced recruitment would continue even when he's on holiday. It’s a fact that most headhunters have better candidate databases than employers do (it’s our job, for one thing).  We are probably also better at making comparisons between candidates, our interview techniques are likely more finely honed and we know how to take references and background checks.  Our approach is broader based – not only looking at the obvious candidates – and we’re good to use for those tricky, hard-to-fill searches.  And we have the ability to identify talent and bring it to the table, managing expectations and negotiations. Of course this is just my opinion.  Some companies no doubt feel that their IHR is as good as – or better than – we are.  But sometimes it’s worth thinking about using an external recruiter for the reasons I've described. As usual, let me know if you have any particular topic you would like to see covered here. ### Declan Haverty Joins Horton International UK Horton International UK is pleased to announce that Declan Haverty has joined us in the role of Partner. Declan began his career with Price Waterhouse (now PwC) working across business sectors in technology management consultancy with a range of blue-chip corporate clients.  After seven years, with experience of professional internal recruitment, he then joined Goodman Graham, a boutique technology search and selection firm, becoming Divisional Director of Norman Broadbent PLC after its acquisition.  In 1999 he joined Protégé, a business accelerator / incubator, as VP Recruitment responsible for successfully hiring top-down across a portfolio of US-software companies about to IPO and launch internationally, as well as building Protégé to c. 250 staff. In 2003, Declan founded Informed Decision, a hybrid search practice delivering mid-to-senior level searches internationally for a diverse range of clients across sectors, and also providing his deep recruitment experience as hands-on interim Head of Recruitment again for a range of clients. In 2016 Declan was invited to join Horton International, where he specialises in areas including pharmaceuticals and healthcare as well as IT/technology and business and professional services.   ### Horton International North America Announces James D Utterback as Managing Director, Healthcare Services & Technology Hartford, CT (November 1, 2016)- Horton International | North America, a principal partner of Horton Group International Limited, a global boutique retained executive search and advisory firm, announced earlier today that James D. Utterback has joined the company as Managing Director in the firm’s healthcare and life sciences practice focusing within the healthcare information technology and services sectors.   Throughout his 30 year career in operating CEO roles, human capital and executive search, Jim has accumulated leadership experience in multiple sectors including: diagnostic imaging, healthcare technology, pharmaceuticals, contract research organizations (CROs), hospitals, medical devices and wearables as well as private equity consulting.   Josh Hollander, President and CEO of Horton International | North America said, “Jim is a tremendous asset and brings with him a fantastic breadth of experience: he has acquired and merged companies and cultures, built leadership teams, and developed an expansive global network within the healthcare and life sciences industries. I am excited for Jim to join our team and help grow our vibrant practice.”   “I am convinced genomics, nanotechnology and digital technologies as well as big data will further disrupt the healthcare industry, improve patient lives and decrease healthcare costs,” said Utterback. “Joining Horton International allows me to tap my global network to help companies find innovative leaders able to anticipate and leverage the trends within the industry.”   Jim has worked and lived in the United States, EU, Africa and India and has run NYSE-traded as well as startup organizations; he joins Horton International from another executive search firm where he completed numerous executive search assignments including CIOs, CTOs,  and CISOs.   In addition to his advisory and executive search services, Jim volunteers at a number of charitable healthcare organizations and industry associations (CHIME and DIA) and enjoys travel, reading, golf and time with family.   Horton International was founded in 1978. In the 1980s, the firm began its international expansion into Europe, the Asia-Pacific region and the Americas. Horton Group International Limited (HGIL), now a UK based holding company, continues to serve as the governing body for the firm, establishing global policies, procedures and guidelines for all international operations. ### Horton International, the global Executive Search firm, announces the opening of a new operation in Chile.   Global executive search group, Horton International with more than 40 offices in 28 countries, is pleased to announce the opening of Horton International Chile, a boutique organization augmenting the firm's operations in the southern cone of South America. The Santiago based operation, with managing partners Sergio Guzman, Carlos Sanhueza and Andres Rodriguez, will provide personalized service and expertise to opinion leaders and major organizations in the region. The company has particular strength with clients in Consumer Goods, Retail/Shopping Malls, Media/Entertainment, Technology and Telecommunications, providing retained executive search, management appraisals and corporate governance services. “The addition of such an experienced team further underpins our strategy across Latin America and globally, to ensure our clients receive the best local and worldwide knowledge and expertise,” said Ross Eades, CEO of Horton Group International. “This demonstrates our continued determination to expand our capabilities across all the global major economies as well as our commitment to new and emerging markets. Our new partners bring the size and depth of expertise needed for the group to further support its multinational client base across the region.” “It is good to further strengthen our presence in this part of the world, where we have been operating for over 20 years,” said Andreas Wartenberg, Chairman of the Group. ### Horton International North America Announces Molly A Robb as Managing Director, Global Life Sciences Boston, MA (October 5, 2016) – Horton International - North America, a principal partner of Horton Group International Limited, a global retained executive search and advisory firm, announced today that Molly A. Robb returns to the company as a Managing Director for Horton International’s global life sciences practice. Throughout her twenty years as an executive search professional, Ms. Robb has attained a track record of success leading executive-level consultancy assignments for technical and commercial leadership positions within public and private organizations. Ms. Robb will be based in the United States and responsible for expanding the life science practice; key sectors include: biotechnology, pharmaceutical, medical device, medical diagnostics/tools and web-enabled healthcare technology.    Josh Hollander, President and CEO of Horton International - North America said, "Molly is an industry expert with an unmatched dedication to her clients. She understands the importance that leadership style, values and motivation play in ensuring the cultural fit needed for executives to have long term success in a new organization. I am excited to have her back at Horton International to build on the current success of our life sciences team," Ms. Robb joins Horton from Korn Ferry International’s healthcare and life sciences private equity and venture-backed healthcare practice. There and previously, Ms. Robb completed numerous executive search assignments including Chief Executive Officers, Chief Medical Officers, Chief Financial Officers and other senior-level operators within early pre-clinical, clinical-stage and commercial-stage life sciences portfolio companies. "It's great to be back at Horton International," said Robb. "We are uniquely positioned to provide the high touch, consultative service of a specialized boutique, but with the international reach to support clients that are facing the ever growing opportunities and challenges associated with globalization." Within her extensive network, Molly has earned a reputation for being an ethical, innovative, insightful, results-oriented and customer-centric search consultant. Her advisory skills and deep knowledge of the life sciences sector, along with her abilities to accurately assess cultural fit have been key to her success. Molly is an active supporter of the Alzheimer’s Drug Discovery Foundation and has served as a Board member for Underwood Elementary School’s Afterschool Program in Newton, Massachusetts. A proud native of Milwaukee, Molly earned her Bachelor’s of Arts degree from the Journalism School at the University of Wisconsin-Madison. Horton International was founded in 1978. In the 1980s, the firm began its international expansion into Europe, the Asia-Pacific region and the Americas.  Horton Group International Limited (HGIL), now a UK-based holding company, continues to serve as the governing body for the firm, establishing global policies, procedures and guidelines for all international operations. For more information about Horton International - North America, visit www.horton-usa.com.  Contact the North American Headquarters or Michelle Helmerich at: 29 Main Street, Suite 327 West Hartford, CT 06107 (860) 521-0101 helmerich@horton-usa.com ### Everyone wants to digitize, but where are the digital managers? The world is changing faster than ever before, driven by megatrends and innovations. The entry barriers for companies wanting to get involved in new technological innovations have greatly diminished. Even companies in the manufacturing industries are not immune to this wave of digitization. Nowadays, digitization is leaving its mark on our entire economy and society. Purely digital or disruptive business models are not the solution As a result of this trend, many companies are busy working to develop large-scale digitization strategies and make every effort to implement them accordingly. But purely digital or even disruptive business models are not enough in themselves. For one thing, large corporations and established companies cannot simply throw their existing business models out of the window overnight. And for another, any realignment should be implemented as part of a holistic approach. Many German companies that are currently involved in digitization have no main controller, a so-called Chief Digital Officer (CDO), to manage and push ahead with the process. It starts with a digitization strategy And this should preferably come from the company itself, and not just from the marketing department, because it affects the entire enterprise. Many companies set up “Digitization LLCs” or push the issue completely into the lap of the IT department, and thus directly to the CIO. In some companies, departments and teams are established to deal with the issue and implement the necessary projects in the company. In companies that have already created a digital officer position, this is usually located at management level. Typically, a Chief Digital Officer (CDO) is responsible for the digitization process for the country where his company operates. Support from HR required Usually, the Chief Digital Officer is directly responsible to the Board of Directors or the Executive Board. The HR department should be involved in the digital transformation in key areas. Initially in the area of enterprise development. This digital transformation requires well-designed and professionally organised change management. This should be accompanied by HR, ideally with professional support, to implement the new strategy and orientation throughout the entire workforce. The human design of the digital business model and the resulting derivation of new staffing roles and responsibilities, as well as relevant job profiles, also require competent and professional support. What does a Chief Digital Officer actually do? Big-name international companies such as McDonald’s, Toyota, Starbucks, Nestlé and L’Oréal already have a Chief Digital Officer on board. Numerous German companies are currently considering whether to recruit anew addition at board level. The Chief Digital Officer is the one who develops, drives and is ultimately responsible for the online strategy and the digital transformation. This role requires a strategist, an implementer, a change manager and a motivator all in one person. To ensure that he has the required capacity, he should be a board member as digitization often enables new business models, while rendering other processes and even entire lines of business obsolete. One of the Chief Digital Officer’s essential tasks is to identify the business potential resulting from digitization, and also to take advantage of this for the company. This includes the development of new digital products and services that, on the one hand, can bring new sources of revenue for the company and, on the other hand, also mean an increase in customer satisfaction. In addition, he must consider in his planning what kind of employee know-how is required for the digitization process, what expertise the company already has and how to go about recruiting the experts that are needed. Ultimately, all parts of the company are affected by digitization: from the staff and internal processes and structures to the development of new sales opportunities and communication channels. Various qualifications required The Chief Digital Officer needs to have many skills, because much is demanded from him. He is not a pure IT manager who has only a technical background; rather, he can come from all kinds of areas: business administration and national economics, communication, IT, management, product development, services and many more. The most important thing is, however, that he must unite highly diverse skills. ### Caveat Emptor A colleague and I were meeting a senior candidate the other day and during the conversation we asked him how he was enjoying his current company – he had been there for four years.  As part of his answer he mentioned that he had been headhunted into that role; we, being nosey, asked who and which firm had done it.  He replied that he couldn’t remember, but that the same recruiter had called him recently to ask if he was interested in another position with a different company. Now, we aren’t right off the boat or born yesterday but, to us, this was shocking.  The same recruiter who had placed the candidate a few years ago now had no qualms about calling his old placement and luring him away – to another client who will pay him a fee to do it.  And then, presumably, in time, repeat that process with another unknowing client. For those of us who adhere to high ethical standards (that's most of the international headhunting companies) that behaviour is appalling.  It’s generally a given that if you deal with one of these companies that we won’t cheat you this way.  And I use the word ‘cheat’ deliberately: how else can you explain a consultant who takes money from you for a service and then turns around and takes away the result of that service?  To me that’s cheating and highly dishonest. The trouble is that the temptation – and the pressure – to cut costs leads some companies to try to cut corners on recruitment.  They use cheaper firms and they get a lower level of service – but if they get a candidate, who cares, right?  But from a sustainability point of view you might care.  If you have to pay recruiters (the same one?) every two years to fill a position (perhaps that he or she has helped to make vacant for you), where’s the sustainability – or the common sense – in doing that?  Either way, by using low quality agencies you are propagating the merry-go-round of candidates: when the music stops perhaps you will be the one who doesn’t have the best talent. In closing, I’m reminded of an email footer of my friend EB.  It says “the bitterness of poor quality remains long after the sweetness of low price is forgotten”.  Food for thought. As usual, let me know if you have any particular topic you would like to see covered here.   ### Making the Move When I was a student at Williams College, I often thought I would head off into the world of entrepreneurialism. I’m an Economics geek and have spent a fair amount of my career working on growing teams, building revenue streams, coaching, teaching and learning. I loved all the jobs I’ve had, but there was always a yearning to lead a company. I was attracted to Horton International-NA for several reasons. Their reputation in the Executive Retained Search Industry was outstanding, secondly I liked the business model, but most importantly I would have the opportunity to make an impact on not only this team, but on all of the clients they work with. Finding great talent isn’t easy. Supply and Demand. Demand is high for creating the perfect culture – the dream teams. Supply isn’t necessarily low, it just isn’t easy to uncover. That’s what our team here at Horton International-NA gets to do every day – empower great leaders to build their dream teams. As I look to the future of our business, I see great opportunity. The Millennial generation, larger than our famed Baby Boomers, is leading the new work culture, driving our economy in new directions and changing the way we think and do business. The days of ivory towers, cubicles, and structured 40 hour work weeks may have reached their peak. Bring on virtual assistants, global economies, unstructured days, open office spaces, and the digital world we live in. What will the workplace look like in 5, 10 or 20 years? Different. Energetic. Dynamic. Creative. Inquisitive. Transparent. Visionary. I’m looking forward to leading our team here at Horton International – NA into the next generation of dream teams. ### For a Ha'porth of Tar This month I'm writing about something that perplexes us as headhunters: why, when we've found the perfect candidate (and the client agrees) does the client then want to carry on looking for more?  What's to be gained?  (Apart from wasting time and running the risk of losing Ms Perfect Candidate.)  Another perplexing issue is why do clients sometimes then nickel-and-dime that Perfect Candidate when it comes to salary negotiations? Let me illustrate with a recent experience.  Our Perfect Candidate has been identified, assessed, interviewed by us and by our client and it comes to an offer.  All agree that he is absolutely the one we must recruit – and we've spent three months looking, screened countless resumes, interviewed many candidates and shortlisted five or six.  So we know what's out there.  Then it's offer time: we recommend a guide package – taking into account what this experienced and senior candidate is making, his expectations, market rates and trends – which the client then ignores.  Instead he works out something within his own corporate guidelines that results in the candidate being offered a couple of hundred dollars more per month than they were already making.  What would you do if you were the candidate?  Of course he declined.  And we are still searching. Do you agree that it's a curious way to run a business?  The client is trying to buck market trends on salaries and increases.  There's only one outcome: failure.  And that hurts us too.  We have a commitment to our clients to keep looking until the job is done – they have paid us to do it.  As well as the client spending (wasting?) a lot of senior management time reading our reports, interviewing and assessing our candidates.  There is one solid benefit in all of that: having a clear idea of the market for that particular job.  It's part of our role to deliver that to a client so they understand what is out there, even if they subsequently choose not to hire.  But when a position is vacant, and has been for some time, and there's a will to recruit, then why not get on and bite the (salary) bullet and make an offer that is reasonable, fair to both parties and, importantly, will be accepted? It's our job to facilitate that and it frustrates us when a client refuses to accept market realities, insisting that there must be someone out there who can do the job and will accept under the going rate.  For a few dollars more – or a ha'porth of tar (for the older native English speakers, as I am) – why spoil the ship? As usual, let me know if you have any particular topic you would like to see covered here. ### Client Care Laid flat on my back in the dentist’s chair the other day, I had an epiphany.  I’d gone in for something that required an injection and we were chatting while waiting for the anaesthetic to take effect.  He was telling me that he was coming up to retirement in a few years and wanted to hand over the practice: he had been looking for an apprentice to train and take over in due course, but was finding it difficult to identify someone with the high level of patient care that he – and his patients – expected from his successor. We started talking a bit more about that aspect – patient care – and I said to him that the main reason why I stuck with him as my dentist was exactly that.  I've been going there for over twenty years; he told me he has had many patients for even longer.  As we talked more, I said that I was always happy to recommend him to friends for that very reason, as well as him doing excellent work.  Those two factors meant that I mostly didn’t take other things into consideration.  Yes, his surgery is conveniently located and his prices are fair, but his patient care and the quality of his work stand out.  As I thought about pricing, it dawned on me that I have no idea if his prices are fair – I simply pay what is asked for and don’t question it.  I haven’t bothered to get a second opinion or do any research on what others might charge; I don’t mind, simply because of the high standard of his professional service. And that got me thinking about professional service providers.  Oh we talk a lot about being a trusted advisor – plenty of seminar topics and conversations at global and regional meetings.  But how often do we achieve it?  Not as much as we would like, for sure.  What does my dentist do that makes me such a loyal customer?  Well, twenty years of genuine care about my dental health is a good start.  I believe that he really wants me to have the best smile possible.  And he will do what he can to get there, even if it means foregoing some expensive treatment for something just as efficacious but not as profitable.  I believe in him, and that’s surely the definition of a trusted advisor.  It’s exactly what we want with our clients and we work hard to achieve that. As usual, let me know if you have any particular topic you would like to see covered here. ### The employment market in the field of IT security All sectors are being targeted by cybercriminals Since the NSA scandal became public in the summer of 2013, the issue of cybersecurity has become more important than ever. But it is not only political motivations that encourage hackers to break through firewalls and virus scanners to infiltrate IT systems. Up till now, it has been industrial companies that have been the prime targets for attacks. Nowadays, however, practically no industry is safe from the threat of cybercrime – the problem has taken on a whole new dimension. There are almost daily reports of cases of Internet fraud in the media. But online attacks don’t just endanger computer systems: the hacked mainframe of a key energy supplier, for example, can paralyse a whole region’s infrastructure in next to no time. Health, transport, communication or whole factories – these are all areas that can be affected. Cybersecurity One of the key challenges of our time Cybercriminals have different objectives today than they did in the past. Attacks are no longer just carried out for the fun of programming, but rather for financial or political gains. Modern cybercriminals are highly qualified and utilise intelligent attack methods against which the current defences are only partially effective. This is shown by examples such as the online bank robbery in New York, in which the perpetrators succeeded in using malicious software to manipulate ATM machines to steal sums amounting to millions of dollars. Even one of the most prominent virus hunters in the world, Eugene Kaspersky, was hacked by a malicious program because he had insufficient security on his own systems. Don’t just react, act now! Companies that merely react to events as they happen will sooner or later be confronted with problems they can no longer handle. Therefore, it is necessary to take proactive measures. This includes getting the necessary know-how on board as soon as possible. Recruitment in the IT security sector has continuously increased in importance in recent years. With the introduction of new IT security legislation, operators of critical infrastructures are faced with new obligations to implement defensive measures and have new duties of detection and reporting. The goal of the IT security law is to guarantee the availability, but also to protect the integrity and confidentiality of information systems. What can IT professionals do to implement adequate defence measures and what skills are required? The IT professionals being sought for these areas must offer a broader spectrum of competency – in terms of their qualifications and profiles – than the pure IT experts of the past. Effective prevention work carried out by such specialists includes the planning of potential attack scenarios, such as when research databases might be tapped into, production could be stopped, etc. For this kind of planning, IT specialists require not merely extensive expertise in programming languages but also an in-depth knowledge of security and networks, cryptography and, of course, familiarity with all common software manufacturers and their products. In addition, an IT specialist must also understand the mindset of the hacker in order to proactively identify targets and take appropriate countermeasures. Lifelong learning is a necessity In addition to the theoretical construction of ‘worst case scenarios’, it is also necessary to find possible loopholes in the system. These scenarios should also be revisited, not purely from the programming side, but also in terms of attacks on the firewall or other incursions. Considerable potential for cyber attacks is now also attributable to ‘social matching’. In other words, blogs or social networks report about fictitious problems and ask users to report about any experiences they might have had and the methods of resolution they used. If someone gives out information about their own company - in the belief the person asking is a serious business user - regarding a strategy on how to deal with this (fictitious) problem, then the cybercriminal may be able to make deductions about the configuration of the company network – with potentially disastrous consequences for security. Previously, the main focus was on finding network administrators; today, the priority is security specialists IT security specialists have to be able to think like the attacker in all possible scenarios in order to identify possible security gaps and weakpoints and then use their professional and technical expertise to come up with adequate solutions. They must have a good understanding of the current threat landscape and be able to assess new areas of attack. IT specialists also need to take organisational and technical steps for the prevention and detection of cyberattacks, develop high responsiveness in the event of a real cyberattack, be able to make objectively well-founded decisions and initiate appropriate steps in the shortest possible time. ### Wanted: Digital Officer! Everyone wants to digitize, but where are the digital managers? The world is changing faster than ever before, driven by megatrends and innovations. The entry barriers for companies wanting to get involved in new technological innovations have greatly diminished. Even companies in the manufacturing industries are not immune to this wave of digitization. Nowadays, digitization is leaving its mark on our entire economy and society. Purely digital or disruptive business models are not the solution As a result of this trend, many companies are busy working to develop large-scale digitization strategies and make every effort to implement them accordingly. But purely digital or even disruptive business models are not enough in themselves. For one thing, large corporations and established companies cannot simply throw their existing business models out of the window overnight. And for another, any realignment should be implemented as part of a holistic approach. Many German companies that are currently involved in digitization have no main controller, a so-called Chief Digital Officer (CDO), to manage and push ahead with the process. It starts with a digitization strategy And this should preferably come from the company itself, and not just from the marketing department, because it affects the entire enterprise. Many companies set up “Digitization LLCs” or push the issue completely into the lap of the IT department, and thus directly to the CIO. In some companies, departments and teams are established to deal with the issue and implement the necessary projects in the company. In companies that have already created a digital officer position, this is usually located at management level. Typically, a Chief Digital Officer (CDO) is responsible for the digitization process for the country where his company operates. Support from HR required Usually, the Chief Digital Officer is directly responsible to the Board of Directors or the Executive Board. The HR department should be involved in the digital transformation in key areas. Initially in the area of enterprise development. This digital transformation requires well-designed and professionally organised change management. This should be accompanied by HR, ideally with professional support, to implement the new strategy and orientation throughout the entire workforce. The human design of the digital business model and the resulting derivation of new staffing roles and responsibilities, as well as relevant job profiles, also require competent and professional support. What does a Chief Digital Officer actually do? Big-name international companies such as McDonald’s, Toyota, Starbucks, Nestlé and L’Oréal already have a Chief Digital Officer on board. Numerous German companies are currently considering whether to recruit a new addition at board level. The Chief Digital Officer is the one who develops, drives and is ultimately responsible for the online strategy and the digital transformation. This role requires a strategist, an implementer, a change manager and a motivator all in one person. To ensure that he has the required capacity, he should be a board member as digitization often enables new business models, while rendering other processes and even entire lines of business obsolete. One of the Chief Digital Officer’s essential tasks is to identify the business potential resulting from digitization, and also to take advantage of this for the company. This includes the development of new digital products and services that, on the one hand, can bring new sources of revenue for the company and, on the other hand, also mean an increase in customer satisfaction. In addition, he must consider in his planning what kind of employee know-how is required for the digitization process, what expertise the company already has and how to go about recruiting the experts that are needed. Ultimately, all parts of the company are affected by digitization: from the staff and internal processes and structures to the development of new sales opportunities and communication channels. Various qualifications required The Chief Digital Officer needs to have many skills, because much is demanded from him. He is not a pure IT manager who has only a technical background; rather, he can come from all kinds of areas: business administration and national economics, communication, IT, management, product development, services and many more. The most important thing is, however, that he must unite highly diverse skills.  ### Digitizing companies – the consequences for management What are the challenges for management vis-à-vis employees? In the future, many management tasks will be taken over by algorithms; the organization of enterprises and also the profile of the executives will be strongly influenced by digitization. Regardless of whether it’s banks, media companies, food manufacturers or car makers: companies across all industries and all around the world are affected by digitization. The respective opportunities and risks are, however, heavily dependent on the industry-specific business models. A financial institution has different needs than a mechanical engineering company or even a retailer. High rate of change and new business models The digital transition is characterized by a high rate of change as well as the emergence of new business models. In the future, executives will have to operate in an environment in which the unforeseen changes of a hyper-networked digital world represent the new normality. The typical management environment is similar to a body of water that is exposed to constant light (or even stronger) waves. The surface of the water is practically never still. This is when you need leaders who can deal with uncertainty and are adaptable in unknown terrain. Anyone who feels comfortable here is also ready to come up with innovations that might be met by disbelief on first hearing. Digitization makes new demands on the skills of employees Digitization is continuing its inexorable advance and leading to structural change – even in traditional industries. Change is possible, but only if companies can ensure that their operation is flexible and agile. This also implies changed requirements when selecting employees. The employees of tomorrow need to exhibit qualities such as entrepreneurship, creativity, speed and a maximum adaptability, coupled with an affinity for digital technologies. Companies that do not have the right management and the right employees in the right jobs will find it difficult to keep up with these processes. It is not only important to attract the right talent, but also to bind the employees to the company and to prepare them to meet the new challenges and develop professionally. All competencies on board? To push ahead with digitization in the company, it is necessary to ensure that the corresponding skills are on board. HR recruitment and personnel development are confronted with new requirements within the company. Project managers should bring not only IT expertise, but also innovation leadership skills such as enthusiasm for digital concepts and a basic willingness to change. Change management will become vitally important for many organizations in order to successfully implement changes in a goal-oriented manner. The digital competence cannot be concentrated in a single person at the top. If companies want to be competitive, all employees in leadership positions must realize the potential of digitization and support the process. Differentiation via innovative solutions Successful digitization strategies should not be designed exclusively to achieve efficiency gains. New strategies are also useful when it comes to differentiation via innovative solutions. Digital differentiation strategies can be, for example, omnichannel-compatible process designs in the services sector. Here, service companies are encouraged to align their business processes to the needs of customers, who increasingly expect location- and time-independent access to services through various media – at home on their PCs or on the road via their mobile phones. Companies that align themselves too late, as digital late bloomers in the highly competitive market, will end up losing out. “Generally speaking, companies should focus on what Albert Einstein said: Not everything that can be counted counts, and not everything that counts can be counted! Corporate leadership should start by steering a clear course when it comes to digitization. Not everything can or must be digitized. Having the right strategy for the company and a comprehensive corporate communications structure is essential. The entire workforce should be involved, even those who are not directly affected. It is also very important to have the right people with the right skills in the right position. This is where it is extremely helpful to take stock from an external point of view – through professional change management.” Says Andreas Wartenberg, Managing Director of Hager Unternehmensberatung GmbH. ### Realignment of corporate strategy to include digitization How are companies currently handling the subject of digitization?  