Jose Ruiz

Q:

I am in the process of looking for career advancement. To that end, I am interested in seeking out opportunities in Mexico and in the United States. How can I go about connecting with recruiters in both countries? My experience in the past has not been so good with recruiters. I feel there must be something I can do to turn this around but haven’t been successful.

A:

I have to make an assumption that the feeling that things have not gone well with recruiters is based on expectations, and that the feeling of future success will based on expectations. So, it is important to align your expectations by understanding what drives a recruiter:

1.- Recruiters work for clients and seek candidates based on what their clients need. The success and income of a recruiter is directly linked to finding the right candidates.

2.- The life of a recruiter is very hectic, and it requires balancing their time between filling the positions that they have open with clients, proactively identifying candidates who they feel their clients will need (a calculated gamble), and building client relationships.

3.- In this difficult economic environment, recruiters are typically so short on time and receive so many resumes that most sit unread. In a best case scenario, a recruiter will open the résumé, but if it does not catch their eye (based on the criteria mentioned in point two) it will not even make it into the database.

Your best shot is to guarantee that you are visible to recruiters in your target region and your target specialty (discipline and/or industry). The word “target” is key. Avoid casting a broad net by presenting yourself in a way that attempts to qualify for a broad range of positions. Focus on creating a distinct personal brand. Success will start by having an online profile that will provide visibility for executive recruiters to find you and it will be solidified by building a relationship. Nothing can take the place of the relationship, and you don’t achieve this by just sending a résumé, selling yourself and calling every month to see if a position is available. It is built on valuable interaction regarding trends and issues that affect the disciplines and industries that you work in helping the recruiter stay on top of what is happening in that space. This level of interaction helps you and the recruiter build knowledge and expertise, making the relationship valuable for both beyond the specific transaction of a single job opportunity.

ExecuNet.com

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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The manufacturing index published by the Institute for Supply Chain Management provided a positive surprise today. The index increased to 56.3 for August. A modest 0.8 point jump when it was expected to drop.

The news comes as the Peso continues to weaken against the Dollar and key indicators still point towards a slow recovery.

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

Economy, Mexico Executive Search, Mexico Recruiter Manufacturing, Mexico Executive Search, Mexico Recruiter, Mexico Recruiters

Q:

I understand the importance of branding and social networking; however, what I find difficult to understand is that any recruiter or C-level hiring manger can fully grasp a candidate’s brand through online presence. I could be wrong, but in my opinion it’s the recruiters who need to fall in love with a candidate’s brand because the hiring companies have their trust. How do we build our brand with recruiters?

JR:

There are three key things that must be considered:

1. Branding, by definition, is the creation of an identity for a specific product. You build your product and your brand through every element of your personal and professional experience. What you do with social media is present and promote the brand, but the key lies with you – your product.
2. What you do online and with social media will help attract the attention of executive recruiters. It is part of the initial selling point that should get you in the door. By no means will an online profile replace the evaluation process that will help a recruiter identify if you are the right fit for a specific position or a specific organization.
3. In direct response to the question, it starts with having an online profile that will provide visibility for executive recruiters to find you, but you will need to build a relationship in order to build your brand WITH them. Nothing can take the place of the relationship. Going back to the brand-product analogy: The recruiter needs to know, understand and, as you say, love the product to help you brand it for a specific client and a specific position. You don’t achieve this by just sending a résumé, selling yourself and calling every month to see if a position is available. It is built on valuable interaction regarding trends and issues that affect the disciplines and industries that you work in helping the recruiter stay on top of what is happening in that space. This level of interaction helps you and the recruiter build knowledge and expertise making the relationship valuable for both beyond the specific transaction of a single job opportunity.

ExecuNet.com

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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Q:

What is my better option when a job is posted on the company’s website and also advertised by the recruiter? Should I apply through the recruiter or on company’s website? 

