What you should know before the headhunter calls ?

It’s tough to play well without knowing the rules. The employment game is no different: jobs may not always go to the best, but rather the best who know how to play the game. For those people who are in roles where positions are usually filled by companies using search firms, knowing how "executive search" works, particularly knowing what to do and what to avoid, can propel you throughout your career.

Why is this important to you?

In the world of employment search there are rules and common practices as well: knowing what they are, how things usually get done, and the pitfalls to avoid can assist you in being the best candidate you can be - and avoiding being the proverbial candidate from hell. Knowing how search firms work can also tip you off to how enthusiastic and serious, or how ho-hum, to opportunities that come your way.

In an earlier piece Ten Secrets Headhunters (Usually) Don’t Tell You many of the hidden or unsaid parts of the search firm - candidate world were outlined. This piece, and a following post, cover information that’s known if you’re in the business, not generally known if you are not.

Following that post, here are the key things you should know BEFORE a headhunter calls. As always, take these observations with an 80 / 20 grain of salt and note that these practices apply to the United States. Employment firm practices vary around the world, and the local practice may be different. In the UK, for example, historically all candidate referrals came through some sort of personnel / search firm agency. While that practice is changing, it’s still a different legacy than the direct hire AND search firm model used in the USA.

Two types of search firms

There are two basic flavors of search firms that get paid to find people to fill positions (and repeat from that earlier post: search firms do not get paid to help people like you find jobs, they get paid to find people like you who can fill the jobs the search firms are working) and they are not “good” and “bad.”

Those two types of search firms are retained firms, and contingent firms. The differences between the two can be great or minor depending on the search firm, the search executive(s), how the employers uses search firms, and the nature of the role. [Note: there are hybrids as well, such as “container” firms.]

Retained firms (hence the name) are paid a fee by employers to fill a position regardless of whether the search firm actually places a candidate for the role. Standard fees - sort of like hotel room "rack" rates - are typically 33.3% of first year’s total compensation (base and any bonus, and sometimes base and no bonus) of the candidate they place. Fees are sometimes discounted to anywhere from 30% to 25% depending on things like the volume of work done with a client, how well the employer negotiates, or how "eager" the search firm is to get someone’s business. At the higher compensation levels fees may be capped to search firms: a $2M candidate placement generates the same fee as a $3M placement.

Retained fees today are typically paid at 1/3rd of estimated total fee at commission of a search, 1/3rd around 30 days later, and 1/3rd around 60 days after commission of the search engagement. Administrative and office fees, frequently as a small percent of the engagement fee, may be added into the mix as well.

The larger national / international retained firms such as Heidrick & Struggles and Korn & Ferry are “leveraged ”: senior staff have junior and/or less experienced staff working for them to help on searches. These junior staffers typically handle initial sourcing working (talking with people who might be or might be a source to surface candidates) and talking to and qualifying potential candidates for referral to their senior associates for further screening.

At a senior level the sourcing (initial identification of possible candidates) tends to be more refined, and may be done mostly by the senior associates frequently with titles like "partner", "managing director", etc. Junior staff tends to be titled “associates”, and intermediate staff something like “senior associate” or “principals.”

A couple of the other international blue chips like Russell Reynolds and Spencer Stuart are a little less leveraged and senior staff may do more of the initial sourcing and screening. For senior searches (CEOs, EVPs, Presidents, etc.), even in more leveraged firms, senior staff tend to handle most of the heavy lifting and candidate screening.

Small boutiques have far fewer staff and the legwork of sourcing and screening typically falls upon the principal(s) rather than junior staff since any junior staff may be far and few between.

Retained search firms, after some preliminary screening, typically work with employers to sort through, based on their initial screening, who should be further vetted by in person interviews by the search firm. These vetting / biography recap summaries typically provide employers academic and work background information, and a high level sense of a potential candidates work history. Contingent search firms rarely take this step: the nature of the fee arrangement incents contingent firms to put as little up front time and money as possible since there is no known pay-off.

After the vetting conversation(s) with the client employer, search (again: almost always retained) firms interviews those candidate(s) identify as worth speaking to in person. Those interviews typically involve the search person traveling to visit the candidate, though I’ve had first hand experience where I’ve been flown in as a candidate to see the search firm exec.

A second vetting review between the employer and search firm, usually complete with a more detailed and personalized candidate work-up including salary history, job background with accomplishments and challenges, and a read on candidate personality, occurs and decisions are made as to which candidates appear to merit interviewing with the employer, and potentially in which order candidates should be seen.

A common experience at a firms like Barclays Global Investors, in part based on travel schedule and availability, was for the hiring manager and someone like a senior recruiter managing the search to interview candidates - usually in person but sometimes over the phone - as a first employer screen following search firm vetting. If candidates merited further interviews, they get scheduled to be interviewed at a later date by more company managers, and seen again by the hiring manager and perhaps someone like that same senior staffing person. (The most times I knew of someone be interviewed at BGI was 28 interviews over multiple visits, and the candidate - who was from Tacoma - ended up declining an offer, claiming their spouse was not ready to move to the San Francisco Bay area.)

Retained and contingent firms will frequently have "no touch " provisions with prior clients: these "I won’t solicit, recruit, or interview anyone from your firm" agreements can be as broad as an entire company or limited to specific divisions or even functions within divisions. These no touch arrangements can also be based on the quantity of search work done for a firm. If you’re a great candidate, but you’re in a company covered by a no touch, you are unlikely to ever be brought up for consideration unless the employer engages with the client employer directly.

