AltoPartners Website News

AltoPartners starts 2013 with three new Partner teams in key countries

2013-01-21T12:16:28+01:00

AltoPartners is delighted to announce that three new teams have just joined the Alliance in China, Germany and Turkey:

Foster Partners for China
Jack Russell Consulting for Germany
MKG & Partners for Turkey.

Jean-Philippe Saint-Geours, Chairman of AltoPartners, commented:

“In welcoming our new partners into our alliance, we are strengthening our partnership and offering our clients additional global reach and local experience – a truly compelling combination. By adding such well-respected Executive Search firms, we have greatly enhanced our global coverage and capability, with a stronger presence in key emerging countries (China and Turkey) and in Germany. Indeed, after the partnerships we have set up in 2012 in South Africa and in Canada, we think we are now much more able to fulfil our international clients expectations”.

AltoPartners is an international alliance of independent search firms with offices in 30 countries in the Americas, Europe, Middle East, Africa, and Asia-Pacific. The alliance serves clients in the Consumer/Retail/Luxury Goods; Industrial manufacturing/Natural Resources/Infrastructures & Utilities; Financial Services; Technology/Telecoms; Healthcare & Life Sciences; Media and Education sectors worldwide.

China

Foster Partners joins the alliance, moving from their previously affiliated network Penrhyn International.

Foster Partners Managing Partner Trevor McCormick, a 19-year China executive search veteran based in Shanghai commented:

“AltoPartners is a dynamic, focused and highly professional network. The move from Penrhyn was the logical next step for us in China as the China outbound demand continues its march ever more towards the absolute need for a substantial global capability to deliver executive search services worldwide, and we believe this is what AltoPartners brings to us.”

For more information about Foster Partners, visit www.fosterpartnersgroup.com

Germany

Owner-managed executive search firms Jack Russell Consulting and Becker Management Consulting are forming a consortium under the label ‘AltoPartnersGermany’.

This consortium represents 8 consultants in Executive Search as well as 4 consultants in Executive development.

“Joining forces with Joachim Becker and his team is a big step forward for us”, Dr.Thomas Heyn, the CEO of Jack Russell Consulting said. “The labour market in Germany becomes more and more international and global; being a member of AltoPartners allows us to serve the needs of our clients even better. According to the BUD survey ‘Personalberaterstudie’ 2012, AltoPartners Germany is among the top 50 Executive Search firms in Germany by revenue as well as by the number of assignments”.

For more information about Jack Russell Consulting , visit www.jack-russell-consulting.com

Turkey

MKG Partners supports clients locally and internationally across various sectors including: Technology, Financial Services, Consumer Goods, and Private Equity.

MKG & Partners has been founded by Murat Kaan Güneri, a true entrepreneur who has successfully built and led local and international consultancy businesses, leadership services practices and developed clients at the highest levels while active in giving support to variety of NGOs.

“We specialize in complex and hard to find executive level searches”, Mr. Güneri commented.

For more information about MKG & Partners, visit www.mkg-partners.com

Jean-Philippe Saint-Geours - Chairman of AltoPartners
j.saint-geours@altopartners.com
+33 153 657 407

Executive Search: The Value Of A Retained Consultant

2012-12-18T07:22:38+01:00

A roundtable was held at the IE Business School in the Aula Magna with the organization of the Spanish Chapter of the Association of Executive Search Consultants AESC.

The session was opened by Luis Truchado, Partner DIrector of Voyer Iberoamérica / EuroGalenus, who remarked the origins of the profession as a differentiation of Strategic Consulting in the 50s in the U.S.

Pablo Bernad, Partner Director of Spencer Stuart Spain emphasized that the most contrasted method to minimize the risk of a high level recruitment is based on following a comprehensive approach and not skipping steps: escaping overconfidence. In addition, an executive search consultant should invest time in learning about the culture of the company and its values, which are generally not written and require the experience and intuition of a good consultant.

Plácido Fajardo, Managing Partner of Leaders Trust / Alto Partners focused on the executive search process in addition to the necessary development and internal promotion: companies must have an inventory of their leadership talent, succession plans and rotations. He stressed the importance that the professional challenge also meets the candidate’s career and the importance that professional reference checking has in a good hiring process.

During the live roundtable some more topics were discussed: how to “get on the radar” of good consultants, the importance of giving feedback to interviewed candidates, expatriation trends and matters on diversity on boards and executive committees.

