Cotton Bowl tickets not to mention the damage in terms of image

Cotton Bowl tickets On his CV, the course is without fault: as industrial Director five years at the American Honeywell, an MBA conducted jointly at Columbia in New York and London Business School, graduated from ESCP... And yet! For access, last June, to the post of Director General of Kidde France, a manufacturer of fire protection systems, which employs 150 people, Charles Delle-Case spent ten interviews. Not without having been tested, six months, as Director industrial of another entity of the Group: "It was necessary that I make my evidence and I acquired a credibility with the teams", says the latter.

And for good reason! Recruitment of leaders, companies are more cautious than ever. PSA to Toyota from fromageries Bel, the crisis, with its procession of financial losses, accelerated the departure of many leaders in major groups as in SMEs. Or replace a CEO or a member of his team is not a sinecure. So a casting error can be expensive. Cash first, hard cash. "For this type of posts, companies take some time to realize that they missed: several months are needed to measure the impact of a leader on a structure.". On error, the company will be spent, for at the outset, at least one year of salary, before moving on to severance, considers Damien Crequer, partner with Taste, an Office of recruitment-oriented SMEs. However, being holders of key information, the officers negotiate additional compensation. "Even if, under fire from critics, large groups of ACC, for example, pledged to limit their amounts to 24 months of gross salary Cotton Bowl tickets.

A maximum of guarantees

But the cost is not only financial: the risk of losing keys, lack of technology or strategic turns men is real... not to mention the damage in terms of image. SMEs are not safe. The credibility of the British start-up SpinVox wobbles as she has lost the former Director General of Alcatel-Lucent, Patricia Russo, hired on 2 June and part joining General Motors on August 10.

Whether it's a pattern, a Director General, financial or commercial, companies want to now meet more candidates and reach for each, with a maximum of guarantees. "Before, when I informed me on a profile with former colleagues, the company moved a summary." "Today, I must bring all of my notes", note Marie-Claire Lemaître, Executive Director in the firm of Mercuri Urval.

Moreover, interviews are compounded marketplace: "practice was that the candidate meets with HRD, the n 1, or even one or two others, noted Alain Deniau, managing partner at Heidrick & Struggles." Today, it is not rare that there are 7 or 8 meetings, with more top placed personalities, as President, but also peer with which it will have to work.

Some companies even took the habit of testing candidates, asking them to attend the talks, with business plans. Evidenced by the Director of operations of a large leisure mark who, even before to be hired, had to develop a detailed action plan to improve the profitability of the company infrastructure.

Younger candidates

For their part, shareholders as members of the boards of Directors more speakers. "Previously, the boards left the reins to leaders about their team." Today, the seal between Board of directors or Board of supervision and operational is reduced. "Some members are seeking to meet operational candidates, such as a business manager or a Director General of subsidiary, to verify that it is consistent with the strategy", says Damien Crequer.

Because of rapid results. In practice, financial managers must be looking to control costs, the HRD, social relationship management skills... "Candidates must have a global vision and only historic step of the company, so as to be able to turn, summarizes Marc Pagezy, President and CEO of the Office of recruitment Eurosearch & associates." Often, they are also more young. "The image of Frédéric Oudéa, became CEO of Société Générale to forty-five years, last May. And they remain less long. "Previously, recruiters planned to grow the candidates with the company." "Today, the leaders are appointed for missions of three to five years", note Damien Crequer.

Rest this obstacle course discourages more than one: "some withdraw even though they were chosen for the position because they are unwilling to take risks or because this slowness gives them a bad image of the company," he says.

Share requirements and other

Now, the candidates, too, require accounts, consult the balance sheet of the company, scrutinize its indebtedness, analyse the statements of its leaders "financial managers were already but the marketing directors or trade tended to be satisfied with less specific", continues Marie-Claire Lemaître. They called for greater transparency and will appreciate, for example, that a society recognizes that it is in a bad pass. "They then cut information from their network or doing research," she added.

Therefore, companies must also attract them. Or 25 of pay to equivalent bonds, no longer exist. "A CEO can hardly hope more as an evolution of salary by 10 to 15 in a large group, on the basis of 300,000 euros," Note Sylvain Denin, Vice-President of the hunting firm CTPartners.

Similarly, on the side of SMEs, salary increases are rare. Other levers exist: a most important bonus (as Charles Delle-box has doubled), a variable in three years, with stock... With additional guarantees: less test periods, six to twelve months, or even, as for the Business Manager, a parachute of 120,000 euros, in the event of premature departure.

Cotton Bowl tickets One exception to this "largesse": the candidates who are no longer in position benefited less. However, with the crisis, many more. According to CTPartners, they now account for a quarter of the candidates, compared to 10 a few months ago.