One reason why some firms choose multiple search firms is so they can work around restrictions their preferred firm might have with targeted companies. Another reason why some firms, such as when I was with McKesson in the 1990’s, use more than one search firm is to try to build up "no touch" positions with multiple search firms, in essence "moating " their employees from being contacted for searches. In general it would be considered unprofessional and unethical for retained search firms to recruit from current clients.

Contingent firms may have fewer constraints on their sourcing. Retained firms usually work on an exclusive basis (e.g. no other firm has been engaged on the search). From rare time to rare time you may see firms partnering with other search firms on a search, usually at a senior level, and usually as a way to work around no touch provisions.

Contingent search firms have some similarities and some key differences from retained firms. The most significant is that contingent firms get paid when and if they place a candidate (hence the name contingent). While there is no hard and fast rules, contingent firms tend to be involved with positions ranging from $50,000 to somewhere in the neighborhood of $150,000-$200,000. Retained firms generally are working in the space of approximately $150,000 and north to millions of dollars.

Contingent fees tend to be structured differently than retained search firms: more fees in the range of 20-25% rather than the higher ranges generally of retained firms. A search for a roles where contingent firms are involved is frequently commissioned to multiple search firms, and it’s not unusual (note I didn’t say effective) to direct two or three firms to handle get commissioned for a search and add others if there is not movement on the search. While many employers discourage the practice, some contingent recruiters will send in uninvited resumes for positions – open or not. Should a candidate interview and be placed there can be a scramble for who actually brought the candidate forward. Not your (the candidate’s) problem but a pain in the bottom for employers.

It’s also not unheard of for a contingent recruiters to “resume trolling ” – collecting resumes to stockpile from candidates when no search is actually involved.

As noted earlier in this post, way fees are structured generally incent contingent firms to spend less time on a search than retained firms since time spent on searches – which may go nowhere – because it means greater cost with no return. While contingent firms have a bad rap as “paper mills”, sending candidates resumes in for any job for which they might be qualified, there is a bias in the way most employers work with contingent firms (engaging multiple search firms at the same time) to encourage that sort of resume mill behavior.

While it would be rare (I can’t think of a single incident in 30 years in the people business) of a retained firm not interviewing a candidate before sending over their paperwork to an employer, many contingent firms engage in that practice.

Cut to the chase

Retained firms generally move slower, are more thorough in candidate interviewing and sourcing, and command greater fees than contingent firms. Staff tends to be longer tenured, and on average more professional.

Contingent firms tend to be more nimble, will generally have a less depthful sense of the candidates they’re submitting, and will perform far less handholding service (bios, candidates summaries) for the employer. They can also frequently be more nimble, turning around searches quickly but not having the longer endurance (one the candidate pool is gone, it’s gone) of a retained firm.

This article was written by J.Mike Smith which can be viewed on

http://backwest.com/wordpress.backwest.com/?p=1344&goback=.mml_sent_none_DATE_1.mid_183760467

How To be Remarkable

How To be Remarkable. Be Extreme

Remarkable means doing more than anyone else.
Extremism is necessary. Half-measures won't do.

Being remarkable means impressing an audience. Not yourself.

Of course, most people won't appreciate your efforts to be remarkable. But, so what? Most people can't do squat for you. They just try to keep you down.

A few people insanely focused on what you do is better than thousands who are mildly interested.

Average is for losers; Get appreciated or not, whether You Win or Lose. You have to be different.

There are very few people like this, in any area of life. Most people freak out when their plan goes awry. They panic. They feel lost.

You might think you are like this in your area, but you don't know until you get nearly to the very top and you see the difference between the people two steps from the top and the top.

Abandon yesterday. What's fashionable is commonplace, not remarkable. There are no problems, only solutions. Find a way. Make it Work!!!

Intersearch Ranked 11th Globally

InterSearch Worldwide was ranked 11th in Kennedy Information's Executive Recruiter News (ERN) exclusive global rankings of retained search firms for 2008, rising three places from the No. 14 position the organization held in 2007's rankings.
The 97 offices of InterSearch's global network reported revenue of U.S. $119.3 million in 2008, up +12% from last year. Only 9 of the top-20 global executive search firms reported growth in 2008, the others reporting loss of revenue of up to -13% due to market conditions during the year's last two quarters. InterSearch Wordwide's revenue per consultant was $486,900, up from $421,100 in 2007.
"This is a confirmation of our organization's strengths and InterSearch's capability to create business opportunities, especially in emerging markets where the effects of the global economic crisis have been felt less. We will continue to focus on providing top-quality services by combining in-depth local market knowledge with an international mindframe" commented Patricia Epperlein, Chairwoman of InterSearch Worldwide.
ERN's 2008 ranking includes the 20 largest global retained executive search practices with specific data on revenue, growth, revenue-per-search consultant as well as the number of offices, partners/consultants, and associates/researchers.
InterSearch Worldwide is a global network of search firms consistently ranked amongst the largest retained executive search practices in the world by Executive Recruiter News and search-consult magazines. InterSearch is currently represented in more than 40 countries, staffed by local professionals selected for their experience and reputation in their own markets and their ability to operate internationally.

InterSearch Worldwide's 90 offices across the globe were retained to execute more than 3,100 executive search assignments during 2008.

Approximately 150 of these searches were cross-border assignments, in which InterSearch consultants from more than one country cooperated in order to deliver the best possible results to the search firm's international clients. Consultants from all regions participated in these projects, including consultants from InterSearch offices in developing markets.

Major sectors with high demand for cross-border executive search business in 2008 included Automotive, IT/Electronics, FMCG, Capital Equipment and Machinery, Life Sciences, and Manufacturing.

This is beautiful - and it is surely worth making the 5 finger prayer a part of our lives.