Digitization is leaving a profound mark on our economy and our society. Anyone who helps to push through these changes and develops the right business models has the best possible chance of success. Therefore, many companies are currently busy developing and implementing large-scale digitization strategies. These strategies are ‘outsourced’ in different ways. Some companies set up “Digitization LLCs” while others push the issue completely into the lap of the IT department, and thus directly to the CIO. In some companies, departments and teams are established to deal with the issue and implement the necessary projects within the organisation. However, the main focus in all these approaches is usually only on the digitization itself. The necessary integration with the company’s strategy is all too easily neglected in this methodology. A holistic approach is required A key prerequisite for conversion to digital is a clear, overall strategy, well-networked measures and permanent responsibilities in the company. A holistic approach that acts as a central theme running throughout the corporate realignment should be the basis for every company that is digitizing. Digitization has multiple effects within the company Digitization affects day-to-day business in many ways. For example, there will be new job profiles, internal communication and decision-making processes will change, working times and locations will – in certain cases – become more flexible, the IT structure is realigned and many other areas will feel the clear implications of digitization. Despite this, the digitization strategy is often only embedded in corporate strategy as an afterthought. In the process, strategic planning and connection with the other business strategies is often ignored. Within the framework of an overall strategy, all concerned departments can be involved. The necessary projects and topics that can be derived from this, can be decided at executive level and delegated to the responsible departments. Digitization should be firmly embedded in the company's strategy as a complementary indicator Digitization should be an incremental part of a company. Currently, key indicators such as growth, number of employees, sometimes corporate culture are set in the corporate strategy by the management. However, the necessary projects and steps towards digitization are frequently only defined and set by the individual specialist departments. The desired attributes of digitization and also digitization performance indicators should already be defined in the corporate strategy. This ensures that no one loses sight of the bigger picture and it is easier to get all stakeholders involved. The result of this is a fully digital workflow, supply chain, etc., and ultimately not just a derivative of prefabricated results from the various departments. In summary: digitization must be a top priority. It is important to integrate digitization into corporate strategy. Moreover, during change processes it is important to involve, educate and qualify staff. ### Andreas Wartenberg new Chairman of the Board of Horton Group International We are delighted to announce that with effect from July 1st 2016, Andreas Wartenberg has been appointed as Chairman of the Board of Horton Group International. He takes this position over from Robin Billen, who is a Managing Partner of Horton International in Australia and has started at Horton International in Australia since 1993. Andreas Wartenberg is a Managing Director of Hager Unternehmensberatung/Horton International in Germany and has been an executive search consultant for almost 25 years, filling management positions in various industries and sectors. Before joining Hager Unternehmensberatung/Horton International as a Managing Director in 2008, he set up and led national and international teams.  He is a leading topic expert in the DACH region in regards to all aspects of technology management and digitization within all type of corporations. Horton Group International Chief Executive Ross Eades said “We are extremely pleased that Andreas has accepted this post and his experience and commitment will help drive the global group forward and be key in assisting us to achieve our ambitious plans for the future.” ### Send in the Clowns This month I had been planning to write about wasting time, and then a turn of events with a client changed my mind somewhat.  Prepare to hear of incompetence and ineptitude on a scale that I’ve rarely seen in nearly thirty years of working. We placed a candidate in October 2015 and sent out the closing invoice – in two currencies: the client’s home currency and our own billing currency (Thai Baht).  It’s worth pointing out here that the client’s currency is ‘stronger’ than the Baht; ie for one of their units, you get a lot of Baht.  The candidate started in January so, by then, the invoice was well and truly overdue.  We followed up and were assured – on a weekly basis – that it was being processed. Then in February the client discovered that it needed more documentation so we could be set up to receive payments – things that hadn’t mattered before.  Oh well, we had no choice if we wanted to get paid.  I was pleased mid February to get an automated statement from the client’s Purchase Order system with a settlement date of 24 February.  Good, at last, I thought.  That came and went, and nothing. We follow up.  It turned out they couldn’t pay against that PO because they – yes, THEY – had expressed it in their home currency.  Could we please provide more proof that we are in Thailand?  Why not, we’ve given them everything else.  We do, and mid March I get another statement showing that we will be paid on 30 March.  You've guessed right, it came and went and still no money. But it isn't all bad.  On 5 April, we had a breakthrough and we received some money – the right number in their home currency, but coming to us in Baht: a tiny fraction of what was owed.  We were stunned.  And this was from a major MNC, an individual whose title, if you can believe it, is ‘Accounts Payable Specialist, Global Process Organization’.  We think he should be fired for making mistakes like that.  Imagine if it had been the other way around and he paid out a multiple of many times the actual invoice.  So much for being an Accounts Payable Specialist!  His supervisors (and the whole company) might want to look at their hiring practices and then, if they still have jobs, their operating procedures. In mid and late April it hadn’t been settled although we were seeing their internal emails instructing each other that it must be done ‘immediately’.  What a bunch of clowns.  Life’s too short to be messing around like this.  Finally it was, in the last few days of April. As usual, let me know if you have any particular topic you would like to see covered here. ### Mission Impossible A few search assignments across our region recently have gone slightly awry and I've been asking myself, why?  The one theme that seems to come across consistently when asking our consultants is that clients are increasingly demanding (nothing wrong with that, we’re here to serve) and that there is sometimes a disconnect between what they say, and what they do – that’s more of an issue and the point of this month’s column. We’ve encountered quite a number of clients that start off a search with a clear idea as to what they want, who they want and how they will attract that person.  It doesn’t always turn out that way. Once the realities of the market become clear, smart clients grasp that knowledge and react pragmatically.  Perhaps we need to tweak the package, the job scope or the reporting line slightly to attract better quality candidates.  This kind of information is exactly what a retained search consultant feeds back to clients in order to help them recruit the best organisational fit. An example of inconsistency between words and deeds is when a client says a certain package is the absolute limit.  We have worked within that to present great candidates for interview, only to have the client decide to offer an external candidate more than the budget – shutting us out of the process.  That's alright, we don’t mind as we have been paid for the work we do.  But the danger is by simply hiring an external candidate, the checks and assessments that we undertake have not been done.  More than once this has ended badly with the candidate underperforming and leaving the organisation quite quickly; and we are back to searching again. Sometimes clients move too slowly and miss out on great candidates, or they want to see more and more – hoping for that elusive perfect candidate – and then we’re back to the first part of this sentence.  Recently a client signed an exclusive contract with us, only to dismay our consultant when the position was posted on a jobs board a few days later.  When tackled, the client admitted that they hadn’t read our contract properly (despite signing it) and said that they didn’t work on an exclusive basis.  One simple task would have saved a lot of wasted time and effort; easier for all concerned. We like to search with clear parameters, knowing where we can stretch, and where we can’t.  If we receive conflicting instructions from different parts of a client then we have to resolve that – otherwise we will be just spinning our wheels and hoping for the best.  We all know that hoping isn't a smart business strategy, so don’t leave things to chance in recruitment if you really expect the best results. As usual, let me know if you have any particular topic you would like to see covered here. ### Horton International Launches New Website Our aim with this new website is to provide our visitors an easier way to learn about Horton International’s services. It features a high impact large visual-based homepage with a clear vision on what Horton International actually does, with large calls to action to channel the user to the appropriate part of the website. It uses a multi-panel approach to the homepage meaning we’re able to convert more regarding the global reach of the company, and allow users to go straight into the country office section that’s relevant to them. We have an interactive map showing all the countries covered by Horton International. We also wanted to give our users an opportunity to know us better, who we are as a company and the leadership of the group. By browsing through our ‘About Us’ section, you will get a good idea of who we are and what we do. We hope you find the new website, with a fresh look, easy to access information as we will be establishing this platform as a source of information for industry news and Business Insights from our Leaders. We pride ourselves on being a thought leader in the Executive Search field. For any questions, suggestions, feedback or comments please contact us at www.hortoninternational.com/contact ### Nečekaná pravda o surfování V komunitě koučů mě kdysi jeden kolega zaujal vyprávěním, jak si cvičí vlastní pozornost. Neustále se pouští do něčeho nového a učí se dovednostem, které v praxi k ničemu nepotřebuje. Není to jen ve sportu ale i v životě: Hledej správnou vlnu, pádluj, udržuj rovnováhu, vyskoč a dívej se před sebe, usmívej se. Více na http://www.hrkavarna.cz/stale-rubriky/vzdelavani-a-seberozvoj/necekana-pravda-o-surfovani/   ### On Reading Normally I tackle a subject that is related to human resources; this month I’m taking a slightly different tack.  I was reflecting on how little people read for pleasure these days.  There is a hard core of literature lovers, but I suspect that most people read only for information: newspapers; magazines; tablets; or just on smartphones.  And, to me, that’s a shame.  I would venture that reading is not only a great way to relax, it’s also an unmatched way of exploring the imagination, letting go of what’s happening around us and immersing ourselves in someone else’s world. Think of the Harry Potter series, how popular they are.  And what extraordinary stories those books tell.  Or the James Bond books, or any other series – from Enid Blyton to Frederick Forsyth to Jackie Collins (if you like that kind of thing).  My point is that reading is pleasurable as well as educational – if only more people would do it.  I’ve recently read a couple of startling stories, both with – controversial to some – Nazi themes.  The first, Reunion, tells the (short) story of a friendship between two teenage boys in the early part of the twentieth century and what happens to them as a result of the changes in German politics and society in the 1930s.  It also has the most staggering last sentence that I have ever read.  Go get a copy (and don’t sneak a look at the last page). The second was The Plot against America and imagines a Nazi-sympathising American president at the outset of the Second World War.  He does a deal with Nazi Germany for the USA to stay out of the war: Pearl Harbor doesn’t happen in 1941; and so on.  A gripping tale as casual anti-Semitism takes hold in the USA and of how people’s liberties are gradually, almost imperceptibly, taken away.  It could never happen now, right?  Actually it’s worth reading it just to imagine if it could.  There you are, I’ve come back to that word: imagine. Imagination can be somewhat lacking in this part of the world (to make a massive generalisation).  So many just drift, living their lives, playing games on phones and tablets, going to work (and perhaps not getting any motivation at all from it), cruising shopping centres at the weekend – substituting one kind of boredom for another – and not living, yes really living, their lives.  Imagination can help us to do that, to kick-start something that is away from the ordinary, the basic.  Try it.  Pick up a book and give it a go.  Anything will do, just make a start somewhere. ### Welcome to the One Per Cent Before you get worked up about my elitist headline, please read on – you might be pleasantly surprised.  I’ve written before about how most people drift through life, not doing much apart from consuming other people’s output.  Well, just recently those thoughts were running through my mind again and I started to wonder: who is actually adding value to the world?  I've said here before that our activities don’t have to be profit-making, only that they have to be useful to society.  If you’re doing something that is dead-end and adds no value to anyone, then think about trying something else.  Chances are you are using up the world’s scarce resources and giving nothing back. Hence my title: the one per cent of people who make a positive contribution, whether that’s creating jobs or works of art, being of service to individuals or society, inventing new products or discovering new ways of doing things – whatever, as long as it’s useful.  If you are doing that, congratulations, and please keep on doing it.  Even better if you can encourage others to do the same: bring them along on the journey and enjoy the results.  Imagine what our workplaces could be like if even a majority of people were really engaged and interested in doing the very best they can.  Instead, so often we have to put up with mediocre performance – and for some countries in our region, to be blunt, that's the expectation.  Those countries will likely find themselves stuck in what’s known as the ‘middle income trap’ – not smart enough to become rich with value-added products and services, and too expensive in terms of labour to compete with other, cheaper countries. Part of the problem can be traced back to education systems that encourage rote learning and conformity.  That doesn’t, in general, lead to innovative workforces.  Instead we are left with people who can be trained to perform tasks, but not much else.  If your education was nothing like that, you are lucky – and have a much better chance of being in the one per cent.  It’s difficult when your whole life you've been told to conform, to suddenly break out of that and become analytical and self-critical, looking for the best ways of doing things and not being happy with ‘the way it’s always been done’.  If you are bumping up against that, please ask: why?  The more we question, the more likely we are to see improvements in society and, subsequently, our standards of living.  But we have to do this ourselves – even just taking small steps is better than nothing.  And by doing this, you increase your chances of contributing.  Welcome to the One Per Cent! ### AEC and Speaking English Recently I attended an international business conference in Thailand that focused on the neighbouring and emerging markets of Cambodia, Laos and Myanmar.  It was hosted by a Thai institution, the attendees were overwhelmingly foreigners – of all nationalities, Western as well as Asian – and the three main presenters were from various countries, none of them native English speakers.  It started well; the moderator welcomed the attendees in English, thanked the host and set the scene for an interesting morning.  It was only when the host began to talk that the wheels started to fall off.He spoke in Thai.  To an international audience.  The Italian next to me asked, ‘what is he saying, and why is he speaking in Thai?’  How could I answer?  It was ridiculous: that institution couldn’t find someone – anyone – who could speak English?  It made them look (and sound) parochial and insensitive.  The presentations all were in English (of course), with varying levels of proficiency, but perfectly understandable, and questions and answers in English.  To close, the same man, again, in Thai.  The delegates could not conceal their annoyance at this.  What was the point of him speaking?  It made me wonder and ask myself, has Thailand lost the plot when it comes to foreign languages, or was this their way of saying – and showing – that they just don’t care?What I do know is that, by the time this column is published, the ASEAN Economic Community (AEC) project will have started.  Countries with flexible, educated workforces that can communicate outside their borders have an advantage.  Malaysia, Singapore and Vietnam should do well; Cambodia, Laos and Thailand not so.  Myanmar is in a case on its own, its economy is developing so quickly – great news after years of isolation – that they can concentrate on domestic growth if they wish.  There are excellent opportunities around the region for anyone who is smart, speaks English and is flexible with a good attitude towards hard work.  Lazy people can stay at home.  And for those who can’t communicate outside their own country, here’s some news: the rest of ASEAN doesn’t need you.In our offices we are seeing ever greater demand for motivated individuals with initiative and who can communicate in English.  Our clients increasingly don’t mind from which ASEAN country the person comes, just that they have the right attitude to work and want to grow their careers.  If that's you, then let us know.  But if you’re busy loving the soap operas on your local TV rather than enrolling at an English language school, keep on doing it and don’t bother us. ### Principles: A Luxury or a Necessity? Can we afford to have principles?  I’ve been debating this with myself.  The time was drawing near when the Supreme Court was to hand down its final judgement over whether the Labour Court was right to rule in our favour three years previously.  Long term readers of my column may remember that a contractor of ours had been caught stealing our IP and trashing me on company email.  We let him go; he got angry and sued us in the Labour Court.  A year or more later, he lost, then he appealed to the Supreme Court.  All this consumed a considerable amount of time, money and energy, as you may imagine – which got me thinking: are principles a luxury or a necessity? The thought has gone through my mind over the years that it was pointless: if we had just paid him off he would have gone away.  But that didn’t sit right with me; he took our IP without permission, said awful things about me on email, and then spun the most fantastical story in court – embellishing it with gratuitous details about my management style, my personal style and generally making me out as a monster.  That didn’t feel right to me either: he could say these things and I simply had no right of redress? I was the defendant and just had to take the abuse.  That didn’t feel right either.  Even though we had made a settlement offer in front of the judge, I wondered if we should have offered more. Many sleepless nights and countless hours of worry about it took its toll.  Business development was neglected to an extent; the sheer volume of administration around it that had to be done took up a considerable amount of time.  In addition, he seemed to take particular pleasure in stirring up trouble for us: regular calls from the tax department, government audits and the like.  When was it going to stop?  I wondered if I should climb down off my high horse and make another offer.  That still didn’t feel right. In the end, I decided I had to see it through.  Justice would prevail because we were in the right – or I would learn a very expensive lesson: that we can’t afford principles, they are a luxury denied to us in this part of the world.  I didn’t want to be a martyr, but I was certainly considering how I was going to deal with an unfavourable outcome – and it wasn’t going to be easy at all.  But for me, without principles we are nothing, so I stuck to my position. The Supreme Court agreed.  We won. ## Pages ### ### Executive Career Mentoring Executive Career Mentoring About our Executive Career Mentoring service: We know how difficult it is to find a management position!Often, you have to mobilise your energy at the most unexpected moments to find a job that meets your needs in every way as quickly as possible. This is no easy task.Nowhere do they teach you how to write the most professional application materials, search for new opportunities most effectively, and make the best impression in a series of job interviews. Yet you know that this is the only path to success. At first, everyone thinks that it all comes down to luck, while worrying about not making a mistake in a serious job application. But how can you be the best in such a situation without structured knowledge and practice?We are primarily executive search and leadership development consultants. Over the past 28 years, we have seen countless candidates, clients, and selection situations in real job applications, from which we ourselves have learned a great deal. We have also supported hundreds of leaders in our individual leadership support projects over the past decades.That's why we know how you can achieve your goals most effectively, and we help you navigate this obstacle-strewn path. We help you assess your current preparedness, goals, and methods so that, based on these foundations and working together, you can enjoy the most personalized development possible. We align your application materials and social media platforms with your application goals. We support you in preparing for every practical situation that may arise during your search. We teach you the interview practices of the best applicants so that you can make the best impression on interviewers, and they will be happy to move forward with you in the selection process. Finally, we will compile the knowledge and practice we have gained together and refine it so that you can perform at your best even in the most difficult situations. Throughout the process, we will support you with one-to-one personal counselling. Of course, this applies not only to the transfer of knowledge, but also to situations where you need feedback or emotional support. Thanks to Horton International's international nature and its consultants who are trained and experienced in this field, we can support you in achieving your individual goals in line with your specific needs. Without claiming to be exhaustive, our additional services include, for example:personality or competence assessment using tests or AC methods and identifying and supporting development paths;mock interviews with honest feedback from other consultants;requesting labor market advice from consultants living in other countries; ortesting your acquired knowledge with a consultant in the country you wish to move to.When you work with us, you can be sure that you are heading in the right direction and getting closer to your goal. But perhaps even more importantly, you will never be alone in this process!For the above services, please contact us here:Sándor Székely,Managing Partner,+36304151970szekely@hortoninternational.comOur references say more about us than we can ourselves: Sándor Székely Managing Partner Hungary szekely@hortoninternational.com +36304151970 Get In Touch ### Thank You for Downloading Our Report Thank You for Downloading Our Report Your download is on its way to the email address you provided, and we hope you find the report valuable in navigating today’s evolving business landscape.If you have any questions or would like to discuss how we can support your business needs, we’d love to hear from you.Feel free to reach out to your local Horton office  or connect with our team here.  Thanks again, and we look forward to staying in touch! ### Team search result Team Results Daniel Kutschenko Read More Andreas Weik Read More Daniel Norpoth Read More Jasvita Anand Read More Jimmy Ho Read More Andreas Faber Read More Hala Murad Read More Daniel Dat Read More Mena Benatar Read More Roberto Machuca Read More Yousra Taheri Read More Shiona Law Read More Rodolfo Roballos Read More Sergio Guzman L. Read More Ricardo Szily Read More Marcela Mayerova Read More Eckhard Berg Read More Alfred Luttman Read More Ingo Kasten Read More Leo Dittmann Read More Richard Golz Read More Leo Bingemer Read More Thomas Edlbergmeier Read More Michaela Bender Read More Jens Christian Andersen Read More Alexandra Svarre Nielsen Read More Tony Reinders Read More Eevi Tuomala Read More Lukas Laakso Read More Olli Oittinen Read More Jukka Auramo Read More Jörgen Jaanus Read More Kari Tuutti Read More Michel Schouman Read More Pascal Poiget Read More Edouard Credey Read More Thierry Petit Read More Harsh Jain Read More Gurmehar Kaur Suri Read More Amy Cutbill Read More Peter Radlingmayr Read More Gemma Van Rooyen Read More Ileana Boniardi Read More Jackie Woolf Read More Zsolt Szijarto Read More Erika Gombos Read More Sándor Székely Read More Luke Freeley Read More Seán McDonagh Read More Tom Keane Read More Alessandra Mignani Read More Mattia Silvaggio Read More Federico Mura Read More Florianne Formica Read More Maria Massaro Read More Elvira Succi Read More Ezio Ferrara Read More Simona Plodari Read More Donatella Carraglia Read More Piero Silvaggio Read More Ken Lok Read More Koji Okano Read More Fumiko Takahashi Read More Julio Castro Read More Annemarieke van Duijnen Montijn Read More Anja de Leeuw Read More Figaro den Hollander Read More Ton van der Weegen Read More Bjørn Ågotnes (Bjorn Agotnes) Read More Rossana Bayona Read More Jimena De La Villa Read More Andrey Philippov Read More Artem Antipov Read More John Paul Maley Read More Graeme Deegan Read More Kitty Robertson Read More Bob Gilchrist Read More Cindy Pallman-David Read More Joshua Hollander Read More Guillermo Cepeda Read More Ani Närhi Read More Henning Sander Read More Dr. Monika Becker Read More Oliver Badura Read More Hazem Al Sheikh Mubarak Read More Mafer Garibay Read More Martin Krill Read More Gary Woollacott Read More Felix Ramirez Saravia Read More Janet Lui Read More Jonas Trank Read More Louise Mebius Read More Johan Eklund Read More Eva Persson Read More Jacqueline Clements Read More Dave de Laine Read More Chris Sutton Read More Caroline Flatley Read More Noel Rowland Read More Brian Russell Read More Gurbir Kaur Read More Matt Venning Read More Ciara Drake Read More Finlay Napier Read More Allan Peter Lerner Legarth Read More Palle Rasmussen Read More Maneesh Ajmani Read More Masayuki Koito Read More Mark Filshie Read More Gareth Phillips Read More Matthew McKay Read More Szymon Malecki Read More Chris Drake Read More Afonso Carvalho Read More Pierre Cazalis de Fondouce Read More Isabelle Istria Read More Ella Choi Read More Michio Nagata Read More Rie Yamanaka Read More Yan Sen Lu Read More ### Search Result Search Results Portugal Learn More Americas Learn More Argentina Learn More Brazil Learn More Chile Learn More Mexico Learn More Peru Learn More United States Learn More Asia Pacific Learn More Australia Learn More China Learn More India Learn More Japan Learn More Laos Learn More Philippines Learn More Singapore Learn More Thailand Learn More Vietnam Learn More EMEA Learn More Austria Learn More Bahrain Learn More Belgium Learn More Czech Republic Learn More Denmark Learn More Finland Learn More Finland Learn More France Learn More Germany Learn More Global Head Quarters Learn More Hungary Learn More Ireland Learn More Israel Learn More Italy Learn More San Benedetto del Tronto Learn More Rome Learn More Milan Learn More Netherlands Learn More Norway Learn More Poland Learn More Saudi Arabia Learn More South Africa Learn More Spain Learn More Sweden Learn More UAE Learn More United Kingdom Learn More Principles: A Luxury or a Necessity? Read More AEC and Speaking English Read More Welcome to the One Per Cent Read More On Reading Read More Nečekaná pravda o surfování Read More Horton International Launches New Website Read More Mission Impossible Read More Send in the Clowns Read More Andreas Wartenberg new Chairman of the Board of Horton Group International Read More Realignment of corporate strategy to include digitization Read More Digitizing companies – the consequences for management Read More Wanted: Digital Officer! Read More The employment market in the field of IT security Read More Client Care Read More For a Ha’porth of Tar Read More Making the Move Read More Caveat Emptor Read More Everyone wants to digitize, but where are the digital managers? Read More Horton International North America Announces Molly A Robb as Managing Director, Global Life Sciences Read More Horton International, the global Executive Search firm, announces the opening of a new operation in Chile. Read More Horton International North America Announces James D Utterback as Managing Director, Healthcare Services & Technology Read More Declan Haverty Joins Horton International UK Read More In-House Recruitment Read More Bouncing Back Read More Handwriting Analysis – a powerful Personality assessment science Read More Recruitment / TA – is a SALES & Marketing job Read More Recruitment is NOT the job of the HR department Read More Importance of a Professional email address Read More Digitization – what about the people? Read More Telemedicine: The Best of “Care Anywhere” Read More What Makes a Good Headhunter? Read More New Year New Thoughts Read More Under Attack Healthcare Cyber Security: Invest Ahead Read More The Value of Strategic HR Read More What qualifications are required for the post of CISO? Read More The bimodal manager – the merging of two worlds! Read More Horton International Named Top 50 Healthcare & Life Sciences Search Firm Read More Changing job profiles in IT Read More People Matter Read More Digitization only works if you have IT knowledge! Read More Read This Carefully! Read More The digital side of leadership Read More Is motivation of external employees the same as motivation of regular employees? Read More Horton International announces the opening of a new office in Brazil Read More Integrity in Recruitment Read More Pay Cheap, Pay Twice (Or More) Read More Horton International | North America Moves to Invenias to Support Growth Ambitions Read More Agility and Digitization – Two Sides of the Same Coin Read More Responsiveness to Change Read More What’s the Point of a CV? Read More Pharma Companies Prepare for Partnering in Value Based Care Read More The New People Function And Its Impact Read More Horton International EMEA Partners Conference – Frankfurt Read More Location: The Biggest Challenge to Talent Management? Read More Fit For Purpose Read More Major Governance Issue In Australia Hits a Professional Services Institute That Really Should Know Better Read More Emotional Intelligence And Its Importance for Hiring & Promotion Decisions Read More Horton International, the Global Executive Search Firm, Announces the Opening of a New Office in Peru Read More AsiaLife, October 2017 Read More How the gig economy creates job insecurity Read More Out of the Darkness and Into the Light: Five Keys to Sourcing Technology Leaders in an Ever-Changing Healthcare Industry Read More Looking for a Change? Read More Recruiting Unicorns Read More End-to-end digitization Read More What the candidates say… Read More Revolution in Evolution Read More Lost in Translation? Read More Organizational Myopia of the new CEO Read More KSearch welcomed as Trusted Partner of the French Chamber of Commerce & Industry Read More Horton International announces partner in Hungary Read More Industry 4.0 – state of affairs: New value creation models call for fresh new thinking Read More Economic Cycles – Catching the next BIG wave Read More Wellness at Work: Prevention and Support is Key Read More When you reach the top, remember to send the elevator back down for others Read More Selecting the Best Candidate Read More Annual Global Conference in Miami showed how closely partners from different countries are working together and pulling in the same direction Read More Horton Management Consultant recognized as one of the ‘Top 100 Retail Minds’ in India Read More Project Management & Project Manager roles Read More Data Protection Read More INDIA ..The Roaring Tiger .. Read More Is Good Enough Good Enough? Read More Colleague AI has to wait – Artificial intelligence comes to a standstill due to personnel vacancies Read More Headhunter 4.0 Read More Blockchain – the chain in the digital economy Read More Generational change & family businesses Read More Client Conundrums Read More 40 years in 40 countries: Horton International Read More Sucession Planning Read More New Work – workplace of the future Read More Horton International Moscow announces new Partner Read More Executive Career Coaching – 5 ways a Career Coach can help your job search. Read More Make me a Vice President, and I’ll take the job! Read More HORTON INTERNATIONAL EMEA PARTNERS CONFERENCE – Madrid Read More Fighting cyberattacks with artificial intelligence (AI)? Read More Executive Career Search – The 5 high priority targets you need to focus on Read More Working with fake mandates Read More Employee Referrals Read More Horton Partner, Hager Unternehmensberatung rated as one of the best executive search consultants in Germany. Read More A New Chapter Read More The Internet of Things and Cybersecurity Read More Data Scientist – creative number whisperers Read More Regulation Gone Mad Read More How to achieve work-life balance as a director? Read More Hager Unternehmensberatung continues its expansion course Read More Proud anncouncement Read More Challenges that leaders faces Read More How to give effective employee feedback? Read More Never forget about the owner Read More The future of work Read More IoT in the workplace – How to do it smartly? Read More Does negative feedback really work? Read More Swarm intelligence Read More Smart office for a better productivity Read More How to improve employee satisfaction? Read More Business outlook of Hungary Read More Where is the digital competence? Read More The best ways to motivate millennial employees Read More Global Executive Search Firm Expands Its Presence in the Middle East Read More How to improve your leadership presence? Read More Do you want to increase productivity? Let’s play! Read More Why should leaders care more about stress at work? Read More Take employees with you on the digital journey Read More Assessment Centres – How to identify the key competencies for TOP companies Read More How can you better engage your employees? Read More How can you develop your employees effectively? Read More Can a smart office increase productivity? Read More We made it again! Read More Humour: A Gateway to Success Read More How fit is your company for the age of AI? Read More Five critical competencies for leadership in the future Read More Take a vacation! Read More Search for German visionaries Read More Driving in Traffic – A unique managerial Assessment tool Read More Horton International Global conference – Copenhagen September 2019 Read More Successful Biotech companies – “It’s all about teams and people”​ Read More Whatever happened to client service? Read More Emotional Intelligence Read More Essential research should not be a question of money Read More How to Improve Employee Retention Read More Vertex Pharmaceuticals – Vice President of R&D Quality Assurance Read More What impact does New Work have on leadership culture? Read More The Future of Management Read More Strong Leadership Starts With Your Mindset Read More What are Soft Skills and Why Do You Need to Pay Attention to Them? Read More Horton International – The World of Mountaineering and the World of Executive Search Read More Should you quit your job to start a business? Read More Digital thinkers and leaders wanted Read More Four Rules for Start-Up Recruiting Read More Horton International Welcomes Nina Ariluoma, our new Managing Partner for Finland. Read More Horton International named one of France’s top Executive Search Firms Read More Horton Finland tops the polls! Read More What are the most Important IT trends For Enterprises in 2020? Read More LinkedIn Identify the 15 Fastest-growing Jobs in the UK Read More What are the most important IT trends for SMBs in 2020? Read More 5 star award for Horton International Germany Read More 5 leadership resolutions for 2020 Read More The talent crisis in Insurance. Read More How to future proof your career Read More The most in demand skills for the future of work Read More Innovating your career Read More The stress of leadership: why it matters Read More Leadership: How To Successfully Manage Your Remote Team Read More Why Positive Work Cultures Attract Bright People Read More Trends in the digital age Read More Technology in Healthcare – An Update Read More What Workforce Strategies remain Top Priorities this year in the States? Read More It’s Not You, It’s Me: Why Good Candidates Walk Away Read More The Top Future FMCG You Need To Know In 2020 Read More What Sports Analytics Can Tell Us About Your Business and Your People. Read More While the world thinks Coronavirus and Worries about the Global Business Impact and Tariff concerns, China Drives HC investments Read More Robotics in the Manufacturing Industry Read More Disrupting The Consumer Industry Read More Dr. Monika Becker, Sector Head IT & Digitalisation at Horton International named one of Germany’s most inspiring women. Read More Robotics and AI in the finance industry Read More Corona Virus + PE pressures= What for the Search Industry? Read More Shortage of skilled workers – not only internally, but also externally. Read More Big data and analytics – implications for the finance industry Read More Hager Unternehmensberatung: Executive Search with seven quality seals Read More Implications of the sharing economy for the financial services industry Read More Proven Insights That Drive Innovation Read More Decision-makers: Let go of total control! Read More A message from our Chairman Read More Exit strategy after the lockdown – What could this look like in the agricultural sector? Read More Exit strategy after the lockdown – What about the life science industry? Read More Successful Search for Horton International India Read More Exit strategy after the lockdown – What options are available in the Technology Solutions sector Read More Asia Pacific Regional Review Read More Horton