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<p>In the fast-paced, ever-evolving landscape of the 21st century, businesses are constantly on the lookout for top talent to drive their success. The search for talent has become a crucial aspect of organizational growth and sustainability, with companies striving to attract and retain the best individuals in their respective fields.</p><p>We are often asked “what are the challenges for Talent search and retention in the 21st century?” The fact that Talent is an increasingly scarce commodity is nothing new. We have been talking about the "battle for talent" since the 1990s, but it is now that, in a situation of constant and increasingly rapid transformation, this scarcity threatens to limit the growth possibilities of our organizations due to the difficulty of finding the professionals we need.</p><p>With the rise of technology and globalization, the competition for talent has even intensified in recent years, leading to a shift in the way companies approach recruitment and talent acquisition. In this digital age, the quest for talent goes beyond traditional methods and requires a strategic and innovative approach.</p><h3>The Changing Dynamics of Talent Acquisition</h3><p>As the job market becomes increasingly competitive, organizations are re-evaluating their talent acquisition strategies to align with the evolving needs of the workforce. The traditional approach of posting job openings and waiting for applications is no longer sufficient in today's dynamic environment.</p><p>HR has a couple of essential tools at it's disposal to face this crisis: to optimize the search for talent and to strengthen the link between professionals and our organizations.</p><p>We must understand our role as a holistic project in which recruitment, training and development go hand in hand to make our companies healthy and wholesome environments that attract talent and secure their long-term commitment.</p><p>Something that was once a specific focus of certain sectors characterized by high turnover is now a reality for all of us.</p><h3>Employer Branding and Employer Experience, the basis of the system</h3><p>If we consider professionals to be at the heart of our business, everything they perceive about our organization becomes critical. And an attractive and visual website or a "work with us" section is not enough. Our press appearances, social media posts, corporate blogs, third-party referrals, awards and search engine rankings all come together to create an image that envelops everything we do.</p><p>The question we must ask ourselves is “does the image we project match what the talent I seek expects of me?”</p><p>Beyond that, does my own internal talent feel satisfied with who I am? "Perhaps I can activate some element to finish turning my collaborators into the best possible brand ambassador."</p><h3>Embracing Diversity and Inclusion</h3><p>In the quest for talent, diversity and inclusion have become integral to the recruitment and retention strategies of forward-thinking organizations. Embracing diversity not only fosters a more inclusive work environment but also brings a diverse range of perspectives and ideas to the table.</p><p>Companies are actively seeking to create diverse talent pipelines and implement inclusive hiring practices to ensure that they attract candidates from all backgrounds and experiences.</p><h3>Executive Search, Headhunting and International Talent Sourcing</h3><p>If our image is right, the next critical step is attraction. Sometimes organizations are constrained by job descriptions or organizational charts inherited from the past that correspond little or not at all with the current reality. A review and update of these descriptions can allow us to refine the search for new professionals with a greater focus. It may take a little more time, but the results will not be long in coming.</p><p>We should also consider each search almost as a direct search. Define the profile in detail, but leave room for flexibility. Let's plan a selection process with an international scope and allow ourselves to consider diverse profiles with different backgrounds but that converge in the most important thing: the tasks to be developed and the potential for contribution and growth in our organization.</p><p>ENEX, Global Network of Direct Search and Headhunting, with presence in more than 50 countries around the world, multiplies exponentially the options to find that "perfect match" between person, position and organization, taking the search for talent to another level.</p><h3>Conclusion</h3><p>And while the cycle of search, recruitment and engagement continues, the organization must not stagnate. It is necessary to continue to evolve in substance and form so that the organizational structures themselves adapt to the times, the market and society.</p><p>At the end of the day, the greatest challenge facing a company is precisely that: to combine stability with change in order to perpetuate itself over time.</p>

The (constant) search for talent in the 21st century

This is a shot of the owner of New Zealand watch company - Hunters Race.