1.Your thumb is nearest you. So begin your prayers by praying for those closest to you. They are the easiest to remember. To pray for our loved ones is, as C. S. Lewis once said, a 'sweet duty.'

2. The next finger is the pointing finger. Pray for those who teach, instruct and heal. This includes teachers, doctors, and ministers. They need support and wisdom in pointing others in the right direction. Keep them in your prayers.

3. The next finger is the tallest finger. It reminds us of our leaders. Pray for the president, leaders in business and industry, and administrators. These people shape our nation and guide public opinion. They need God's guidance.

4. The fourth finger is our ring finger. Surprising to many is the fact that this is our weakest finger, as any piano teacher will testify. It should remind us to pray for those who are weak, in trouble or in pain. They need your prayers day and night. You cannot pray too much for them.

5. And lastly comes our little fingers- the smallest finger of all which is where we should place ourselves in relation to God and others. As the Bible says, 'The least shall be the greatest among you.' Your pinkie should remind you to pray for yourself. By the time you have prayed for the other four groups, your own needs will be put into proper perspective and you will be able to pray for yourself more effectively.

lets all join our hands and pray for a beautiful, loving and a peaceful world :) : )

Company Policy, No Bananas

I would acknowledge the author of this tale I am about to tell about company policies. The story begins-

"Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs under it.

Before long, a monkey will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, spray all of the monkeys with cold water. After a while, another monkey makes an attempt with the same result; all the monkeys are sprayed with cold water.

Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it. Now, turn off the cold water. Remove one monkey from the cage and replace it with a new one. The new monkey sees the banana and wants to climb the stairs. To his surprise and horror, all of the other monkeys attack him.

After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm.

Again, replace a third original monkey with a new one. The new one makes it to the stairs and is attacked as well. Two of the four monkeys that beat him have no idea why they were not permitted to climb the stairs, or why they are participating in the beating of the newest monkey. After replacing the fourth and fifth original monkeys, all the monkeys that have been sprayed with cold water have been replaced. Nevertheless, no monkey ever again approaches the stairs.

Why not?

Because as far as they know that's the way it's always been around here. And that's how company policy begins ..."

It is a good tale. It is funny and it brings out the point but is too ludicrous to be true in business circles?

All organisations have a tranche of policies which may be out of date or do not fit the environment in which the organisation now finds itself and cause significant levels of ineffectiveness. The solution to this often unseen problem is to review all policies and processes which are three or more years older for their purpose. As businesses evolve the parameters that impact performance and efficiency too evolve.

The earlier we observe the merrier, Otherwise we all risk making monkeys of ourselves!!!

Sign of the times

On efficient use of resources

Here is a good forward from a friend on mine.

Buddha, one day, was in deep thought about the worldly activities and the ways of instilling goodness in human beings. One of his disciples approached him and said humbly " Oh my teacher ! While you are so much concerned about the world and others, why don't you look in to the welfare and needs of your own disciples also."
Buddha : "OK.. Tell me how I can help you"
Disciple : "Master! My attire is worn out and is beyond the decency to wear the same. Can I get a new one, please?"
Buddha found the robe indeed was in a bad condition and needed replacement. He asked the store keeper to give the disciple a new robe to wear on. The disciple thanked Buddha and retired to his room. A while later, he went to his disciple's place and asked him "Is your new attire comfortable? Do you need anything more?"
Disciple : "Thank you my Master. The attire is indeed very comfortable. I need nothing more"
Buddha : "Having got the new one, what did you do with your old attire?"
Disciple : "I am using it as my bed spread"
Buddha : "Then.. hope you have disposed off your old bed spread"
Disciple : " No.. no.. master. I am using my old bedspread as my window curtain"
Buddha : " What about your old Curtain?"
Disciple : "Being used to handle hot utensils in the kitchen"
Buddha : "Oh.. I see.. Can you tell me what did they do with the old cloth they used in Kitchen"
Disciple : "They are being used to wash the floor."
Buddha : " Then, the old rug being used to wash the floor...?"
Disciple: " Master, since they were torn off so much, we could not find any better use, but to use as a twig in the oil lamp, which is right now lit in your study room..."
Buddha smiled in contentment and left for his room.

If not to this degree of utilization, can we at least attempt to find the best use of all our resources at home and in office? We need to handle wisely, all the resources earth has bestowed us with, both natural and material so that they can be saved for the generations to come.

2009 Global Executive Search Trends- Cook Associates

Here is an article on the global trends of executive search in 2008- 2009.

This has a picture of the ground realities of US, South Africa, Belgium, Malaysia, Brazil, Australia, India and Japan. It also gives the plans for a path forward in the current and projected scenario in the recruitment and executive search markets in these countries. Go to-

http://www.cookassociates.com/executivesearch/documents/trends_globalsearch.html

An excerpt:

Coping: Leading in 2009
Winston Churchill once said that attitude is one little thing that makes a big difference. Attitudes are contagious. In 2009, exuding a positive attitude will be one of the most important behaviors to help navigate through the turbulence.
“For years there has been a war for talent, now there is a war for employment,” says Schelstraete.
That is why Schelstraete is going to give hope to people he works with, highlight positive news, meet more candidates and keep clients aware of the opportunities for recruiting.
Barrick seconds the approach. “It is never easy to conduct a truly consultative service-based business,” says Barrick, “So let’s be nimble, let’s be innovative and let’s continue to deliver with passion.” “We have identified key short-term objectives and measure ourselves monthly in our progress towards achieving them,” says Barrick. “We have launched an internal campaign amongst all our staff called “passion lives here.”
Khoo of Malaysia is going to be more aggressive in her recruiting strategies aiming at more recession proof industries.
For Epperlein in Brazil, the solution of 2009 issues lies in transforming challenges into opportunities for growth.
Both Waite and McCool of Australia and the United States respectively agree that the solution lies in developing closer and more effective communication with the clients.
Meanwhile Wouters of Japan is going to focus on staying in the public’s attention by efficient marketing and public relations efforts.
Misra of India sees the way out by arming with key strategic tools. “In the current scenario, as companies employ “targeted hiring strategies”, it is important to equip ourselves, more than ever, with information and an active awareness of the availability of specific skill sets in the market place,” says Misra. Fortified with the right strategies, executive search consultants can help position prospective candidates more effectively.
Although the globe is bent with the hurdles of a rough economy, executive search firms see opportunities on the horizon. Good executives will no longer be adequate for futuristic companies looking for excellence in CEOs and hence, with executive recruiters. Thus, executive search firms will have to be ready to meet the demands of their clients and provide services better than ever before. Whoever withstands the storms of 2009 will be ready to embark again.

Spearhead Intersearch in Mumbai

Look out! Here comes our Mumbai team in battle gear and fully armed... to hunt for heads in your city. The newest addition to the SHIS family, Mumbai office is now fully functional.
Inviting Sridhar and Mayur Vora to give all the details here, and some photographs of our lovely office and lovelier guest room. It looks yummy, Im sure!

India Inc. Meltdown Impact

India Inc. is cruising slow but steadily as the global slowdown has dampened the hiring prospects, causing it's outlook to hit lowest ever.According to a survey only 19 per cent of the employers are showing positive recruitment plans. There seems to be a considerable decrease of 24 per cent points quarter-on-quarter and 27 per cent year-on-year.

Employers in India report the second strongest hiring intentions globally, next to Peru. The situation is unclear;the amount of damage done to the world economy is uncertain and the clear picture can come up only in next 5-6 months time.

East India has the strongest hiring plans with a net employment outlook of 20 per cent followed by the South India at 19 per cent. However, the weakest hiring plans are surfacing in West and North India at 18 per cent only.

Analysis shows that mining, construction and manufacturing sectors can expect the most active hiring environment. While Wholesale and Retail sector can get the worst hit with a net employment outlook of 11 per cent.

Though global slowdown has affected world's economy the positive sign is that India and China are surviving it relatively well with the latter being limited to -1 per cent to the expected growth rate.

Visit to BIEC Automation Fair

Dev has an interesting article.

http://spearheadatbiec.blogspot.com/2008/12/fun-at-work.html

Here is an excerpt:

“Dev, you and Krithi get ready for the Automation Trade Fair on 10th December at the BIEC”. Those were the first words of SB when he stepped into office on Monday, 8th December.

Believe me, I was on my foot and said, “Yes Sir”. I found out the names of the participating companies, didn’t print it though. I got the cab booked (AC – Tavera); after all we were representing Spearhead Intersearch.

So 10th December it was and we were there at the entrance. It was a fair where around 500 companies from automation and engineering sector were to showcase their products and services. Krithi, a goddess who just came down to earth in a black salwar suit was the centre of attraction and the god himself was just making the girls go crazy in light purple shirt and pitch black trousers.

The setup in BIEC was huge. Sorry, I don’t have any pictures to support the last line but I am telling you, it was indeed a great show. You could actually see faces from almost every part of the world standing in their respective stalls, all looking enthusiastic and charged up (They had to be, it was 11 AM in morning) showcasing all kinds of components and equipments used in factories and automobiles.

However, for us it was a nightmare. I am an electronics engineer and Krithi I believe is also the same and here we are in the middle of Pumps, Motors, Shafts, Belts, Screws, Filters etc etc etc. I always told my dad that I wanted to be a Mechanical Engineer but he never listened to me (Sorry dad. I just pulled you unnecessary into this). We could see people in front of us, we could see them staring at us but we were still thinking as to where and how should we start. Now the famous lines comes into play, Where There Is a Will There Is a Way (Oh!! that rhymed...hai Na? Sometimes I think that I should have been a poet...haha)

Anyways, let the story continue. So we took a round of the entire hall and decided that it’s time to attack the Germans. We were actually looking for faces. I don’t know whether you would agree to me or not, but I think that one can easily make out from the face of the person that whether he is a CEO or MD or someone else and this works with me when relating faces to roles. We were bang on target from the beginning as we bumped into one CEO and then into an MD. Believe me; talking to them is far more knowledgeable and fruitful rather than speaking to some company representative. So we were doing well, actually very well indeed.

There were mostly German companies who have some distributor in India. Most of the Indian partners or subsidiaries were pretty new to the Indian industry. When asked about the plans of expansion almost everyone had one common answer, “This recession has put a halt on our plans of expansion. Maybe in the next 1 year we would think of coming to Indian markets as they hold great opportunities”. Everyone actually praised the Indian markets and still India is sometimes referred to as 3rd world country, strange, isn’t it? We got to speak to lot of people, some were even themselves looking for change (ya ya...dont worry, I have their names and numbers).
We were at our peak of BD when suddenly Krithi’s sandals gave up; I guess it had enough of walking so it just snapped. But that did not stop Krithi from walking. She did not look down or even back down. Spearhead spirit is just great. We then went to other stalls. We also met the officials of a company from Taiwan. They were good, but believe me after we spoke to them I am actually planning to open an institute and name it as Can You Teach Me English? You won’t believe, I had to bend down, fist to match his height and then I had to reduce my rate of speech from 120 wpm to almost 30 wpm. It was a challenging thing to do and you know Dev and Krithi, we are born to take challenges. Anyways, we finally took a break and had lunch at the food court there, Executive Non-Veg meal and a Chicken Club sandwich. It was good. Could have been better if they would have used some extra pieces of chicken. Well, I guess the chicken sale also has taken a hit in this recession period and the chickens have reduced their egg laying capacity. “You don’t give us food, we won give you eggs”, that’s what the chickens must be saying.
The post lunch session was also good for us. We met lot of officials. Showcased Spearhead Intersearch in the best possible professional way. Gave out lots of visiting cards and also collected lots of them. I would say it was a good day. Lot of work done. Lots of contacts made. We may not be able to target them right now, but 6 months down the lane we sure would have a good chance of healthy business with them.