JR:

Your chances are improved if you work with the recruiter and let him/her present your resume. These are the reasons:  

a) If it’s a contingent search the recruiter will not be paid if the client (company) already has your resume (obtained via the website). You might burn a bridge with the recruiter. 

b) If it’s a retained search the company will most likely not put much effort into reviewing resumes from their website.

c) You will have an edge if you talk to them, discuss the requirements and get a better understanding of what the company is looking for. You will get specific feedback on your resume and help grooming it to reflect what the company wants to see. 

d) Discussions with the recruiter will help you manage expectations and eliminate potential frustration if the position is not a true fit. It really beats sending your resume into the black hole that is a website resume database. 

This is assuming that your background and experience are a potential match for the position. You might not get the recruiters attention if they are far from what the client (company) is looking for. 

ExecuNet.com

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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Career Development, Economy, Leadership

For many years I wondered what the real difference was between being good and being great. How do you clearly define it? What is it that puts a person or an organization at a different level than the rest? And I did read Jim Collins’ book which addresses the subject but I got my simple answer in a Homer Simpson DUH! moment watching  TV. (How else to you come to a Homer Simpson DUH! moment?) Ironically it was a General Motors commercial that quoted: “Amateurs work until they get it right. Professionals work until they can’t get it wrong” Too bad it was just a commercial and far from being reflective of their company culture. GM would have benefited by putting into practice. It’s just a simple quote that can be considered inspiring but it defines the current competitive environment that all organizations face.

Business is getting tough. Customer are more and more demanding and it’s a simple fact: If you try to get into something that is not your core competence there is a good chance you will fail and it will cost you. You just can’t get it wrong and to achieve that level you need to become an expert in your field, a specialist with great depth and experience that can anticipate challenges and foresee problems.

These days it’s not enough to be smart, quick on your feet or a hard worker. That makes for a great fire fighter and problem solver and if you’re doing that today you are one step behind. It’s the era of the problem avoider not the problem solver.

And with that ladies and gentlemen the generalist is dead. Learning curves are unbearable and the current competitive environment is here to change the way we manage our careers and what is required to be a successful executive.

Let’s start with the root. Let’s start with the companies that hire these executives and how they are being forced to transform. It’s where it starts. Innovative, highly competitive companies need focus but focus has a price. Most of the time focus comes with a smaller sized market and that can mess up volumes and consequently profit margins. As a consequence most companies are seeking product and industry focus while expanding their regional reach to achieve their volume and profit requirements. Enter the global factor and the need for executives with international experience and a high level of expertise within niche products and industries.

This get’s very tricky from a talent and career management perspective. Lady experience makes it complicated because she is high maintenance and requires time. Ask anybody who is on top of their game. It does not happen by chance and it does not happen quickly.

Defining a career path and making career decisions is getting more and more complicated. You can’t iterate as much and a mistake can cost you precious time. Every position, every project, every international assignment (it’s almost a must now) is a building block that creates your personal product offering. Each element defines the depth of your expertise and your value as an executive. If you are thinking about your next position you must be clear on how it fits in the big picture as one of those building blocks.

A great career is no longer defined by getting some steps right you simply can’t afford to get them wrong.

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

Career Development, Leadership Jose Ruiz, Mexico Executive Search, Mexico Recruiter, Mexico Recruiters

The internal market remains sluggish due to high unemployment and uncertainty but that can change as industrial production continues to rise on surging demand in the U.S. which accounts to about 80 percent of Mexico’s total exports.

Industrial production in March rose the most in almost four years as output climbed to almost 8 percent from a year ago according the most recent report of the national statistics institute. The number is an unexpected but positive surprise over the 5.9 percent that had been predicted by the median of 17 forecasts compiled by Bloomberg.

The increase is directly linked to an 85 percent jump in automotive industry production as the sector in Mexico continues to recover.

This will most likely have a cascading effect boosting internal demand in the second half of the year as manufacturing drives employment, brings back purchasing power and consumer confidence.

  Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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At least once a week I get a call from a soon to be MBA graduate that is waiting for the diploma to get a management job: “I’m looking for a manager or director position because I’m about to finish my MBA”.  