International Ranked in the Top 40 Executive Search Firms Worldwide Read More What Do Headhunters Recommend to Their Friends Read More COVID-19 makes agility the order of the day Read More Artificial intelligence in Executive Search: We make possible what was previously impossible. Read More The Increase in E-learning Within the Corporate World Read More Cyber Vigilance: Ensure You’re Protected and Prepared Read More Sahar Faraji expands the Construction & Real Estate Business Unit for Horton International Germany Read More How The COVID Crisis Is Driving Transformation And Innovation Read More Video Interviews are Part of the New Normal Read More Sharing News Read More AI the investment in the future Read More Webinar: Sales 2.0-Sales Professionals: Frontline Corporate Warriors (BFSI Sector) Read More The Importance of Summaries Read More Prevent internal data theft through central management Read More Keeping Your Career on Track During COVID-19 Read More Four Best Practices for Relocating Employees Internationally Read More Podcast – Making 2021 work for you.. Putting on your own oxygen mask before helping others! Read More Building Resilience In 2021 Read More Horton International Germany, Supporting the Oxfam Entrepreneurial Network Read More Human Capital and the Skills Gap Read More Redefining The Workplace Post-Pandemic Read More How To Detect Covid-19 Burnout In Higher Tier Staff Read More A Career Is Equally Possible In The Home Office Read More Horton International Welcomes new Partner, Jan Toft Rasmussen Read More The Change In Agribusiness And The New World Of Work Read More Ten Key Skills Of Future Leaders Read More Why Listening Is The Most Important Skill Leaders Should Master Read More 5 Resilience-Building Soft Skills To Develop In 2021 Read More Embracing The New Age Of Innovation Read More Is A 4 Day Work Week The Way Forward In A Post-COVID World? Read More Is This The End Of The Commute To Work? Read More Asia Pacific Regional Review Q3 2021 Read More Oliver Badura New COO at Horton International Germany Read More The Return To The Office Read More Work Perks: Renewed Appetite For Business Travel Read More Leadership Skills For A Post Pandemic World Read More Languishing – How To Support Your Employees Read More Managers Need Development Too Read More Planning Ahead for an Aging Workforce Read More Hiring successful CEOs Read More Do You Already Know How Your Team Will Work In The Future? Read More The Need to Burn Out Read More Building The Business Case For Diversity, Equity And Inclusion Read More How To Motivate Your Returning Teams Read More Axel Gester responsible for the new ‘Hager Board Services’ division Read More Hybrid Teams – Communications Read More Reflecting over the festive period Read More Top 10 Fastest-Growing Jobs Over The Next Decade(2030) Read More Pandemic Pivot Or Long-Term Transformation? Read More Best Personnel Consultant 2021 Award – Horton International Germany Read More Proximity Bias: How Organisations Can Avoid The Trap Read More The Top Talent And Leadership Trends In 2022 Read More Unicorns: People Not Companies Read More The importance of feedback Read More What’s The Most Critical Personality Factor Of A Transformational Leader? Read More Top 10 Issues Facing HR Leaders Read More Should You Create A Video CV? Read More How to Get Yourself Noticed In A Competitive Environment Read More Atabay Consulting Merges with Horton International Mexico to Enhance Client Services Across the Growing Mexican Economy and other NOLA Countries Read More Handbook For Hybrid Leaders Read More Daniel Kutschenko new Business Unit Manager – Horton International Germany Read More How has the pandemic affected your wellbeing and the wellbeing of your team? Read More Horton International Germany Adds Industry Expert, Steffi Schröder To Its Management Team Read More Making the Return to the Office a Success Read More The Great Resignation – Why Employee Satisfaction Should Be Your Priority Read More Unexpected Resignations Read More LGBTQ+ Inclusion At Work Read More Employee Experience – It’s Never Been More Important Read More What Successful People Do: Seven Tips From The Experts Read More Understanding Toxic Productivity: The Pitfalls and Solutions Read More What Psychological Safety Looks Like in a Hybrid Workplace Read More Is Accepting A Counter-Offer Ever Worthwhile? Read More The Benefit Of Micro-Breaks To Combat Burnout Read More Quiet Quitting Read More Meet Quiet Quitting’s Total Opposite: The FatFIRE Movement Read More Looking to Hire? Here’s What You Need to Know Read More Executive Search Leader Hosts First Global Conference Since COVID-19 Read More The Biggest Challenges Facing Leaders Now Read More Industry trends 2023 Read More Global Talent Trends for 2023 Read More Horton International Expands further into Asian Executive Search Market Read More Kari Tuutti joins Horton International as Managing Partner, Finland Read More Horton International Expands into the Irish Executive Search Market Read More Meet Figaro: Talent Consultant For The Hybrid Age Read More Horton International Expands into Austrian Executive Search Market Read More Attracting And Retaining Top Talent Read More How C-Suite executives can level up their productivity with ChatGPT (and when to avoid it) Read More Digitalisation & IT Sector Global Report Q1 2023 Read More Top Tech Trends for 2023 And What They Might Mean For Recruiting Read More How To Attract Top Tech Talent Read More Global Consumer Trends 2023 Read More Consumer trends for 2021 Read More Leadership In A Time Of COVID: An Interview With Nike Russia Read More Leadership In A Time Of COVID: An Interview With Estée Lauder Companies, Mexico Read More Exit strategy after the lockdown – Consumer Goods Industry Read More What Does The Future Of Payments Mean When Hiring Experts? Read More What’s The Most Critical Personality Factor Of A Transformational Leader? Read More How To Conduct Video Interviews Read More Horton International Proudly Announces its Presence in Japan Read More Top Employers in Medium-Sized Businesses 2021 Read More Horton International Germany reacts to the Leadership Positions Act passed by the German government. Read More Consultant of the Month: Ani Närhi Read More Appointment of New Horton International Chairman Read More Horton International Welcomes Dmitry Zhuravlev, our new Partner for Russia Read More Award announcement for Horton International Germany Read More Appointment Expands Life Sciences Team for Horton International Read More Consultant of the Month: Dr. Monika Becker Read More Consultant of the Month: Matt Grose Read More How Will We Work? 5 Concepts for the Post-Pandemic Future Read More Leadership In A Time Of COVID: An Interview With Linde Material Handling Read More The Most In-demand Jobs In 2021 Based On LinkedIn Data Read More How To Be An Effective Leader When Starting A New Job Remotely Read More How CEOs Can Transform And Thrive In 2021 Read More Industrial & Manufacturing Trends for 2021 Read More Industrial Sector Global Report 2020 Read More Gartner’s Top Strategic Technology Trends for 2021 Read More International Women’s Day 2019 Read More Leadership In A Time Of COVID: An Interview With Hisense Mexico Read More Leadership In A Time Of COVID: An Interview With Estée Lauder Companies, Mexico Read More Health Leadership In A Time Of COVID: An Interview With Ipsen UK and Ireland Read More Leadership through COVID-19 – With Ger Groot Wesseldijk. Read More How COVID-19 Has Changed The Way We Work For The Better Read More Tips for Virtual Onboarding During COVID-19 Read More Podcast – Making 2021 work for you.. Putting on your own oxygen mask before helping others! Read More Is Adaptability The Most In-Demand But Overlooked Skill? Read More Closing The Skills Gap In The Post-Pandemic Economy Read More How To Thrive With A Dispersed Global Workforce: Key Challenges To Consider Read More Building Workforce Resilience In The Banking Sector Read More Leadership and the Impact of Long-Term Remote Working Read More 7 Top Tips To Promote Employee Wellbeing For The New Normal Read More Big Data in Times of Crisis Read More Webinar -Sales 2.0-Emerging New Paradigm -BFSI Sector Read More Don’t Put Your Career into Lockdown Read More Driving Revenue Recovery – Webinar Read More How is COVID-19 Shaping the Executive Search Industry? Read More What influence did AI and Corona have on the working world? Read More Don‘t wait for the ‘new normal’ Read More Strategic recruiting Read More India: Creating Business Opportunities Out Of A Crisis Read More Prioritizing Your Post-Pandemic Attack Plan. Read More Why Solving The Challenges Of The Professional Services Sector Starts With Your Next Hire Read More What Does The Coronavirus Pandemic Teach Us About The Business Approach To Crises? Read More To What Extent is an Exit Strategy Necessary in the Industrial Sector? Read More How is the Sports Industry Preparing for Life After Corona? Read More Exit strategy after the lockdown – What options are available in the Technology Solutions sector Read More How To Onboard New Hires During COVID19 Read More Exit strategy after the lockdown – What about the life science industry? Read More Will “Work” and “Life” intertwine more strongly in the future? Read More International Women’s Day 2020 Read More How To Hire A DE&I Lead And Set Them Up For Success Read More How Are You Going To #ChooseToChallenge? Read More What Will Remain After Corona? Read More Women In Leadership 2021 Read More Exit strategy after the lockdown – What could this look like in the agricultural sector? Read More Making Mental Health And Wellbeing A Focus Read More How COVID-19 is Impacting the Retail Industry Read More Why Communication Is Critical In A Crisis Read More Exit Strategy after the lockdown – What might be a possible strategy in the software industry? Read More Internal IT teams, Leadership & the Impact of COVID-19 Read More Will logistics companies restructure? Read More Preparing Your Business For Post-Lockdown Success Read More How Leaders Can Keep Remote Workers Happy, Motivated & Productive Read More 5 Ways to Keep Your Team Strong in a Crisis Read More What’s the Key to Effective Management During COVID-19? Read More Responding to change – What opportunities does the crisis offer managers? Read More The Sudden, Inescapable Reality of the Remote Workforce Read More Businesses Unite in Fight against Covid-19 Read More Game Changer Corona Crisis Read More Keep Calm and Recruit: Why Now is the Best Time to Assess Your Talent Assets Read More Leading from the home office Read More Leaders- Take time to reflect Read More Leading In Lockdown: How To Support Your Team While Strengthening Your Business Read More Global pandemic gives digitalisation a boost Read More All arrived at the home office? Read More New working time models; from necessity to real alternative Read More Don’t shut down – just lock down! Read More Remote working and the impact of the Coronavirus on business. Read More Keep Calm and Recruit Read More Staff Burnout: Identify, Mitigate, Assist Read More Menopause Support – What Is Being Done To Help Women Around The World? Read More Long COVID: How Leaders Can Support Teams Through Challenges Read More How Businesses Can Support Their Staff Through the Cost of Living Crisis Read More The importance of switching off Read More Why End Of Year Reviews Should Focus On Employee Wellbeing Read More Diversity – one of the current ‘commandments’ of the hour. But… diversity in your own team? Read More Are You Making Mental Health A Priority? Read More Why Female-Friendly Companies are Winning Read More How To Provide The Very Best Experience To Employees Read More Diversity – everyone is discussing it – but which company implements it on all levels? Read More How Leaders Can Become D&I Ambassadors Read More The candidate you want or the candidate you need? The added value available from Executive Search Consultants Read More Recruiting for Diversity, Truly Read More How To Implement LGBTQIA+ Inclusion Training Read More Benefits Of LGBT Advocacy And Training At Work Read More What C-levels Reveal About Our Working World Read More Your Business Case For Improving Diversity In Your Leadership Team Read More LGBTQ+ Advocacy In The Workplace Read More After Diversity Month: 9 Top Tips To Keep Diversity A Priority All Year Round Read More Leadership through Covid-19: An interview with Dr Santrupt Misra Read More Platforms, Ecosystems And Wealth Creation Read More 5 Ways Technology Is Reshaping Marketing And Sales Read More Why Building Your Omnichannel Services Requires New Talent And Qualifications Read More News, updates and insights from the Horton International Consumer Group. Read More Robotics in the Manufacturing Industry Read More Building equipment – Technology as a driver Read More IoT in the industrial sector Read More TOP VOICES by Horton International Germany – Interview with International Thought Leaders Read More Medicine. Powers. Big Data. Read More CIO 4.0 – Do We Need A New Generation Of IT Managers For Networking And Automation? Read More Pharma Trends In 2023 Read More Is The Critical Healthcare Infrastructure Protected? Read More Top Pharmaceutical & Life Sciences Trends for 2021 Read More Healthcare inefficiencies in the United States Read More What Is Trade Finance? Read More The Future of Banking Read More FinTech, Big Tech and Talent Trends Read More Is InsurTech The Next Big Disruptor? Read More How InsurTech Is Shaping The APAC Insurance Market Read More Banking the Unbanked Read More Fintech Adoption in Asia Pacific – An Upward Growth Trajectory Read More What Can We Learn From The CEO Survey 2023? Read More Embracing the Future: Horton International Italy’s Kick Off-Meeting Sets a New Course Read More New Leadership Approaches for Success in the Modern Era Read More What’s Next For CHRO? Read More Horton International Extends Presence in the Americas with New Partnership in Brazil Read More Improve Returnship Programmes For Your Organisation’s DEI Read More Horton International Germany – Leading the Way in Personnel Services for the Tenth Consecutive Year Read More Your First 3 Steps With Personal Branding As An Executive Read More How Can Leaders Support Gen Z Employees? Read More The Importance of Personal Branding for Executives: Making Time for Success Read More 4 Generative AI Tools To Take Executive Performance To The Next Level Read More How L&D Can Unlock Your Competitive Edge Read More Beyond Celebrations: Navigating the Equality Landscape Read More Important Skills For C-Suite Leaders Read More How Companies Can Retain Their Workforce Read More Career Coaching – How to Transform Your Career and Become More Successful Read More Three Steps Leaders Can Take to Create a Great Company Culture Read More Menopause Awareness and Support in the Workplace Read More Vietnam’s Technology Industry: A Beacon of Innovation Amidst Uncertainty Read More Recruiting In Japan Is Broken Read More The Changing Jobs Market Over the Next Five Years Read More Why Outsource Search? Read More Celebrating Connections: Highlights from Horton International’s Global Conference in Vietnam Read More TOP VOICES Horton International Germany – Interview with International Thought Leaders Read More APAC Leadership Insights Read More Strategies to Prioritise Employee Health and Happiness in 2024 Read More Horton International completes 10 years in the GCC Read More News from Horton France – Gérard Dietrich Read More Leadership In 2024: The Trends To Look Out For Read More The Ideal Linkedin Profile: How To Position Yourself For Top Jobs Read More Using AI To Inspire And Optimise Your Job Prospects Read More Top Tech Trends for 2024 Read More The Future of Work: 10 Core Trends Shaping 2024 Read More Pharmaceutical & Life Sciences Trends 2024 Read More Unleashing Potential: 6 Benefits of Employee Development in the Global Business Landscape Read More Beyond “Touchy Feely”: The Profound Transformation of Heart Centered Leadership Read More Navigating the New Workforce Landscape: 9 Top Employee Retention Strategies Read More Daniel Kutschenko Read More Consumer Trends In 2024 Read More Andreas Weik Read More Why Women Need Career Sponsors: Navigating the Path to Professional Success Read More Navigating Economic Challenges in Argentina: The Critical Role of Executive Search in Times of Hyperinflation and Recession Read More Horton International Expands Reach in Australia Read More Daniel Norpoth Read More Building Smarter Teams – The Unseen Benefits of High Social Intelligence Read More Jasvita Anand Read More Cultivating Successful Leaders Through Key Traits and Lifelong Learning Read More Turning Leadership on its Head: The Power of Upside-Down Management and Humble Leadership Read More Jimmy Ho Read More Cultivating a Mentally Healthy Workplace Through Leadership and Transparency Read More Andreas Faber Read More Active Listening: A Skill That Can Transform The Workplace Read More Hala Murad Read More Redefining Workplace Wellness: Embracing Mental Health as a Pillar of Organisational Success Read More Strategies for managing stress in the workplace Read More Daniel Dat Read More Horton International Announces New UK Partnership Read More Mena Benatar Read More Roberto Machuca Read More Ensuring policies and benefits are LGBTQ+ friendly Read More Five Innovative Tips For Healthy Teams Read More How to be an LGBTQ+ Ally Read More Yousra Taheri Read More Horton International India Turns 15 Read More Implementing an AI Strategy Successfully Read More Generative AI and Consumer Behaviour: A New Era of Personalisation and Efficiency Read More Shiona Law Read More Quality prevails: For the 11th time in a row, Horton International Germany is the top personnel service provider in the FOCUS Business Ranking Read More Latest Findings on Employee Engagement: The Implications for Today’s Workplace Read More Rodolfo Roballos Read More How To Become An Attractive Partner For Both Candidates And Recruiters Read More Sergio Guzman L. 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You can also report directly from WhatsApp: https://faq.whatsapp.com/1142481766359885/?helpref=faq_content&cms_platform=android Best wishes, Horton International ### Thank You Become A Horton International Partner Thank You Thanks for contacting us! We will get in touch with you shortly. ### Profile Industry Latest Insights ### Digitization & IT Technology IT and Digitization is a rapidly growing industry, so much so that it is the fastest-changing sector of all industries. The digital revolution has already brought a great deal of change. Appliances that are now a part of daily life were unknown just a few years ago. Now, digitisation continues to challenge and transform every industry and the way of life of almost every consumer across the world.Horton International’s Digitization and IT sector offers the chance for our clients to get ahead of the curve. Our global reach and the close cooperation between our offices means we can seek out the talent that helps businesses thrive and advance ahead of the rate of change. At Horton International, we have been dealing with this industry since the very beginning and have a deep understanding of the goals and requirements for our clients.Our expertise and experience in technology executive search allow Horton International to identify talents who not only follow the technological changes but inspire and mould the digital transformation. We work across a range of industries and secure top talent for: Technology vendors Consulting organisations IT and digital departments of big enterprises And many more Our Experts In the domain of technology and digital executive search, Horton International brings extensive experience, offering a profound understanding of our clients' goals and requirements since the industry's inception. Electronics Embedded Systems Digitisation Enterprise IT Infrastructure and Devices IT Security Software Telecommunications Top Tech Trends for 2024 Examine some of the dominant trends for 2024 and beyond. Download the report STRATEGIC TECHNOLOGY TRENDS FOR 2025 AND BEYOND LATEST EMERGING TECHNOLOGY TRENDS FOR 2026 Exploring key technological shifts and their impact on jobs and careers. Download the report Learn what every organisation needs to know about future tech. Download the report Industry Insights View All ### Pharmaceuticals Life Sciences & Biotechnology For almost 25 years we have been the trusted recruitment partner to many of the world’s leading pharmaceutical companies, working across all functions including R&D, Commercial, Operations, Regulatory and Quality. The reason why these global organisations turn to Horton International when looking to attract the best people, is quite straightforward. They know that we understand the industry and talk the same language as the candidates, they appreciate the way we communicate and respect timelines, but most of all they know we will search across the globe to identify and attract the very best talent.Not only have we played a major role in the recruitment of numerous senior executives and board members throughout the sector, but we continue to share our knowledge of the biotechnology industry by providing valuable insights, including our annual European Life Sciences survey.We are proud of our reputation, built over 25 years, as being the “go-to” recruitment partner to the industry. Pharmaceuticals, Life Sciences & Biotechnology positions: Global Head of Screening Medical Director Director, R&D Strategy Director of Drug Developability VP Oncology Discovery Research Director, Formulation Development Director, Payer Strategy Head of Regulatory Affairs VP Manufacturing Operations Senior Director, Quality Assurance Non-Executive Chairman (VC backed start-up) Managing Director (Chemistry Services) Chief Executive Officer (Contract Development) VP Regulatory Affairs (Biotech) Chief Executive Officer (Biotech) Commercial Director (Biotech) VP Business Development (Biotech) Medical Director (Biotech) Vice President, Product Development (Biotech) ### Pharmaceutical & Life Sciences With innovations such as Artificial Intelligence, Industry 4.0 and the introduction of digital platforms in the pharmaceutical and life sciences industries, we observe the emergence of new business models and market players many of which bear the potential to disrupt the sector dynamics and the stakeholder ecosystems; therefore pharmaceutical and life sciences firms need to prepare for continual transformation and competition.Staying ahead of the curve in this consistently progressive industry requires top talent. At Horton International, we help businesses to not only seek out the right people but create a talent strategy to ensure our clients foster and retain top leaders who embrace and thrive on change.We are the trusted, go-to Executive Search partner to many of the world’s leading pharmaceutical and life sciences companies. We recruit at senior management and board level, always with an eye on diversity. We help clients across a range of industries and departments including: Leadership teams and boards C-suite roles including CEOs Chairs and Non-executive Directors R&D Commercial Operations Regulatory and compliance Quality control Finance And much, much more Our Experts We are the trusted, go-to Executive Search partner to many of the world’s leading pharmaceutical and life sciences companies.  Pharmaceuticals Life Sciences & Biotechnology Medical Devices Diagnostics Tools Not For Profit Digital Health, Medical Technology & Healthcare Services DOMINATING TRENDS IN THE LIFE SCIENCES SECTOR Explore key trends in innovation, regulatory changes, competitive pressures, customer engagement, and sustainability Download the report Industry Insights View All ### Podcasts Podcasts ### Industrial Our customers are well known or highly specialised firms with unique know-how that is always in demand – even during uncertain economic cycles. With a long-term investment approach as well as rural location challenges and incredible innovation levels, talent search and management can be a challenge. The recruitment of excellent employees and executives is a unique challenge due to geographic factors and the fact that most candidates are not known outside their own industry.In the Horton International Industrial sector, our specialist expertise focuses either on classic Country/regional Management positions or on digitization and Industry 4.0. Thanks to our know-how in IT, manufacturing & engineering, we are in an ideal position to support the requirements of companies and their employees.Since 1978, Horton International has been entrusted to conduct executive searches for CEO, C Level, Presidents, Directors, Managers and Specialists within the industry sector. We are unique in our capabilities to provide cross-border international searches for all functional groups in Industry and Manufacturing. We work with clients across a variety of sectors such as: Automotive & Mobility Industrial Manufacturing Industrial High Tech Industrial Engineering & Services Medical Technology Electrical Engineering Maritime Logistics Our Experts With innovation-driven searches, we find the ideal, loyal and reliable long-term-oriented executives and bring together compatible cultures and visions. Mechanical and Plant Engineering Engineering Services Automotive-e-Mobility Mining and Conveyor Technology Logistics Construction and Building Technology Maritime Industry Insights View All ### Retail and Digital A decade ago, when the economical crisis had perhaps passed its peak, retail companies were in pretty good shape.  As a ‘necessary’ intermediary they mastered the relationship between customers and their brands.Over time, most retailers have had to face and adapt to many and common changes: mass-consumption leading to larger stores, economical downturn(s) leading to pressure on prices, the rise of foreign production hence dealing with evolving stock and logistic issues, etc.  Nothing as dramatic as of today.Once, “retail” had been an understood marketplace between the “customer” and the “product”, eliminating bottlenecks through a fluid supply-chain.  Concerns such as quality, production, communication, brand awareness were out of their sight.  According to the type of business segment they were a part of (independent, networked or chain), retailers had to negotiate with manufacturers and topics of high concern were mostly concerned with procurement, price, availability, promotion, merchandising, real estate, payment systems, and the like.Simply put, the customer was not central.Digitisation shuffled the cards drastically.  It brought new ways of consumption to a more creative type of consumer; from a mere “price / availability” matrix, in-demand consumers discovered they wanted even more - more proximity, choice, flexibility, (better) prices, experiences, and more fun.  Climbing the steps to the upper part of the Maslow pyramid, they also grew a conscience, and found new ways to express their values when consuming.  Among others, the capability directly to source products led to trends such as DIY (do it yourself), enabling consumers to transform into self-made producers and retailers!Brands themselves changed to reach, seduce, and retain the consumer.  They invested heavily in the product itself and on the brand too; with other retailers creating their me-too products, brands became their own retailers through a multi-channel approach, developing new consumption trends and concepts.Last, the outbreak of digital platforms turned the whole value-chain upside-down, dismantling the traditional Brand>Retailer>Customer relationship.From a leadership position, and unprepared – perhaps unable - to adapt rapidly to this new deal, retailers were caught between platforms (data-driven) and brands (product-driven), themselves bearing the weight of both real estate assets and extensive headcounts.From a simple and rational historical model, we shifted quickly towards a fast-paced, multi-players and obviously digital market.  In that ever-changing context organisations needed to restructure drastically, via leaders with a strategic foresight, but also gifted with proven operational abilities.At Horton International, we advise clients in many sectors such as: electronics, luxury goods, beauty, sporting goods, food retail, home, DIY. ### Telecommunications Telecommunications is one of the sub segments within Horton International‘s Digitisation & IT Technology sector group. This sub segment covers all aspects of Telecoms, from service providers to equipment manufacturers, from technology companies to regulators and other industry organisations.The Telecoms sector consists on one hand of very large companies - in both service provider and technology / network provider spaces - and also many smaller companies innovating in new business models or technologies.  Generally, the sector is characterised by disruptive developments in terms of technologies, services and business models.  Current hot topics include Artificial Intelligence (AI), Virtual Reality (VR), Internet of Things (IOT), Big Data / Analytics, 5G networks and Cybersecurity.In this changing environment, Horton International is ideally positioned to find the new future leaders its Telecommunications clients require.  We know the key market challenges and trends, we use our active international network of colleagues to leverage our reach, and our candidate network of current executives and tomorrow leaders is compelling.Could we help you? ### Software Software Software companies help their clients to optimize their processes, structure and analyse information and protect their assets.  Software layers range from IT infrastructure software, databases and middleware, to business applications in, for example, HR, Finance or Marketing.  Today’s software market is dominated by a small number of global enterprise companies offering a broad portfolio of solutions.  However, these established enterprise players are increasingly being challenged by “new kids on the block”: start-ups with innovative solutions and compelling technology, benefiting from lower barriers of entry.We have expertise, and are currently working in Big Data, Artificial Intelligence (AI), Machine Learning and Cyber Security.  But we do not stand still - we know that this industry constantly evolves, as does our knowledge.  Software companies need strategic and creative leaders who can transform their businesses for the long term.  These leaders, equally, have high expectations of companies in terms of their flexibility, ability to execute and to have impact.  We are able to seek out the right people and to match these expectations, for both sides.In the software sector Horton International has been supporting clients, ranging from well-known market leaders, to hidden champions and start-ups, for more than two decades by introducing and acquiring new, competent and highly skilled leaders and executives.Could we help you? ### IT Security Artificial Intelligence, Machine Learning, Internet of Things combined with the onset of the Fourth Industrial Revolution has opened up unprecedented possibilities across all regions, all industries for companies of all sizes.Simultaneously, the danger of cyber-attacks has risen, promoting IT- Security to the forefront and an irreplaceable part of any IT environment. The IT – Security portfolio ranges from protection of individual information up to secure data centres and cloud services. Fundamental elements are coverage against failure and an adequate performance capacity, to guarantee the maintenance of the business operations.In the IT-Security sector we have been working with IT- and technology provider and departments of diverse companies and various sizes, from medium-sized, owner-manged companies to multinational enterprises.We have a long success story in filling management roles and highly qualified specialists, e.g. in the field of Cloud Security, Security Automation, Endpoint Security. As a result, we enable our clients to build up internal competences – so that they can successfully handle risks and exploit the full potential of digitalization.Could we help you? ### Infrastructure and Devices Infrastructure and Devices is a sub-segment in the Digitisation & IT Technology sector within Horton International.  Subjects gathering practical momentum include The Internet of Things (IOT), Artificial Intelligence (AI), Machine Learning, Mobility, Analytics, Autonomous computing and the list is growing.  As traditional businesses adapt to the realities of the new machine age, the implications for their IT departments are profound.  IT Infrastructure is the foundation layer of the digitisation and modernisation of any IT environment.  As a result, Infrastructure is increasingly confronted with a growing range of change as businesses transition to more of a result-driven IT environment.  This entails development of a broad range of new products, solutions and services, while creating an opportunity for both well established players in the market and emerging players on the rise. Current focus topics for Horton International include Cloud Solutions, Security, and Datacentre Services.  Furthermore, we have extensive experience from server-over-storage solutions to active and passive network components, all to support the evolving needs of our clients. We are a well accepted adviser to providers of hardware & software solutions, specialised solution providers, and companies with complex and strategic IT environments.  With our extensive and active international colleague network, and our thorough understanding of this evolving segment, we regularly complete mission-critical executive assignments for such companies. Could we help you? ### Leadership Development Leadership Development Well-trained and successful managers constitute guarantees of the company’s long-term, sustainable development and efficiency. They are capable of taking control of key change processes and making a success of them. Trained executives encourage their employees to achieve greater performance by developing, supporting, mentoring and motivating them, or increasing their level of satisfaction.In several areas, through development colleagues with an experienced and diverse training background, we are assisting our clients’ current and future managers to become even more effective in their own specialist areas by improving their existing skills. Development Center Assessment of training needs Structure and operation of training system 360 feedback process Implementation of complete development projects, e.g. Talent Management Program (planning,preliminary measurement, development program, subsequent measurement)Training courses Executive coaching, team coaching ### Digital Health, Medical Technology & Healthcare Services Digital Health, Medical Technology & Healthcare Services Horton International has placed CEO and functional experts in some of the world’s fastest growing digital health, medical technology and health services companies.Whether CIOs, CFOs or SVPs, we have filled many global functional positions located across Europe and the United States. If you are focused on healthcare technology or services in either public, private or non-profit sectors, do reach out to the Horton International team.  We find high impact, world class leaders for Boards, CEOs and Private Equity investors. Typical Assignments: Business Development Director ### Digitisation Within our Digitisation & IT Technology Practice we underpin our clients’ success by securing the right leaders for their digitisation endeavours.  This Practice focuses on clients with no primary technology-focused business model, whose businesses are, nonetheless, strongly affected by the impact of digitisation. The Digitisation sub-segment helps by finding, attracting and selecting candidates of high potential to address the varied ramifications for each client’s individual business model.We target three main areas: Disruption, Customer Experience and Operational Excellence.  In general all companies will be strongly influenced by one of these specialisations.  The degree of influence does not determine to what extent each needs to address change created by the digital revolution in their business.Digital transformation requires a new kind of leader to master large change management programmes and their impact - the Transformational Leader.  One way to think of such individuals is that they differentiate themselves from day-to-day people management and operational tasks and go beyond traditional leadership methodologies.  These individuals foster team building, collaboration and push team performance by setting aspirational goals, while promoting change to help a company “think digitally”.Horton International has completed many assignments in the Digitisation sector, such as placing the ‘textbook’ Chief Digital Officer or Head of Operational Excellence.  We have established and nurtured an extensive international network, built on a thorough understanding of the Digitisation & IT sector, as well as the special demands and challenges that this industry creates.  Our methodological approach has shown us to be highly capable of finding, differentiating and attracting these Transformational Leaders for our clients, providing for them the next career step they desired but were not aware of.Could we help you? ### Electronics Embedded Systems Electronics surround us in our everyday life - lying ‘hidden’ in smartphones, automobiles, medical devices, airplanes etc. - and we are all aware of its importance in underpinning security, mobility, agility and ergonomics.Electronics is inevitably paired with software technologies as, in combination, these enable innovative functionality and applications.  It serves different markets; for instance, a market driven by research and innovation, with Electronics being a component or a complex system whose players are major semiconductor and real-time embedded system companies. It also serves a mass-market driven by price, whose players are recognised consumer-oriented brands delivering affordable consumer electronics.The market is constantly facing new challenges due to rapidly shifting consumption trends. Revolutionary new applications, such as A.I., autonomous vehicles, IOT and the overlap of all these, need ever-expanding processing power and sensory capabilities.  