Publications 81 - 100 / 215

The current economic environment has ushered in new expectations for leaders – from increased scope of responsibility to heavier workloads to making decisions in more ambiguous conditions. Have these different expectations affected the set of skills that make a great leader?

"Coaching: An International Journal of Theory, Research and Practice," written by Korn/Ferry's Kenneth P. De Meuse and Guangrong Dai, examines the effectiveness and ROI of executive coaching.

The reality of deflated retirement savings accounts may be causing global executives to re-evaluate how long they stay in the workforce. A spring 2009 Executive Quiz released by The Korn/Ferry Institute reveals that a majority – 52 percent – of executives plan to retire at age 64 or higher, a jump of eight percent compared with results collected in 2004 when Korn/Ferry last surveyed executives about retirement plans.

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 fifth article in this series highlights the importance of managing your references in today’s socially networked and often litigious culture. Understanding how recruiters use references can help you choose and prepare the most appropriate people to speak about you as a person and a professional. In this article, the experts at Korn/Ferry describe how they find and work with the most solid referrals possible.

The global demand for metals and other basic resources continues to increase steadily despite the recent downturn in the world economy. Factors driving demand include population growth and rising living standards and expectations, particularly in underdeveloped and quickly developing countries.

The growing economic and political influence of the Hispanic market represents a crucial crosscurrent for U.S. companies in all sectors. Hispanic directors can provide the perspective needed to ensure that companies take advantage of revenue-growth, talent management and relevant community partnership opportunities.

As outsourcing's global reach and implementation steadily expand, boosting the demand for outsourcing executives, outsourcing firms will need to consider candidates well outside the typical competitive landscape. Although the traditional companies remain a viable target for talent, new Korn/Ferry research suggests that key skills and capabilities can be acquired outside of the industry and then honed into productive outsourcing leadership competencies.

In the aftermath of the global financial turmoil, companies today find themselves operating in an environment where the old fashioned values of discipline, accountability and sustainability are back in favour.

"Managing Against the Wind" by Korn/Ferry's Andrew Tsui (Hong Kong) and Mina Hsu of Mina Hsu Consulting, provides insight from twelve senior management executives, representing financial services, communications, real estate, construction, utilities, retail and consumer products on the factors that have helped companies navigate the current economic downturn. They also share the key management lessons they learned in the wake of the financial crisis, and their views on the lasting legacy of the crisis.

As the generics pharmaceuticals business model evolves, the industry faces many of the same challenges as those of the traditional big pharma. Consequently, generic drug companies may find that the key to continued growth will be breaking with tradition and recruiting and retaining seasoned big pharma executives. But, it cuts both ways, and big pharma may find that the expertise of generic drug executives accustomed to leaner budgets and product cycles is the tonic they need.

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.

For Asia’s leading private bankers, a slowdown in business caused by the shrinking overall wealth of clients in the region, wilting confidence in capital markets and other investment products, and an intensifying lack of trust in financial institutions at large, has not dissuaded them from seeking ways to reassure their clients that instruments still exist which can make them money.

"The Spanish 2009 Board of Directors Study" reports on the opinions and practices found in boardrooms of companies in Spain.

There is a small cadre of best-in-class foreign talent at the senior levels of top Asian corporate success stories like Samsung, LG, SK, Huawei, Haier and Lenovo, among others, helping to "globalize" key elements of the business. Reporting to the CEOs, these executives, by and large, don’t speak the local language and many have never worked in Korea or China. But their impact has been felt throughout the global enterprise and most of these Asian conglomerates expect to hire more foreign talent as CEOs recognize the importance of building global capabilities, beginning with the head office.

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.

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.