It’s only a tool to perfect skills.  Achievements and leadership competencies coupled with knowing your way around a P&L statement as well as understanding how your and your team’s actions impact overall business performance is what will take you to the next level.

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

Quick Hints Headhunter Hints, Mexico Executive Search, Mexico Recruiter, Mexico Recruiters

By Jose J. Ruiz

In 1996, Dr Elisabeth Marx conducted a study, analyzing the backgrounds of the CEOs of the FTSE 100 Companies. In 2007, Dr Marx also explored the CEO profiles of the Fortune 100 Index, allowing for the first time a transatlantic comparison of top business leaders. This study provides a compelling snapshot of the top CEO’s in Mexico and compares the results to those obtained by Dr Marx.

These Chief Executives populate the financial and social pages of newspapers and magazines in the country. They make decisions that routinely affect millions of people, influencing economic, social and environmental outcomes. So who are they today and who will they be tomorrow? What are their common characteristics and how are those characteristics changing?

As the country continues to change rapidly, what is already defining the new breed of CEO’s in Mexico?

Two numbers are presented for Mexico’s CEO’s in order to identify current trends. We show the totals and have also isolated the numbers for the newest CEO’s: A group of 47 with 5 years or less on the job.

Broad Market and Industry Trends

In the past few years we have seen dramatic market and economic driven changes in the strategic direction of many organizations. The great recession and the intense competition have forced many companies to focus on vertical industries in order increase their level of innovation as well as product and market expertise. This

has brought consolidation in many industries and a need toincrease global reach in order to achieve the volumes required to provide competitive prices. These changes have shifted the focus from regions to industries demanding executive talent with specific industry and product expertise that can perform across borders. There are already instances o foreign companies in the Expansion 500 that no longer have a country managing director and instead have leaders for specific business units reporting directly into regional or global heads.

Talent Trends

Let’s look at how these broad trends are reflected in the results of the study and how they translate into current and future talent and leadership requirements for executives in Mexico.

Global executives

The term globalization has been thrown around for decades but it has never applied as much as it has in recent years as organizations become more focused and specialized within a specific industry or product and reach beyond their traditional regions of business. Just looking at the numbers can be a bit misleading. One can assume that the increase in foreign nationals running the Expansion 100 companies is a sign of Mexican nationals losing control. However it is clear that the new breed of CEO’s and executives in Mexico are better prepared and better educated in a global environment than ever before. 54% of the newest CEOs have performed assignments outside of Mexico and 53% hold Master’s degrees from institutions outside of Mexico.

Executives who have been successful in international assignments have usually excelled in understanding the environment, leading visionary change, leading results and mastering complex business problems. Competencies that coupled with already acquired industry expertise translate into a small learning curve and quick results.

Senior executives are a more diverse group than ever before and the impact goes beyond the leadership teams. Middle managers and staff members are being exposed to global management techniques, metric driven environments and matrix organizations that are preparing them to be the next generation of leaders in or outside of Mexico.

Increased focus on key industry and market expertise

One of the most surprising trends is an increase of CEOs in Mexico that are being promoted from within the company with great importance given to company culture,  industry specific experience and the leadership skills that are acquired while working abroad. It is important to note that internal promotions don’t necessarily mean internal to Mexico or the region.

The study performed in 2007 by Dr Elisabeth Marx suggests that:

”… the FTSE 100 Companies in the UK and Fortune 100 Companies in the US take a very different approach to CEO selection. Whereas Fortune 100 Companies seem to value wisdom, develop better internal grooming and succession planning and have higher educated CEOs, FTSE 100 Companies put greater focus on international experience, welcome foreign talent and give ‘young guns’ a chance”

Our results suggest that the Expansion 100 companies share a bit of both with a high value on wisdom as evidenced by an average tenure higher than both the Fortune 100 and the FTSE 100 and strong internal grooming and succession planning that begins early and includes elite foreign education and opportunities to gain international experience.

The Expansion 100 companies have more Super CEOs (45 and younger) than both the Fortune 100 and the FTSE 100 put together but they have been well groomed and prepared for succession.