Overall, it was a good exposure for both of us. We have two pictures that we took when we were out of the halls. Actually were so busy working, we actually forgot taking pictures to make this more illustrious. Anyways, something is better than nothing.

What are the prime requirements to be a successful headhunter?

I came across this article on one of my group in Linked-in. It was posted by Abbas Jalias Rizvi, Deputy Manager Recruitment, ACME Tele Power Limited

This question was asked to me just when my career as a Search Consultant had started. I believe one is born a Search guy; we are headhunters by birth or not.

So what is mandatory to be in Headhunting:
1. Memory: Always remember whom you interacted with, even if it has been years. Or at least don't let the other person know if you don't remember at all. The name of key people in the industry or vertical should be on tips and the movements keenly watched for and scrutinized too.

2. Relationship: A personal side always help in the Indian scenario. People love to meet for lunch and talk over a cup of tea. These activities go a long way. After all relations are what we build and networks are what we thrive on. But more important than that is what kind of value adds these things can do for you. Some people can be good information churners for a headhunter, what we call the insiders, and some people would like to even give you a casual call for infomation. So people connect with you for something or the other. It's a give and take relationship, which at least we would like to call in good words mutually beneficial.

3. Ego: I have come to believe now that it's not about money, it's not about anything else. It is about power. The power of information and the maturity the Search industry can provide you is what I still love it for. This overwhelming sense of reach and approach make people sustain in it for long. It's the equality and fair share of ears from people double my age which I loved. You are a consultant to all.

To sum up, I would like to just state what I said to my batchmates when they asked me for my choice of industry. "I am interacting with those people right now whom you would continue seeing newpapers, television, and websites for another 10 years. And yes I address them with their first names."
http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=51584&discussionID=557407&commentID=692281&trk=discq_mor&goback=%2Ehom#commentID_692281.

Tata will top car market share growth

By 2013,the global market share growth of India's Tata brand cars will be the highest among all brands,says a study by leading global market Intelligence firm US basedGlobal Insight.
The study prepared for the Indian automative industry lobby Xociety if Indian Automobile Manufacturers (SIAM) says tgat by 2013, Tata brand light vehicles will double their global market share from 0.6 per cent to 1.2 per cent - a gain of 0.6 per cent.
The second fastesst growing car brand will be the Chinese brand chery,the market share of which will grow from 0.6 per cent - the same as that of the Tata brand now - to one per cent by 2013.
India's maruti brand too will see an increase in its global market shar from one per cent now to 1.1 per cent by 2013.
Apart from these brands the other brand that will see a big rise in market share is the French Renault.It is predictedd to gain 0.3 per cent share from 3.1 per cent now to 3.4 per cent by 2013.
Other gainers would be the Japanese brand Nissan,German brand BMW and AudiJapanese brand Mitshubishi,Czech Brand Skoda and Chinese brand Wuling.
Market study says that Japanese brand Honda, German brand Mercedes -Benz and US brand Dodge will have almost the same market share.
The worst hit brands will be the US brand Ford,registering a decline of 0.7 per cent that will be from 7.1 per cent now to 6.4 per cent then.
The next worst hit brand will be the French brand Peugeot.


Research : Tata Young a Thai American singer,model and actress has got her name sought after the Indian car manufacturing brand Tata.When Tata Young's father was travelling in India,and he can't think of a name, those days Tata was very famous in India, and that is how she got her name.

Bata shoe mogul dead

Thomas Bata, owner of the global shoe conglomerate 'Bata', a house hold name in India, died here at the age of 93.
A spokesperson of Bata Shoe Museum said he died early yesterday in Sunnybrook Hospital only weeks before his 94th birthday.
She did not give cause of his death. Funeral arrangements were not immediately known.
Bata is survived by wife Sonja, a son and three daughters.
Bata came to Canada to make his mark, he had said some years ago. "I wanted to do something where I could say OK, now this enterprise I built on my own. Canada was the one country that I selected for this experiment." By 1940, the Batawa plant was in business. And after 1945, when the Czech factories were nationalised by the Communists, the company headquarters was relocated to Toronto under Bata's leadership. Toronto is home to the Bata Shoe Museum, a four-storey structure with 10,000 shoes.
The company returned to the Czech Republic in 1989, after the Communist regime ended, nearly 100 years after the firm was founded in 1894.
Thomas G Bata, a grandson of the founder, became chairman of the business in 2001.
Bata's father, Tomas, a ninth generation cobbler, founded the shoe empire in Zlin in 1894, which later swelled into the giant Bata Shoe Organisation. Thomas Bata ran the shoe company from the 1940s into the 1980s.
"One of the greatest personalities of our time has left," Czech President Vaclav Klaus said in a statement.
"Despite ill fortune in his homeland, he managed to succeed in the world and became for us a symbol of business success. We will all miss him," Klaus said.
Born September 17, 1914, in Czechoslovakia, Thomas Bata's life was buffeted by the worst horrors of the 20th century. He exiled himself in Canada in 1938 when the rise of Nazism forced him to flee his homeland. Seven years later, having served with the Canadian army on the battlefields, he returned to his freshly liberated birthplace, but not for long When the communists took over the country after the WW-II, they seized his factory and declared Bata a capitalist evil.
"I found it very sad," Bata said in an interview in 2005, "because what we thought was liberation really became a dictatorship of the communists." The regime gave the company a new name and it went on making shoes, but it was Bata, headquartered in Toronto that remained a byword for shoes.
Bata broadcast support to the dissident movement on Radio Free Europe and offered his business as a vision of what could be - "so that people would see that the democratic system, based on democratic economy, would be the most advantageous for them." It took 40 years, but vindication finally came in 1989. As Eastern European communist dictatorships collapsed one by one, Vaclav Havel, the Czech dissident leader and playwright turned president, asked Bata to come back.