Manufacturers within specific industries (automotive, telecommunications, etc.) now rely on fewer semiconductor manufacturers, and the right choice of partnerships is more than ever vital to remain in the race.We are ideally positioned to find and attract the future leaders of this sector.  Our Practice group members all are strongly networked internationally, have personal competence in, and a thorough understanding of the segment and its special demands, as well as knowledge of the challenges and particular needs of this industry.Could we help you? ### Interim Management Interim Management Interim Management is a highly effective and efficient model that solves challenging business problems by enabling organisations to quickly access and benefit from targeted, senior-level expertise. From the outset, our precise Interim Management model works to a defined and agreed project brief. However, we make sure it remains flexible to the end, taking account of changes and variations to the assignment scope and timescales in a managed way.With deep industry experience, our Interim Managers are carefully selected individuals who have a specific combination of talents and soft skills to make an immediate and lasting impact. We address all industries, and our register of Interim Managers covers a wide variety of senior management backgrounds and disciplines. ### Team Coaching Team coaching Do any of these scenarios strike a chord with you?I want to improve my team’s confidence.I wish I could get my team to work together more effectively.I need to improve our team’s efficiency and standards of output.If only I could give my team the courage to remind each other of their responsibilities.Our organisational culture is changing and our team needs the skills to adapt.How can I get individual team members to be a little more aware of how their behaviour and the effect it has on their colleagues?I would like to improve my coaching skills, so that I help my team reach its full potential – and I want the managers in the team to develop these skills further too.I wish I could improve communication in our team! If so, why not join the growing number of high performance organisations that currently use team coaching as a management tool.Team coaching is an effective way to break existing patterns and create lasting change.  An enjoyable way for groups to take joint responsibility for getting results, team coaching can help managers get the most from their team and improve the working atmosphere.  It is useful in addressing topics ranging from improving the perception of an organisation among employees to reducing absenteeism.Specific team coaching interventions can be used to:Improve mutual cooperation and communication in a team;Create or deepen a sense of ownership of the content or processes of the team’s work;Deal with and solve conflicts;Develop entrepreneurship;Find strategies for successfully coping with change;Learn ways to improve collaboration with other departments and organisations. Anja works closely together with managers to develop a tailor-made programme to address specific coaching objectives and takes an energetic, results-focused and open-hearted approach to implementing the programme and following up on its success. ### Engineering Services The trend towards focusing on our own core competencies continues.In order to increase efficiency and save costs, more and more internationally operating companies are outsourcing indirect functional areas.This trend has led to a sharp increase in the number of industrial service providers on the market, who now have to specialize more and more in order to secure orders and act as preferred third party providers.From R&D services to equipment maintenance and repair to plant and waste management, industrial service providers must offer excellent service.The quality standards are extremely high, especially for development service providers.We support you in your search for excellent minds for this segment. ### Maritime The maritime and shipping industry operates in a complex, highly regulated, and globally interconnected environment, requiring strong leadership to navigate challenges such as fluctuating fuel costs, supply chain disruptions, regulatory compliance, digital transformation, and sustainability initiatives. With its inherent volatility - shaped by geopolitical tensions, economic fluctuations, and unforeseen crises like pandemics or supply chain bottlenecks—companies need executives with exceptional risk management and crisis response capabilities.As a global industry, maritime and shipping demand leaders with international experience, cross-cultural competence, and a deep understanding of regional regulations and market dynamics. Leveraging our extensive network, we source top executive talent worldwide, ensuring organizations secure the right leadership fit. In addition to strategic vision, leaders in this sector must possess deep expertise in vessel operations, logistics, shipbuilding, offshore energy, port management, and maritime law.With increasing regulatory pressures on emissions (IMO 2030/2050), safety, and sustainability, maritime executives must integrate environmental, social, and governance (ESG) strategies into their business models while maintaining profitability. Furthermore, as the industry undergoes rapid digital transformation - embracing innovations such as autonomous vessels, AI-driven logistics, and blockchain-based supply chains - companies need visionary leaders who can drive technological advancements and position their businesses for long-term success. ### Enterprise IT One of Horton International’s Digitisation & IT Technology sub segments is Enterprise IT.  This focus area comprises the technology, staff & management, processes, data, and technologies that support the enterprise; sometimes this is referred to as the organisation’s IS functions.Most organisations have an IT department, providing optimal support for core business processes,  customised to the specific IT needs of each organisation; ideally, that is.  However, it is not only business processes that influence IT departments, but also technological change and evolving commercial requirements that need to be reflected and implemented.The traditional Head of the IT department is the Chief Information Officer (CIO), who serves as the organisation's senior information technology manager.  The CIO ensures that the organisation's Enterprise IT infrastructure is aligned with its prioritised business goals and needs.  New additional leadership roles have emerged in these times of digitisation, such as Chief Enterprise Architect (CEA), Chief Data Officer (CDO), Chief Digital Officer (also CDO!) and Chief Web Officer (CWO).Horton International’s teams have the experience, market knowledge and track record to support in building clients’ executive teams across CIO / CDO departments. Could we help you? ### Privacy Policy PRIVACY POLICYLast updated August 28, 2025   This Privacy Notice for HORTON GROUP INTERNATIONAL LIMITED (doing business as Horton International) ('we', 'us', or 'our'), describes how and why we might access, collect, store, use, and/or share ('process') your personal information when you use our services ('Services'), including when you:Visit our website at https://hortoninternational.com or any website of ours that links to this Privacy Notice Use Executive Search and Management Consulting . Horton International is a leading global executive search and management consulting firm. We provide executive search services and strategic human resources and organizational consulting services to help organizations identify, attract, develop, and retain exceptional leadership talent. Engage with us in other related ways, including any sales, marketing, or eventsQuestions or concerns? Reading this Privacy Notice will help you understand your privacy rights and choices. We are responsible for making decisions about how your personal information is processed. If you do not agree with our policies and practices, please do not use our Services. If you still have any questions or concerns, please contact us at contactus@hortoninternational.com.  SUMMARY OF KEY POINTSThis summary provides key points from our Privacy Notice, but you can find out more details about any of these topics by clicking the link following each key point or by using our table of contents below to find the section you are looking for. What personal information do we process? When you visit, use, or navigate our Services, we may process personal information depending on how you interact with us and the Services, the choices you make, and the products and features you use. Learn more about personal information you disclose to us. Do we process any sensitive personal information?We do not process sensitive personal information except where legally required for specific services and with your explicit consent, such as background verification processes for certain executive positions where legally mandated Do we collect any information from third parties? We may collect information from public databases, marketing partners, social media platforms, and other outside sources. Learn more about information collected from other sources. How do we process your information? We process your information to provide, improve, and administer our Services, communicate with you, for security and fraud prevention, and to comply with law. We may also process your information for other purposes with your consent. We process your information only when we have a valid legal reason to do so. Learn more about how we process your information. In what situations and with which parties do we share personal information? We may share information in specific situations and with specific third parties. Learn more about when and with whom we share your personal information. How do we keep your information safe? We have adequate organisational and technical processes and procedures in place to protect your personal information. However, no electronic transmission over the internet or information storage technology can be guaranteed to be 100% secure, so we cannot promise or guarantee that hackers, cybercriminals, or other unauthorised third parties will not be able to defeat our security and improperly collect, access, steal, or modify your information. Learn more about how we keep your information safe. What are your rights? Depending on where you are located geographically, the applicable privacy law may mean you have certain rights regarding your personal information. Learn more about your privacy rights. How do you exercise your rights? The easiest way to exercise your rights is by visiting https://hortoninternational.com/contact/, or by contacting us. We will consider and act upon any request in accordance with applicable data protection laws. Want to learn more about what we do with any information we collect? Review the Privacy Notice in full.  TABLE OF CONTENTS1. WHAT INFORMATION DO WE COLLECT?2. HOW DO WE PROCESS YOUR INFORMATION?3. WHAT LEGAL BASES DO WE RELY ON TO PROCESS YOUR PERSONAL INFORMATION?4. WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?5. DO WE USE COOKIES AND OTHER TRACKING TECHNOLOGIES? 6. IS YOUR INFORMATION TRANSFERRED INTERNATIONALLY?7. HOW LONG DO WE KEEP YOUR INFORMATION?8. HOW DO WE KEEP YOUR INFORMATION SAFE?9. DO WE COLLECT INFORMATION FROM MINORS?10. WHAT ARE YOUR PRIVACY RIGHTS?11. CONTROLS FOR DO-NOT-TRACK FEATURES12. DO UNITED STATES RESIDENTS HAVE SPECIFIC PRIVACY RIGHTS?13. DO OTHER REGIONS HAVE SPECIFIC PRIVACY RIGHTS? 14. DO WE MAKE UPDATES TO THIS NOTICE?15. HOW CAN YOU CONTACT US ABOUT THIS NOTICE?16. HOW CAN YOU REVIEW, UPDATE, OR DELETE THE DATA WE COLLECT FROM YOU?  1. WHAT INFORMATION DO WE COLLECT?Personal information you disclose to usIn Short: We collect personal information that you provide to us. We collect personal information that you voluntarily provide to us when you express an interest in obtaining information about us or our products and Services, when you participate in activities on the Services, or otherwise when you contact us.  Personal Information Provided by You.  The personal information that we collect depends on the context of your interactions with us and the Services, the choices you make, and the products and features you use. The personal information we collect may include the following:  Contact Information: * Names (first, last, preferred) * Email addresses (personal and professional) * Telephone numbers (mobile, office, home) * Postal addresses (business and personal) * Contact preferences and communication methods  Professional Information: * Current job title and position * Current and previous employer details * Employment history and career progression * Educational background and qualifications * Professional certifications and licenses * Industry experience and areas of expertise * Compensation details and expectations * Professional objectives and career aspirations  Executive Search Related Information: * Curriculum vitae (CV) and resume details * References and testimonials * Interview responses and assessments * Performance evaluations and feedback * Language skills and proficiencies * Availability and timing preferences * Geographic mobility and location preferences * Leadership experience and management capabilities  Business Development Information: * Company and organizational details * Business requirements and search specifications * Budget and timeline information * Organizational culture and values * Strategic objectives and priorities  Sources of Personal Information We may collect personal information from various sources including:  Direct Sources: * Information you provide directly through our website forms * Details shared during consultations and meetings * Documents submitted such as CVs, resumes, and references * Communications via email, phone, or other channels  Public and Professional Sources: * Publicly available business directories and databases * Professional networking platforms (such as LinkedIn) * Company websites and public announcements * Industry publications and professional associations * Conference and event participation records Third-Party Sources: * Professional references and recommendations * Client organizations and business partners * Industry contacts and networking connections * Background verification services (where legally permitted and with appropriate consent)    Sensitive Information. We do not process sensitive information.  All personal information that you provide to us must be true, complete, and accurate, and you must notify us of any changes to such personal information.Information automatically collectedIn Short: Some information — such as your Internet Protocol (IP) address and/or browser and device characteristics — is collected automatically when you visit our Services. We automatically collect certain information when you visit, use, or navigate the Services. This information does not reveal your specific identity (like your name or contact information) but may include device and usage information, such as your IP address, browser and device characteristics, operating system, language preferences, referring URLs, device name, country, location, information about how and when you use our Services, and other technical information. This information is primarily needed to maintain the security and operation of our Services, and for our internal analytics and reporting purposes.  Like many businesses, we also collect information through cookies and similar technologies. You can find out more about this in our Cookie Notice: https://hortoninternational.com/privacy-policy/.  The information we collect includes:Log and Usage Data. Log and usage data is service-related, diagnostic, usage, and performance information our servers automatically collect when you access or use our Services and which we record in log files. Depending on how you interact with us, this log data may include your IP address, device information, browser type, and settings and information about your activity in the Services (such as the date/time stamps associated with your usage, pages and files viewed, searches, and other actions you take such as which features you use), device event information (such as system activity, error reports (sometimes called 'crash dumps'), and hardware settings). Location Data. We collect location data such as information about your device's location, which can be either precise or imprecise. How much information we collect depends on the type and settings of the device you use to access the Services. For example, we may use GPS and other technologies to collect geolocation data that tells us your current location (based on your IP address). You can opt out of allowing us to collect this information either by refusing access to the information or by disabling your Location setting on your device. However, if you choose to opt out, you may not be able to use certain aspects of the Services.Information collected from other sourcesIn Short: We may collect limited data from public databases, marketing partners, and other outside sources. In order to enhance our ability to provide relevant marketing, offers, and services to you and update our records, we may obtain information about you from other sources, such as public databases, joint marketing partners, affiliate programs, data providers, and from other third parties. This information includes mailing addresses, job titles, email addresses, phone numbers, intent data (or user behaviour data), Internet Protocol (IP) addresses, social media profiles, social media URLs, and custom profiles, for purposes of targeted advertising and event promotion. 2. HOW DO WE PROCESS YOUR INFORMATION?In Short: We process your information to provide, improve, and administer our Services, communicate with you, for security and fraud prevention, and to comply with law. We process the personal information for the following purposes listed below. We may also process your information for other purposes only with your prior explicit consent. We process your personal information for a variety of reasons, depending on how you interact with our Services, including: To deliver and facilitate delivery of services to the user. We may process your information to provide you with the requested service. To respond to user inquiries/offer support to users. We may process your information to respond to your inquiries and solve any potential issues you might have with the requested service. To send administrative information to you. We may process your information to send you details about our products and services, changes to our terms and policies, and other similar information.To enable user-to-user communications. We may process your information if you choose to use any of our offerings that allow for communication with another user.To request feedback. We may process your information when necessary to request feedback and to contact you about your use of our Services. To send you marketing and promotional communications. We may process the personal information you send to us for our marketing purposes, if this is in accordance with your marketing preferences. You can opt out of our marketing emails at any time. For more information, see 'WHAT ARE YOUR PRIVACY RIGHTS?' below. To deliver targeted advertising to you. We may process your information to develop and display personalised content and advertising tailored to your interests, location, and more. For more information see our Cookie Notice: https://hortoninternational.com/privacy-policy/. To protect our Services. We may process your information as part of our efforts to keep our Services safe and secure, including fraud monitoring and prevention. To identify usage trends. We may process information about how you use our Services to better understand how they are being used so we can improve them. To determine the effectiveness of our marketing and promotional campaigns. We may process your information to better understand how to provide marketing and promotional campaigns that are most relevant to you. To save or protect an individual's vital interest. We may process your information when necessary to save or protect an individual’s vital interest, such as to prevent harm.  3. WHAT LEGAL BASES DO WE RELY ON TO PROCESS YOUR INFORMATION?In Short: We only process your personal information when we believe it is necessary and we have a valid legal reason (i.e. legal basis) to do so under applicable law, like with your consent, to comply with laws, to provide you with services to enter into or fulfil our contractual obligations, to protect your rights, or to fulfil our legitimate business interests.  If you are located in the EU or UK, this section applies to you.  The General Data Protection Regulation (GDPR) and UK GDPR require us to explain the valid legal bases we rely on in order to process your personal information. As such, we may rely on the following legal bases to process your personal information:Consent. We may process your information if you have given us permission (i.e. consent) to use your personal information for a specific purpose. You can withdraw your consent at any time. Learn more about withdrawing your consent. Performance of a Contract. We may process your personal information when we believe it is necessary to fulfil our contractual obligations to you, including providing our Services or at your request prior to entering into a contract with you. Legitimate Interests. We may process your information when we believe it is reasonably necessary to achieve our legitimate business interests and those interests do not outweigh your interests and fundamental rights and freedoms. For example, we may process your personal information for some of the purposes described in order to: Send users information about special offers and discounts on our products and services Develop and display personalised and relevant advertising content for our users Analyse how our Services are used so we can improve them to engage and retain users Support our marketing activities Diagnose problems and/or prevent fraudulent activities Understand how our users use our products and services so we can improve user experience Legal Obligations. We may process your information where we believe it is necessary for compliance with our legal obligations, such as to cooperate with a law enforcement body or regulatory agency, exercise or defend our legal rights, or disclose your information as evidence in litigation in which we are involved. Vital Interests. We may process your information where we believe it is necessary to protect your vital interests or the vital interests of a third party, such as situations involving potential threats to the safety of any person.  If you are located in Canada, this section applies to you.  We may process your information if you have given us specific permission (i.e. express consent) to use your personal information for a specific purpose, or in situations where your permission can be inferred (i.e. implied consent). You can withdraw your consent at any time. In some exceptional cases, we may be legally permitted under applicable law to process your information without your consent, including, for example:If collection is clearly in the interests of an individual and consent cannot be obtained in a timely way For investigations and fraud detection and prevention For business transactions provided certain conditions are met If it is contained in a witness statement and the collection is necessary to assess, process, or settle an insurance claim For identifying injured, ill, or deceased persons and communicating with next of kin If we have reasonable grounds to believe an individual has been, is, or may be victim of financial abuse If it is reasonable to expect collection and use with consent would compromise the availability or the accuracy of the information and the collection is reasonable for purposes related to investigating a breach of an agreement or a contravention of the laws of Canada or a province If disclosure is required to comply with a subpoena, warrant, court order, or rules of the court relating to the production of records If it was produced by an individual in the course of their employment, business, or profession and the collection is consistent with the purposes for which the information was produced If the collection is solely for journalistic, artistic, or literary purposes If the information is publicly available and is specified by the regulations We may disclose de-identified information for approved research or statistics projects, subject to ethics oversight and confidentiality commitments  4. WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?In Short: We may share information in specific situations described in this section and/or with the following third parties.  We may need to share your personal information in the following situations:Business Transfers. We may share or transfer your information in connection with, or during negotiations of, any merger, sale of company assets, financing, or acquisition of all or a portion of our business to another company. Affiliates. We may share your information with our affiliates, in which case we will require those affiliates to honour this Privacy Notice. Affiliates include our parent company and any subsidiaries, joint venture partners, or other companies that we control or that are under common control with us. Business Partners. We may share your information with our business partners to offer you certain products, services, or promotions.  5. DO WE USE COOKIES AND OTHER TRACKING TECHNOLOGIES?In Short: We may use cookies and other tracking technologies to collect and store your information. We may use cookies and similar tracking technologies (like web beacons and pixels) to gather information when you interact with our Services. Some online tracking technologies help us maintain the security of our Services, prevent crashes, fix bugs, save your preferences, and assist with basic site functions. We also permit third parties and service providers to use online tracking technologies on our Services for analytics and advertising, including to help manage and display advertisements, to tailor advertisements to your interests, or to send abandoned shopping cart reminders (depending on your communication preferences). The third parties and service providers use their technology to provide advertising about products and services tailored to your interests which may appear either on our Services or on other websites. To the extent these online tracking technologies are deemed to be a 'sale'/'sharing' (which includes targeted advertising, as defined under the applicable laws) under applicable US state laws, you can opt out of these online tracking technologies by submitting a request as described below under section 'DO UNITED STATES RESIDENTS HAVE SPECIFIC PRIVACY RIGHTS?' Specific information about how we use such technologies and how you can refuse certain cookies is set out in our Cookie Notice: https://hortoninternational.com/privacy-policy/.Google AnalyticsWe may share your information with Google Analytics to track and analyse the use of the Services. To opt out of being tracked by Google Analytics across the Services, visit https://tools.google.com/dlpage/gaoptout. For more information on the privacy practices of Google, please visit the Google Privacy & Terms page. 6. IS YOUR INFORMATION TRANSFERRED INTERNATIONALLY?In Short: We may transfer, store, and process your information in countries other than your own. Our servers are located in Canada. Regardless of your location, please be aware that your information may be transferred to, stored by, and processed by us in our facilities and in the facilities of the third parties with whom we may share your personal information (see 'WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?' above), including facilities in Ireland, United Kingdom, United States, United Arab Emirates, Argentina, Brazil, Chile, Mexico, Peru, Australia, China, India, Japan, Laos, Philippines, Singapore, Thailand, Vietnam, Austria, Bahrain, Belgium, Czech Republic, Denmark, Finland, France, Germany, Hungary, Italy, Netherlands, Norway, Poland, Portugal, Saudi Arabia, Spain, Sweden, and other countries. If you are a resident in the European Economic Area (EEA), United Kingdom (UK), or Switzerland, then these countries may not necessarily have data protection laws or other similar laws as comprehensive as those in your country. However, we will take all necessary measures to protect your personal information in accordance with this Privacy Notice and applicable law. European Commission's Standard Contractual Clauses: We have implemented measures to protect your personal information, including by using the European Commission's Standard Contractual Clauses for transfers of personal information between our group companies and between us and our third-party providers. These clauses require all recipients to protect all personal information that they process originating from the EEA or UK in accordance with European data protection laws and regulations. Our Standard Contractual Clauses can be provided upon request. We have implemented similar appropriate safeguards with our third-party service providers and partners and further details can be provided upon request. 7. HOW LONG DO WE KEEP YOUR INFORMATION?In Short: We keep your information for as long as necessary to fulfil the purposes outlined in this Privacy Notice unless otherwise required by law. We will only keep your personal information for as long as it is necessary for the purposes set out in this Privacy Notice, unless a longer retention period is required or permitted by law (such as tax, accounting, or other legal requirements). When we have no ongoing legitimate business need to process your personal information, we will either delete or anonymise such information, or, if this is not possible (for example, because your personal information has been stored in backup archives), then we will securely store your personal information and isolate it from any further processing until deletion is possible. 8. HOW DO WE KEEP YOUR INFORMATION SAFE?In Short: We aim to protect your personal information through a system of organisational and technical security measures. We have implemented appropriate and reasonable technical and organisational security measures designed to protect the security of any personal information we process. However, despite our safeguards and efforts to secure your information, no electronic transmission over the Internet or information storage technology can be guaranteed to be 100% secure, so we cannot promise or guarantee that hackers, cybercriminals, or other unauthorised third parties will not be able to defeat our security and improperly collect, access, steal, or modify your information. Although we will do our best to protect your personal information, transmission of personal information to and from our Services is at your own risk. You should only access the Services within a secure environment. 9. DO WE COLLECT INFORMATION FROM MINORS?In Short: We do not knowingly collect data from or market to children under 18 years of age or the equivalent age as specified by law in your jurisdiction. We do not knowingly collect, solicit data from, or market to children under 18 years of age or the equivalent age as specified by law in your jurisdiction, nor do we knowingly sell such personal information. By using the Services, you represent that you are at least 18 or the equivalent age as specified by law in your jurisdiction or that you are the parent or guardian of such a minor and consent to such minor dependent’s use of the Services. If we learn that personal information from users less than 18 years of age or the equivalent age as specified by law in your jurisdiction has been collected, we will deactivate the account and take reasonable measures to promptly delete such data from our records. If you become aware of any data we may have collected from children under age 18 or the equivalent age as specified by law in your jurisdiction, please contact us at contactus@hortoninternational.com. 10. WHAT ARE YOUR PRIVACY RIGHTS?In Short: Depending on your state of residence in the US or in some regions, such as the European Economic Area (EEA), United Kingdom (UK), Switzerland, and Canada, you have rights that allow you greater access to and control over your personal information. You may review, change, or terminate your account at any time, depending on your country, province, or state of residence. In some regions (like the EEA, UK, Switzerland, and Canada), you have certain rights under applicable data protection laws. These may include the right (i) to request access and obtain a copy of your personal information, (ii) to request rectification or erasure; (iii) to restrict the processing of your personal information; (iv) if applicable, to data portability; and (v) not to be subject to automated decision-making. If a decision that produces legal or similarly significant effects is made solely by automated means, we will inform you, explain the main factors, and offer a simple way to request human review. In certain circumstances, you may also have the right to object to the processing of your personal information. You can make such a request by contacting us by using the contact details provided in the section 'HOW CAN YOU CONTACT US ABOUT THIS NOTICE?' below. We will consider and act upon any request in accordance with applicable data protection laws. If you are located in the EEA or UK and you believe we are unlawfully processing your personal information, you also have the right to complain to your Member State data protection authority or UK data protection authority. If you are located in Switzerland, you may contact the Federal Data Protection and Information Commissioner. Withdrawing your consent: If we are relying on your consent to process your personal information, which may be express and/or implied consent depending on the applicable law, you have the right to withdraw your consent at any time. You can withdraw your consent at any time by contacting us by using the contact details provided in the section 'HOW CAN YOU CONTACT US ABOUT THIS NOTICE?' below. However, please note that this will not affect the lawfulness of the processing before its withdrawal nor, when applicable law allows, will it affect the processing of your personal information conducted in reliance on lawful processing grounds other than consent. Opting out of marketing and promotional communications: You can unsubscribe from our marketing and promotional communications at any time by clicking on the unsubscribe link in the emails that we send, or by contacting us using the details provided in the section 'HOW CAN YOU CONTACT US ABOUT THIS NOTICE?' below. You will then be removed from the marketing lists. However, we may still communicate with you — for example, to send you service-related messages that are necessary for the administration and use of your account, to respond to service requests, or for other non-marketing purposes. Cookies and similar technologies: Most Web browsers are set to accept cookies by default. If you prefer, you can usually choose to set your browser to remove cookies and to reject cookies. If you choose to remove cookies or reject cookies, this could affect certain features or services of our Services. For further information, please see our Cookie Notice: https://hortoninternational.com/privacy-policy/. If you have questions or comments about your privacy rights, you may email us at contactus@hortoninternational.com. 11. CONTROLS FOR DO-NOT-TRACK FEATURESMost web browsers and some mobile operating systems and mobile applications include a Do-Not-Track ('DNT') feature or setting you can activate to signal your privacy preference not to have data about your online browsing activities monitored and collected. At this stage, no uniform technology standard for recognising and implementing DNT signals has been finalised. As such, we do not currently respond to DNT browser signals or any other mechanism that automatically communicates your choice not to be tracked online. If a standard for online tracking is adopted that we must follow in the future, we will inform you about that practice in a revised version of this Privacy Notice. California law requires us to let you know how we respond to web browser DNT signals. Because there currently is not an industry or legal standard for recognising or honouring DNT signals, we do not respond to them at this time.  12. DO UNITED STATES RESIDENTS HAVE SPECIFIC PRIVACY RIGHTS?In Short: If you are a resident of California, Colorado, Connecticut, Delaware, Florida, Indiana, Iowa, Kentucky, Maryland, Minnesota, Montana, Nebraska, New Hampshire, New Jersey, Oregon, Rhode Island, Tennessee, Texas, Utah, or Virginia, you may have the right to request access to and receive details about the personal information we maintain about you and how we have processed it, correct inaccuracies, get a copy of, or delete your personal information. You may also have the right to withdraw your consent to our processing of your personal information. These rights may be limited in some circumstances by applicable law. More information is provided below.Categories of Personal Information We CollectThe table below shows the categories of personal information we have collected in the past twelve (12) months. The table includes illustrative examples of each category and does not reflect the personal information we collect from you. For a comprehensive inventory of all personal information we process, please refer to the section 'WHAT INFORMATION DO WE COLLECT?' CategoryExamplesCollectedA. IdentifiersContact details, such as real name, alias, postal address, telephone or mobile contact number, unique personal identifier, online identifier, Internet Protocol address, email address, and account name YES  B. Personal information as defined in the California Customer Records statuteName, contact information, education, employment, employment history, and financial information YES  C. Protected classification characteristics under state or federal lawGender, age, date of birth, race and ethnicity, national origin, marital status, and other demographic data NO D. Commercial informationTransaction information, purchase history, financial details, and payment information NO E. Biometric informationFingerprints and voiceprints NO F. Internet or other similar network activityBrowsing history, search history, online behaviour, interest data, and interactions with our and other websites, applications, systems, and advertisements YES G. Geolocation dataDevice location YES H. Audio, electronic, sensory, or similar informationImages and audio, video or call recordings created in connection with our business activities NO I. Professional or employment-related informationBusiness contact details in order to provide you our Services at a business level or job title, work history, and professional qualifications if you apply for a job with us YES J. Education InformationStudent records and directory information NO K. Inferences drawn from collected personal informationInferences drawn from any of the collected personal information listed above to create a profile or summary about, for example, an individual’s preferences and characteristics YES L. Sensitive personal Information  NO   We may also collect other personal information outside of these categories through instances where you interact with us in person, online, or by phone or mail in the context of:Receiving help through our customer support channels; Participation in customer surveys or contests; and Facilitation in the delivery of our Services and to respond to your inquiries.We will use and retain the collected personal information as needed to provide the Services or for:Category A - As long as the user has an account with us Category B - As long as the user has an account with us Category F - As long as the user has an account with us Category G - As long as the user has an account with us Category I - As long as the user has an account with us Category K - As long as the user has an account with usSources of Personal InformationLearn more about the sources of personal information we collect in 'WHAT INFORMATION DO WE COLLECT?'How We Use and Share Personal InformationLearn more about how we use your personal information in the section, 'HOW DO WE PROCESS YOUR INFORMATION?'  