| Hiring companies, that understand the recruitment of | | | | governance seriously) The first proactive step |
| senior business leaders is a two-way street, will be in | | | | employers can take to spark the kind of gravitational |
| the best position to compete in an increasingly global | | | | pull that companies like Google, General Electric, |
| war for executive management talent that is now | | | | Apple, Microsoft, Nokia and Porsche have when it |
| beginning to unfold. | | | | comes to attracting the best management talent is |
| That is because no matter how bright the future | | | | to develop an executive search strategy that can |
| prospect for your business, the most exceptional | | | | also evolve into a succession risk management tool. |
| candidates for senior management roles will assess | | | | The increasing globalisation of business and of |
| whether it has the right stuff to magnify their | | | | employers both large and small pose significant |
| performance and thereby bolster their career. | | | | questions about whether an organisation can leverage |
| Hiring organisations must offer these seven benefits | | | | the same assets to attract exceptional management |
| to attract top business leaders and get them to stay | | | | talent in other regions of the world. Creating the right |
| and perform at peak levels: | | | | compensation framework is a necessity to engage |
| - A great story (they want to be part of something | | | | top leaders, but their fit has much more to do with |
| special, compelling strategy) | | | | their sense of satisfaction in a new environment. |
| - Brands/products/services that are admired | | | | Companies that assume they can attract great |
| profitable/have staying power (they want a platform | | | | executive leaders are often the ones that can't make |
| for long-term growth) | | | | their own business case to potential recruits and who |
| - An environment that speaks to personal growth | | | | fail to attract the highest calibre management |
| (get better at what they do) | | | | candidates in the first place. |
| - Work that has meaning (that's makes a difference) | | | | The bar on what it takes to attract the best talent is |
| - Chance to join an inspirational leader (reputation for | | | | being pushed higher. When and how employers |
| doing the right thing) | | | | recognise that and whether they stay or get in the |
| - Wealth creation (financial security) | | | | game are issues that will surely redraw the |
| - Effective board governance (leadership that takes | | | | competitive business landscape for years to come. |