List of Small-Medium HR firms

Finally someone has taken the initiative to build a comprehensive list of HR and OD firms doing good work but not so widely known. Here is the link- http://gauteg.blogspot.com/2008/06/list-of-small-and-medium-management.html

Hope to see the list grow with suggestions and new names coming in.

Microfinance in Northern/Eastern India

A lot is being said about microfinance in Andhra Pradesh, Tamil Nadu or Gujarat. What many dont know is the slow but steady rise in micro financing in the states like Bihar, Jharkhand, MP or West Bengal.
Recently SKS, one of the biggest microfinance companies in India and now featured in a Forbes list, opened shop in Bihar. Already companies like Basix, Share and Nidan has been getting its market share. Smaller start-up companies are coming in with the help of giants like Unitus or the Dell Foundation or the Bellweather Foundation to hold their hands.
Cashpor Microcredit operating in Bihar and UP has recently crossed the 100,000 client mark. These are some of the poorest regions in India. This is a tiny number as compared to states such as Andhra Pradesh, but it is a significant start nevertheless. Bandhan and Arohan are smaller setups working in various districts in West Bengal.

What does it mean for us.

Whereas larger microfinance companies have been using the services of executive search firms for some time, only recently have the start-ups and smaller firms realised the need to get top talent in their top management. Microfinance organizations are not always not-for-profit firms and hence selling and recovering becomes integral to their bottomline. What is required then is aggressive selling of loans on the one hand and also humanitarian forms of recovering the loans without pressure but with efficiency. Founders are understanding the need of getting corporate hotshots, with experience in private banks or even from diverse backgrounds like FMCG selling to lead the business from the front.
A perfect match would be a combination of the above skills with the passion for development work. And whereas that is not to difficult to find, one has got to know where to look.
Sammaan Foundation is a non profit company started by two graduates from IIM-A and IIT-K. It provides funds to rickshaw pullers and even redesigns rickshaws to suit the pullers and passengers better. The difference brains make to the project is this- besides funds from leading funding agencies these two have deviced other revenue generation shemes, advertisements on rickshaws, mineral water bottles and newspapers to passengers etc, while working towards a sustainable livelihood for the pullers.
Therefore, young brains are always available to lead companies to a bright future. More and more microfinance agencies are realising that. And they are ready to pay the price to get them on board.

Indians in the TIME 100

The 2008 Time 100 list has, surprise surprise, Sonia Gandhi, Mr Tata of the Nano, Indra Pepsi Nooyi. Well, Ms Gandhi was not born Indian, and Ms Nooyi was but grazes greener pastures. That leaves Ratan Tata, the only 'true' Indian on the list. Well, there is the Dalai Lama too, and one can vehemently argue that he is as much Indian as you and I, after all, we all root for a free Tibet too.
BTW, Hu Jintao, also makes the list. Thank God they put the Dalai Lama before him, even though the list is not ranked.

"Say you'll stay..."

...Goes a song from the Cranberries.

Technology boom, open markets, vibrant job-scene... this is what the world has to offer the average college grad today. Consider this- in the next 5 years the old bastion will have retired. More than 55% of the country will be below 25. Companies across the globe will be flooded by new blood. 20-25 year olds... the 1990-s born.
Already expectations of the new recruit are sky high. They would have seen their grand parents and parents in a particular job set-up- one company, one job, slow growth, painful trudging up the hierarchy, slow salary raise through ones career. Not for them, this scenario. Economic optimism and a growing job market means they will not stay put for less salary or advancement in career. They are not afraid to jump and more often than not, they are not the worse off for it.
"It's a very different generation," says S. Gopalakrishnan, chief executive of Indian tech giant Infosys Technologies "They want immediate rewards."
The challenge, hence, is to find the balance... a way in which to utilise their energy while giving a realistic viewpoint to their expectations; address both their desires and frustrations.
Given the large population on youngsters in the job market, what India will do today, the world will learn tomorrow.
"India is going to be a lab for lessons that we'll apply to other countries," says Lyndon Rego, manager of innovation at the Center for Creative Leadership in Greensboro, N.C., which develops leadership training programs in emerging markets.
And the experimentation is already under way in companies like Infosys, IBM, Mindtree and the like, which have all revamped their training and orientation programs for the young recruits below 30.
In the graduating batch of 2007 IIMs, a large percentage has already shifted jobs, some even twice. In one year. With this years financial slump, the trend might slow down a little. However, the 2008 batch of B-schools and engineering colleges have just finished their placements. In a few months we will know what they will decide to do, and who will finally be able to make them stay.

How much have we heard about the "Kolkata work culture". For generations it is a well known fact that Bengali-s are a lazy lot, dreaming away their days and singing and chatting away evenings, till its time to sleep. In Kolkata only though. Take a Bengali out of Bengal and he is a different animal. He not only works his backside off, and parties through the night, but also is the first to call his country cousin's bluff, first to criticise the above mentioned work culture, the first to point out that "they" all take siestas and jump for joy on bandh days.

