Publications 121 - 140 / 158

Regardless of company size, location or industry, one thing is certain – recruiting for mid-level professionals has become enormously challenging and complex. Internal human resources departments can often become overwhelmed when faced with urgent volume hiring needs in concert with their core day-to-day responsibilities.
 

Korn/Ferry has monitored and analyzed the trends affecting Australasia's boardrooms for over 20 years. For the 2005 Study, Korn/Ferry has once again partnered with Egan Associates to produce Board of Directors Study in Australia and New Zealand 2005. This publication, our 24th edition, represents our annual survey on boards of directors in Australia and the seventh year New Zealand's companies have participated in our examination of corporate governance.
 

Managing governance issues is now a part of everyday corporate life. Corporations have integrated new or more stringent practices into their governance models and are ready to begin focusing more fully on running their businesses. But one problem persists: Director candidates who meet independence and professional capacity requirements are harder to find, and competition for qualified individuals is fierce.
 

More global companies are turning to executive coaching to help their senior executives develop. Executive coaching is especially important as companies implement succession plans and develop their next generation of leaders at all levels, but coaching is increasingly the preferred method of developing senior talent within organizations. Executive coaching is one of the most cost-effective means of helping executives assess and increase their leadership effectiveness, prepare themselves to move to the next level, and adapt successfully to the new leadership challenges they face.

Decades ago, when members of the C-suite had more time to learn their jobs and perfect their craft, executive development may not have had the urgency it does today. But today’s shareholders and boards have no patience with poor performance in the C-suite.

For over a decade, we have collected 360 data on men, women, individual contributors, managers, and executives. We have looked at age, how long the rater has known the learner, how often the rater has worked with the learner, confidentiality, the various rater groups (self, boss, direct reports, peers, and customers).
 

In the executive recruitment space, Korn/Ferry knew its competitive advantage would come from expanding its service offerings beyond just executive search programs into more consultative, human-capital management services such as conducting management assessments—evaluations of the leadership and professional abilities of managers and executives.
 

The anecdotal evidence from coaching suggests that the outcomes for executives can be profound, but how do we know for sure? How can we measure the effectiveness of any executive coaching engagement? What outcomes would justify the investment in executive coaching, and what would be a reasonable return on that investment? Perhaps most importantly, how do we know the coaching has achieved what it was intended to achieve?

The Retail industry is facing a dearth of talented executives at the top level. An effective strategy for Retail companies may be to look outside the industry for senior leadership. This whitepaper suggests the strategy of considering cross-industry executives as a means of increasing the candidate talent pool. Written by Tierney Remick, head of Korn/Ferry's Global Consumer Market, this whitepaper is on the cutting edge of an issue being spoken of in the industry but rarely documented.
 

The first few years of the 21st century brought nothing but turbulence to American corporate boardrooms. Maddening volatility in the markets, a sharp decline in investor confidence, intense scrutiny of financial reporting practices, and many high-profile corporate collapses laid the groundwork for reform. For both better and worse, Sarbanes-Oxley emerged and the forms and functions of corporate boards will never be the same. Change was clearly overdue in one area.
 

What are the unique human capital demands faced by Life Science companies with medical device and pharmaceutical entities? With the recent boom in the drug-coated stent market, now more than ever these companies must foster the talent necessary to keep pace with the lucrative potential of drug-device combination products. This whitepaper paper provides valuable insight into the pharma and medical device sectors and the universal leadership challenge of integrating diversified businesses.
 

To mirror the globalization of governance, the Korn/Ferry 30th Annual Board of Directors Study expanded the scope of this special anniversary survey to examine board practices and opinions of directors of major corporations throughout the world. Board members in the Americas, Asia Pacific and Europe were invited to participate in this landmark study.

Interest and enthusiasm is evident: 1,362 directors from 15 nations completed and returned the questionnaire. CEOs accounted for 32 percent of the respondents; presidents, 17 percent; and board chairmen, 32 percent.

Our first section reviews findings on a global level; regional results are then presented in distinct sections. The Americas encompasses Brazil, Canada, Colombia, Mexico and the United States. The European section is based on responses from board members of companies headquartered in France, Germany and the United Kingdom. Asia Pacific includes Australia, Hong Kong/China, Japan, Malaysia, New Zealand, Singapore and Thailand.

As with each of our Board of Director studies, selected issues pertinent to boards are examined. This year, corporate governance and regulation are the focus.

Data reported in proxies of FORTUNE 1000 organizations is the basis for our Proxy Information section. This data tracks changes in board practices of the largest public organizations headquartered in North America. Where appropriate, comparisons with information gathered during the past 30 years are made.