Sonal Agrawal, Country Managing Partner - Accord Group India, Member - Global Operating Committee - AltoPartners

Executive Compensation – How to restore trust

2012-10-08T17:09:17+02:00

Written by Jean-Philippe Saint-Geours, Partner of Leaders Trust and chairman of AltoPartners

(contribution to the debate in France - article in Les Echos, first economic daily newspaper - end of August)

The increasing need for transparency and the current economic crisis have dramatically affected public opinion and acceptance of executive compensation. Pay structures and the quantum of compensation are now regularly criticised, whatever the performance of the executives and their companies.

In all countries, public authorities have concluded that action must be taken and there is a groundswell of opinion demanding regulation, and even limits on executive compensation. Such actions are certainly necessary to restore the reputation of corporate management, which unfortunately has been damaged by the bad behaviour of a few executives and their Boards of Directors.

In the current economic crisis, Governments and Remuneration Committees must set up new, straightforward compensation structures that are seen to be fair and reasonable.

I would like to suggest three guidelines to create such an approach:

1. Harness the power of transparency

To avoid distrust from any stakeholder group, it would be wise to involve all stakeholders in the debate and decisions on executive compensation.

firstly, the Board Remuneration Committee could include an employee representative. This committee is not the decision maker, the Board is, but the participation of employees in the debate appears to be an appropriate way to avoid further polemic discussion and to agree some reasonable parameters.
secondly, we should promote the “say on pay” principle in France and in most other industrialised countries. In this regard, we need not abdicate the decision to the Annual General Meeting (AGM). It would be sufficient to ask the AGM to express its opinion, as in the British approach. A virtuous circle should result from this process.

2. Focus on the long term in Executive Compensation

Executive bonuses are frequently criticised because they are totally, or disproportionately, linked to short term performance. This occasionally results in paying variable compensation at a time when the company’s performance does not merit it.

Although senior corporate executives need to ensure the short term profitability of their enterprise, they have also to make decisions which have mid and long term consequences. Therefore, bonuses should be largely linked to the long term results and take into account the qualitative aspects as well as quantitative. As a consequence, deferred bonus plans are more appropriate for bonuses linked to long term performance.

3. Introduce benchmarks and some parameters

The current economic situation also calls for moderation and restraint. I do not believe that Governments should mandate limits, but now is clearly a time for thought leadership from the top. In addition, all corporate stakeholders should be asked to make their views clear and make recommendations on the topic.

Of course, for State owned companies, Governments may decide to impose mandatory guidelines which will have the effect of setting benchmarks in other spheres.

Finally, as a mark of solidarity and recognition of the problem, the wealthiest could be asked to make an exceptional larger tax contribution, while the Government will launch a new significant cost cutting programme in the public sector.

In my view, we have no alternative but to take radical measures to restore trust in our corporate management over the coming years.

When the economic environment becomes healthier, then it may be time to decide whether these measures should be retained or discarded.

The original French version follows:

Rémunération des dirigeants: comment restaurer la confiance

LE POINT DE VUE DE JEAN-PHILIPPE SAINT-GEOURS

Les pouvoirs publics et les représentants des entreprises doivent instaurer des systèmes de rémunération novateurs, compréhensibles et raisonnables.

La transparence de l’information et la crise économique actuelle ont totalement dégradé le degré d’acceptation des rémunérations des dirigeants d’entreprise. Elles sont systématiquement critiquées. Peu importe les performances des intéressés. Dans tous les pays, les prises de conscience des pouvoirs publics se sont multipliées et les réflexions pour encadrer, voire limiter, les rémunérations des dirigeants se développent. Une démarche salutaire pour restaurer la confiance dans les directions d’entreprises, entachée malheureusement par certains comportements délictueux. Dans cette période de crise aggravée, les pouvoirs publics et les représentants des entreprises doivent instaurer des systèmes de rémunération novateurs, compréhensibles et raisonnables. Trois pistes de réflexion, détaillées ci-dessous, peuvent les inspirer.

1. Utiliser la transparence à bon escient et en développer la dynamique.

Crise oblige, la transparence est l’un des leviers à utiliser au sein des organisations. Il paraît essentiel d’associer les « stakeholders » de l’entreprise aux réflexions et aux décisions sur la rémunération des dirigeants, à deux niveaux.