<h3>Do you appoint your top management yourself? These 5 questions will help you!</h3><p><br></p><p>We sometimes hear our clients say: &nbsp;"We fill our management positions ourselves." &nbsp;</p><p>This is absolutely legit. You don't need a recruitment consulting firm to fill every top management position in your company.&nbsp;</p><p>Nevertheless, the external search for suitable candidates often fails, especially for top management positions, because there are no separate, target group-specific processes for top management positions. Specialists, experts and executives are 'lumped together' by means of undifferentiated external recruiting measures.&nbsp;</p><p>In this case, there is a lack of awareness for an inspiring and attractive application process. This applies in particular to top executives, who are usually not actively looking for a job. In the worst case scenario, positions are therefore not filled with the best possible people.</p><p><strong>You can therefore ask yourself the following 5 questions for a good analysis:</strong>&nbsp;</p><p>- Are my management positions filled with the right people?&nbsp;</p><p>- Am I satisfied with the performance of my HR department?&nbsp;</p><p>- Are we able to fill all vacancies with the best possible managers?&nbsp;</p><p>- Why should I use external service providers for recruiting?&nbsp;</p><p>- Is my HR department able to select and manage the right service provider?&nbsp;</p>

Do you appoint your top management yourself?

two women talking while looking at laptop computer

<h2>Introduction</h2><p>If you want top executives in your company, you usually have to develop or recruit them yourself. Suitable candidates for the upper management levels in particular are rarely actively on the lookout themselves. Your HR department plays a central role in this process - it is the bottleneck when filling vacancies, through which most career paths sooner or later lead.</p><p>Have you ever spoken to your colleagues about your leadership talent? Do they know the "diamonds" in the company? Are they already "polished" or still in the rough?</p><h3>6 questions you should definitely ask your HR department: &nbsp;</h3><p>- Can we meet our future staffing needs ourselves?</p><p>- Is there consistent succession planning for all key positions?</p><p>- Is there a dedicated and absolutely professional recruiting process for executives? (clear responsibilities, professional support, assessment centre, onboarding coaching, etc.)?</p><p>- What makes a good recruitment consultancy? Do we have an excellent recruitment consultancy as a partner that suits our company?</p><p>- How do we deal with unexpected and short-term bottlenecks?</p><p>- What value proposition do we use to attract talent?</p><figure id="figure-fpk1dckpdlsc72cfi"><img id="fpk1dckpdlsc72cfi" src="https://images.unsplash.com/photo-1609643242070-c69786a76c30?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxMHx8cXVlc3Rpb25zfGVufDB8fHx8MTcwNzMzNTE3NHww&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="a sign that is on the side of a hill" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="null" data-fullwidth="false" data-mce-src="https://images.unsplash.com/photo-1609643242070-c69786a76c30?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxMHx8cXVlc3Rpb25zfGVufDB8fHx8MTcwNzMzNTE3NHww&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><p>Have you received the answers from your HR managers? Contact us and we will advise you on how to deal with them.</p><h3><br></h3><p><br></p><p><br></p><p><br></p><h3><br></h3>