Will your information be shared with anyone else? We may disclose your personal information with our service providers pursuant to a written contract between us and each service provider. Learn more about how we disclose personal information to in the section, 'WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?' We may use your personal information for our own business purposes, such as for undertaking internal research for technological development and demonstration. This is not considered to be 'selling' of your personal information. We have not disclosed, sold, or shared any personal information to third parties for a business or commercial purpose in the preceding twelve (12) months. We will not sell or share personal information in the future belonging to website visitors, users, and other consumers.Your RightsYou have rights under certain US state data protection laws. However, these rights are not absolute, and in certain cases, we may decline your request as permitted by law. These rights include:Right to know whether or not we are processing your personal data Right to access your personal data Right to correct inaccuracies in your personal data Right to request the deletion of your personal data Right to obtain a copy of the personal data you previously shared with us Right to non-discrimination for exercising your rights Right to opt out of the processing of your personal data if it is used for targeted advertising (or sharing as defined under California’s privacy law), the sale of personal data, or profiling in furtherance of decisions that produce legal or similarly significant effects ('profiling') Depending upon the state where you live, you may also have the following rights:Right to access the categories of personal data being processed (as permitted by applicable law, including the privacy law in Minnesota) Right to obtain a list of the categories of third parties to which we have disclosed personal data (as permitted by applicable law, including the privacy law in California, Delaware, and Maryland) Right to obtain a list of specific third parties to which we have disclosed personal data (as permitted by applicable law, including the privacy law in Minnesota and Oregon) Right to review, understand, question, and correct how personal data has been profiled (as permitted by applicable law, including the privacy law in Minnesota) Right to limit use and disclosure of sensitive personal data (as permitted by applicable law, including the privacy law in California) Right to opt out of the collection of sensitive data and personal data collected through the operation of a voice or facial recognition feature (as permitted by applicable law, including the privacy law in Florida)How to Exercise Your RightsTo exercise these rights, you can contact us by visiting https://hortoninternational.com/contact/, by emailing us at contactus@hortoninternational.com, by visiting https://hortoninternational.com/contact/, or by referring to the contact details at the bottom of this document. Under certain US state data protection laws, you can designate an authorised agent to make a request on your behalf. We may deny a request from an authorised agent that does not submit proof that they have been validly authorised to act on your behalf in accordance with applicable laws.Request VerificationUpon receiving your request, we will need to verify your identity to determine you are the same person about whom we have the information in our system. We will only use personal information provided in your request to verify your identity or authority to make the request. However, if we cannot verify your identity from the information already maintained by us, we may request that you provide additional information for the purposes of verifying your identity and for security or fraud-prevention purposes. If you submit the request through an authorised agent, we may need to collect additional information to verify your identity before processing your request and the agent will need to provide a written and signed permission from you to submit such request on your behalf.AppealsUnder certain US state data protection laws, if we decline to take action regarding your request, you may appeal our decision by emailing us at contactus@hortoninternational.com. We will inform you in writing of any action taken or not taken in response to the appeal, including a written explanation of the reasons for the decisions. If your appeal is denied, you may submit a complaint to your state attorney general.California 'Shine The Light' LawCalifornia Civil Code Section 1798.83, also known as the 'Shine The Light' law, permits our users who are California residents to request and obtain from us, once a year and free of charge, information about categories of personal information (if any) we disclosed to third parties for direct marketing purposes and the names and addresses of all third parties with which we shared personal information in the immediately preceding calendar year. If you are a California resident and would like to make such a request, please submit your request in writing to us by using the contact details provided in the section 'HOW CAN YOU CONTACT US ABOUT THIS NOTICE?' 13. DO OTHER REGIONS HAVE SPECIFIC PRIVACY RIGHTS?In Short: You may have additional rights based on the country you reside in. AustraliaWe collect and process your personal information under the obligations and conditions set by Australia's Privacy Act 1988 (Privacy Act). This Privacy Notice satisfies the notice requirements defined in the Privacy Act, in particular: what personal information we collect from you, from which sources, for which purposes, and other recipients of your personal information. If you do not wish to provide the personal information necessary to fulfil their applicable purpose, it may affect our ability to provide our services, in particular: offer you the products or services that you want respond to or help with your requestsAt any time, you have the right to request access to or correction of your personal information. You can make such a request by contacting us by using the contact details provided in the section 'HOW CAN YOU REVIEW, UPDATE, OR DELETE THE DATA WE COLLECT FROM YOU?' If you believe we are unlawfully processing your personal information, you have the right to submit a complaint about a breach of the Australian Privacy Principles to the Office of the Australian Information Commissioner.Republic of South AfricaAt any time, you have the right to request access to or correction of your personal information. You can make such a request by contacting us by using the contact details provided in the section 'HOW CAN YOU REVIEW, UPDATE, OR DELETE THE DATA WE COLLECT FROM YOU?' If you are unsatisfied with the manner in which we address any complaint with regard to our processing of personal information, you can contact the office of the regulator, the details of which are: The Information Regulator (South Africa)General enquiries: enquiries@inforegulator.org.zaComplaints (complete POPIA/PAIA form 5): PAIAComplaints@inforegulator.org.za & POPIAComplaints@inforegulator.org.za 14. DO WE MAKE UPDATES TO THIS NOTICE?In Short: Yes, we will update this notice as necessary to stay compliant with relevant laws. We may update this Privacy Notice from time to time. The updated version will be indicated by an updated 'Revised' date at the top of this Privacy Notice. If we make material changes to this Privacy Notice, we may notify you either by prominently posting a notice of such changes or by directly sending you a notification. We encourage you to review this Privacy Notice frequently to be informed of how we are protecting your information. 15. HOW CAN YOU CONTACT US ABOUT THIS NOTICE?If you have questions or comments about this notice, you may email us at contactus@hortoninternational.com or contact us by post at: HORTON GROUP INTERNATIONAL LIMITED6-7 Citibase, New Barclay House, 234 Botley RoadOxford OX2 0HPUnited Kingdom 16. HOW CAN YOU REVIEW, UPDATE, OR DELETE THE DATA WE COLLECT FROM YOU?Based on the applicable laws of your country or state of residence in the US, you may have the right to request access to the personal information we collect from you, details about how we have processed it, correct inaccuracies, or delete your personal information. You may also have the right to withdraw your consent to our processing of your personal information. These rights may be limited in some circumstances by applicable law. To request to review, update, or delete your personal information, please visit: https://hortoninternational.com/contact/. Links to other websites Our website may contain links to other websites of interest. However, once you have used these links to leave our site, you should note that we do not have any control over that other website. Therefore, we cannot be responsible for the protection and privacy of any information which you provide whilst visiting such sites and such sites are not governed by this privacy statement. You should exercise caution and look at the privacy statement applicable to the website in question. Controlling your personal information You may choose to restrict the collection or use of your personal information in the following ways: whenever you are asked to fill in a form on the website, look for the box that you can click to indicate that you do not want the information to be used by anybody for direct marketing purposes if you have previously agreed to us using your personal information for direct marketing purposes, you may change your mind at any time by writing to or emailing us. We will not sell, distribute or lease your personal information to third parties unless we have your permission or are required by law to do so. We may use your personal information to send you promotional information about third parties which we think you may find interesting if you tell us that you wish this to happen.You may request details of personal information which we hold about you under the Data Protection Act 1998. A small fee will be payable. If you would like a copy of the information held on you please write to us.If you believe that any information we are holding on you is incorrect or incomplete, please write to or email us as soon as possible, at the above address. We will promptly correct any information found to be incorrect. ### Executive Coaching for Netherlands Executive Search Executive coaching has proven to be one of the most effective and modern development approaches for senior and executive management. Horton International is offering executive coaching based on our vision that successful leaders are able to combine, in a natural and balanced way, their business skills with inner motivation and authenticity. It’s through this combination that the leader will not only provide his team with a clear direction, but is also able to have them emotionally committed.Coaching targets for leaders can be the following:Develop more personal knowledge about behavior, drivers and motivatorsLearn to deal with ambiguityLearn how to put things in perspectiveDevelop the capacity to handle feedback effectivelyGain insight into personal blockages that obstruct effective leadershipGrow deeper insight in the organizational power dynamics and what role to play Dependent on your particular coaching target(s), you will be receiving a customized proposal from us. ### Interim Management Interim Management In a constantly changing economic environment, finding the right talent to help your business grow can be a complex puzzle. The time it takes to hire a replacement or new talent can sometimes exceed your expectations, given the ongoing pressure in the talent market.At Horton International Benelux, we understand these challenges, and our 30+ years of experience and extensive network can offer you a solution. We have built a large pool of highly qualified Interim Managers, having successfully resolved staffing issues for numerous customers across various sectors.Whether you need an interim C-level Executive, Change Manager, Project Manager, HR Manager, or Finance Manager, we have the ideal "fit for purpose" personality who aligns with your Company DNA and culture during your Change & Transition phase.As an International senior recruitment organization, we also extend our assistance for interim solutions abroad through close collaboration with our international colleagues.Feel free to reach out to us without hesitation if you require an interim solution. We are here to support your business's growth and success. ### Research Our Research-led recruitment model enables us to adopt a “deep dive” approach to identify and attract top talent who would otherwise be difficult to find. Using an array of different technologies and techniques our highly experienced research function ensures that no stone is left unturned in the search for the ideal individual. Our engagement rate with prospective candidates (the response rate to our approaches) is over 60% which is double the industry average. We employ a variety of techniques, over multiple connection points, to assess prospective candidates and ensure that the fit is right from a professional, cultural and behavioural perspective. Most candidates presented to our clients are high performers who are not actively looking for a move however are open to exploring the right opportunity. We have invested significantly in a highly advanced technology stack to exponentially increase our ability to identify and contact top global talent in a highly responsive manner. In addition to our extensive networks developed since 1998 we have access to: the largest talent database in the marketplace where we can search over 1.2 billion professional profiles from 100+ data sources, including LinkedIn, at once. 250 million+ hard-to-find candidate profiles in the most specialised industries. Using proprietary technology and a network of commercial data partnerships we can access accurate contact information for 75% of the world’s professionals in seconds. Using Artificial Intelligence and publicly available information from billions of web pages, verification methods are continuously improved to deliver better data quality and accuracy. Should advertising be desired, we have access to a network of 30,000 job sites with technology that uses AI to determine where the job should be published to reach the best fit candidates. ### Mental Health & Wellbeing 1 in 4 people suffer mental health problems with 1 in 5 UK workers feel ‘unable’ to manage pressure and stress levels at work.  Along with the health implications of physical inactivity; poor stress management; and poor lifestyle choices, the need for better awareness within society and the workplace has never been more profound. We fundamentally believe that all of us have a right to feel well and are very supportive of the actions being taken to move the dial to enable this. As a business we strongly advocate: Physical activity, exercise and active travel (walking, cycling, scootering). Taking annual leave and finishing on time. Eating healthily and getting enough sleep. Making time to check in on people/colleagues and asking for help. Creating a workplace culture where people can speak up. The importance of connecting with team members in person. Learning constantly, spreading kindness and being mindful. Scheduling time for fun! We are supportive of the work that charities such as Mind and Mental Health UK are doing to fight for mental health as well as informative services such as: https://www.mentalhealthatwork.org.uk/ https://www.headspace.com/mindfulness/burnout We are also very encouraged by forward-looking companies who realise that healthy, happy and productive people are the lifeblood of successful businesses. This is demonstrated by the appointment of Chief Wellbeing Officers and the increased focus on wellbeing.  Aon’s 2022-2023 Global Wellbeing Survey (conducted by Ipsos in 46 countries, 27 languages with 1,138 employers) showed that 83% of employers now have a wellbeing strategy which was up more than 25% since 2020. There is also a growing realisation from business leaders of the financial cost of burn out (ie costs to rehire, down time, team impact, wage inflation) and its impact on their P&L. ### Sustainability We fundamentally believe that sustainability is vital for creating better environments and societies as well as conserving resources for future generations.  We also believe that a sustainable approach to business activities is both essential and beneficial in a wide variety of areas. We are strong advocates of sustainable business strategies which help address the following areas:  Climate change Income inequality Depletion of natural resources Human rights issues Fair working conditions Pollution Racial injustice Gender inequality As a recruitment partner, we make a positive impact by aligning business leaders and businesses with similar ESG goals; presenting diverse shortlists; advising on compensation within the marketplace; and supporting organisations who can significantly benefit the above areas. Office: As part of our commitment to combatting climate change, offices are responsible for 41% of the world’s energy use, we are based in a newly designed, energy-efficient smart building which uses sustainable energy and incorporates energy-efficient materials, insulation, energy-efficient HVAC, lighting and building management systems. Our office location also offers a variety of sustainable transportation options including walking, cycling and multiple public transport options (boat, tube, rail and bus). The office, and our operating model, incorporate flexible workspaces and hybrid working which reduce transport emissions and are environmentally efficient. Website hosting: The internet is one of the most carbon-polluting industries on the planet, consuming an estimated 416.2TWh of energy per year – more than the entire United Kingdom! (Source: Website Carbon). Our website is hosted using energy generated by 100% renewable sources.  Powered by Ecotricity, the first company in the UK to offer true 100% renewable energy, the data centre used has a PUE (Power Usage Effectiveness) rating of 1.05.  PUE stands for Power Usage Effectiveness and is the ratio of the total amount of energy used by a datacentre to the energy delivered to computing equipment. The closer to 1 the better. A PUE of just 1.05 means that for every watt of energy spent only 5% is used on building infrastructure like power and cooling, with the rest reaching the servers. We are also committed to sustainable business practices including:   Our duty of care as a responsible employer. Our commitment to using sustainable transportation (walking, push bikes, e-bikes, electric vehicles and public transport). Our engagement with sustainable and ethical supply chains (even using eco-friendly products such as Wave phone covers and Ocean water bottles). Our ongoing commitment to a paper-free working environment. ### CFO & Finance We have been successfully recruiting within the Accountancy & Finance arena since 1998.  During this time, we have supported/advocated for the developing role and influence that finance performs as well as the ever-increasing scope of today’s finance leaders. We have developed an in-depth knowledge of finance structures, trends, operational models, technology and skill sets. We have also developed extensive networks within the Accountancy & Finance community which we continue to develop every day. Given the potential for sector mobility, our CFO & Finance Practice operates across a broad spectrum of industries for appointments including: Chief Financial Officer Chair of the Audit Committee Group Finance Director Divisional Finance Director Group Finance Controller FP&A Director Internal Audit Director Head of Risk & Controls Head of Financial Reporting Director of Investor Relations Financial Controller Senior Finance Manager We work with: Publicly Listed Companies (Plc) Private Equity firms and PE-backed portfolio companies Family-owned groups Privately-owned groups Family Offices Not for Profit organisations ### Interim Management We provide consultative Interim Management recruitment services for Board and Senior level appointments across a broad spectrum including Publicly listed corporations (large to small cap); Private Equity; Investment Funds; Private & Family-owned businesses; Government & Not for Profit organisations.Our team has a proven track record of successfully providing interim solutions dating back to 1998 with an exceptionally high completion/satisfaction rate.  With hundreds of interim assignments successfully delivered, with most either extended or made permanent, we understand how essential it is to successfully match the skills and track record required with cultural alignment in a time-critical manner.Our ability to assess this is second to none and is supported by our extensive and ever-evolving network of high-performing interim specialists.Given the breadth of our networks within our target markets many of the interims that we represent have been recommended to us by former colleagues or people who have engaged them previously.High levels of communication and touchpoints before, during and after each assignment help ensure a successful outcome for all concerned. ### Property & Construction We have a long-standing passion and interest in the Built Environment.  So much so that we decided to move into new offices in Battersea Power Station, a project that we have long admired, at the earliest opportunity! We have successfully supported a wide variety of sectors within this space since 1998 including Real Estate, Construction, Transportation, Housebuilding, Property Development, Facilities Management & Business Services. We are especially supportive of the positive impacts that organisations can make to communities, mobility, social economic development, our workplaces, where we live and the legacy left. Over the years, we have established deep-rooted networks within these areas which we are continually developing.  We have also gained an in-depth understanding of the operational and commercial challenges typically faced, project and contract structures, working cultures and the importance of a safety-first environment.  With an inquisitive mindset we are continually developing our knowledge. We provide Executive Search & Interim Management recruitment services across a variety of disciplines up to Board level including: CFO & Finance General Management (CEOs and Managing Directors) Commercial (Chief Commercial Officers, Directors, Senior roles) Project Management (Chief Project Officer, Directors, Senior roles) Procurement & Supply Chain (CPOs, Directors, Senior roles) Investment & Asset Management Non-Executive Directors Mergers & Acquisitions Corporate Finance Strategy Investor Relations Human Resources We work with: Publicly Listed Companies (Plc) Private Equity firms and PE-backed portfolio companies Family Offices Family-owned groups Privately-owned groups Not for Profit organisations ### Diversity & Inclusion Diversity & Inclusion is at the heart of everything we do. We fundamentally believe that there should be equal opportunities for all irrespective of gender, race, sexual orientation, physical ability, religion. economic background or age. It is our core belief that businesses perform better with a diverse workforce and an inclusive culture. Our model ensures full market coverage, and this is reflected in the diverse shortlists that we deliver. We are committed to helping organisations attract and retain high-quality talent from all backgrounds as well as eliminating discrimination and bias to ensure that everyone has access to highly sought-after opportunities. In addition to our extensive networks developed since 1998 we have access to 295 million+ candidates from underrepresented backgrounds. We build diverse talent pipelines and, using a Diversity profile function, can create reports to highlight the demographics in both our long and shortlists. It is our mission to help achieve “A better future” for all. ### Executive Recruitment Executive Recruitment Our core business is helping our clients to stay ahead in competition by the identification, selection & coaching of top candidates who can enhance the performance of the client’s company. Our methodology integrates a company’s business objectives, sourcing, screening, interviewing, recruiting, and onboarding support and is focusing on: Describing key performance objectives to define success. Integrating client’s business objectives and ESG and DEI criteria into the search process. Creating an employee value proposition to influence targeted top performers. Defining competencies that fit with company culture. Executing multichannel sourcing strategy, active and direct targeting top candidates. Conducting performance-based interviewing & performance-based reference checks. Transparency by sharing our search progress 24/7 online with our clients. Delivering on the promise and offering onboarding support; 4 coaching sessions in the first 12 months. “We are driven by a single purpose -- helping our clients achieve their business objectives” ### Executive Search Executive Search Services Embarking on the path to excellence requires the right guidance and support. We stand as trusted advisors and strategic partners, committed to assisting you every step of the way. From understanding your needs, identifying top talent, to offering ongoing support, we are here to ensure your organisation realises its full potential. At Horton International, we go beyond traditional executive search. We craft a personalised approach, ensuring that your organisation's leadership perfectly fits your unique requirements. Find Your Local Consultant Each Engagement is Tailored Our consultants immerse themselves into your organisation. They understand your business strategy and your needs and accordingly help you refine what you are looking for specifically. This leads them to have a much deeper appreciation of who is likely to lead your organisation to success. This results in meeting great fitting candidates, including those you might have otherwise overlooked on paper.  We focus on bringing you the best candidates, not just the obvious candidates. Leader Turned Consultant By working with one of our consultants, you also get a trusted advisor and a management consultant, one that can relate on the challenges you are facing and is able to act as an effective soundboard. Their unique experience and industry know-how also means Horton consultants are far more effective in spotting the right talent that would deliver and fit perfectly into your organisation. Global Scale, Local Understanding Horton has offices in over 35 countries and has a deep local understanding of the cultural dynamics in each one of them. This means that no matter where you are hiring, we likely already know the right candidates, or the people who know the right candidates, either locally or abroad. If you are seeking a game-changing leader for your organisation, why not get in touch and see how we can support? Connect With Your Local Office Frequently Asked Questions What is a retained search? In the context of recruiting, a retained search is comparable to choosing a business advisor to resolve a performance issue or deliver a particular solution. Organisations in a wide range of sectors retain Horton International to identify highly qualified candidates for specific senior-level positions. Our retained search service guarantees the quality and performance of a candidate. What is a contingency search? In a contingency search, a recruiting firm is typically used to fill an entry- to mid-level position. The firm is paid only if and when they provide a candidate who fills a position. For this reason, contingency firms tend to quickly provide numerous resumes for a given position. While contingency searches can yield appropriate candidates, the results are unpredictable and inconsistent. How does a retained search work? Horton International identifies prospective candidates using a proprietary methodology that has proven successful across industries and markets. We personally contact each identified candidate in confidence to determine their interest in, and qualifications for, a particular position. Most candidates view these exchanges as constructive and useful dialogues, which builds interest and commitment as the assignment progresses. We then work closely with our clients and prospective candidates to ensure that the desired end result is achieved. Why use retained search? Proactive Approach We undertake extensive research to provide an array of highly qualified candidates. Moreover, we access a universe of talent that is not actively seeking new positions-which is not accessible via conventional recruiting methods. Objectivity Since our fee is not contingent upon the hiring of a specific individual, we provide objective, unbiased advice on both internal and external candidates Value By providing only the most qualified candidates, and by offering informed assessments of those candidates, we ensure that your time and attention are not diverted from other responsibilities. Does Horton International only do a retained search? While our primary expertise is retained search, we also offer a wide range of consulting services, including: Organisational Analysis and Strategic Planning Merger and Acquisition Support (due diligence, integration/assimilation) Organisational Effectiveness Executive Selection and Development Coaching to enhance individual effectiveness Compensation Management Training and Development Technology is at the forefront for us and is vital in enabling us to extend and improve the reach of Horton International. Our dedicated global intranet and IT systems, supported by cloud computing devices, allow us to manage our multi-country and global searches efficiently and effectively. In addition to cutting edge artificial intelligence tools, we regard personal connections as our core value: our contacts and relationships to candidates all over the world. So our search process encompasses research and data mining, but especially referrals and direct contacts. Why? Because we regard ourselves as relationship builders and sometimes the right person is not someone one might find on the web, but someone you or someone in your network know well personally and who’s qualifications lie beyond the data one sees in a CV. Apart from that, high-quality screening and evaluation processes, combined with the experience and judgment of our consultants, are the safeguards that protect confidentiality and yield the most successful candidates for you. " ### Executive Search for Ireland Executive Search Our partners are trusted advisors to many of Ireland’s leading businesses and institutions in the appointment of senior-level executives. Our energetic and collaborative working style, combined with our insight, extensive networks and diverse industry knowledge ensures highly effective and timely results.Our commitment is to ensure that the client’s organisation is optimally represented, and the context of the role being filled is clearly understood. This combination of focus ensures that we promptly and incisively identify the very best talent available to grow and develop client organisations, empowering them to achieve their strategic goal ### Fashion & Lifestyle In consumer goods the sustainability trend is still going strong; it remains both the biggest challenge and the biggest opportunity for fashion, cosmetics and luxury brands.  In fashion, it entails everything from materials to value chains to inclusive business cultures in companies.  But it is not the only trend we are seeing.  While most clothes, for example, are still bought in brick and mortar stores, the proportion bought online is growing strongly – significantly, companies want and need to be accessible and convenient to their customers’ changing buying patterns.  The customer experience is ‘top of mind’ of most of Horton International’s branded goods clients.In their marketing these branded goods companies see the importance of influencers and next-level social media.  As far as markets go, expectations in Asia - not only in China - were still high in 2019, but many recent threats to overall growth, and unexpected matters affecting the global economy (for example Coronavirus), have and will affect where growth happens.At Horton International, we work on Executive Search assignments covering manufacturing of branded / other consumer goods, as well as retail.  Our expertise is strong with global players as well as with smaller, local brands with their unique brand identities.  The need constantly to keep thrilling, exciting and surprising the customer with new products and services, while at the same time boosting efficiency, places demands on transformation leaders, digitalisation experts and customer journey designers.  These are some of the examples where Horton can help you. ### Leadership Assessment Competency-based Leadership Assessment Success stories of a number of global companies have already proven the decisive role played by the manager’s personality in a company’s success. Whether managers arrive from outside, or are appointed internally, a considered decision-making procedure is important. Our specialist colleagues with international experience and foreign language skills (economists and psychologists), and our science-based expertise and tools help the company establish an essential set of skills to successfully fill the managerial post and assess and evaluate potential candidates. Assessment Center Competency-based interview Online competencies assessments ### Financial Services The financial services industry has been experiencing a significant transformation in recent times. Digital disruption, an uncertain global economic environment and increased regulations make it essential for organisations to look beyond technical and operating expertise towards creativity to problem solving and leadership competencies that can help identify emerging trends and drive future growth. We work with our clients to identify, assess, develop and retain such talent. Our team consists of consultants who have a combination of industry, consulting and search experience helping us understand issues that are important to our clients and deliver competent C-Suite and functional talent. Our broad product knowledge, global presence and a team with relevant expertise and knowledge enables us to provide our clients with high-impact leadership teams. With over 50 offices around the world, we are present in all key markets that are important for our clients. Our team consists of consultants who have a combination of industry, consulting and search experience helping us understand issues that are important to our clients and deliver competent C-Suite and functional talent. Leadership teams and boards C-suite roles including CEOs Chairs and Non-executive Directors R&D Commercial Operations Regulatory and compliance Quality control Finance And much, much more Our Experts Asset and Wealth Management Banking and Capital Markets Fintech/Insurtech Consumer Financial Services Insurance Alternative Investments Industry Insights View All ### Hungary Executive Search Executive Search Do we still need the same kind of managers as before? The world is undergoing enormous change. For example, demand for good managers is growing incredibly fast, while artificial intelligence is increasingly gaining ground, and robots are replacing labor. Or, on an everyday basis, in the way that communications on “screens”, “social media” and “chat” interfaces are completely rearranging interpersonal skills and human relationships on a global scale. Do managers still need the same skills as before? New challenges are emerging everywhere all the time: new areas of activity have to be designed flexibly or traditional areas managed to remain competitive in a changed environment. interfaces are completely rearranging interpersonal skills and human relationships on a global scale. How much can the organization benefit from a more suitable manager and more effective team? Have you ever considered that if a commercial director is capable of improving performance by just 2% compared to his predecessor, this could represents a surplus of millions in annual turnover? How does executive search support your company’s success? We know about markets and come across new solutions, through which companies react to the new environment, every day. Our market knowledge, everyday analysis of trends and long-term relationships with candidates always help us provide you with a response to the latest challenges, using our great experience. The use of appropriate HR instruments and methods and knowledge of your organization help to optimize realization of your needs. ### Find a Consultant ### Services Services Horton International’s capabilities mean that we can support your business and serve as an extension of your leadership team when it comes to your talent strategy.Our consultants, with their blend of leadership experience and search expertise, as well as their far-reaching networks, are uniquely placed to support ambitious leaders who want to propel their organisations forward. Whether you want to recruit senior hires, bolster your talent strategy through a stronger succession pipeline, or are facing a different leadership challenge, we stand ready to help. Find A Consultant Executive Search  We help you finetune exactly what your requirements are, and then find the right leader for your needs, wherever they are today, all the while tailoring our approach to your own processes – this is the fastest path to a successful appointment.  