Premièrement, le comité des rémunérations des conseils d’administration pourrait inclure systématiquement un représentant des salariés. Ce comité n’est pas décisionnel ; seul le conseil l’est en dernier ressort, mais la participation de salariés à la préparation des décisions pourrait être une bonne manière de désamorcer des polémiques inutiles et de constituer des garde-fous nécessaires.

Deuxièmement, le principe du « say on pay » devrait être développé en France, comme il l’est dans la plupart des grands pays industriels. Dans ce cas précis, il n’est pas besoin de donner le droit de décider à l’assemblée générale des actionnaires mais simplement de l’inviter à s’exprimer (c’est le système actuel au Royaume-Uni). Une pression également vertueuse devrait naturellement résulter de ce processus.

2. Inscrire les rémunérations variables dans une approche de long terme et de développement durable.

Un des reproches faits au « bonus » des dirigeants est d’être connecté, totalement ou de manière trop importante, aux performances instantanées des entreprises. De ce fait, ces rémunérations peuvent être versées lorsque les résultats de l’entreprise sont moins positifs. Or les dirigeants ont certes pour mission d’assurer la profitabilité immédiate des entreprises, mais ils doivent aussi inscrire leur action à moyen et long terme. Les rémunérations variables devraient donc principalement ou exclusivement être reliées aux résultats à long terme de l’action des dirigeants, prendre en compte leur dimension qualitative et être versées de manière différée.

3. Donner des repères et installer des limites.

La crise que nous vivons invite à la modération dans les écarts de rémunération et à la solidarité. Plutôt que de réglementer les écarts, les pouvoirs publics devraient demander aux représentants des entreprises (Afep, Medef, etc.) de formuler de nouvelles recommandations après concertation, comme cela a été fait en 2007.

Ce qui ne doit pas empêcher l’Etat, pour les entreprises dont il est actionnaire, de fixer ses propres règles, pour servir de repère, en complément à des économies nécessaires.

Enfin, le choix de demander aux plus riches de participer solidairement aux efforts du pays conduit naturellement à leur demander une contribution exceptionnelle par l’impôt.

Ne nous faisons pas d’illusions, pour plusieurs années, des mesures exceptionnelles doivent être prises pour redonner confiance dans les instances dirigeantes. Quand la conjoncture sera plus souriante, il sera temps de décider de les conserver ou de les abandonner.

Jean-Philippe Saint-Geours est associé de Leaders Trust et « chairman » d’AltoPartners

Accord Group Belgium nominated as “Best Executive & Talent Search Company 2012”

2012-09-21T09:42:14+02:00

Dear Friends!

We would like to invite you to express your vote for us. The links to the voting pages are as follows:

English

Dutch

French

1300 HR decision makers and 750 CEOs representing a variety of sectors and regions were invited to nominate their 3 most innovative and / or best performing partners in regard to human capital management in the New World of Work (NWOW).

As a result of this survey, Accord has been listed in the top six “Best Executive & Talent Search Company 2012”. The theme of this Award 2012, “The Leap to the New World of Work”, is significant because the workplace of the future is in full change aiming to align talent, productivity, mobility and personal development.

If you believe in our approach or if you have been inspired in those moments when you had contact with one of our professionals, we would appreciate if you could express your opinion.

Your recognition would give a boost to our reputation, internally and externally.

Yours sincerely,
Accord Group Belgium Team

Diversified Search Reports Revenues Up 29%

2012-08-07T08:01:49+02:00

Philadelphia, PA… Diversified Search (Diversified), among the top ten US executive search firms and the largest US woman-founded and -owned firm, has announced that despite difficult economic and industry conditions, the firm completed a strong second quarter with revenues up 29% compared to the second quarter of 2011. For the first half of 2012, firm revenues are up by 24% compared to the first half of 2011.

According to Diversified Founder, Chairman and CEO Judith M. von Seldeneck, “We have had a successful year-to- date with notable strength in the Healthcare and Life Sciences industries. In addition, our Board of Directors Practice is seeing significant demand for talented, diverse Board candidates. Diversified continues to selectively add senior market leaders to our core of consultants to meet current and future client needs.”

Diversified is recognized for delivering high quality consultative senior-level executive search services and corporate Board searches to clients ranging from smaller privately-held firms and not-for-profits to some of the world’s largest public companies.