Elite education playing a big role

There is no denying that advanced degrees from foreign institutions play a big role in the development of the new breed of CEO’s. 60% of the newest CEOs hold Master’s degrees or PhDs from foreign universities. The surprising trend is the rise of the PhD educated CEO. All of the CEOs with a PhD are part of the newest CEOs group.

Women on the rise

Perhaps the common trait between the US, England and Mexico is the one that we can brag the least about. A very small number of Women occupy the top job.

In Mexico only Nicole Reich (Scotiabank Inverlat), Carmina Abad (Metlife) and Grace D. Lieblein (General Motors) make the distinguished list in the Expansion 100 but Paula Santilli (PepsiCo Beverages) is not too far behind. Women are on the rise and while the numbers remain very low the trend is positive. All four were internally promoted and all four have extensive international experience with strong ties to Latin America.

Preparing for the future

The motivation behind the research presented in this article is part of our role as a leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide.

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Por Jose J. Ruiz

Portafolio (Colombia)  Publicado el 16-03-10

Cuando se presentan situaciones de riesgo, surgen inquietudes tales como: ¿qué cualidades debe tener un líder a la hora de afrontar una eventualidad de este tipo? Muchos apuntan a decir que es importante tomar una actitud decisiva y de liderazgo, características que sin duda son mencionadas tradicionalmente como rasgos cruciales para ser un gran líder.

Lo mismo pasa con otras como la integridad, la inteligencia, seguridad en sí mismo y el ingenio para los negocios en general, enfocado a un sector específico, pero trasladando la pregunta a un entorno de carácter global, donde se enfrenta a mayores retos, a crisis más profundas.

Sin embargo, algunos directores generales de compañías afirman que existen otros rasgos de liderazgo que con frecuencia son pasados por alto, que capacitan a un líder para pasar la prueba del tiempo, combinados con el poder de toma de decisiones, resultan decisivos en momentos difíciles y prolongados. Un director ejecutivo ejemplar debe ser un alguien que demuestre claridad y sacrificio en vez codicia y pasividad.

La clave es la adaptabilidad, debido a que la gente que se percibe como líder se adapta a los requerimientos que demanda cada circunstancia, para permanecer como una influencia efectiva ante los equipos de trabajo que dirigen. Sería más fácil hablar de encontrar un líder que pueda demostrar empatía, claridad y sacrificio. Contrario a alguien ambicioso y reservado, el gran líder deberá ser capaz de actuar como un destello de valentía y optimismo para los demás cuando se sientan afectados por los efectos de una crisis.

Lo anterior no supone que los empleados se alejen de la verdad, lo que deben hacer es buscar honestidad y transparencia, que se establezca un canal de comunicación directo por parte de su líder en momentos de dificultades financieras y políticas, por lo que muchos concuerdan con que la empatía, la transparencia y otras características generan en los empleados un ambiente de comodidad y estabilidad, cualidades que desean ver siempre en los líderes de hoy.

No obstante, la responsabilidad de un líder va más allá de lo que la gente quiera ahora. Los líderes, deben asimismo soportar la carga de equilibrar las necesidades actuales contra las necesidades futuras, un acto de balance que requiere valor, especialmente en casos de crisis económica.

Finalmente, en momentos de situaciones de riesgo lo que se requiere es un líder con sutil combinación de características, ellos deben transmitir bienestar, estabilidad, demostrar empatía, ser optimistas, proceder con transparencia y sinceridad, todo esto al mismo tiempo que tomar decisiones complejas, emprender acciones agresivas y guiar con decisión a sus equipos. No es una labor fácil, pero hemos visto que grandes líderes lo han logrado una y otra vez con esfuerzo, han sabido sortear las dificultades que se presentan en tiempos de crisis.

“El valor del liderazgo radica en tomar decisiones que sean para beneficio de la organización por encima de uno mismo”, Kevin Kelly, director general de Heidrick & Struggles.

| Read article at portafolio.com.co

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

Leadership, Mexico Executive Search