Attracting, Retaining and Developing the Executive 4.0

Attracting, Retaining and Developing the Executive 4.0

The Executive 4.0

Attracting, Retaining and Developing the Executive 4.0

After devel­op­ing and iden­ti­fy­ing the ide­al can­di­date pro­file, two ques­tions came to the fore­front in regards to attract­ing and retain­ing the Exec­u­tive 4.0. What are these indi­vid­u­als look­ing for in today’s employ­ment mar­ket? Where should orga­ni­za­tions focus their efforts to attract and retain the top man­agers in indus­try? To answer these ques­tions, the Glasford Inter­na­tion­al coop­er­a­tive turned to the experts and con­duct­ed a sur­vey aimed at mea­sur­ing the per­cep­tions of high-per­form­ing exec­u­tives.

The 348 respon­dents, locat­ed in 30 coun­tries around the world, were asked to rank 40 state­ments from good to bad, which relat­ed to attract­ing, retain­ing and devel­op­ing the Exec­u­tive 4.0. Guy Lar­iv­ière, Chair of Glasford International’s Exec­u­tive Com­mit­tee and Part­ner of Glasford Inter­na­tion­al Cana­da, expands on why obtain­ing this infor­ma­tion is impor­tant: “In a tal­ent-war envi­ron­ment, it’s cru­cial to know more about what it takes not only to recruit the best can­di­dates but also, and most impor­tant­ly, to keep them moti­vat­ed and opti­mize their con­tri­bu­tion to your company’s suc­cess.”

Glasford Inter­na­tion­al Exec­u­tive 4.0 pre­sen­ta­tion

Glasford pre­sent­ed the sur­vey results in May 2019 in War­saw at a con­fer­ence orga­nized by the Glasford Inter­na­tion­al Coop­er­a­tive and Jad­wiga Kuczkows­ka, Man­ag­ing Part­ner of Glasford Inter­na­tion­al Poland, sup­port­ed by her team. “This ini­tia­tive reflects Glasford Inter­na­tion­al Cooperative’s desire both to con­tribute to our client’s orga­ni­za­tions and candidate’s suc­cess­es and to help advance best prac­tices for exec­u­tive recruit­ment glob­al­ly,” adds Guy Lar­iv­ière.

After the Glasford’s pre­sen­ta­tion of the results, a pan­el com­prised of three top pol­ish exec­u­tives, active in inter­na­tion­al orga­ni­za­tions, fur­ther dis­cussed them. These pan­elists were Mag­dale­na Nizik, Gen­er­al Man­ag­er, Con­sol­i­dat­ed Pre­ci­sion Prod­ucts, Maciej Mierze­jew­s­ki, Senior HR Man­ag­er, Beck­man Coul­ter, and Maciej Mikuc­ki, Chief Finan­cial Offi­cer, Prov­i­dent Pol­s­ka.

The top 5

The sur­vey results revealed the five most impor­tant fac­tors to inter­na­tion­al Exec­u­tive 4.0 indi­vid­u­als that simul­ta­ne­ous­ly attracts atten­tion and peaks moti­va­tion:

  • Hav­ing oppor­tu­ni­ties to imple­ment their own ideas and influ­ence busi­ness development/company strate­gies.
  • Being able to iden­ti­fy with the company’s mis­sion, val­ues and products/services.
  • Work­ing in a pos­i­tive atmos­phere.
  • Hav­ing a com­pen­sa­tion pack­age that includes par­tic­i­pa­tion in the company’s prof­its and a stock options pro­gram.
  • Hav­ing oppor­tu­ni­ties to devel­op their com­pe­ten­cies.

Pan­el Dis­cus­sion Exec­u­tive 4.0

The recommendations

Based on the sur­vey results, the Glasford Inter­na­tion­al team has devel­oped the fol­low­ing rec­om­men­da­tions for orga­ni­za­tions to attract and retain Exec­u­tive 4.0 indi­vid­u­als:

  • Allow these exec­u­tives to imple­ment their own ideas and con­tribute to devel­op­ing com­pa­ny strate­gies.
  • Pro­vide pro­grams to devel­op their com­pe­ten­cies and increase their effi­cien­cy.
  • Sim­pli­fy process­es and elim­i­nate bureau­cra­cy as much as pos­si­ble.
  • Pro­mote trans­paren­cy.
  • Offer com­pet­i­tive remu­ner­a­tion and reward pro­grams.
  • Imple­ment a pol­i­cy for work/life bal­ance.

To learn more about the results of this study and Glasford International’s ser­vices, con­tact us direct­ly.

Author: Guy Lar­iv­ière, Chair of Glasford International’s Exec­u­tive Com­mit­tee and Part­ner of Glasford Inter­na­tion­al Cana­da

July 22, 2019