Case Study: Cybersecurity experienced market area leader
By Haselhoff Group (Netherlands)
Assignment: Recruit a Market Area Leader Benelux for a European cybersecurity company. This company provides a wide range of solutions to ensure business continuity, easy access to digital services and data protection. Given their strong passion for helping organizations embrace digitalization securely, they have successfully served key stakeholders in both the private and public sector.
Our challenge: We had to find the right person to lead the company to the next level in the Benelux market. After several discussions and a thorough investigation of their needs, we made a customized candidate profile. Here is the experience and knowledge the new figure should possess:
Solid experience preferably at the senior level in IT, software, or cybersecurity services, with stable processes and a clear target orientation;
Successful track record of developing and executing business strategies and plans, obtains consistently high sales performance and customer satisfaction;
Proven ability to achieve tangible B2B sales results. A strong negotiator, preferably with prior successful experience in sales management with budget responsibility (understands P&L and balance sheets).
Managing the task: We began the search full force tapping into our own extensive network and external tools such as LinkedIn, we were able to schedule the first interviews in no time. After that, Haselhoff Group interviewed and evaluated candidates based on the desired profile. Following a careful selection, a handful of candidates were presented to the client to choose from. Then, a few candidates were invited to the company’s head office to meet board leaders. After a thorough process, we were pleased to find that one of the selected candidates recently started as Market Area Leader Benelux.
Executive Recruitment 2019: New Challenges, New Solutions
By Fabio Sola, Director of PRAXI Alliance
This past May, we held our 2019 Spring Summit in Vienna, where members took on today’s most pressing challenges in HR and Executive Recruitment.
We had the pleasure of hosting an insightful panel with some of our Austrian clients.
Panel moderator: Martin Mayer, Managing Director at Iventa
Doris Tomanek, Board of Human Capital at UNICREDIT BANK AUSTRIA AG
Silvia Buchinger, Project Manager at BOOKING.COM
Werner Stix, Managing Director at J. U. A. FRISCHEIS GMBH
Manfred Mahrle, MD & CFO Region SEE at B. BRAUN AUSTRIA GES. M.B.H.
Wilhelm Sterl, Head of Human Resources Group at IMMOFINANZ AG
As globalization and talent mobility disrupt the global economy in a more systematic way, core competencies such as adaptability and change management take top priority. Leaders are expected to build trust despite differences in cultural and work place values, with the number one objective being to fight rigidity and resistance to change in order to accelerate large and mid-sized corporate evolution.
Another recent challenge is the talent shortage. The quality of Talent and specialization are deciding factors among companies worldwide. So much so that investments are being held back due to the lack of an adequate talent pool. This phenomenon stretches across the board since it touches all roles from executives and IT figures to mechatronic engineers, craftsmen and leather suppliers. It affects countries with low unemployment such as the United States, Romania and Thailand, as well as higher unemployment rate markets, like Italy and Spain.
Most shocking is that a high unemployment rate is linked more to a misalignment of skills between market demand and supply (competence mismatching) than to the respective economic situation. For this reason, even in countries with a 10% unemployment rate, companies still struggle to find talent, and internal training initiatives are unable to fill these gaps given the short-term urgency.
The main effect of the talent shortage is seen in the extended time-to-hire rate. However, companies are now facing what could be a far more dangerous consequence when pressed to find specific skills: technical background and knowledge are favored over transversal characteristics, or “soft skills”. This is having a boomerang effect, where the lack of managerial skills and aligned value systems are only clear post-hire. Tom Connolly, CEO of Gatti HR (US) comments, "People are hired for CV, but fired for personality."
When change is rapid, transversal finesse becomes critical to success, especially with regard to newly defined professional skills and business areas. In this case it’s best to select profiles that possess the right foundation and experience (especially for managerial and executive level profiles) as softer skills really make the difference.
In such a complex scenario -not limited to tech!- a sound selection process becomes even more crucial. A mere search for the perfect match between CV and job description cannot work, and all stakeholders must balance technical knowledge with organizational and business acumen. To win the game, hiring managers must be able to work backwards from the business goal and plan to a person capable of achieving it, through a 360° assessment of each candidate’s background, transversal skills, values and personal motivations.
The relationship between the leaders of the recruitment process (internal or external) and the client all needs to change. If the “perfect” person (often non-existent!) for the leadership position is not found, repeating the search is often not the right solution. A soul searching review of the business objective and profile is usually a better starting point.
These are the hottest trends in a period of rapid and revolutionary change. One thing is certain, disruption has taken hold of executive recruitment, marking the beginning of a new era.
Here is the intro to the panel discussion, see full lengh video here.
Agile Methodologies: XP Scrum, Kanban... Are we going crazy?
By Development Systems (Spain)
Chema Fuentes, Managing Partner
Over the past few years, these techniques have been implemented in the largest and most successful organizations. But there are many of us who do not trust these “new old” methodologies yet...
Abraham Lincoln already said that history is full of false prophets: “You can fool all the people some of the time, and some of the people all the time, but you cannot fool all the people all the time”.
Nowadays, many organizations see their business models threatened, mostly because of issues related to digital transformation, among others. New competitors specialized in certain phases of the value chain are able to respond more quickly to the client’s needs - with the help of tools that process a huge amount of data that they are then skilled enough to understand and exploit.
So, how can we make a client get up and go to the store? Only those who define their customer experience strategy will be able to answer this key question.
How? The new market rules put companies in the perpetual spotlight: client evaluation, strategy adaptation and evolution. This provides a feedback loop about clients so that a company can then build an attractive go-to-market strategy that gives them a chance to compete.
When it comes to leveraging our strengths, agility and velocity are indeed key factors for a consistent value proposition.
Traditional companies preserve organizational structures that were born to compete in markets that do not exist anymore. Now they must coexist with companies offering “freemium” pricing, which is forcing them to adapt their way of working radically. So, thinking back to the question at the beginning of this article, we have not gone crazy: These methodologies are critical in order to respond to what the market is asking for and build our sustainable go-to-market strategies.
As Peter Drucker said: “Elephants have a hard time adapting. Cockroaches outlive everything”
Who will lead this transformation? Are they already inside your company? Can you get them in? Which are the capabilities they should have? There is plenty of work to do because transformation is not only a matter for the board; it’s a matter of having the right people, from the ground up.
Agile methodologies are management methods that aim to develop projects in a quick and flexible way in order to generate competitive, profitable advantages
Important: do not think these methodologies are a goal itself. They are tools that must adapt our culture and strategy, not otherwise