We have a whole separate set of vocab for our gabbing. The "babu", with all its negative connotations is a quintessential Bengali term from the time when Writers Building first came into existence.

Have you heard of "rowak culture"? That is when a group of people sit on a 'rowak', that is any level ground where you can sit, and "give adda", (a word now in the Oxford dictionary, all hail) or while away time by talking. And how they talk. Any typical 'rowak' conversation could start with Bhajji's insult and end with Sarkozi's declining support in France and maybe touch Anjelina's pregnancy somewhere in between!

But Bongs, they are a-changing. The latest news is that "rowak adda-bajs" are joining the list of the endangered. Can it be that Bengali-s are finally trying to get some work done? Could well be. Leave Dalhousie's laid back lumbering afternoons and head towards the swanky buildings of Salt Lake Sector 5. The only locality in Calcutta spared the onslaught of Bandhs (another word recently introduced to the Oxford dictionary). That's the IT hub in the city, trying hard to look and feel Bangalorean. Glass walls reflect well dressed young men and women rushing about for a quick bite, a far cry from loose trousers and 'half-shirts' of the Government employee.

Real and retail estate is on the rise once again. Malls like South City are creating a whole new place for kids to spend their time. The Bengali has finally learnt to dress for a night out. Night clubs are usually full, restaurants have one hour waiting periods, marks and spencer lingerie is selling like hot cakes. And we are working for it. Finally there is an outcry against another bandh. People are out on the streets, almost defiant, inspite of lathi weilding goonda types (party workers, no less). We want the world to know we are not like that. We want that message out- "look ma, no holiday".

We are trying to stop talking and start walking. And if that happens in the heart of Bongland... watch out world.

A press release on Spearhead Intersearch, the Indian arm of Intersearch Worldwide

INTERSEARCH WORLDWIDE STRENGTHENS ITS PRESENCE IN INDIA

InterSearch Worldwide, one of the largest executive search networks globally, announces its expansion to India.

The newest member of InterSearch is Spearhead, a leading executive search firm incorporated in 1997 with a team of 20 seasoned search professionals based across four major cities - New Delhi, Bangalore, Kolkata and Mumbai. In addition to several of the largest Indian corporations, Spearhead has been retained to fill senior leadership positions in India for a client roster including organizations as diverse as the Bill & Melinda Gates Foundation, the World Bank, Honda, Nike, Mars Inc., Merrill Lynch, Bata India, Tupperware, Alcon Labs, Givaudan, Accretive, Vertex India, Emptoris, MWG, CIFF, Siemens and many others.

"We are privileged to be a part of InterSearch Worldwide, a top ranked global network. The values and qualities that InterSearch stands for are very important to us. In a growing and rapidly developing economy such as India, where corporate / business opportunities abound and the war for talent is raging, it is imperative that we bring genuine value and higher standards for our clients, through global capabilities in a local setting. Our partnership with InterSearch gives us this strength and enhanced capabilities to widen our service offering. This is already evident through the amazing response received from a key barometer – our clients! They’ve given a huge thumbs up to the news of Spearhead joining InterSearch and they are excited about the new business possibilities they can explore, without having to worry about finding leadership talent in India or globally," commented Jyorden T. Misra, Managing Director of Spearhead InterSearch India.

InterSearch is the 4th largest search firm worldwide for 2007 by number of offices, according to the annual survey conducted by search-consult magazine.

Also-

InterSearch Worldwide: EMEA Business Development Meeting & Belgian HR Awards
Executive search consultants from InterSearch offices in 16 European countries attended a regional business development meeting hosted in Ghent by Schelstraete & Desmedt, the Belgian InterSearch partner, on January 24 and 25.
The meeting was scheduled to coincide with the 8th Annual Human Resources Awards organized by Schelstraete & Desmedt, an event designed to reward the best graduate thesis in the field of Human Resource Management and Organisational Development, thereby building a bridge between the academic and business world.
Ms J. Gysels of the University of Ghent won this year's HR award with her thesis on "The Relationship Between Job Search Objectives and Job Search Behaviour".
In line with the subject of the selected thesis, the main topic of the event was talent acquisition. Key note speaker of the event was Astrid De Lathauwer, Chief HR Officer of Belgium's largest telecom operator Belgacom, who gave attendees a unique perspective on "The War for Talent in 2008: Is It Really Happening?"
“It was very interesting to listen to innovative ideas on how to motivate managers to make the right recruiting decisions with a long-term view, keeping in mind concerns about changing demographics” commented Heinz-Dieter Hestermann, Board Director of InterSearch Worldwide.

Media contact:
Carla Calvo ( +39 335 7429756 calvo.c@intersearch.it)
Harris Karaolides (+30 210 7294 720 info@symvoli-intersearch.gr)

Barefoot Banking

Seven Indian micro-finance companies have made it to the top 50 in the Forbes list. A World Bank study found that in rural households in Andhra Pradesh and Uttar Pradesh, 59% lack access to deposit account and 78% lack access to credit. There are 360 million "poor" households, both rural and urban, as the potential customer base for micro finance institutions to reach.

Still much of the microfinance action is happening in South India, mainly Andhra Pradesh and Tamil Nadu. But just in the last five or so years micro finance has moved from the periphery of the financial sector to the forefront. As Forbes puts it "even philanthropy aimed at alleviating poverty can be profitable".

In India, in Andhra Pradesh the three MF institutions, Share, SKS and Spandana, has extended from servicing about 1 lakh families to more than 15 lakh families today. Almost all major financial organizations, ICICI, Citi Group, HDFC, SIDBI, Grameen Group, have a share in the pie.