Executive Search Services Management Consulting  Turn your talent strategy and your leadership capabilities into hard-to-replicate competitive advantages – our tailored strategic human resources and organisational consulting services enable you to retain, develop, and transform your talent into a high-performing growth engine for your organisation.  Management Consulting Services Industry Expertise  Within each industry sector, Horton International has experience recruiting from the whole value chain. From initiation through operations to realisation.We also are highly experienced in recruiting for staff and support functions at corporate and local levels. View All Industries Global Executive Searches Our global reach puts us in a privileged position, combining our industry expertise with extensive geographic knowledge, and ever-growing executive networks. Whatever role you’re looking to fill, our global community gives us an unrivalled pool of talent to pick from. Industry Pioneers, Visionary Entrepreneurs  Our consultants are not just observers; they are pioneers and visionaries. They are seasoned entrepreneurs, industry specialists, and experts in the latest talent assessment technologies. They bring a wealth of experience and insights to the table, and they are always looking for new ways to help our clients succeed. Management Consulting We provide strategic human resources and bespoke organisational consulting services. And we can help you to select the right psychometric tools for assessing candidates and evaluating teams. Along with that, we offer managers and highly qualified specialists career consultancy and coaching during phases of professional reorientation or change processes. Executive Search Find a Consultant Browse All Find an Office Browse global offices ### Find an Office ### General search form ### Fintech/Insurtech Modern technology is rapidly automating and improving financial services. Fast and innovative progresses are changing the way we manage our finances. Increasingly tech-savvy customers are demanding financial services without assistance of a person or visit to a bank, putting established banks at an increasing risk of being displaced. Mobile Payment apps, Cryptocurrency and Blockchain like Bitcoin and Gemini are some examples of financial technology impacting our daily lives. AI and machine learning is expected to further transform the industry and make FinTech products an integral part of our digitalized life.At Horton International we not only follow such trends but often work with our clients on identifying thought leaders who can help our clients transition well through adaptation of this new technology. ### About Us Empowering Leaders, Driving Success: Horton International's Human-Centered Solutions Tailored Solutions. Personal Touch. At Horton International, we know that no one knows your business, its challenges, and its opportunities better than you do. Our services are tailored to how you operate because we’re convinced that for partnerships to thrive, you shouldn’t have to adapt to someone else’s rigid processes. This is our Tailored Solutions promise. Embodying roles of both management and executive search specialist, we seamlessly integrate strategic prowess with leadership acumen. This synergy underpins our ethos at Horton International. With us, you gain a unified search partner, sounding board and advisor, backed by consultants experienced in complex leadership. Our unwavering Personal Touch commitment. 0 Ranked Amongst Global Top 40 0 % Retention Rate 0 + Offices 0 + Countries 0 + Consultants Partner With Horton International For Tailored Talent And Leadership Solutions The global marketplace has been completely transformed in recent years. So have the challenges organisations face around attracting, retaining, and nurturing the very best talent. Our team of experienced consultants is here to help you navigate the demands of building and supporting an effective team for the modern business world. Find A Consultant Strategic Talent Solutions Our team works in close collaboration with our clients' internal staffing organisations and line managers. We offer reliable and effective solutions to their recruiting and resourcing challenges. Whether our clients are small, privately held start-ups, or leading global corporations, we tailor our solutions to fit their specific needs. We believe that understanding our clients' unique culture and values is crucial to identifying and selecting candidates who have the appropriate blend of competence, credibility, and character to succeed in their organisations. Whether you are looking to expand your team or fill a critical role, we are here to help you achieve your talent and leadership objectives. We Are Global Horton International is a leading global management consultancy with a presence in more than 45 offices across the Americas, Europe, Middle East, Africa and Asia-Pacific regions. Our global reach allows us to offer industry expertise and geographic knowledge to find and place the right candidates for our clients. Our local expertise helps organisations attract and retain the most qualified professionals.  Horton International offers reliable and effective solutions to recruiting and resourcing challenges for a diverse range of organisations. Connect With Your Global Office Our Leadership With a wealth of experience in executive search our Leadership team provide the expertise, cooperation and quality to ensure the best outcomes for our clients, candidates and partners. Our Team The Horton International team of consultants have a wealth of knowledge and experience. With more than 45 offices globally, we provide the geographic knowledge, as well as industry and discipline expertise, to find and place the right candidates. Become a Horton International Partner Partnering with Horton International offers executive search firms the opportunity to work with a team of experienced and knowledgeable consultants. Horton's consultants have extensive experience across a broad range of functional areas, and are committed to delivering the highest levels of service to their clients. By working with such a talented and dedicated team, partners can enhance their own capabilities and expand their knowledge base, ultimately delivering better outcomes for their clients. Industry Expertise Horton International excels in diverse industries, leveraging a skilled team tailored for efficient and precise client support. Our global experience spans the entire value chain and extends to staff and support functions. Learn More Digitalisation IT Technology Consumer Financial Services Industrial Pharmaceutical & Life Sciences Digitization & IT Technology Find a Consultant Browse All Find an Office Browse global offices ### Alternative Investments Our Alternative Investments services is an integral piece of the service offering of our Financial Services Practice.The rise of emerging market economies , aging population of developed countries, technological changes and regulatory reforms are all factors impacting the alternative investment sector in significant ways. At Horton International, we help our clients operating in the alternative investment sector find leaders who are capable of driving their company’s success amid a new and diverse set of challenges. Our clients range from alternative investment groups of major financial services houses to independent hedge funds and fund of funds with wide-ranging investable assets.Our team is comprised of individuals with deep knowledge and understanding of the various alternative investment strategies and products. Through a combination of industry expertise and deep-rooted relationships we are able to identify and assess the top managers and individual performers across various asset classes. ### Food & beverage Food and Beverages Food and Beverage companies are facing changing demands with consumers being much more diversified, self-driven in their buying decisions, and less brand loyal.  We see a new generation of digital consumers becoming more powerful, having wide access to information, and expecting companies to react to their needs and wants instantly. As a consequence, the retail value chain becomes increasingly compressed, forcing key players to move their supply chains closer to consumers, with shorter product lifecycles and necessary increased use of advanced technologies. Existing retail business models continue to undergo disruption, with modern digital interactions and radical new distribution models emerging under what might be termed a “dynamic omnichannel” context.  This means ‘traditional’ retail markets are facing new challenges, with new competitors from other, non-traditional sectors entering with their own retail platforms.In leadership teams, big data, analytics and informed business development are core functions for companies moving on the right path to create new value propositions.  This requires business leaders with strategic focus and the ability to adapt to accelerating change, and also requires skills in agility, innovation, digitisation and value creation.  All are essential in building the right culture and to be a part of tomorrow’s business.Horton International’s Consumer Practice, composed of former Executives of some leading consumer product companies, operates as true business partners with our clients, bringing deep experience in food and beverages.  We work collaboratively with local and global players, within both retail and manufacturing of branded goods, to find the best and right talent, forming tomorrow’s business leaders of consumer organisations. ### Asset and Wealth Management Tougher regulatory demands, global access, convergence and technological innovations and continuously raising the bar on performance, requiring our clients to build a diverse, multidisciplinary leadership team to deliver the “alpha”. Such leaders are often difficult to attract, develop and retain.In wealth management the focus has shifted beyond just performance factors to the quality of service and advice. Horton International’s presence in all major financial centres of the world and consultants with experience in the industry helps us bring a global industry perspective while being acutely aware of the local sector specific issues and challenges facing our clients.We work on roles across the value chain from front office investment leaders to back office support roles such as risk, IT, HR, Legal and have used our global presence and consultant network to build strong relationships with industry leaders across the globe. ### General search result [custom_search_result] ### Interim Management Our Alternative Investments services is an integral piece of the service offering of our Financial Services Practice. The rise of emerging market economies , aging population of developed countries, technological changes and regulatory reforms are all factors impacting the alternative investment sector in significant ways. At Horton International, we help our clients operating in the alternative investment sector find leaders who are capable of driving their company’s success amid a new and diverse set of challenges. Our clients range from alternative investment groups of major financial services houses to independent hedge funds and fund of funds with wide-ranging investable assets. Our team is comprised of individuals with deep knowledge and understanding of the various alternative investment strategies and products. Through a combination of industry expertise and deep-rooted relationships we are able to identify and assess the top managers and individual performers across various asset classes. ### Automotive-e-Mobility Our customers include well-known automotive OEM`s as well as a variety of large and medium-sized suppliers. Their challenges are therefore well known to us. We have built up a broad and well-founded knowledge of the automotive industry and are in a position to promise you a concrete value contribution. We guarantee transparency in the process and excellent staffing.The recruitment of excellent specialists and managers for countryside, as well as hotly contested metropolitan areas, is our daily business.We occupy all functional groups within the automotive industry. Often, these are due to innovation-driven change - such as e-Mobility and are therefore associated with increased demands on the part of companies. One example is the establishment of new development units for new business units and finally new production systems. ### Future Ready Expertise Future ready Expertise: We help to build a team strong in every position Over the last 40 years at Horton international we’ve  gathered a huge wealth of data and research material on the development of markets – and for specific sectors. This intelligence helps us to look beneath the surface, to understand why businesses change and how. And our research teams are constantly collecting more market intelligence in countries all over the globe . How can this help you? Our clients can leverage this knowledge base to identify merger and acquisition targets, find strategic partners, select distributors and acquire agents. We provide you with background information on key executives, furnish competitive data, perform benchmarking and offer market-specific compensation advice. Furthermore, our international network is constantly growing, including close relations to industry leaders and potential candidates. This is how we learn about change in the field of organisational structure and management capabilities before others do – and give our clients a head start. To perform well today – and tomorrow. Thanks to our future ready expertise our customers gain decisive advantages. Here are just a few of the benefits you can look forward to: A wealth of data gathered over more than 40 years Insights into both general development and specific sectors A network of industry leaders and potential candidates Our expertise brings in practical industry-specific insights and know-how to find candidates who will build the industry’s future in even the most highly specialised branches. How do we do that? " ### Become a Horton International Partner Become a Horton International Partner Why Partner with Horton International? As a Horton partner, you can deliver the highest level of client service through unlimited access to candidates with few “off limits” constraints You can sell global reach in your ability to source candidates You can provide valuable information to your clients from other internal Horton International sources on such key topics as national economies/executive compensation/talent market dynamics/thought leadership 0 Ranked Amongst Global Top 40 0 % Retention Rate 0 + Offices 0 + Countries 0 + Consultants 35+ CountriesThe Horton International team of consultants have a wealth of knowledge and experience. With more than 45 offices globally, we provide the geographic knowledge, as well as industry and discipline expertise, to find and place the right candidates. 45 OfficesWith more than 45 offices in the Americas, Europe and Asia-Pacific, Horton International has the global resources and local-market expertise to help clients attract and retain the most qualified professionals 300+ ConsultantsWith consultants who have experiences from various industries and functions, we establish a dynamic environment in a truly international community. https://youtu.be/x39VtRwVOpQ?si=WrGNDKlb3R1XRXUa Join Horton International Since Horton International established the International HQ in 1978, we have been driven to ensure the best results for our clients while nurturing our partners' creative entrepreneurship..  Our supportive global framework enables you to offer your clients a truly international reach, whilst benefiting from central business support and the cooperation of like-minded search consultants worldwide.Horton International is a stable, sustainable platform with collegiate and international relationships and holds both professionalism and client satisfaction as the most critical measures of success.  Ready to talk? Get in touch to find out more.  Name(Required) First Name* Last Name* Email*(Required) Phone*(Required)Address 1*(Required)Address 2*(Required)City*(Required)State / Province / CountryCountry*(Required)Zip/ Postal CodeCommentsCAPTCHA Find a Consultant Browse All Find an Office Browse global offices ### Gdpr GDPR We pay great attention to protection of personal data, observance of compulsory legal provisions, and secure and trusted data handling. Please read these guides carefully to understand how we will handle your personal data and learn about your rights related to data handling (gdpr.hungary@hortoninternational.com).Data management guide for search and selection projects: Hungarian versionData management guide for search and selection projects: English versionData management guide for organizational and leadership development projects: Hungarian version ### Become a Horton Partner ### Meet Our Consultants Meet our Consultants Yan Sen Lu Managing Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 lu@hortoninternational.com Rie Yamanaka Business Operations Manager Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Michio Nagata Senior Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Ella Choi Senior Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Isabelle Istria Managing Partner France 24 rue Pierret 92200 Neuilly-sur-Seine istria@hortoninternational.com + 33 (0) 1 53 81 74 30 Pierre Cazalis de Fondouce Partner France 24 rue Pierret 92200 Neuilly-sur-Seine cazalis@hortoninternational.com +33 1 53 81 74 30 Afonso Carvalho Managing Partner Portugal afonso.carvalho@hortoninternational.com +351 912590004 Chris Drake Managing Partner United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ Chris.drake@hortoninternational.com 07939245675 Szymon Malecki Managing Consultant Poland Al. E. Dembowskiego 8/3,31-540 Kraków Poland szymon.malecki@hortoninternational.com +48600288500 Matthew McKay Partner/Country Manager Vietnam 5th Floor, VITIC Building 6B Nguyen Thanh Y St, Da Kao Ward, District 1 Ho Chi Minh City, Vietnam mckay@hortoninternational.com +84 28 62704344 Gareth Phillips Partner Vietnam gareth.phillips@hortoninternational.com +84 902603507 Mark Filshie Partner Vietnam Xuan Dieu, Quang An, Tay Ho, Hanoi, Vietnam mark.filshie@hortoninternational.com +84 (0) 355 194 760 +44 (0) 7808 719 327 Masayuki Koito Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Maneesh Ajmani Managing Partner, Middle East, Chairman and Regional Director EMEA Bahrain, India, Saudi Arabia, UAE Office no 231 Orchid Dream Tower 1 Building 474, Road 1010 Block 410 Manama, Kingdom of Bahrain ajmani@hortoninternational.com +973 39901462 Palle Rasmussen Managing Partner Denmark Horton International Ladegårdsvej 2 DK-7100 Vejle rasmussen@hortoninternational.com +45 2177 4548 Allan Peter Lerner Legarth Managing Partner Denmark Strandvejen 125 DK-2900 Hellerup Greater Copenhagen legarth@hortoninternational.com (+45) 2636 2692 Finlay Napier Partner Denmark Strandvejen 125, DK-2900 Hellerup | Ladegårdsvej 2, DK-7100 Vejle napier@hortoninternational.com +45 6058 7694‬ Ciara Drake Partner & Operations Director United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ ciara.drake@hortoninternational.com 07939245675 Matt Venning Partner United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ matt.venning@hortoninternational.com +44 (0) 7713 725333 Gurbir Kaur Delivery Director United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ Kaur@hortoninternational.com +44 7874 264062 See More ### Board Appointments Board Appointments A quality and diverse Board with exceptional Directors vastly improves an organisation’s ability to grow and thrive. With Boards proving such a critical role in the corporate performance and strategic direction of an organisation, we are keenly aware that securing the right Board members is vital.Leveraging our rigorous search methodologies alongside a deep knowledge of the industries we source talent for, our partners work closely with our clients to identify candidates with the diversity of talent and experience to deliver a truly positive impact. ### Multi-Country Searches All around the world, and just around the corner. To find the perfect team. Developing a comprehensive understanding of your organisation is key. We need to understand your goals, the company culture as well as the specific requirements for the appointment. We like to look at our work with you as a collaboration – based on a close partnership. Because we feel this leads to the best results. So we draw up a specific search universe together, defining the overall direction of the search. We believe that in today’s rapidly changing competitive environment, our clients gain a significant advantage if they are open to new ways of finding their employees of tomorrow. Simply searching in your current country and industry is in many cases not enough. Expanding the search to neighbouring countries or regions, or even searching for expertise globally, gives much more impact to the search process and leads to far better results. To ensure the effectiveness of multi-country and international search assignments, Horton International leverages the strength of our global network. Typically, a project team comprises consultants from countries where the search is being conducted and who understand both the local and global context in which the search will take place. Plus, we involve consultants with specific industry expertise. Our multi-country assignments are coordinated and orchestrated by a Lead Consultant who acts as the primary contact with the client – and who is involved until the assignment’s successful completion. Throughout the whole process: We listen closely. We react quickly, we take the task at hand personally. Our Lead Consultant is constantly in touch with our researchers and consultants who assess market availability, use comparative benchmarking and find candidates who not only have the required experience and expertise, but are the best cultural fit with the organisation. Credits: Photo: Guehel Sahin After a successful candidate has been appointed and begun his or her assignment, our role isn’t over. To ensure a smooth integration into your organisation and to achieve the best possible performance, we keep in contact with both the candidate and the client. Because we believe it is not just our job to place an individual at the right job; it is our job to build and develop relationships that last. Thanks to our multi-country search our customers gain significant advantages. Here are just some of the benefits our clients experience:   A full network of 40 offices worldwide is ready to engage in the assignment Local expertise helps to understand all needs in detail Although a large team of experts could be involved in every assignment, our client communicates exclusively with a primary contact – our experienced lead consultant Sometimes it’s important to look a little further afield. Horton experts work for you in more than 40 offices all around the world – to find the perfect candidate for your company. So how exactly do we do it? " ### Call me back Call Me Back Request a call back Name(Required)CountrySelect locationPortugalAmericasArgentinaChileMexicoPeruUnited StatesAsia PacificAustraliaChinaIndiaJapanLaosPhilippinesSingaporeThailandVietnamEMEAAustriaBahrainBelgiumCzech RepublicDenmarkFinlandFinlandFranceGermanyGlobal Head QuartersHungaryIrelandItalyNetherlandsNorwayPolandSaudi ArabiaSpainSwedenUAEUnited KingdomPhone(Required)Email(Required) Call backCAPTCHA Find a Consultant Browse All Find an Office Browse global offices ### Global Offices Global Offices Search Horton International - global Executive Search With more than 45 offices in the Americas, Europe, Middle East, Africa and Asia-Pacific, Horton International has the global resources and local-market expertise to help clients attract and retain the most qualified professionals. We believe it is crucially important to understand the culture of an organisation, as well as the true context in which individuals will be working. We help minimise the risk of the recruitment and appointment process by identifying candidates who have the appropriate blend of competence, credibility and character to succeed in the context of your organisation's values and culture. Executive Search Americas Executive Search Asia Pacific Executive Search EMEA ### Candidates Our clients are companies that engage us to find highly qualified people that matches well with the company and specific roles. Our candidates are people whom we identify, or who are identified to us, as being qualified and the best fit for the for the specific role. Key to success in a placement is to match the candidate and organisation in order to achieve a cultural-fit regarding both values and attitude. As such, we have responsibilities to both clients and candidates.In balancing our dual responsibility, we will provide clients with practical solutions and professional advice on how, when and where to recruit, as well as how to attract and select the best people.We will provide candidates with an honest representation of an opportunity with a client.  We will deal with each individual in an open manner, selecting only according to ability, suitability, experience and the special circumstances of a specific opportunity.Our role is to bring about results that deliver long-term benefit for our clients and, therefore, by definition to our candidates. To achieve this aim, we have to earn the trust of all parties in the search process.Our commitment to you is that we will work closely with you, and that we will act ethically and fairly throughout the process so that you may trust us to represent your best interests at all times. Key to success in a placement is to achieve a cultural-fit regarding both values and attitude " Frequently Asked Questions What advice would you offer a prospective candidate for a position? If you have been approached by us to discuss a particular opportunity, you already have a specific point of contact within Horton International. We encourage you to contact this person for advice and guidance. Although our clients are employer organisations, Horton is always interested in hearing from experienced executives and managers who may be contemplating a career move. If you want your resume or CV on file with Horton International, please email it to the office or country where you are located. We may not be able to respond to every resume we receive, but you can be confident that Horton International will never reveal your background to a prospective client without first discussing the situation with you at some length. Candidate resumes are never circulated. How will Horton International help me to find a job? Horton International is not an outplacement firm and so we do not find jobs for individuals seeking employment. However, if we are aware of a client need that may be a good fit with your skills and situation, we will contact you to discuss the opportunity. Does Horton International have a non-discriminatory policy? Yes, as a matter of internal policy and in accordance with all local jurisdictions in which we operate. ### Leadership Leadership Horton International - Driving Excellence in Executive Search With a wealth of experience in executive search on a global scale, our Leadership team provides the expertise, cooperation, and quality to ensure the best outcomes for our clients, candidates, and partners. Board of directors Global Head Quarters Team Find a Consultant Browse All Find an Office Browse global offices ### Careers ### Our Team Our Team Choose Your Country All Argentina Brazil Chile Mexico Peru United States Australia China India Japan Laos Philippines Singapore Thailand Vietnam Portugal Austria Bahrain Belgium Czech Republic Denmark Finland France Germany Global Head Quarters Hungary Ireland Israel Italy Netherlands Norway Poland Saudi Arabia South Africa Spain Sweden UAE United Kingdom Find a Consultant Meet Our Consultants The Horton International team of consultants have a wealth of knowledge and experience.  With more than 45 offices globally, we provide the geographic knowledge, as well as industry and discipline expertise, to find and place the right candidates.Our team has trusted experience in finding the highest-caliber talent equipped to deliver outstanding results in an ever-changing world.  We take care in finding individuals who possess a passion for implementing innovative strategies and solutions. Rodolfo Roballos Partner Argentina Martin Coronado 3256, Piso 1 Loft 108, Ciudad Autónoma de Buenos Aires, Argentina roballos@hortoninternational.com.ar +5411 4807-5213 / 5217 Ricardo Szily Partner Argentina Martín Coronado Nº3256 piso 1 loft 108 (C1425) Ciudad Autónoma de Buenos Aires rszily@hortoninternational.com.ar +5411 4807-5213 / 5217 Felix Ramirez Saravia Managing Partner Argentina, Chile Martín Coronado Nº3256 piso 1 loft 108 (C1425) Ciudad Autónoma de Buenos Aires ramirez@hortoninternational.com +5411 4807-5213 / 5217 Jacqueline Clements Partner Australia Level 32, 200 George Street, Sydney NSW 2000 jacqueline.clements@hortoninternational.com +61 2 8011 3899 Dave de Laine Partner Australia Level 10/60 Castlereagh St, Sydney NSW 2000, Australia delaine@hortoninternational.com +61 2 8011 3899 Chris Sutton Partner Australia Level 10/60 Castlereagh St, Sydney NSW 2000, Australia sutton@hortoninternational.com +61 2 8011 3899 Caroline Flatley Partner | HR Advisory Australia Level 10/60 Castlereagh St, Sydney NSW 2000, Australia flatley@hortoninternational.com +61 2 8011 3899 Noel Rowland Chief Operating Officer & Partner Australia Level 10/60 Castlereagh St, Sydney NSW 2000, Australia rowland@hortoninternational.com +61 2 8011 3899 Brian Russell Managing Partner Australia Level 10 / 60 Castlereagh St, Sydney NSW 2000, Australia russell@hortoninternational.com +61 2 8011 3899 Andreas Faber Partner Austria Berggasse 7/7 A-1090 Wien Österreich Faber@hortoninternational.com +43 1 890 70 49 Peter Radlingmayr Managing Partner Austria Berggasse 7/7 A-1090 Wien Österreich radlingmayr@hortoninternational.com +43 1 890 70 49 Yousra Taheri Consultant Bahrain Bahrain - 231 Orchid Dream Tower 1, Building 474, Road 1010, Block 410, Manama; Kingdom of Bahrain taheri@hortoninternational.com +973 17002566 Hazem Al Sheikh Mubarak Managing Partner Bahrain, Saudi Arabia 231 Orchid Dream Tower 1, Building 474, Road 1010, Block 410 Manama; Kingdom of Bahrain mubarak@hortoninternational.com +973 17002566 Maneesh Ajmani Managing Partner, Middle East, Chairman and Regional Director EMEA Bahrain, India, Saudi Arabia, UAE Office no 231 Orchid Dream Tower 1 Building 474, Road 1010 Block 410 Manama, Kingdom of Bahrain ajmani@hortoninternational.com +973 39901462 Ton van der Weegen Managing Partner Belgium, Netherlands WTC Amsterdam Schiphol Airport, Schiphol Boulevard 127 , 1118 BG Schiphol, the Netherlands vanderweegen@hortoninternational.com +31-20-640-57-57 +31 (06 53757408 Roberto Machuca Partner Chile Hendaya 60, 11th Floor Las Condes, Santiago Chile rmachuca@hortoninternational.cl +562 2570 2140 Sergio Guzman L. Managing Partner Chile Hendaya 60, 11th Floor Las Condes, Santiago Chile sergio@hortoninternational.com +56 2 2570 2141 Jimmy Ho Chairman - Hong Kong China Unit 908, 8 Queen’s Road East, Admiralty, Hong Kong ho@hortoninternational.com +852 3190 3695 Daniel Dat Managing Director China, Singapore Unit 908, 8 Queen’s Road East, Admiralty, Hong Kong Dat@hortoninternational.com +852 3190 3698 Janet Lui Managing Partner China, Singapore Unit 1512 Shui On Plaza, 333 Huai Hai Zhong Road, Shanghai 200021, China Lui@hortoninternational.com +86 21 6386 6028 Marcela Mayerova Senior Consultant Czech Republic Aksamitova 1, 779 00 Olomouc mayerova@hortoninternational.com +420 602 788 884 Leo Dittmann Managing Partner Czech Republic Parikova 910/11a, 190 00 Prague 9 leo.dittmann@hortoninternational.com +420 602 178 767 Jens Christian Andersen Senior Partner Denmark Horton International Ladegårdsvej 2 DK-7100 Vejle andersen@hortoninternational.com +45 2016 8861 Alexandra Svarre Nielsen Senior Partner Denmark svarre@hortoninternational.com +45 21751306 Finlay Napier Partner Denmark Strandvejen 125, DK-2900 Hellerup | Ladegårdsvej 2, DK-7100 Vejle napier@hortoninternational.com +45 6058 7694‬ Allan Peter Lerner Legarth Managing Partner Denmark Strandvejen 125 DK-2900 Hellerup Greater Copenhagen legarth@hortoninternational.com (+45) 2636 2692 Palle Rasmussen Managing Partner Denmark Horton International Ladegårdsvej 2 DK-7100 Vejle rasmussen@hortoninternational.com +45 2177 4548 Eevi Tuomala Research Consultant Finland Spaces Bulevardi, Albertinkatu 25, 6th floor, 00180 Helsinki, Finland eevi.tuomala@hortoninternational.com +358 403593229 Lukas Laakso Research Consultant Finland Spaces Bulevardi Albertinkatu 25, 6th floor 00180 Helsinki, Finland laakso@hortoninternational.com +358 45 150 7935 Olli Oittinen Senior Advisor Finland Spaces Bulevardi Albertinkatu 25, 6th floor 00180 Helsinki, Finland oittinen@hortoninternational.com +358 40 500 2333 Jörgen Jaanus Country Manager Baltics Finland Spaces Bulevardi Albertinkatu 25, 6th floor 00180 Helsinki, Finland Jaanus@hortoninternational.com + 37256202500 Kari Tuutti Country Manager Finland Spaces Bulevardi Albertinkatu 25, 6th floor 00180 Helsinki, Finland tuutti@hortoninternational.com +358 40 717 0830 Ani Närhi Managing Partner - Board Observer Finland Spaces Bulevardi Albertinkatu 25, 6th floor 00180 Helsinki, Finland narhi@hortoninternational.com +358 50 441 6134 Michel Schouman Partner France 24 rue Pierret 92200 Neuilly-sur-Seine schouman@hortoninternational.com + 33 (0) 1 53 81 74 30 Pascal Poiget Partner France 24 rue Pierret 92200 Neuilly-sur-Seine poiget@hortoninternational.com + 33 (0) 1 53 81 74 30 Edouard Credey Partner France 24, rue Pierret - 92200 - Neuilly-sur-Seine credey@hortoninternational.com +33 (0)1 53 81 74 30 / +33 (0)6 11 70 77 75 Thierry Petit Partner France 24 rue Pierret 92200 Neuilly-sur-Seine petit@hortoninternational.com + 33 (0) 1 53 81 74 30 Pierre Cazalis de Fondouce Partner France 24 rue Pierret 92200 Neuilly-sur-Seine cazalis@hortoninternational.com +33 1 53 81 74 30 Isabelle Istria Managing Partner France 24 rue Pierret 92200 Neuilly-sur-Seine istria@hortoninternational.com + 33 (0) 1 53 81 74 30 Daniel Kutschenko Business Unit Manager - IT Services & Operations Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main Kutschenko@hortoninternational.com + 49 69 95092-206 Andreas Weik Business Unit Manager Financial Sponsor Coverage Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main Weik@hortoninternational.com +49 69 95092-210 Daniel Norpoth Business Unit Manager Automotive & Mobility Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main norpoth@hortoninternational.com + 49 69 95092-0 Eckhard Berg Business Unit Manager Germany Siegburg/Bonn luttmann@hortoninternational.com +49 151 14 637-113 Alfred Luttman Business Unit Manager IT Service & Digital Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main luttmann@hortoninternational.com + 49 69 95092-410 Ingo Kasten Business Unit Manager IT Services and Technology Solutions Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main kasten@hortoninternational.com + 49 69 95092-0 Richard Golz Business Unit Manager Sports Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main golz@hortoninternational.com + 49 69 95092-180 Thomas Edlbergmeier Business Unit Manager Technology solutions Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main edlbergmeier@hortoninternational.com + 49 69 95092-123 Michaela Bender Healthcare & Lifesciences Business Manager Germany Lersner's Castle Zur Charlottenburg 3 D-60437 Frankfurt am Main bender@hortoninternational.com +49 69 95092-235 Henning Sander Business Unit Manager Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main sander@hortoninternational.com +49 69 95092-0 Dr. Monika Becker Director Digital & Technology, Sector Head IT & Digitalisation Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main becker@hortoninternational.com +49 69 9502-188 Oliver Badura Chief Operating Officer Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main Badura@hortoninternational.com +49 69 95092-0 Martin Krill Managing Partner Germany Zur Charlottenburg 3 D-60437 Frankfurt am Main krill@hortoninternational.com +49 69 95092-0 Harsh Jain AI Researcher Global Head Quarters harsh.jain@hortoninternational.com Gurmehar Kaur Suri Business Development Analyst Global Head Quarters 6-7 Citibase, New Barclay House, 234 Botley Rd Oxford OX2 0HP suri@hortoninternational.com 91 9170027002 Amy Cutbill Global Digital Marketing Manager Global Head Quarters Horton Group International Ltd 6-7 Citibase, New Barclay House cutbill@hortoninternational.com Gemma Van Rooyen Director of Global Programs Global Head Quarters Horton Group International Ltd 6-7 Citibase, New Barclay House vanrooyen@hortoninternational.com Jackie Woolf Group Finance & Administration Manager Global Head Quarters Horton Group International Ltd 6-7 Citibase, New Barclay House Woolf@hortoninternational.com Zsolt Szijarto