But we saw the opportunity as well. LinkedIn and other social networks gave us an additional channel for gathering rich and individualized data, which we could use to match professionals with appropriate roles and cultures. The threat is obvious. To expand beyond our core, we needed to make acquisitions. We bought Lominger, a leadership development firm, in And even as the recession hit, we acquired companies.
At the depth of the crisis we also bought Whitehead Mann, a European firm, which enhanced our ability to do leadership consulting and executive recruiting in the UK. But they were essential to our future. A lot of people expressed doubt about this strategy, even within the company. Some felt there was no need to change.
Why are we making these investments? We know what makes these executives tick—their strengths, potential derailers, where they want to take their careers. We sometimes feel that we know them almost better than they know themselves.
We also have a strong financial position: A prudent approach with the resources generated by our search business has opened up some opportunities for us that others are in no position to pursue. And we are fully committed to our strategy—not testing the waters but driving change and to some extent trying to create a new industry. A piecemeal approach to talent-oriented services is not best practice.
Companies need a true partner that can connect the dots across the entire talent continuum and address the needs of the whole workforce. How can a company attract them?
Engage them? Retain them? These issues are a priority for every CEO. Our clients have responded positively to the metamorphosis. Attract and retain the right people at every level of your organization by leveraging our scientific research and practical experience. Create flexible, competitive total rewards strategies that attract, engage and motivate a diverse workforce. There is no more powerful combination - or one more fundamental to the success of any enterprise - than the partnership between a CEO and the board.
It pulls together market intelligence and Korn Ferry owned data to provide insights and recommend actions. It combines your data to benchmark against your industry, peers and best practices to help make better decisions about your organization, leadership and people. Be More Than is a state of mind, an attitude. At Korn Ferry, we grasp every opportunity to deliver a bit extra. We want to surprise others and ourselves by going beyond expectations. How will you be more than?
Visit Korn Ferry Advance. Search jobs. Stay on top of the latest leadership news with This Week in Leadership—delivered weekly and straight into your inbox. The early hiccups in hybrid work arrangements, plus the world's hottest job market.
Best-selling author Daniel Goleman explains the difference between being a purposeful company and just talking like one. They might not be asking people about selling stock, but more leaders are opening lines of communication with customers.
Firms specializing in digital finance are racing to get big. Are they siphoning off candidates who normally would go to Wall Street or Silicon Valley? Insights Insights. Be more than. Drive transformation through people. Identify the talent you need compared to the talent you have and discover how to close the gaps. Build the mindset, skills, structure and culture to transform your organization.
Develop a sales compensation framework to align with your business strategy. See all featured insights. Career makers Be More Than is a state of mind, an attitude. Accelerate your career Career advice when you need it most. Through personalized career coaching and tools.
Make your next move Submit your resume and browse open jobs with Korn Ferry and our clients. Insights to your inbox Stay on top of the latest leadership news with This Week in Leadership—delivered weekly and straight into your inbox. This Week in Leadership Nov 8 - Nov 14 The early hiccups in hybrid work arrangements, plus the world's hottest job market.
Nov 12, This Week in Leadership Beware of Greenwashing Best-selling author Daniel Goleman explains the difference between being a purposeful company and just talking like one. We build talent strategies and solutions that provide organizations with a steady stream of professionals with the skills and mindset to lead now and in the future. We create performance cultures that inspire employees at all levels, attract and retain world-class talent, incentivize sales teams and smoothly manage expansion, restructuring, mergers and acquisitions.
And our unique mix of global reach and local knowledge helps companies be more effective local players as they expand into new and exciting growth markets. This unparalleled combination helps us build dynamic people pipelines that give organizations the talent and reach to make real, lasting connections with new and untapped consumer audiences. Financial Convergence. Financial services companies face continual and dramatic industry shifts prompted by increased regulation, the critical importance of transparency, rapid advances in technology, and uncertain economic and geopolitical conditions.
In this fluid and fast-paced environment, organizations must be prepared to go to battle for top talent. Identification, assessment, development, and retention are critical. And agile, strategic leaders who can excel through change are essential. Our Global Financial Services team is comprised of the preeminent financial consulting minds in the industry, strategically located in key financial centers around the globe.
With our broad product knowledge, unparalleled intellectual property assets and detailed understanding of financial market segments, we deliver a full range of financial consulting solutions, including organizational strategy, leadership development, and strategic executive search.
We work with forward-thinking organizations to drive development, accelerate readiness, reduce risk of executive transition — and swiftly and accurately make the critical talent decisions needed to proceed confidently into their future. Industrial Shifting labor trends, sourcing manufacturing locations, fluctuating costs, intellectual property concerns, and the impact of government regulations are all prime considerations when looking for comprehensive organizational solutions built to drive growth in a slow-growth industrial world.
Skill sets that worked five to ten years ago are not the same ones needed today — or five to ten years from now. Smart, forward-thinking leaders who understand market dynamics and can think strategically and act decisively are difficult to find and develop, and critical to attract and retain.
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