Empowerment of the poor seems to have become the buzz word globally. One just has to wait and see where this leads to in another 10 years time. The transformation of this nation depends on the power being passed on to the farmer, the small entrepreneur, 'the butcher, the baker, the candlestick maker'.

When Mr. Gubin’s wife is Mrs. Gubina

Here is a nice article I came across. Old one though. But makes for good reading.

It’s important to learn the nuances of business etiquette in the country you are visiting.

A young vice-president of a large Indian engineering firm went on his first business trip to China last month and had, quite thoughtfully, taken small gifts for his hosts based in Shanghai. His experience shows why it’s important to learn the business etiquette in the country you are visiting. For, it varies widely from country to country and not knowing the nuances of business etiquette can cause a major embarrassment.

At his first meeting, the executive offered a nicely gift wrapper present to his Chinese counterpart. The HR manager in his company had told him that the Chinese love token presents. To his surprise, the Chinese gentleman smilingly declined to accept the gift. Thinking that he was just being polite, the Indian executive offered the gift again, but rather sheepishly put it back in his bag as the Chinese declined it for the second time. He obviously didn’t want to offend the sentiment of his host. But little did he know that it is part of the business etiquette in China to refuse gifts three times before accepting them. The presenter of the gift was supposed to graciously request him to accept it thrice.

Thus, it’s advisable to know the culture of a place before you offer business gifts. For example, giving cutlery as a gift to your business partner in Argentina will be symbolically interpreted that the giver has decided to end a relationship.

Also, in many European nations, an even number of flowers fewer than a dozen is appropriate only for funerals. And don’t give chrysanthemums or red roses as gifts in many of these countries. While the former is given only at funerals, the latter will be interpreted as trying to be romantic. An Indian business manager who gave roses to his prospective business partner in Italy was initially thought by his guest to be gay!

The gay V-P did not have to pay for his mistake heavily as his trip was more fact finding in nature. But talk to many of today’s global managers and you will find examples galore of things going horribly wrong due to the lack of knowledge of the business etiquette of the country they wer4e visiting.

The V-P gives several examples of the dos and don’ts of business etiquette in China. For example, do not give clocks or anything in white, blue or black to any Chinese business host, as they are associated with death in that country. Imagine an Indian manager (a Hindu particularly) getting a leather bag from a foreigner who proudly proclaims that it is made from cow hide.

Attending a dinner without knowing the business etiquette of the country you are visiting can also be hazardous. While in most European nations, a business guest is expected to eat all of the food given to them as a compliment to the quality of the cooking, don’t do the same if you are in China. For, your Chinese guest will assume you did not have enough food and are still hungry.

While on the topic of business dinners, if you are in Moscow, don’t ever leave an empty bottle on the table. It’s considered to be very poor manners. As soon as you finish the bottle, move it to the floor so that it is off the table.

There is a lot to learn even on maintaining eye contact with your business partners. In Ireland, for example, it is considered politer to maintain eye contact as not doing so will imply you are not interested or ignoring the other person. But it is exactly the opposite when you are in Japan. In Tokyo, the lesser the eye contact, the better off you are. The Japanese view direct eye contact as an affront and prefer only an occasional glance.

If you are on a business trip to Japan, you should receive even a business card with both hands (taking it with one hand is considered insulting) and bow subtly. And read the card with great interest. The short point is simply taking the card and putting it in your pocket is considered rude.

It is also advisable to brush up your knowledge on naming conventions. For example, many surnames change based on gender after marriage. In Russia, for example, Mr. Gubin’s wife would be called Mrs. Gubina. Referring to her as Mrs. Gubin is considered to be a serious faux pas.

Examples like this would make you think that it’s better to stay back in India where Mr. Pradhan’s wife would be just Ms. Pradhan and not Mrs. Pradhana. But since that’s hardly an option if you want your career graph to rise rapidly, rush to the next business etiquette training course.

shyamal.majumdar@bsmail.in

Business Standard 13.12.2007

India's newest exports- leaders

India was once upon a time the hunting ground for cheap labour, hoards of whom alighted on distant shores in search of a better lifestyle for themselves and their children. Now in the news are, one after another, global leaders of Indian origin- in business or otherwise.

Citi group announced last week its new global CEO. Vikram Pandit, a Maharashtrian, left India at the age of 16 to join Columbia University. An engineer, he completed his Ph.d in Finance. Earlier he was COO of Morgan Stanley. He now heads what is a predominant Indian presence in the Citi hierarchy.

In 2006 Indra Nooyi was named CEO of Pepsico. She is a grad from IIMC and worked in India for several years before she left for Yale and a hot shot career.

Here is an article which sums up whats been happening in the global leadership scene with Indians in some time now.

Basdeo Panday, a second generation Indian was Prime Minister of Trinidad and Tobago for 6 years till he was succeeded in 2001, and has remained leader of parliament for decades now. Mahendra Pal Chaudhary, was prime minister of Fiji but for a short one year before he was ousted in a coup.

The front runner in the US presidential elections Hillary Clinton's aide and right hand woman, Huma Abedin, has been in the news for some time now, lately for the wrong reasons. Read more about it here.

Fareed Zakaria is now the editor in chief of Newsweek International and one of the spokespersons India can count on. Of course Shashi Tharoor is another.

And nothing new to be said of the late Kalpana Chawla and Suneeta Willaims, or of the Manoj Shyamalan-s and the Vikram Seth-s.

Indians rock, or what!!!

A great beginning

Welcome all to our company blog. Its time we Spearhead Intersearchers became true netizens and along with our Orkutting and Facebooking, took time to blog some!!! Hoping we all share this space.