Partner Hungary Villa Regina, 1021 Budapest, Bölöni György street 22 szijarto@hortoninternational.com Erika Gombos Managing Partner Hungary Villa Regina, 1021 Budapest, Bölöni György street 22 gombos@hortoninternational.com Sándor Székely Managing Partner Hungary Villa Regina, 1021 Budapest, Bölöni György street 22 szekely@hortoninternational.com +36 304151970 Luke Freeley Partner Ireland Hamilton House, 28 Fitzwilliam Place, Dublin 2, D02 P283, Ireland Freeley@hortoninternational.com +353 87 240 4889 Seán McDonagh Partner Ireland Hamilton House, 28 Fitzwilliam Place, Dublin 2, D02 P283, Ireland McDonagh@hortoninternational.com + 353 87 796 1062 Tom Keane Partner Ireland Hamilton House, 28 Fitzwilliam Place, Dublin 2, D02 P283, Ireland Keane@hortoninternational.com +353 87 741 3085 Ileana Boniardi Intern Italy Via Andrea Appiani 12 20121 Milan Italy Ileana.boniardi@hortoninternational.it +39 02 76023951 Alessandra Mignani Consultant Italy Via Germanico 101 00192 Rome, Italy Alessandra.Mignani@hortoninternational.i +39 06 4425 4564 Mattia Silvaggio Office Manager Italy Via E. Mattei, 1 63074 San Benedetto del Tronto, Italy mattia.silvaggio@hortoninternational.com +39 (0)735 659488 Federico Mura Recruiting Researcher Italy Via Andrea Appiani 12 20121 Milan Italy federico.mura@hortoninternational.it +39 02 76023951 Florianne Formica Consultant Italy Via E. Mattei, 1 63074 San Benedetto del Tronto, Italy Florianne.Formica@hortoninternational.it +39 0735 659488 Maria Massaro Consultant Italy Via Germanico 101 00192 Rome, Italy Maria.Massaro@hortoninternational.it +39 06 4425 4564 Elvira Succi Senior Researcher Italy Via Andrea Appiani 12 20121 Milan Italy elvira.succi@hortoninternational.it +39 02 76023951 Ezio Ferrara Principal Consultant Italy Via Germanico 101 00192 Rome, Italy Ezio.Ferrara@hortoninternational.it +39 06 4425 4564 Simona Plodari Senior Research Associate Italy Via Andrea Appiani 12 20121 Milan Italy simona.plodari@hortoninternational.it +39 02 76023951 Donatella Carraglia Senior Consultant Italy Via Andrea Appiani 12 20121 Milan Italy carraglia@hortoninternational.com +39 02 76023951 Piero Silvaggio Executive Chairman Italy Via Andrea Appiani 12 20121 Milan Italy silvaggio@hortoninternational.com +3902 76023951 Ken Lok Senior Associate Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Koji Okano Principal IT Consultant - Information technology Japan 0081-3604-0420 Fumiko Takahashi Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Masayuki Koito Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Ella Choi Senior Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Michio Nagata Senior Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Rie Yamanaka Business Operations Manager Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 Yan Sen Lu Managing Director Japan Ocean Gate Minatomirai 8F, 3-7-1 Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa, Japan 〒220-0012 lu@hortoninternational.com Gary Woollacott Managing Partner Laos, Philippines, Thailand, Vietnam woollacott@hortoninternational.com +66 2 636 2323 Julio Castro Associate Partner Mexico Paseo de las Palmas # 731 - 203 Lomas de Chapultepec Mexico City castro@hortoninternational.com +52 55 1552 0021 Guillermo Cepeda Partner Mexico Paseo de las Palmas # 731 - 203 Lomas de Chapultepec Mexico City cepeda@hortoninternational.com +52 55 1552 0021 Mafer Garibay Managing Partner - Regional Director Americas Mexico Paseo de las Palmas # 731 - 203 Lomas de Chapultepec Mexico City garibay@hortoninternational.com +52 55 1552 0021 Annemarieke van Duijnen Montijn Contract Senior Research Associate Netherlands WTC Amsterdam Schiphol Airport, Schiphol Boulevard 127 , 1118 BG Schiphol, the Netherlands vanduijnen@hortoninternational.com +31-20-640-57-57 Anja de Leeuw Executive Coach Netherlands WTC Amsterdam Schiphol Airport, Schiphol Boulevard 127 , 1118 BG Schiphol, the Netherlands deleeuw@hortoninternational.com +31 (0)6 41428827 Figaro den Hollander Partner Netherlands Netherlands WTC Amsterdam Schiphol Airport, Schiphol Boulevard 127, 1118 BG Schiphol. The Netherlands denhollander@hortoninternational.com +31 (0)6 53359034 Shiona Law Consultant Norway, Sweden Lille Stranden 2, 0252 Oslo, Norway law@horton.no +47 905 17 202 Bjørn Ågotnes (Bjorn Agotnes) Managing Partner Norway Lille Stranden 2, 0252 Oslo, Norway aagotnes@horton.no +47 930 30 200 Rossana Bayona Managing Partner Peru Calle 24 de Abril 135 El Olivar de San Isidro Peru bayona@hortoninternational.com +(51) 6362468 Jimena De La Villa Partner Peru Calle 24 de Abril 135 El Olivar de San Isidro Peru delavilla@hortoninternational.com +511 6449270 Graeme Deegan Partner Philippines, Thailand 2F Woof Pack Building, 1/8-9 Sala Daeng 1, Bangrak, Bangkok 10500 Graeme.Deegan@hortoninternational.com +66 2 636 2323 Szymon Malecki Managing Consultant Poland Al. E. Dembowskiego 8/3,31-540 Kraków Poland szymon.malecki@hortoninternational.com +48600288500 Afonso Carvalho Managing Partner Portugal afonso.carvalho@hortoninternational.com +351 912590004 Mena Benatar Managing Partner Spain C/ Hermosilla, 48 1º Dcha. 28001 Madrid mb@bpmes.es +34 91 3190305 Tony Reinders Managing Partner Spain C/ Hermosilla, 48 1º Dcha. 28001 Madrid tr@bpmes.es +34 609063015 Jonas Trank Partner Sweden jonas.trank@hortoninternational.com +46725459858 Louise Mebius Partner Sweden Birger Jarlsgatan 2, 5th floor, 114 34 Stockholm Louise.Mebius@hortoninternational.com +46708105166 Johan Eklund Managing Partner Sweden Birger Jarlsgatan 2, 5th floor, 114 34 Stockholm eklund@hortoninternational.com +46 70 725 10 12 Eva Persson Chairman of the board and CEO - Horton Sweden Sweden Birger Jarlsgatan 2, 5th floor, 114 34 Stockholm, Sweden Persson@hortoninternational.com +46 70 789 93 28 John Paul Maley Partner Thailand 2F Woof Pack Building 1/8-9 Sala Daeng 1 Bangrak, Bangkok 10500 JohnPaul.Maley@hortoninternational.com +66 65812 1067 Kitty Robertson Partner Thailand 2F Woof Pack Building, 1/8-9 Sala Daeng 1, Bangkok 10500 Thailand kitty.robertson@hortoninternational.com +66952357601 Gurbir Kaur Delivery Director United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ Kaur@hortoninternational.com +44 7874 264062 Matt Venning Partner United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ matt.venning@hortoninternational.com +44 (0) 7713 725333 Ciara Drake Partner & Operations Director United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ ciara.drake@hortoninternational.com 07939245675 Chris Drake Managing Partner United Kingdom The Engine Room, 18 The Power Station, London, SW11 8BZ Chris.drake@hortoninternational.com 07939245675 Bob Gilchrist Managing Partner United States 41 Crossroads Plaza Suite 127 West Hartford, CT 06117 gilchrist@hortoninternational.com +1 860 521 0101 Cindy Pallman-David Managing Director United States 41 Crossroads Plaza Suite 127 West Hartford, CT 06117 pallman@horton-usa.com +1 203 200 9437 Joshua Hollander CEO, Horton International | North America United States 41 Crossroads Plaza Suite 127 West Hartford, CT 06117 hollander@hortoninternational.com +1 860 521 0101 Mark Filshie Partner Vietnam Xuan Dieu, Quang An, Tay Ho, Hanoi, Vietnam mark.filshie@hortoninternational.com +84 (0) 355 194 760 +44 (0) 7808 719 327 Gareth Phillips Partner Vietnam gareth.phillips@hortoninternational.com +84 902603507 Matthew McKay Partner/Country Manager Vietnam 5th Floor, VITIC Building 6B Nguyen Thanh Y St, Da Kao Ward, District 1 Ho Chi Minh City, Vietnam mckay@hortoninternational.com +84 28 62704344 The Horton International team of consultants have a wealth of knowledge and experience. With more than 45 offices globally, we provide the geographic knowledge, as well as industry and discipline expertise, to find and place the right candidates.Our team has trusted experience in finding the highest-caliber talent equipped to deliver outstanding results in an ever-changing world.  We take care in finding individuals who possess a passion for implementing innovative strategies and solutions. ### Careers at Horton International Our consultants continuously deliver proven leaders who have the knowledge and experience of working in a vastly changing world. If you are interested in a career at Horton International, we're always looking for well-qualified individuals to join our team. Experience in the retained search industry is highly preferred. Interested candidates must possess an entrepreneurial drive and desire to succeed. Please contact the Managing Partner of the principal office in the country in which you're located for more details. Find a Consultant Browse All Find an Office Browse global offices ### Close and Active Relationships Horton International measures itself not just on the placement of individuals, but on the relationships, it builds along the way. Our philosophy is to form close and active relationships with people we meet along our path; clients, candidates, prospects, informers, industry experts and colleagues.Our in-depth relationship among Horton International consultants across the globe is one of our key foundations, why we in an efficient and adequate way successfully can handle and deliver top class services to our clients all over the world.This networking mindset is crucial for us to be on top of things and close to the information we require to give the right advices and finding the adequate candidates. In addition, our client-centric culture ensures consistent quality, service and results - regardless of geography or discipline.A significant percentage of Horton International's business results comes from client referrals and repeat business. In addition to reflecting our clients' level of satisfaction, this arrangement helps us form long-term, meaningful relationships with both organisations and potential candidates.By design, our business is focused on select client relationships in specific industries. This affords us access to the broadest possible universe of talent, prevents "off limits" conflicts and allows us to form enduring strategic partnerships with clients.https://youtu.be/EK-LA5VVAeY ### History Horton International was founded in 1978 in Avon, Connecticut, U.S., by Robert Horton. In the 1980s, the firm began its international expansion into Europe, the Asia Pacific region and the Americas. Horton Group International Limited (HGIL) was originally formed as a UK-based holding company in 1995 by the founding Horton International partners in the US, UK, France, Germany, Italy, Australia and Spain. HGIL continues to serve as the governing body for the firm, establishing global policies, procedures and guidelines for all international operations.Today the firm has significantly expanded its global presence with offices in more than 45 locations. Partners meet regularly in global and regional meetings.HGIL is managed by a Board of Directors elected by the partners of the firm. Based throughout the world, the HGIL Board is drawn from the three operating regions and meets regularly. Find a Consultant Browse All Find an Office Browse global offices ### Construction and Building Technology The construction industry and the associated building sector will continue to experience strong growth globally, and countries such as India, China, America and Asian emerging markets will continue to increase their investments. On the other hand, rising raw material and material costs and global competition are weighing on the profitability of construction companies.The technologically exciting and increasing opportunities in building equipment will in future constantly require new managers in newly emerging product segments.Ultimately, it is precisely the new technologies, the simplification of work processes for greater customer satisfaction, the exploitation of niche markets and the achievement of a globally uniform service that will pose the future challenges here. ### Home Crafting Leadership, One Vision At A Time.  We understand that leadership is not a one-size-fits-all formula.At Horton International, we take the time to understand your organisation's unique needs and goals,and work with you to identify the leaders who will help you achieve your vision. Let's start a conversation about how we can help you achieve your goals. Find Your Local Consultant Executive Search Management Consulting Global Offices Your Global Pathway To Success  As a global executive search firm, Horton International brings together a diverse team of consultants with deep local expertise, a track record of success, and a commitment to provide our clients with the best possible solutions. Meet Our Consultants 0 Ranked Amongst Global Top 40 0 % Retention Rate 0 + Offices 0 + Countries 0 + Consultants Our Services Horton International’s capabilities, as a leading global executive search firm, mean that we can support your business and serve as an extension of your leadership team when it comes to your talent strategy.Our consultants, with their blend of leadership experience and search expertise, as well as their far-reaching networks, are uniquely placed to support ambitious leaders who want to propel their organisations forward. Our mantra when it comes to helping our clients is Tailored Solutions. Personal Touch. This means that we will always advise and co-create the right service with our clients based on their needs and aspirations.While every engagement is tailored to a client’s unique situation, there are two primary areas that clients come to us for: Global Executive Searches We help you finetune exactly what your requirements are, and then find the right leader for your needs, wherever they are today, all the while tailoring our approach to your own processes and policies.   Management Consulting Your talent and leadership style is the one asset your competitor cannot replicate – our tailored strategic human resources and organisational consulting services enable you to retain, develop, and transform this into a significant competitive advantage.   Explore Our Services Meet our Consultants View All Global Executive Search and management Consultants Global reach, local expertiseWe operate in 34 countries, giving us a unique understanding of the local dynamics and cultural intricacies that can impact your business. Our consultants are embedded in the markets they serve, and they are experts in identifying and attracting the best talent from around the world.  Find Your Local Office Digitalisation & IT Sector Global Report Exclusively issued by Horton International, this report offers  data-backed economical insights to help you understand the long-term trends and topics in the IT & digitalisation industry. You’ll not only see differences in the economic climate but also in the importance of organisational and cultural aspects. Download The Report STRATEGIC TECHNOLOGY TRENDS FOR 2025 AND BEYOND Exploring key technological shifts and their impact on jobs and careers. Download the report latest Insights View All Sign up to receive the latest news and leadership insights FacebookThis field is for validation purposes and should be left unchanged.Email(Required) Recaptcha(Required) Yes, I would like to receive industry insights and thought leadership from Horton International. I understand that I may unsubscribe at any time. Review Horton International’s Privacy Policy here. Find a Consultant Browse All Find an Office Browse global offices ### Energy & Infrastructure The Energy & Infrastructure sector plays a critical role in supporting global economic growth and enabling the transition to a more sustainable and resilient future. Across traditional energy markets such as oil and gas and utilities, as well as renewable energy, infrastructure investment, and transport systems, organisations are undergoing significant transformation. This evolution is reshaping operating models and increasing demand for senior executives with the expertise to lead complex, capital-intensive businesses. Horton International is a trusted partner in Energy & Infrastructure executive search, supporting organisations in identifying and securing senior leadership talent across global markets. Our integrated international presence and deep sector expertise enable us to deliver executive search solutions that reflect both local market dynamics and global industry trends. We work with organisations across energy generation, renewable energy, infrastructure investment, and transport, helping clients appoint leaders who can manage transformation, deliver operational excellence, and drive long-term value creation. We partner with organisations across Energy & Infrastructure to secure top executive and Board-level talent. We work with organisations such as: Renewable energy developers and operators Utilities and power generation companies Infrastructure investors and asset managers Private equity firms Infrastructure developers and EPC contractors Transport and logistics operators Government and public sector organisations Our Experts Here at Horton International’s Consumer Practice, we are trusted Executive Search partners, partnering closely with leading companies and brands in this diverse sector. Food & beverage Fashion & Lifestyle Retail and Digital THE TOP CONSUMER TRENDS: REDEFINING THE FUTURE   Download the report Industry Insights View All ### Consumer We live in an era of unprecedented business disruption generally, and this is undoubtedly true in the global Consumer Goods and Retail sector.  Dynamism and adaptability are essential for consumer businesses. Companies that traditionally operated B2B models now also need to excel in a B2C world.Data is now critical. Decisionmakers need to use their data and analytics to gain meaningful insight to learn what their ever-demanding customers expect of their products and services. Furthermore, there needs to be a seamless integration between traditional and ever-evolving online models to stand out from the increasing competition.These challenges require new processes, new technologies and most of all, new capabilities in people.  AI, automation and digital technology will reshape the competency needs of Consumer Goods and Retail businesses.  To deliver on all aspects, while maintaining ’business as usual’, requires the vision, strategy and leadership of executives with exceptional talent and diverse profiles.Our consultants in the Consumer Practice come directly from this sector, bringing deep and current experience as well as local market expertise. This provides strong insight that enables us to understand precisely the real challenges and issues our clients are facing.  On a daily basis, we strive to remain up to date on sector trends, key players, and high-level networking and relationship building.  By doing this, we are proud of being not only trusted Executive Search partners but also being Executive Business partners.  We work with companies and sectors such as: Food and beverage retailers Hygiene and household brands Fashion retailers Electronic goods Luxury goods divisions. Our Experts Here at Horton International’s Consumer Practice, we are trusted Executive Search partners, partnering closely with leading companies and brands in this diverse sector.  Food & beverage Fashion & Lifestyle Retail and Digital THE TOP CONSUMER TRENDS: REDEFINING THE FUTURE THE TOP CONSUMER TRENDS: REDEFINING THE FUTURE Download the report Industry Insights View All ### Insights ### Consumer Financial Services The consumer financial services industry has undergone significant shifts in recent years — customers are more sophisticated than ever and demand higher-quality, personalized experiences compatible with their digital lifestyles.Historically, within the financial services industry, product development and distribution have long been prioritized over the customer experience, however this is fast changing. Consumer financial services organizations are refocusing and defining customer experience and setting customer experience as a strategic priority. Retaining customers depends primarily on the organisations ability to differentiate themselves. Technological innovations are lowering the barriers to entry and allowing industry players to offer superior customer experience at a much faster pace and within a much shorter time span.   Our clients in the industry are increasingly looking for leaders with the foresight to identify the next consumer-driven technology solutions on the horizon while establishing strong risk management programs, controlling costs and driving profitability.Our consultants are well aware of the key drivers impacting our clients and have the resources and expertise to find leaders who can help them succeed in today’s increasingly complex environment. ### Contact Get In Touch If you know the office or consultant you would like to get in touch with, please select from the list below. Choose Your Country All Argentina Brazil Chile Mexico Peru United States Australia China India Japan Laos Philippines Singapore Thailand Vietnam Portugal Austria Bahrain Belgium Czech Republic Denmark Finland France Germany Global Head Quarters Hungary Ireland Israel Italy Netherlands Norway Poland Saudi Arabia South Africa Spain Sweden UAE United Kingdom Find a Consultant If you have a general enquiry and would like to contact us, please click below and complete the form. general Enquiries Americas Argentina View Details > Brazil View Details > Chile View Details > Mexico View Details > Peru View Details > United States View Details > Asia Pacific Australia View Details > China View Details > India View Details > Japan View Details > Laos View Details > Philippines View Details > Singapore View Details > Thailand View Details > Vietnam View Details > EMEA Portugal View Details > Austria View Details > Bahrain View Details > Belgium View Details > Czech Republic View Details > Denmark View Details > Finland View Details > France View Details > Germany View Details > Global Head Quarters View Details > Hungary View Details > Ireland View Details > Israel View Details > Italy View Details > Netherlands View Details > Norway View Details > Poland View Details > Saudi Arabia View Details > South Africa View Details > Spain View Details > Sweden View Details > UAE View Details > United Kingdom View Details > Contact Form If you would like to contact us, please complete the below and submit. X/TwitterThis field is for validation purposes and should be left unchanged.First Name(Required)Last Name(Required)Email(Required) Phone(Required)Address 1(Required)Address 2(Required)City(Required)State / Province / Country(Required)Country(Required)Zip/ Postal Code(Required)CommentsCAPTCHA Find a Consultant Browse All Find an Office Browse global offices ### Insurance At Horton International, we partner with life, annuities, retirement, health, property and casualty, reinsurance, brokerage and services companies for domestic and multinational insurance and risk management organizations throughout the world. AI and data analytics are enhancing the efficiencies in the insurance industry, allowing for competitive pricing, better claims processing, policy handling and other automated processing.Insuretech is revolutionising the insurance sector much the same way as fintech has been for the banking industry. We now see start-ups getting traction in an industry predominantly dominated by large players. Our consultants help you identify and  recruit high impact leaders for Start-Up, Scale-Up, SME & Larger Enterprises within the Insurance industry ### Creative Business Entrepreneurs With consultants who have experiences from various industries and functions we establish a dynamic environment in a truly international community. We are all business oriented and entrepreneurs and are continuously investigating and searching for how we in a relevant way can develop our local as well as global framework and processes.Curious and eager to understand the business implications in our clients’ enterprise we see our role as a partner with responsibility to open the discussion and create a rewarding sharing partnership. In some cases, we can act as catalysts and stimulate new ideas to surface and be examined. We also dare to challenge old truths and think outside the box to see new possibilities, in today’s business context. Our main purpose is to deliver added value to our clients and their organisation. It is not always the best recruitment to only look around the nearest corner and find someone within the client’s own industry. If we want to deliver something extra in today’s fast paced business environment we need to challenge and dare to put forward new ideas and features in a creative way to find new alternative solutions. ### Interim Management Our clients manage businesses across corporate and investment banking,  commercial banking and capital markets. Horton International consultants cover most aspects of investment banking and capital markets such as Mergers & Acquisitions, Equity Capital markets, Debt Capital markets, Leveraged Finance, Sales & Trading, Structured Products, Brokerage, Currencies and Commodities. We serve our clients within their local markets as well as for their cross border needs. Each search requirement requires the relevant subject expertise and unique market knowledge. With consultants who come from the industry  ### Legal Welcome to our website. If you continue to browse and use this website you are agreeing to comply with and be bound by the following terms and conditions of use, which together with our privacy policy govern our relationship with you in relation to this website.The term ‘Horton International’ or ‘us’ or ‘we’ refers to the owner of the website. The term ‘you’ refers to the user or viewer of our website.The use of this website is subject to the following terms of use: The content of the pages of this website is for your general information and use only. It is subject to change without notice. Neither we nor any third parties provide any warranty or guarantee as to the accuracy, timeliness, performance, completeness or suitability of the information and materials found or offered on this website for any particular purpose. You acknowledge that such information and materials may contain inaccuracies or errors and we expressly exclude liability for any such inaccuracies or errors to the fullest extent permitted by law. Your use of any information or materials on this website is entirely at your own risk, for which we shall not be liable. It shall be your own responsibility to ensure that any products, services or information available through this website meet your specific requirements. This website contains material which is owned by or licensed to us. This material includes, but is not limited to, the design, layout, look, appearance and graphics. Reproduction is prohibited other than in accordance with the copyright notice, which forms part of these terms and conditions. All trademarks reproduced in this website, which are not the property of, or licensed to the operator, are acknowledged on the website. Unauthorised use of this website may give rise to a claim for damages and/or be a criminal offence. From time to time this website may also include links to other websites. These links are provided for your convenience to provide further information. They do not signify that we endorse the website(s). We have no responsibility for the content of the linked website(s). You may not create a link to this website from another website or document without our prior written consent. Your use of this website and any dispute arising out of such use of the website is subject to the laws of England, Scotland and Wales. ### Data Protection Data Protection DATA PROTECTION POLICY This data protection policy defines the internally approved data protection principles for processing of personal data within Horton International Oy (“Horton” or “we”). Data protection and privacy are very important to Horton.This data protection policy sets out how we will endeavour to ensure lawful processing of personal data and high level of data protection. This policy will apply to Horton and executive search activities performed by it. 07/05/2018 Scope and goals of this data protection policy This policy will endeavour to ensure that the legal rights of Horton customers, job candidates, own employees as well as of other constituencies are enforced with respect to processing of personal data by us and our data processors We pay special attention to confidentiality of and access rights to personal data. We want to ensure that nobody will be harmed by processing of his/her personal data and that rights of the data subjects are implemented.Data protection is closely linked to data security. We will describe this in detail under the “data security and confidentiality”-paragraph of this policy. Processing personal data – our principles In this policy personal data means any information relating to an identified or identifiable natural person. Identifiable natural person is one who can be identified, directly or indirectly, by reference to an identifier such as a name, an identification number, location data, an online of that natural person.The processing of personal data in Horton’s operations will be planned and the processing and collecting of the data is carried out according to Horton’s Data Protection Policy, guidelines and data protection legislation.Horton follows the following principles when processing any personal data. Lawful, fair and transparent processing of personal data We will ensure that the processing of personal data is lawful, fair and transparent for the data subject. We will inform the data subjects e.g. of what personal data is collected from them, for what purpose, where the data is collected from and where the data is transferred.A data protection statement will be drafted for Horton executive search register and we will take care that the data subject is informed of the processing of personal data in a timely manner. The information concerning existing personal data register and the data protection statement is available at https://www.hortoninternational.com/global-offices/finland/en. Responsible person is named in the data protection statement for the respective data register. You can always turn to him/her if you have any questions concerning that data register.The collection and processing of personal data is always based on legislation, customer agreement, the legitimate interest of Horton or other pertinent connection, or the consent of the data subject. Respecting the rights of the data subject We will ensure that we will inform the data subjects appropriately and in a timely manner of the processing of data and their rights regarding data processing. The data subject has the right to inspect data, the right to be forgotten, the right to data portability, the right to object automated individual decision making such as profiling, demand the rectification and the deletion of data, as well as the right to object and restrict the processing of data belong to the rights of a data subject.We act in a transparent manner. We will ensure in our operations that the rights of the data subject will be taken care of, and that the data subjects are appropriately informed, and that his/her requests are responded swiftly. Restriction to a specific, explicit and legitimate purpose We will collect personal data only for a specific purpose, defined in advance. Data collected for a specific purpose may not be used for other purposes. Unless it is obvious that personal data is required for a specific justified purpose, data should not be collected and stored, and it should be erased. Data Minimizing We will collect only the appropriate and essential data that is necessary for the purpose in question. The data collected may not be too excessive for the purposes they are collected. Principally, we will not collect sensitive data such as racial and ethnic origin, political opinions, religious or philosophical beliefs, trade-union membership, sexual preferences, health, illness or disability to the personal data files of Horton. Keeping personal data accurate and up to date We will not process erroneous or outdated personal data and we will update or delete the data when necessary. We will update, e.g. the contact details of the data subject at necessary intervals using a trusted source or provide the data subject with an opportunity to do it him-/herself. Third parties Horton will only transfer your personal data to its executive search assignment clients and consultancy companies who own Horton and perform assignments for Horton.Horton engages subcontractors to perform parts of the service, such as companies performing candidate testing services. They may have access to personal data so that they can perform their duties but only to the extent required for their performance.We may also provide access to information to our affiliated companies and other parties belonging to Horton group of companies globally.When transferring personal data to third parties, Horton always agrees in a separate written agreement the rights and obligations of the service provider in accordance with the applicable laws. Data transfer Personal data collected by Horton International Oy can be transferred to another European Economic Area member state (EU member countries and Iceland, Liechtenstein and Norway) in accordance with the same principles allowing transfer and processing within Finland. We will transfer data outside Finnish borders only if it is required in the executive search assignment.We will only transfer personal data outside the EEA Area or to an international organisation where the European Commission has decided that the third country, a territory or one or more specified sectors within that third country, or the international organisation in question ensures an adequate level of protection. In the absence of the aforesaid decision we transfer personal data to a third country or an international organisation only if the controller or processor has provided appropriate safeguards, and on condition that enforceable data subject rights and effective legal remedies for data subjects are available. Such appropriate safeguards may consist of relying on Privacy Shield (US) or using the EU Model Clauses. Data retention period We strive to store the personal data in a form from which the data subject is identifiable for as long as it is necessary to achieve the purpose of the data processing. We will define retention periods for the collected personal data. The premise concerning the retention of data is that we will only use the data for as long as necessary considering the purpose of the data, but for no longer than two years, after which we will renew consent for data processing or delete the personal data (unless due to a statutory special retention obligation). Data security and confidentiality We strive to ensure the appropriate data security of personal data by protecting the data from unauthorized and unlawful processing and destruction of data by using the appropriate technical and organizational measures. Technical and organizational measures shall mean various security measures, which are used to ensure the data security of personal data in electric and paper form. Such measures may be, e.g. personnel training and guidelines, non-disclosure commitments, premises supervision, supervision of use, information system data security and technical restrictions, monitoring, inspection and supervision systems, data encryption, anonymization (removal of personally identifiable information where it is not required) and pseudonymizing of data (replacing personally identifiable information with pseudonyms).We will restrict access to databases containing personal data to persons, who require access to the personal data due to their duties. Liability of the controller and accountability We will assess the processes concerning personal data processing and the related risks regularly and ensure that Horton carries out the necessary measures. We will ensure that e.g. appropriate agreements, up-to-date data protection statements and guidelines, as well as functioning and limited access rights are applied in our operations. Responsibilities and Processing data on behalf of Horton Horton has appointed a person who develops and steers implementation of data protection within Horton. We have not appointed data protection officer specified in General Data Protection Regulation.When transferring personal data to third parties, Horton always agrees in a separate written agreement the rights and obligations of the service provider in accordance with the applicable laws. Ensuring data protection Data protection training is part of induction of new people in Horton. We also train our staff regularly on data protection and privacy issues. Taking good care of data protection and privacy aligns well with our values.All persons having access to personal data will be bound by obligation of confidentiality as specified in the applicable laws and their employment or other agreements.We will investigate of any suspected data breaches without delay. We will inform supervisory authorities and data subjects as required. The person responsible for the data protection issues in Horton will issue more detailed guidance on this. Informing personnel, data subjects and constituencies At Horton, the employees are offered guidance and training concerning data protection matters. Each person is obligated to follow the Horton Data Protection Policy. Data subjects and other constituencies are also obliged to follow the Horton Data Protection Policy which is always available for inspection at https://www.hortoninternational.com/global-offices/finland/en. We will update this policy as required and issue any necessary further instructions of data protection. Approval of the data protection policy The Board of Directors of Horton International Oy has approved this policy 07.05.2018 Find a Consultant Browse All Find an Office Browse global offices ### Logistics This area covers all transport and logistics processes as well as the manufacturers and operators of large distribution warehouses.Logistics companies, wholesale companies - of all product categories such as electrical or other components, spare parts, construction and forestry machinery or industrial plants operate in an extremely cost-sensitive environment. Nevertheless, these market participants guarantee state-of-the-art software-controlled processes and constantly invert into the latest technology solutions for cost optimization and increased productivity. ### Database Registration Make yourself available! We regard every candidate as being just as important as our clients. We aim to build up and maintain long-term and active relationships with candidates.If you make yourself available here., all of our consultants will have access to your application materials, and when we are looking for candidates with your professional background for our job openings, we will contact you. This service is, of course, free of charge for you. ### Demo ### Management Consulting Horton International assists organisations with managing talent, both on a corporate and individual basis. At Horton International, we know that a robust strategic approach to your talent and leadership capabilities can help unlock the next stage of growth for your organisation. As a team that comprises of seasoned entrepreneurs, industry specialists, executive leaders turned talent experts and experts in the latest talent assessment technologies, we are uniquely placed to help you assess, revisit, and enhance your approach to talent within your organisation, so you can work with the conviction that you are building stronger foundations for the next stage of growth. Our mantra when it comes to helping our clients is Tailored Solutions. Personal Touch. This means that we will always advise and co-create the right service with our clients based on their needs and aspirations. However, here are some of our most in-demand and impactful consulting capabilities. Organisational Development Is your culture the right one to take you to the next stage of growth? Our team can help you assess your current culture and its suitability, and how it is impacting your team morale and business performance today. Likewise, we can help you intentionally co-create a new organisational north star, from a mission and vision to the values of the organisation, to building the right competencies and behaviours required to bring that new vision to life. Contact Your Local Office Succession Planning Do you have a clear line of sight in terms of your succession planning? Do you know, who would step in, should a crucial leader in your operation decide to move on or retire? Let us help you identify your line of successions and any current gaps. We can also help you work towards preparing those high potential employees to step up through the ranks with exclusive and tailored one-to-one career coaching. And if you have identified the need to pivot the organisation, you may want to offer coaching to colleagues impacted by the changes, offering them an opportunity to reorient themselves and retain otherwise highly capable talent. Talent And Leadership Assessment & Development Do you have a well-established system to assess candidates’ capabilities and ability to add value to the organisation? Do you have a clear and transparent approach to measuring the performance of your teams and their leaders? We can advise you in implementing the most appropriate psychometric and performance management tools within your organisation and help embed them throughout its several layers. We can empower your team to identify room for improvement and set clear growth goals that align with their strengths and their areas for improvement. For more ideas in how we can support you and your talent strategy, please do not hesitate to get in touch, and we’ll co-create with you a tailor-made solution to fit your needs. Contact Your Local Consultant Sometimes it’s important to take a step back and look at an organization with fresh eyes. Are the skills and talents within your leadership team being fully utilized? Is your management team ready to move to the next level and bring the business with them? Horton International has the expertise on hand to help you every step of the way. Let us help you achieve your business goals - contact us today to get started. " ### Mechanical and Plant Engineering Our customers operate in an increasingly globalised economy and their competitiveness as suppliers of complex components is measured by the proportion of their research and development activities as well as their design, engineering and intelligent manufacturing processes. This requires excellent managersIn addition to a look at the various possible product groups such as engines, specified systems or machines, companies need sales experts to open up new sales markets worldwide.In this context, supply chain competence is particularly important in order to be able to manufacture and deliver or implement projects on time, on budget and as required. ### Medical Devices Diagnostics Tools Medical Devices, Diagnostics & Tools Around a quarter of all our healthcare assignments are in the medical devices and diagnostics arena. Our clients range from the large multi-nationals right through to the venture capital backed early-stage companies. We pride ourselves on our industry knowledge, our years of experience and our track record of identifying top quality candidates from around the world. Whether companies are looking for board members, commercial executives or specialist R&D experts, we will work in close partnership with our clients to deliver the very best outcomes.   