Publications 41 - 60 / 167

Korn/Ferry conducted a survey earlier this year to better understand how companies operating in China were responding to the current economic downturn from an organizational and talent management perspective. The results revealed that most are optimistic about the China market and rather than reducing headcount across the boards, the majority of companies were reviewing performance and releasing low performers. In addition, most executives considered assessment is a top priority, but only a third believe their China organizations measure leadership effectively.
 

In early 2009, The Korn/Ferry Institute launched a new thought leadership series called "Korn/Ferry's Career Playbook: Winning Strategies in Today's Job Market" to address executive job seekers's most frequent and pressing questions. The third article in the series discusses how to conduct a professional executive interview and provides an overview of the behavioral competency interviewing technique. It is based on insights from a number of seasoned Korn/Ferry consultants who were interviewed for the piece.

"Corporate Social Responsibility: The Evolution of the General Counsel in Asia" provides insights from over a dozen senior counsels from local and multinational organisations as well as legal practitioners in Asia on their evolving function and the role they play in influencing responsible business practices.

In early 2009, The Korn/Ferry Institute launched a new thought leadership series called “Korn/Ferry’s Career Playbook: Winning Strategies in Today’s Job Market” to address executive job seekers’ most frequent and pressing questions.

Higher education leadership search committees are faced with an uncomfortable reality: it is increasingly difficult to find superior candidates. In addition, once a position is filled, another pain point often emerges – the average number of years that a leader stays in a particular position continues to decline. What was once considered questionable or marginal tenure in a role is becoming increasingly common and accepted. It is no less concerning, however – three years, for example, remains a very short time to demonstrate substantive leadership impact.
 

It should come as no surprise that companies are paying close attention to their options for Recruitment Process Outsourcing (RPO). Today, RPO has matured. It is seen as a means of addressing all major areas of concern for talent planners: building a better workforce, controlling operating costs, and executing business strategy. Consistent with demand, RPO providers now offer many choices for companies looking at their recruitment options. The promise is great. With the right RPO in place, a company can apply best-in-class methodologies and tools to develop its recruitment strategy, support its employment brand, and achieve a direct and positive impact on the business.

Recognizing the need to institute stronger structure, law firms have been investing heavily in building stronger administrative teams to complement attorney leadership.

So, what have been the true results of this recruitment frenzy? Have law firms benefited from their new managements’ expertise? To test perceptions of value and to establish a baseline, Korn/Ferry conducted a survey examining administrative functions of the Global Top 100 Law Firms, the first in what will become an annual study.

The findings suggest that while administrative leaders are gaining stature with their respective firms, most are still having major difficulties in finding talented professionals to fill these positions.

The turbulent global economic environment is forcing senior executives in the basic materials industry to adjust the capabilities and skills of their leadership teams. To better understand the nature of these ongoing leadership talent adjustments, Korn/Ferry conducted interviews with nearly 100 global industry CEOs and senior human resources executives during late 2008 and early 2009. This research yielded some compelling results.

The Swiss 2009 Board of Directors Study reports on the opinions and practices found in boardrooms of companies listed on the Swiss Stock Exchange. In addition, the study examines the new attitudes and new rules that are emerging as a result of the current economic crisis.

In early 2009, The Korn/Ferry Institute launched a new thought leadership series called “Korn/Ferry’s Career Playbook: Winning Strategies in Today’s Job Market” to address executive job seekers’ most frequent and pressing questions.

“Fast Consolidation” occurs when organizations are quickly combined, business units are consolidated or the workforce is drastically reduced – all of which demand strong leadership from the top.

Today's boards will be expected to watch over an organization's various risks, while at the same time help corporate management develop strategies to cope with regulatory and policy issues. It is more important than ever for nominating committees to consider candidates with strong backgrounds in government policy making.

Korn/Ferry conducted this survey to understand perceptions, principle causes and experiences in the area of terminations or severances of senior-level management.

The 2008 Board of Directors Study – Australia and New Zealand, published by Korn/Ferry International in partnership with Egan Associates, has for several years commented on the structure, performance and compensation of boards of directors.

New opportunities and challenges confront the nuclear industry as its worldwide renaissance accelerates. Some of the most important questions facing organizations throughout the nuclear supply chain involve resource constraints. These issues, which boil down to steel, technology and people, will obstruct the nuclear industry’s resurgence if they are not properly addressed. 

Economic environments, globalization, mergers, governance concerns and business competition influence the way the legal function is seen, used, and led. Whether due to proactive strategic vision or reactive necessity, CEOs are embracing the untapped potential of the legal function and promoting the general counsel to business partner.

Executive recruiters share insights for speeding the process back to a career path.

Implications for Human Capital in the Aerospace and Defense Industry under a New Administration.

The second edition of The Public Relations Writer’s Handbook: The Digital Age offers a simple, step-by-step approach to creating a wide range of writing, from basic news releases, pitch letters, biographies, and media alerts, to more complex and sophisticated speeches, media campaign proposals, crisis responses, and in-house publications. To find more about the author, Don Spetner, please read the Mr. Spetner's author profile on the left hand side of this page.

Click here to read the first chapter free

Reflections from Asset Management Executives in Asia on Talent Strategies to Address Volatile Market Conditions summarizes key takeaways from a survey conducted just before the global financial crisis; views from a dozen of some of the most senior executives from leading asset management firms in Asia that attended a Korn/Ferry-sponsored Executive Forum are included.