6 questions you should definitely ask your HR department…

low angle photo of city high rise buildings during daytime

<h2>Welcome to our Global Executive Search Network!</h2><p>We are thrilled to announce the newest cooperation partner to our esteemed ENEX network: the HILL International Network with its offices mainly in CEE and SEE is highly established consulting Firm for Professional Search &amp; Selection, Executive Search &amp; Leadership &nbsp;in its regions. HILL International brings a wealth of expertise and a strong track record of success to the ENEX family. Their commitment to excellence and dedication to delivering top-tier talent, aligns perfectly with our mission to provide unparalleled Executive Search services to our clients worldwide.</p><p><br></p><figure id="figure-a9qj2d1k1lrtkuz9b"><img id="a9qj2d1k1lrtkuz9b" src="https://cdn.durable.co/blocks/c40WG6QnnU3aJkwdTUE6UAnfzdc7TnDM8aSSyPoxFl0LIJNxE47d28PhltlCtjSB.jpg" alt="business trade stock forecast and plan with crystal ball" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9; object-position: center 10%;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="10%" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/c40WG6QnnU3aJkwdTUE6UAnfzdc7TnDM8aSSyPoxFl0LIJNxE47d28PhltlCtjSB.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center 10%;"></figure><h3>About HILL International</h3><p>HILL International is renowned for its comprehensive approach to Direct Search and Executive Search, specializing in identifying and attracting top-tier leadership talent for organizations across various industries. The firm is a well-established brand in Eastern Europe with over 20 offices in the region, including in Greece and Turkey.&nbsp;</p><p><br>HILL International has a deep understanding of the intricacies of executive recruitment in Eastern Europe and build a renowned brand for clear reasons which also includes its own potential analysis system for a methodological foundation of HR decision<br></p><h3>Expanding Our Reach</h3><p>The cooperation between HILL International and the ENEX network further strengthens our global reach and enhances our ability to connect clients with the best executive talent available. This expansion not only broadens our network but also enriches the diversity of expertise and resources available to our clients, ensuring that they have access to the most qualified candidates for their executive leadership needs.<br></p><figure id="figure-qj12gzjri9lrtkiiw8"><img id="qj12gzjri9lrtkiiw8" src="https://images.unsplash.com/photo-1568992687947-868a62a9f521?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw0MHx8YnVzaW5lc3MlMjBwZW9wbGV8ZW58MHx8fHwxNzA2MjA5NDc1fDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="people sitting on chair" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="null" data-mce-src="https://images.unsplash.com/photo-1568992687947-868a62a9f521?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw0MHx8YnVzaW5lc3MlMjBwZW9wbGV8ZW58MHx8fHwxNzA2MjA5NDc1fDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>ENEX Global Executive Search Network<br></h3><p>At ENEX, we believe in fostering strong partnerships based on shared values and a commitment to excellence. A major strength of the ENEX network is their worldwide reach, but at the same time in depth local expertise. The network is a composition of fully independent firms that work together in the same direction, with the same values and similar market approach.<br></p><blockquote><p><strong><em>“We truly care about our clients and candidates, whether it is in Brussels, San Diego or Singapore.”</em>&nbsp; says Marleen Smekens, President of ENEX.</strong>&nbsp; <br></p><p><br></p></blockquote><figure id="figure-de0f51rjvrlrtkik0s"><img id="de0f51rjvrlrtkik0s" src="https://images.unsplash.com/photo-1594492691731-3d7974140624?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwzfHx0aGUlMjB3b3JsZHxlbnwwfHx8fDE3MDYyMTAzMDV8MA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="black and white cat in cage" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9; object-position: 60% 20%;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="60%" data-positiony="20%" data-mce-src="https://images.unsplash.com/photo-1594492691731-3d7974140624?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwzfHx0aGUlMjB3b3JsZHxlbnwwfHx8fDE3MDYyMTAzMDV8MA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9; object-position: 60% 20%;"></figure><h3>Looking Ahead</h3><p>Marleen outlines the importance of this new partnership. ENEX clients from all kinds of sectors are still expanding on a global scale, establishing headquarters, factories or sales offices outside of their home base. There is a high demand for Executives and Experts to kickstart or further develop these company settlements. Central and Eastern Europe are key area’s in this regard</p><p><br></p><blockquote><p><em>“Our new cooperation with HILL International will allow us to guarantee a strong service for our clients in a very wide region, from Poland to Greece and Turkey. Our vision of “Worldwide Reach, Local expertise and True engagement” has just got stronger and bigger than ever.”</em></p></blockquote><h3><br></h3><p>Learn more about HILL International: <a href="https://www.hill-international.com/en-EU/" data-mce-href="https://www.hill-international.com/en-EU/">https://www.hill-international.com/en-EU/</a><br data-mce-bogus="1"></p><p><br></p>

Welcoming HILL International to our Global Executive Search Network.