ABOUT DIVERSIFIED SEARCH…

Headquartered in Philadelphia, Diversified Search also has U.S. offices in Atlanta, Chicago, Los Angeles, Miami, New York, San Francisco and Washington, D.C., and worldwide in Europe, Asia-Pacific, Middle East and the Americas. Diversified is the exclusive U.S. partner of AltoPartners, the international alliance of independent search firms with offices in 29 countries. The firm focuses in the areas of Life Sciences, Healthcare and Human Services, Consumer and Industrial, Education, Not-For-Profit, Arts and Culture, Financial and Professional Services, Media and Entertainment, Sports, Private Equity, Retail, and Technology. Functional areas of emphasis include Board of Directors, Chief Financial Officers, Diversity, Development and Philanthropy, Human Resources, Information Technology, and Procurement and Supply Chain.

For more information, go to http://www.diversifiedsearch.com.

AltoPartners 7th Global Meeting in Madrid

2012-07-09T15:15:07+02:00

The 7th Global Partners Meeting since the foundation of AltoPartners took place in Madrid on June 14th and 15th. It was also the 10th anniversary of Leaders Trust España’s establishment, whose team hosted us for this important event.

My special thanks to Sara Bieger and her team, who have worked hard to put this all together, and have brought a lot of fun and creativity. Among many nice moments, the closing Gala Dinner, in the Madrid Hipodromo (horse racetrack) was particularly impressive and pleasant.

There, we could celebrate the three winners of the Best Exporter Challenge (Albert’s Cup) for 2011: 1 - United Kingdom; 2 - France; 3 - Spain.

Since the last Global Meeting in Jaipur, AltoPartners has grown up dramatically: five new countries have joined the alliance in 2011-2012: the USA, Canada, Finland, Austria and South Africa. AltoPartners is now operating from 45 cities in 29 countries, and our global revenue reaches almost 50 M€.

Indeed this new deal and robustness should help us face the tough times we anticipate, as it did during 2008-2009 crisis.

The agenda of the meeting addressed all aspects of this exceptional change: strategy, new charter, business guidelines, practices development, circulation of information, marketing,…

The Partners have made the folowing resolutions:

to continue the geographic expansion
to adapt the Practice organisation in order to have a closer coverage of all economic sectors
to increase the visibility and promotion of AltoPartners brand

Jean-Philippe Saint-Geours, Chairman

Taking Back Your Business

2012-02-14T10:45:39+01:00

AltoPartners member Diversified Search has been featured in the New York Times article “Taking Back Your Business”.

AltoPartners is joining AESC

2012-01-31T12:11:40+01:00

I am delighted to announce that our Alliance has been accepted for the Global Membership of the Association of Executive Search Consultants (AESC).

I believe this is a very important step for AltoPartners, both in terms of brand recognition and global awareness.

Undoubtedly, the quality of our teams and of our Partnership has been a significant factor in our acceptance as an AESC member.

Jean-Philippe Saint-Geours, AltoPartners Chairman

New Partner for AltoPartners Paris – LeadersTrust International

2011-09-02T15:43:07+02:00

AltoPartners is pleased to announce the appointment of Brigitte Olier as a Partner and member of the Retail, Consumer & Luxury Goods practice.

A French national, Brigitte has over 16 years’ experience in executive search, having worked with Heidrick & Struggles (in France and in the UK), and Alphée, where she built a significant track record in conducting top level searches for clients in consumer and luxury goods, cosmetics & perfumes, B2C services and e-commerce. She speaks fluent English.

AltoPartners announces new Austrian Partner

2011-09-02T15:44:13+02:00

AltoPartners is delighted to announce the appointment of a new partner firm in Austria as the firm of Dr Rantasa Consulting has joined the alliance. Dr Rantasa Consulting is a leading Austrian executive search boutique that works on senior management appointments in Austria and CEE. Founded in 2000 by Helga Rantasa, the company specialises in working with large international family businesses and global corporates headquartered in Austria.

The firm has a particular focus on Industrial, Energy, Financial Services, Building & Real Estate Services and Healthcare, and has also worked for clients in Infrastructure, Hospitality & Leisure, Pharmaceuticals and FMCG as well as the public sector. Based in Vienna, Dr Rantasa Consulting focuses on the placement of board members, Managing Directors and other senior executives and Group level specialists. In addition, the firm has strong experience of working with main boards on development and assessment issues.

The firm is led by Dr Helga Rantasa – previously with Korn Ferry and a Partner Neumann und Partners. Her Partner, Julia Zdrahal-Urbanek, has a PhD from Wuerzburg University/Germany, and joined Dr Rantasa Consulting in 2007 from a background working with the Austrian Chamber of Commerce.