Medical Devices Positions  Non-executive Director Managing Director Business Development Director Marketing Director Sales Director Medical Director Head of Regulatory & Quality Director of Hardware Engineering VP GMP Manufacturing Operations Director of New Products ### Mining and Conveyor Technology The companies in the materials handling and mining industries use their systems and machines on all continents of the world.  Here, in particular, managers not only have excellent engineering know-how, but also a knowledge of international markets and their personal global network.With the development of ever new markets and the fact that many of the managers will retire in the coming years, there is a need in the industry for new strategically thinking and globally experienced managers. ### News & Insights News & Insights Stay updated with the latest industry trends, thought leadership, and company news.Explore a wealth of knowledge curated to inspire and inform professionals in the ever-evolving world of executive search and talent acquisition. Global Executive Search News Learn More Leadership & Succession Learn More Executive Career Intelligence Learn More Future of Work & Leadership Innovation Learn More Culture, DEI & Org Effectiveness Learn More Industry & Market Trends Learn More Board & Governance Learn More Leadership Coaching & Management Consulting Learn More News & Announcements Learn More Digitization IT & Tech Learn More Consumer Goods & Retail Learn More Financial Services Learn More Industrial Learn More Pharmaceutical & Life Sciences Learn More Wellbeing Learn More Covid and Beyond Learn More Sign up to receive the latest news and leadership insights URLThis field is for validation purposes and should be left unchanged.Email(Required) Recaptcha(Required) Yes, I would like to receive industry insights and thought leadership from Horton International. I understand that I may unsubscribe at any time. Review Horton International’s Privacy Policy here. Featured News Digitalisation & IT Sector Global Report 2023 Exclusively issued by Horton International, this report can offer interesting and data-backed economical insights to help you understand the long-term trends and topics in the IT & digitalisation industry. You’ll not only see differences in the economic climate but also in the importance of organisational and cultural aspects (such as diversity & inclusion, demand for remote work etc.). read the report https://youtu.be/p4z6SlmpaIc?si=5rMaNV7zGaTOXRho Find a Consultant Browse All Find an Office Browse global offices ### Not For Profit Not-For-Profit At Horton International, whilst our raison d’etre lies in recruiting the best available talent for our healthcare clients, equally we are driven by their quest for treatments and cures for unmet medical needs.  We believe it is vitally important that the not-for-profit sector has access to the best quality search and selection services, in order to bring top talent into their organisations.  We have a well-established and growing reputation within the medical research charity and government healthcare agency sectors, and are committed to ensuring that such groups can benefit from our expertise.  In the UK, we are proud supporters of the Association of Medical Research Charities (AMRC), the national membership organisation of leading medical and health research charities.  The AMRC supports both small and large charities, helping them deliver effective programmes, and influence the regulatory, policy and research environment.  Their members spend over £1.4bn a year on research of the highest quality in the UK, and work with them to help demonstrate and maximise the impact of their research to benefit patients. Not-for-Profit Positions Chief Scientific Officer Director of Science and Research Head of Advanced Therapies Director of Government Agency Head of Clinical Programme Research and Development Director ### Not For Profit #2 Not-For-Profit At Horton International, whilst our raison d’etre lies in recruiting the best available talent for our healthcare clients, equally we are driven by their quest for treatments and cures for unmet medical needs.  We believe it is vitally important that the not-for-profit sector has access to the best quality search and selection services, in order to bring top talent into their organisations.  We have a well-established and growing reputation within the medical research charity and government healthcare agency sectors, and are committed to ensuring that such groups can benefit from our expertise.  In the UK, we are proud supporters of the Association of Medical Research Charities (AMRC), the national membership organisation of leading medical and health research charities.  The AMRC supports both small and large charities, helping them deliver effective programmes, and influence the regulatory, policy and research environment.  Their members spend over £1.4bn a year on research of the highest quality in the UK, and work with them to help demonstrate and maximise the impact of their research to benefit patients. Not-for-Profit Positions Chief Scientific Officer Director of Science and Research Head of Advanced Therapies Director of Government Agency Head of Clinical Programme Research and Development Director ### Not For Profit #3 Not-For-Profit At Horton International, whilst our raison d’etre lies in recruiting the best available talent for our healthcare clients, equally we are driven by their quest for treatments and cures for unmet medical needs.  We believe it is vitally important that the not-for-profit sector has access to the best quality search and selection services, in order to bring top talent into their organisations.  We have a well-established and growing reputation within the medical research charity and government healthcare agency sectors, and are committed to ensuring that such groups can benefit from our expertise.  In the UK, we are proud supporters of the Association of Medical Research Charities (AMRC), the national membership organisation of leading medical and health research charities.  The AMRC supports both small and large charities, helping them deliver effective programmes, and influence the regulatory, policy and research environment.  Their members spend over £1.4bn a year on research of the highest quality in the UK, and work with them to help demonstrate and maximise the impact of their research to benefit patients. Not-for-Profit Positions Chief Scientific Officer Director of Science and Research Head of Advanced Therapies Director of Government Agency Head of Clinical Programme Research and Development Director ### Search-result-page Search Result Choose Your Country All Argentina Brazil Chile Mexico Peru United States Australia China India Japan Laos Philippines Singapore Thailand Vietnam Portugal Austria Bahrain Belgium Czech Republic Denmark Finland France Germany Global Head Quarters Hungary Ireland Israel Italy Netherlands Norway Poland Saudi Arabia South Africa Spain Sweden UAE United Kingdom Find a Consultant ### Onboarding Support Onboarding Support Introduction For managers and executives the transition from one’s current position to their new one is an important and intensive phase in their career. During this phase, you should focus your attention and energy on activities and challenges to ensure that you can be effective in your new role as quickly possible. This is because the factors for success are determined within the first 90 days on the new job. Coaching / counseling As a valued contact of Horton International we offer you the possibility to make free use of our executive coaching programme “Onboarding Support” during the first year in your new position. Onboarding Support is a professional and integrated part of our service which aims to guide you during the transformation to the new organisation and position.Onboarding Support will help you to be productive in your position as quickly as possible. You will have the opportunity to exchange ideas on the integration process with our coach and, if desired, to define a personal development plan. This takes places in a safe environment. You will discuss which factors contribute to your success, and which targets you want to attain or have already attained.Our coach will serve as an external and neutral ‘sounding board’. Everything that you discuss remains confidential, unless you specify otherwise. The programme consists of five one-on-one sessions, of one hour each. To ensure objectivity and encourage learning, the session usually takes place off-site. These sessions generally take place during the first nine months of your new employment. We also offer unlimited ad-hoc telephone support.You will be introduced to our coach and the first session will take place after you have been appointed, but before commencing your duties. The follow-up sessions will be planned in consultation with you.  Topics Subjects that will be discussed include:Your expectations of the new job and the work environment.Results of the assessment report (if available).Discrepancies between job requirements and available knowledge and skills.What does it mean to switch to a new organisation & position?Naming important requirements and challenges in your new role.Defining first steps to get acquainted with the organisation (creating credibility and acceptance as  quickly as possible).Steps to building an internal network (line manager, direct reports and other stakeholders).First successes and potential pitfalls to further success.Gaps in knowledge and skills.Defining personal targets for improvement to be successful and/or for a personal development plan.Following up the targets for improvement.Reflecting on your new role.  ### Online Assessment Online Assessment Online assessments offered by Horton International consist of various tests or questionnaires that are completed by the candidate. The combination of these tests and questionnaires is determined by the role and the competencies required for the specific job. Horton International offers complete online Talent Assessments as part of the selection process.Horton International uses the tools of HFMtalentindex, a leading, innovative player in the area of Talent Assessment, Talent Development, Talent Performance and Talent Analytics based on the Big Five.The online Talent Assessments and analysis tools offer deeper insight into the personality and motivations of the candidate in a specific job and organisation. Candidates are tested on qualities that determine their success in the organisation: competencies, intelligence, learning agility and mainsprings. The tests offer a complete and objective view of the qualities and potential damage to the company’s image of each candidate.Tools for Talent Development, Talent Performance and Talent Analytics are used in our services.In Talent Development sessions we use development tools that map out the growth opportunities of an individual in an organisation.Talent Performance sessions focus on the effectiveness of people in relation to the organisation and business objectives, individually as well as on a group level.Learning agility plays a major role at Talent Analytics sessions. The versatility of the organisation is largely determined by the adoptive ability of employees, their Learning Agility. On the basis of analyses, the ease and speed with which people learn in new situations and become effective are mapped out. This offers an organisation the possibility of selectively focusing on the operational capability of employees and speeding up the organisation’s development.All Partners of Horton International Netherlands have completed the training and are certified. ### Submit CV Submit Your CV Not Actively Looking is a confidential candidate portal for senior executives looking to share confidential information with top-level executive search firms. It allows you to keep search firms informed about your recent achievements, career aspirations, as well as salary expectations, locations, and type of company that you would consider for the next stage of your career. Unlike some public networking sites, Not Actively Looking allows you to control what information is available and which search firms have access to that information. Information shared via Not Actively Looking is not visible to your colleagues, customers or other third parties. If you are a potential candidate and would like to submit your CV / resume for our consideration, the best way you can do this is by registering with Horton International via Not Actively Looking. Submit Your CV ### Operate Global And Act Local Global in our standards of excellence – Local in understanding our clients’ needs Horton International is large enough to help clients meet their global recruiting needs, and small enough to offer detailed knowledge of discrete geographies.Our strength is in managing multi-country and global searches efficiently and effectively, as well as an ability to render helpful and objective intelligence around the world.  We understand the challenges and dynamics of managing an enterprise across borders because we do so ourselves on a daily basis.  Our global presence assures that all client assignments benefit from an understanding of local languages, customs and cultures. Our consultants are highly capable within the respective geographies and industries they serve. Because of our global approach, Horton International's extremely high success rate provides the organizations we serve with the confidence to trust us with the most sensitive and complex recruiting challenges. ### Organizational Development Organizational Development Corporate culture has an impact on the organization’s productivity and performance; and it defines guidelines for all the company’s activity.Corporate culture is created by values and behavioral characteristics which form part of a given company’s unique social and psychological environment.Corporate culture includes an organization’s vision, experiences, philosophy, and the values represented by each employee. Culture reflects the company’s self-image in terms of how employees carry out their tasks and how they relate to the external business environment. Employees’ attitudes, beliefs, customs, written and unwritten rules reveal how much freedom they enjoy in decision-making (level of empowerment), information flows, staff commitment and dress culture.We support our partners in enhancing their commercial success, providing expert assistance in the following areas:mission, visioncorporate values, corporate cultureinternal communicationsatisfaction surveysleadership style, communicationleadership team alignmentbuilding competency systems ### Our People Our People Find an Office Argentina Brazil Chile Mexico Peru United States Australia China India Japan Laos Philippines Singapore Thailand Vietnam Portugal Austria Bahrain Belgium Czech Republic Denmark Finland France Germany Global Head Quarters Hungary Ireland Israel Italy Netherlands Norway Poland Saudi Arabia South Africa Spain Sweden UAE United Kingdom Search Our Team Horton International is a global management We believe it is crucially important to understand the culture of an organisation, as well as the true context in which individuals will be working. We help minimise the risk of the recruitment and appointment process by identifying candidates who have the appropriate blend of competence, credibility and character to succeed in the context of your organisation's values and culture. Leadership View All Leader Our Team View All Lorem ipsum dolor sit amet consectetur Lorem ipsum dolor sit amet consectetur. Aliquam eu mauris lorem eu eget eget. Porta pretium auctor a aliquam vestibulum feugiat at morbi urna. Sapien ut pellentesque velit malesuada sapien placerat diam vitae. Executive Search Americas Executive Search Asia Pacific Executive Search EMEA ### test search result ### Our Story Horton International – The World of Mountaineering and the World of Executive Search The world of Executive Search is changing. Traditional executive search practices are no longer enough for organizations. Instead, the future of executive search is about focussing on the client’s needs; helping them to exceed their targets and supporting them in getting their business to the top. At Horton International, our main goal is not to simply fill a position with a candidate. Our priority is filling companies with the very best candidates for their organization, the ones who are driven to succeed in every aspect of their career. We search for the candidates who can help them get to the top, who share their company’s vision, and will support them in the goals held by their employers. We bring you dedication and loyalty. Reach for the Top: Peak Performance Through Professional Development Imagine for a minute – two mountaineering rope teams. One succeeds in reaching the summit together as a team while the other team fails. Naturally, there could be an element of luck involved, but there are decisive factors at play that influence one team’s success, and the other team’s failure. Let’s take a look at this from another angle: for mountaineers, it is critical to have a sound plan in place, to know where they are going, to prepare well for it, to have a realistic and foreseeable view of what’s ahead. However, the most important aspect is to be surrounded by people with the skills that they can rely on to take them to the top. It’s about utilising each other’s strengths and building up the weaknesses until they are no longer as such. ‘The mountaineer philosophy’ and its common attributes is something we relate to at Horton International, and an almanac we stick to when it comes to the way we work. All Around the World and Just Around the Corner, to Find the Perfect Team In our search for potential candidates that will suit our clients, we do exactly what those successful mountaineering teams do – we take the time to understand and familiarise ourselves with the terrain. We’ll go through our client’s company plan meticulously, and this will help us to ask the following questions about each candidate: are they a good fit for the company’s plan and the key criteria they have set? Do they have the right skills for the job, and does that skillset match up with the rest of the team? If they get hired, will they be in a position that gives them the potential to reach new heights, or will they end up weighed down? Here at Horton International, being thorough is the mantra we live by with regards to candidate selection. We strongly believe that there are a number of parallels between the world of business, and that of mountaineering. Both of them have common factors that lead to success and the desired outcome. After all, your company can only be as successful as those who are working within in; they are your hinges and can open or close a number of doors. Passion drives a team, and that is why you need to ensure you hire the right people. We’re here to help, whether you are in the process of reaching greater heights in your business, or you’re headed straight for the top. Your Dreams are Our Goals – Together to the Top As a group, we want nothing more than to strengthen your organisation’s success and help you reach the top. With future-ready expertise, we help to build a team that’s strong in every position imaginable – leaving no room for weak spots. Our Executive Search helps you recruit only the most talented and experienced professionals who understand how to be a part of your success and have the passion to get you there. With multi-country searches, bespoke management consulting, and over 40 offices in the Americas, EMEA, and Asia-Pacific region, we are well positioned and dedicated to helping you recruit and retain the ideal professionals from around the world. Find a Consultant Browse All Find an Office Browse global offices ### Palvelumme Palvelumme Autamme asiakkaistamme maksimoimaan johtamisinvestoinnin hyödyn.Lähestymistapamme mahdollistaa asiakkaidemme tietoon perustuvat rekrytointipäätökset sekä organisaation kehittämisen.Johdon suorahakuHallitusjäsenten suorahakuJohtajuusarvioinnitHallitusarvioinnitSoveltuvuusarvioinnitJohdon valmennusJohtamisjärjestelmien kehittäminen ### Why Horton We are driven by a single purpose - helping our clients achieve their business objectives. Our philosophy is that executive searches are best performed with a continuous commitment to our clients' long-term success.We believe it is crucially important to understand the culture of an organisation, as well as the true context in which individuals will be working.  We help minimise the risk of the recruitment and appointment process by identifying candidates who have the appropriate blend of competence, credibility and character to succeed in the context of your organisation's values and culture.  Each Engagement is TailoredUnlike most in our space, our processes do not follow a rigid one-size-fits-all approach which is set in stone. Instead, we are built with adaptability at the core, and bolt ourselves into your ways of working.  This means that all the time you spend in partnering with us is focused on high-value activities, i.e., growing your business with the perfect-fit talent.  Find A Consultant Bringing You The Best CandidatesOur consultants immerse themselves into your business and help you refine what you are looking for specifically, which leads them to have a much deeper understanding of who is likely to lead your organisation to success, meaning you meet candidates you may not have thought of before, but are a perfect fit.This ability to identify such strong talent is further supported by our consultants’ wide networks and strong links with some of the market’s best talent. We focus on bringing you the best candidates, not just the obvious candidates. Explore Our Executive Search Services Global Scale, Local UnderstandingHorton has offices in over 35 countries and has a deep local understanding of the cultural dynamics in each one of them. No matter where you are hiring, we likely already know the right candidates, or the people who know the right candidates, either locally or abroad.Partnering up with Horton International means having access to a large pool of entrepreneurs and consultants who all came together with the express intention of collaborating and making each other, the group, and crucially our clients, successful.Our structure also means we can work across borders with increased agility, not red tape, which enables us to run multi-country search rapidly, and tailor our services to you based on who is best placed to support you, irrespective of where they operate from.And because we are run locally and coordinate strategically at a global level, our services are tailored to the needs of each individual market. We do not force globally standardised solutions which may prove inadequate, but rather handpick those we know are most likely to move the needle in each market. Our approach is globally localised, and this is one of the many reasons our clients love working with us. If you are currently needing advice on your talent strategy or in finding that leader that will help your business on its journey to excellence, get in touch with us and let us be a part of your success story. Find Your Local Office https://youtu.be/p4z6SlmpaIc ### Passionate to Deliver Highest Quality We help our clients' organisations realise competitive advantages through executive search and management consulting solutions that are adapted to their unique needs. Horton International provides market intelligence and in-depth analysis of potential candidates and the organisations in which they operate.  The quality, integrity and expertise of our consultants ensure that we provide the best solutions for every client assignment. Clients tell us that they value and respect the combination of intelligent analysis, industry knowledge, rigorous process, sound judgment and effective communication that characterises our work.  In our role as consultant and advisor, Horton International works in close partnership with our clients' internal staffing organisations and line management.To deliver in accordance with above, we happily go the extra mile when needed, as we are dedicated to providing the highest quality information, advice and services in our industry. ## Our Podcasts ### E158 Michael Nadel ### E157 Bhavan Suri E157 Bhavan Suri audio page copy ### E156 Randel Bennett E156 Randel Bennett audio page   ### E155 David Contorno E155 David Contorno audio page copy ### Joshua Stankard_audio ### Jessica Leong _audio ### Paterson ### S3E21 Podcast ### S3 E22 Podcast ### S3 E23 Podcast ### S3Ea24 Podcast ### S3Ea25 Podcast ### S3Ea26 Rashid Galadanci ### S3Ea27 Adrian Jones podcast ### S3Ea28 Anthony Hayabeb ### S3Ea29 Delanea Davis podcast ### S3Ea30 Tomas Vykruta Podcast ### S3Ea33 Dan Israel Podcast ### S3Ea34 Josh Behar Podcast ### S3Ea35 Spyridon Antonopoulos Podcast ### S3Ea36 Frank Giaoui Podcast ### S3Ea37 Mark Breading Podcast ### S3Ea37 Mark Breading podcast ### S3Ea38 Dr. Holger Bartel Podcast ### S3Ea39 Upasana Unn Podcast ### S3E20 - Podcast ### S3Ea40 Eyhab Aejaz Podcast ### S3E19 Podcast ### S3Ea41 Sudhama Gopalan Podcast ### S3E18 Podcast ### S3Ea42 Leslie Schlesinger Podcast ### S3E17 Podcast ### S3Ea43 Isaac Hicks Podcast ### S3E16 Podcast ### S3Ea44 Bryan Davis Podcast ### S3E15 Podcast ### S3Ea45 Tom Beauregard Podcast ### S3E14 Podcast ### S3Ea46 Steve Bennett Podcast ### S3E13 Podcast ### S3Ea47 Dan Woods Podcast ### S3E12 Podcast ### E100 Itay Benga ### S3E11 Podcast ### E101 Nyasha Gutsa ### S3E10 Podcast ### E102 Danny Amir ### Barry Flagg Podcast ### S3E9 Podcast ### E103 Dan Keough Podcast ### S3 E8 Podcast ### E103 Dan Keough Podcast ### Dror Katzav Podcast ### S3E7 Podcast ### E104 Rafael Broshi ### S3E6 Podcast ### E105 Sri Ramaswamy ### Phil Budden Podcast ### S3E5 Podcast ### E106 Arik Shpak ### S3E4 Podcast ### Jim Dwayne Podcast ### S3E3 Podcast ### S3E2 Podcast ### Ron Glozman Podcast ### S2E25 Podcast ### S2E24 Podcast ### Ron Glozman Podcast ### S2E23 Podcast ### S2E22 Podcast ### Rob Galbraith Podcast ### S2E21 Podcast ### S2E20 podcast ### Christopher_Lowell_Podcast ### Podcast S2E19 ### Podcast 18 ### Jay DeVivo Podcast ### Podcast 17 ### Nick Gerhart Podcast ### Episode 16 Podcast ### Andrew Rear Podcast ### Tim Christ Podcast ### Richard de Sousa Podcast ### Paul Tyler Podcast ### ILS Larry Lafferty ### Bobby Touran Podcast ### Blake Hill Podcast ### E134 Alice Melendez ### E136 Bobby Touran podcast ### E123 David Schapiro ### E137 Kelsey Byrne Kelly ### E122 Bryan Falchuk ### E138 Daniel McChesney ### E121 ITA Event ### E139 Aaron Steffey and Chris Kolger ### E120 Tom Wilde ### E140 Michael Hennessy ### E119 Jason Berkowitz ### E141 Jamie Yoder ### E118 Jackson Crome ### E142 Tolga Tezel ### E117 Blair Baldwin ### E143 Drew D'Alelio ### E116 Yaron Ben-Zvi ### E145Jeff Shi ### E115 James Felton Keit Podcast ### E146 Paul Monasterio ### E114 Josh Minsky Podcast ### E133 David Thorne ### Matteo Carbone Podcast ### E113 Shameem Shah ### E132 Andrew Jernigan ### Huw Edwards Podcast ### E112 Dylan Slattery Podcast ### E131 Layla Atya ### Charlie Sidoti Podcast ### E111 Will Prest ### E130 Sven Gerlach ### Podcast Episode 7 ### E110 Mike Mansell ### E129 Yuval Shafrir ### E109 Dan Findley Podcast ### E126 Adam Cherubini ### Podcast Kyshun Webster ### E108 Mark Scafaro ### E125 Max McClure ### The Insurtech Leadership Show ### E107 Amit Batzi ### E124 Karn Saroya ## Teams ### Yan Sen Lu ### Rie Yamanaka ### Michio Nagata ### Ella Choi ### Isabelle Istria ### Pierre Cazalis de Fondouce ### Afonso Carvalho ### Chris Drake ### Szymon Malecki ### Matthew McKay ### Gareth Phillips ### Mark Filshie ### Masayuki Koito ### Maneesh Ajmani ### Palle Rasmussen ### Allan Peter Lerner Legarth ### Finlay Napier ### Ciara Drake ### Matt Venning ### Gurbir Kaur ### Brian Russell ### Noel Rowland ### Caroline Flatley ### Chris Sutton ### Dave de Laine ### Jacqueline Clements ### Eva Persson ### Johan Eklund ### Louise Mebius ### Jonas Trank ### Janet Lui ### Felix Ramirez Saravia ### Gary Woollacott ### Martin Krill ### Mafer Garibay ### Hazem Al Sheikh Mubarak ### Oliver Badura ### Dr. Monika Becker ### Henning Sander ### Ani Närhi ### Guillermo Cepeda ### Joshua Hollander ### Cindy Pallman-David ### Bob Gilchrist ### Kitty Robertson ### Graeme Deegan ### John Paul Maley ### Artem Antipov ### Andrey Philippov ### Jimena De La Villa ### Rossana Bayona ### Bjørn Ågotnes (Bjorn Agotnes) ### Ton van der Weegen ### Figaro den Hollander ### Anja de Leeuw ### Annemarieke van Duijnen Montijn ### Julio Castro ### Fumiko Takahashi ### Koji Okano ### Ken Lok ### Piero Silvaggio ### Donatella Carraglia ### Simona Plodari ### Ezio Ferrara ### Elvira Succi ### Maria Massaro ### Florianne Formica ### Federico Mura ### Mattia Silvaggio ### Alessandra Mignani ### Tom Keane ### Seán McDonagh ### Luke Freeley ### Sándor Székely ### Erika Gombos ### Zsolt Szijarto ### Jackie Woolf ### Ileana Boniardi ### Gemma Van Rooyen ### Peter Radlingmayr ### Amy Cutbill ### Gurmehar Kaur Suri ### Harsh Jain ### Thierry Petit ### Edouard Credey ### Pascal Poiget ### Michel Schouman ### Kari Tuutti ### Jörgen Jaanus ### Jukka Auramo ### Olli Oittinen ### Lukas Laakso ### Eevi Tuomala ### Tony Reinders ### Alexandra Svarre Nielsen ### Jens Christian Andersen ### Michaela Bender ### Thomas Edlbergmeier ### Leo Bingemer Manager Industry Leo Bingemer has many years of experience in the areas of executive search and the recruitment of technical and specialist positions. His customer base primarily includes medium-sized technology leaders from the fields of automation and production technology, the electrical and electronics field, the med-tech sector, the field of building materials and customers from the automotive environment. Professional development: M.A. International Management at the HTWG Konstanz University of Applied Sciences Daimler AG – project management 2014 Advisor to industrial customers at Hübner Management Consulting 2019 Manager Industrial Practice at Hudson Group Hager management consultancy since 2020 ### Richard Golz ### Leo Dittmann ### Ingo Kasten ### Alfred Luttman ### Eckhard Berg ### Marcela Mayerova ### Ricardo Szily ### Sergio Guzman L. ### Rodolfo Roballos ### Shiona Law ### Yousra Taheri ### Roberto Machuca ### Mena Benatar ### Daniel Dat ### Hala Murad Hala is a human resources professional with over 11 years recruitment experience across the Gulf Corporation Council. Her HR Consulting experience includes work with organisations in their start-up phase, establishing HR departments for several companies from scratch. Hala's expertise includes advising on HR strategy and policies, reward management systems, staffing and selection, grading structure, learning and development, employee engagement, satisfaction surveys and performance management systems. Born and raised in Saudi Arabia and having lived in the region her entire life, Hala has a deep understanding of the Gulf Corporation Council market. ### Andreas Faber ### Jimmy Ho       ### Jasvita Anand Contrary to popular belief, Lorem Ipsum is not simply random text. It has roots in a piece of classical Latin literature from 45 BC, making it over 2000 years old. Richard McClintock, a Latin professor at Hampden-Sydney College in Virginia, looked up one of the more obscure Latin words, consectetur, from a Lorem Ipsum passage, and going through the cites of the word in classical literature, discovered the undoubtable source. Lorem Ipsum comes from sections 1.10.32 and 1.10.33 of "de Finibus Bonorum et Malorum" (The Extremes of Good and Evil) by Cicero, written in 45 BC. This book is a treatise on the theory of ethics, very popular during the Renaissance. The first line of Lorem Ipsum, "Lorem ipsum dolor sit amet..", comes from a line in section 1.10.32. The standard chunk of Lorem Ipsum used since the 1500s is reproduced below for those interested. Sections 1.10.32 and 1.10.33 from "de Finibus Bonorum et Malorum" by Cicero are also reproduced in their exact original form, accompanied by English versions from the 1914 translation by H. Rackham. ### Daniel Norpoth ### Andreas Weik ### Daniel Kutschenko ## Industries ### Financial Services Curabitur convallis dapibus dolor, quis condimentum diam dignissim sit amet. Pellentesque nisi ipsum, feugiat auctor congue et, tincidunt vitae ligula. Quisque porttitor accumsan sapien, ac tristique dolor mattis in. Phasellus vehicula, massa ### Pharmaceutical & Life Sciences Curabitur convallis dapibus dolor, quis condimentum diam dignissim sit amet. Pellentesque nisi ipsum, feugiat auctor congue et, tincidunt vitae ligula. Quisque porttitor accumsan sapien, ac tristique dolor mattis in. Phasellus vehicula, massa ### Industrial With innovation-driven searches, we find the ideal, loyal and reliable long-term-oriented executives and bring together compatible cultures and visions. ### Consumer Here at Horton International’s Consumer Practice, we are trusted Executive Search partners, partnering closely with leading companies and brands in this diverse sector. ### Digitization & IT Technology Our expertise and experience enable Horton International to identify talents who not only adapt to technological changes but also inspire and drive digital transformation.