<h3>HOW CAN TRADITIONAL VALUES BE COMBINED WITH THE DIGITAL WORLD WITHOUT SELLING THE "SOUL OF THE COMPANY"?</h3><p>Many owners of family-run companies are currently facing this challenge. These decision-makers, most of whom belong to the post-war generation, are in the process of preparing for the generational change and are faced with a significant area of tension:</p><p>How do I transport digitalization with the associated values of modern leadership into my traditional company?</p><p>A key task for entrepreneurs in this phase is to organize their own succession at an early stage. You should consider the following questions:</p><p>- How do I want to organize my succession? Through my own family or an external appointment?</p><p>- What is the economic situation of the company? What is the current market situation? And the associated decision: reorganize or manage?</p><p>- If I decide in favour of a family appointment: How do I appoint my successor? How do I build him/her up step by step, also with regard to the strategic external and internal image? In what time frame should this take place?</p><p>- In the case of an external appointment: How do I communicate this internally and externally? Which consultant with which expertise do I call in? Here, too, it is important to clarify the timing and the strategic direction of the company. Another question is: How do I bind the external manager to the company?&nbsp;</p><figure id="figure-yzj8f3sollsc6n8jn" class=""><img id="yzj8f3sollsc6n8jn" src="https://images.unsplash.com/photo-1453728013993-6d66e9c9123a?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw5fHxjaGFuZ2V8ZW58MHx8fHwxNzA3MzM0MTE4fDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="person holding camera lens" class="object-cover bg-gray-100" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://images.unsplash.com/photo-1453728013993-6d66e9c9123a?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw5fHxjaGFuZ2V8ZW58MHx8fHwxNzA3MzM0MTE4fDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><p>Nicolaus von Heyden-Linden is Executive Search Consultant at division one, our German Partner. His focus is on medium-sized family businesses and corporate groups. This makes him a companion for optimal succession planning when owners retire from the business and at the same time a witness, mediator and observer in the generational change. He acts as an important sparring partner in this entrepreneurial decision-making process and knows the obstacles, conflicts and fears when the final decisions are imminent:</p><p>"What's next for my company?"</p><p>In his experience, succession planning is often made more difficult by the different experiences, backgrounds and perspectives, including generational differences, of the job holders and the new candidates - often caused by a lack of understanding towards the other parties, be it their own family or external managers. This is aggravated by the right of family branches, advisory boards, foundations or banks to have a say, which is why law firms or management consultancies are usually involved in the decision-making process of succession planning.</p><p>Personnel consultants from ENEX can support this process from start to finish with many years of experience and expertise. The prerequisite for successful collaboration: a 100 per cent basis of trust, communication and discretion between consultant and owner.</p><p>Learn more about ENEX at <a href="https://www.enexsearch.group/">https://www.enexsearch.group/</a><br data-mce-bogus="1"></p><p><br data-mce-bogus="1"></p>

The Dilemma of generational Change

a man in a suit and glasses posing for a picture

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<p>When a company needs to fill a temporary management position, it's crucial to find the right candidate who can step into the role seamlessly. However, there are several pitfalls to be aware of when hiring a temporary manager. Understanding these pitfalls can help businesses make more informed decisions and avoid potential challenges.</p>

<h3>1. Lack of Clear Expectations</h3>
<p>One common pitfall when hiring a temporary manager is the failure to communicate clear expectations. Without a clear understanding of the role, responsibilities, and goals, the temporary manager may struggle to perform effectively. It's essential for the hiring company to outline specific expectations and provide the necessary resources for the temporary manager to succeed.</p>

<h3>2. Inadequate Onboarding Process</h3>
<p>Another challenge is the lack of a proper onboarding process for temporary managers. Without sufficient training and orientation, the temporary manager may feel disconnected from the organization and its culture. A thorough onboarding process can help the temporary manager integrate smoothly and understand the company's operations and expectations.</p>
<figure id="figure-90o7zbftzlrfxbfdj"><img id="90o7zbftzlrfxbfdj" src="https://images.unsplash.com/photo-1607569596748-4bfb2922f01a?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxfHx0ZW1wb3JhcnklMjBtYW5hZ2VyJTIwb25ib2FyZGluZ3xlbnwwfHx8fDE3MDUzODM1MjJ8MA&ixlib=rb-4.0.3&q=80&w=1080" alt="temporary manager onboarding" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9"></figure>

<h3>3. Limited Knowledge Transfer</h3>
<p>When a temporary manager is brought in to fill a critical role, there may be limited knowledge transfer from the outgoing manager. This can lead to gaps in understanding key processes, relationships, and strategic initiatives. Companies should prioritize knowledge transfer to ensure the temporary manager has the necessary insights to make informed decisions.</p>

<h3>4. Cultural Misalignment</h3>
<p>Cultural fit is important for any manager, temporary or permanent. If the temporary manager's values and work style do not align with the company's culture, it can lead to friction and inefficiencies. Businesses should assess cultural fit during the hiring process to minimize the risk of cultural misalignment.</p>
<figure id="figure-plxu6lu5blrfxbgw1"><img id="plxu6lu5blrfxbgw1" src="https://images.unsplash.com/photo-1510074377623-8cf13fb86c08?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxOHx8Y3VsdHVyYWwlMjBmaXQlMjB3b3JrcGxhY2V8ZW58MHx8fHwxNzA1MzgzNTI0fDA&ixlib=rb-4.0.3&q=80&w=1080" alt="cultural fit workplace" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9"></figure>

<h3>5. Insufficient Support and Resources</h3>
<p>Temporary managers may face challenges if they do not receive adequate support and resources from the organization. This can include access to necessary information, tools, and personnel. Companies should ensure that temporary managers have the support they need to fulfill their responsibilities effectively.</p>

<h3>6. Lack of Continuity Planning</h3>
<p>Without a clear continuity plan in place, the transition between the outgoing and temporary manager can be disruptive. Companies should have a plan for knowledge transfer, goal alignment, and ongoing communication to maintain continuity and minimize disruptions during the temporary manager's tenure.</p>
<figure id="figure-on63ig7tswlrfxbibb"><img id="on63ig7tswlrfxbibb" src="https://images.unsplash.com/photo-1580795478949-1b81005b91ba?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwyMnx8Y29udGludWl0eSUyMHBsYW5uaW5nfGVufDB8fHx8MTcwNTM4MzUyNXww&ixlib=rb-4.0.3&q=80&w=1080" alt="continuity planning" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9"></figure>

<h3>7. Limited Time for Relationship Building</h3>
<p>Building trust and relationships with team members and stakeholders takes time. Temporary managers may face challenges in this area, especially if the assignment is short-term. Companies should be mindful of the limited time available for relationship building and provide support to facilitate effective collaboration.</p>

<h3>8. Unclear Decision-Making Authority</h3>
<p>Clarity in decision-making authority is essential for temporary managers to carry out their responsibilities effectively. Ambiguity in this area can lead to confusion and delays in critical decisions. Companies should clearly define the temporary manager's authority and decision-making scope to avoid potential bottlenecks.</p>
<figure id="figure-r5wpcpay4lrfxbjw5"><img id="r5wpcpay4lrfxbjw5" src="https://images.unsplash.com/photo-1519082274554-1ca37fb8abb7?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxN3x8ZGVjaXNpb24lMjBtYWtpbmclMjBhdXRob3JpdHl8ZW58MHx8fHwxNzA1MzgzNTI3fDA&ixlib=rb-4.0.3&q=80&w=1080" alt="decision making authority" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9"></figure>

<p>By being aware of these pitfalls, businesses can take proactive steps to mitigate risks and set their temporary managers up for success. With clear expectations, proper onboarding, and ongoing support, temporary managers can make valuable contributions during their tenure.</p>
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Blog

The (constant) search for talent in the 21st century

Do you appoint your top management yourself?

6 questions you should definitely ask your HR department…

Welcoming HILL International to our Global Executive Sear...

The Dilemma of generational Change

Pitfalls when hiring a Temporary Manager.