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By K Sudarshan<\/strong>\n
Twenty years is a long time especially if one has been in the same profession. Back then, many wondered what an engineer is doing in the business of hiring<\/a> people. Well, that's for another day.
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\nIn the mid-90s, post liberalisation, the Indian market was rapidly opening up and multinationals were raising their presence in India. Retained executive search was still in its formative years in India and was finding its feet. Since then, senior level hiring<\/a> has evolved significantly and so has the executive search profession itself.
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\nLooking back, one can see the key changes over the years which have transformed the face of leadership hiring in India.
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\nThe birth of executive search<\/strong>
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Back then, most 'CXO<\/a>' jobs<\/a> were advertised in the media. Companies usually selected available people as opposed to launching a search for the right people. Having said that, those days, several accomplished candidates did respond \/ apply to job advertisements.
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Today, most senior level roles are filled through executive search firms or through references and seldom through advertisements in whatever channel. Starting in the mid-90s, most global executive search firms established their footprint in India. Now the profession attracts 'best in class' talent and a career<\/a> in executive search is considered mainstream and no longer 'off-beat'.
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\nThe impact of Internet & mobile telephony<\/strong>
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\nThe evolution of internet, search engines, social and professional networks have altered the face of recruiting like any other business. Today, most searches are geography agnostic and companies want the best possible fit for the position. Access to potential candidates is no longer an issue, but engagement remains the key.
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\nIn the mid-90s, I remember poring over countless box files full of CVs; which constituted the database and the speediest mode of communication with candidates was by telegram as several didn't even have residential telephones. Staying up late to get hold of candidates on their landlines when they return to their homes was a regular feature back then.
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\nMNCs no longer rule the roost<\/strong>
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\nBack in the mid-90s, people took pride in working for multinational corporations (MNCs) however small they may be. MNCs had the first right of refusal when it came to talent. Now, Indian companies which have rapidly gained global scale and offer a professional and empowered work environment compete for the best people in the market. One can even say that the tables have turned decisively with senior executives preferring to work for Indian origin business houses.
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\nDestination companies to evolution companies<\/strong>
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\nProfessionals preferred one-company, long term careers and opted to work for 'destination' companies. These are typical steady state organisations including PSU giants where one had a structured career path and steady growth. In these companies, one often used to hear the term 'settled down'. This has changed rapidly and now we see professionals opting to work for 'evolution' organisations, where the pace of change is rapid and along with it comes rapid growth.
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\nWhile stability is important even in today's context, longevity is no longer a virtue by itself. It means that people who have experience in just one company, one product category or one geography are less valued than people who have worked across multiple businesses and multiple geographies (read countries) with an ability to adapt to constant change. 'Cradle to Grave' company careers are passé.
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\nZooming compensation<\/strong>
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\nCompensation across the board has zoomed at all levels. Not surprising since companies themselves have grown phenomenally in the last decade and a half. Per broad estimates, average compensation has grown by about 1500 per cent in the last 15 years across most sectors.
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\nFurther, we now have almost equal number of professionals as promoters in the 'million dollar' compensation club in India's top 200 listed companies. Further, aggressive stock options and equity plans have created several multi- millionaires amongst the ranks of the professionals.
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\nProtracted negotiations<\/strong>
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\nToday, a typical 'CXO<\/a>' hire involves protracted negotiations. In the past, compensation structures were more straight-forward and typically people were selected for jobs<\/a>. Today, people are sought out for jobs and compensation is structured to attract people.
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\nIn fact, some of the senior level hires are akin to M&A transactions with stock plans, long term incentives, profit share plans and commissions. Also today, companies protect their senior people through 'golden parachutes', 'golden handshakes' and 'golden cages' which were unheard of in the past.
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\nCounter offers<\/strong>
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Very rarely one did hear of people taking up counter offers. Today, this has become a scourge of the industry<\/a>, with even very senior executives reneging on their commitment after having signed up for a new assignment. This has hugely embarrassed organizations and many a time put a spanner on the works and stalled businesses. I remember a particular rare instance of a candidate no-show those days and a hilarious case of a senior candidate who was ducking calls to his landline. When I turned up at his residence, he hid himself.
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\nThe advent of the CEO factories<\/strong>
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\nAs the market exploded in the early part of the millennium, it opened up opportunities for several young managers who became CEOs in their mid-30s. Today as the market consolidates further, India has reasonable depth in leadership talent and we have powerful homegrown and successful CEOs in their late-40s and early -50s; either serving locally or now donning global roles in multinationals.
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\nCompanies like ICICI, HUL and Citibank have emerged as CEO factories. It is almost the norm where we see that young and emerging businesses have young CEOs and the more established and mature businesses with scale and complexity have older and more seasoned leaders.
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\nExpatriate talent<\/strong>
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\nTill the early part of the millennium, unless deputed through their own companies, India very rarely had expatriate managers. Today, routinely Indian companies, small and big, seek international talent to staff critical leadership roles. Some of the industries where we have seen a large influx of expatriate managers include retail, industrial, natural resources, power among others.
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\nPremier Institutes<\/strong>
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\nTill about 10 years ago, most hiring managers suffered from an acute premier institute fixation and batch syndrome. FMCG companies were the biggest perpetrators of this. A few years ago, a study by EMA Partners India pointed out that at-least 60 per cent of CEOs in India's top 240 companies were either from the IITs or the IIMs or both.
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\nToday, it is rapidly changing with multiple academic programs and options available for bright individuals. Further, the new generation of managers are no longer sticking to conventional careers. While academics continue to be important, today it is no longer the most critical element in a hiring decision.
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\nAs I write this, we are perhaps witnessing the next upheaval in the market with the re-emergence of internet & e- commerce companies and start-ups buoyed by huge valuations and funding from large private equity players. These companies are attracting serious talent at all levels and the impact of which will be felt in the remaining part of this decade. Let's watch the action as it unfolds.
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\n(The author is Regional Managing Partner -Asia, EMA Partners International, a global executive search firm.)<\/em>\n\n<\/body>","next_sibling":[{"msid":46240903,"title":"\"The global IT industry needs more women\"","entity_type":"ARTICLE","link":"\/news\/industry\/the-global-it-industry-needs-more-women\/46240903","category_name":null,"category_name_seo":"industry"}],"related_content":[],"msid":46240924,"entity_type":"ARTICLE","title":"How CXO hiring has changed","synopsis":"The world is a recruiting ground for Indian companies these days \u2014 and no one cares if you are from a premier institute any more.","titleseo":"industry\/how-cxo-hiring-has-changed","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2015-02-14 10:06:51","lastupd":"2015-02-14 10:07:33","breadcrumbTags":["industry","Jobs","Hiring","career","CXO"],"secinfo":{"seolocation":"industry\/how-cxo-hiring-has-changed"}}" data-authors="[" "]" data-category-name="Industry" data-category_id="18" data-date="2015-02-14" data-index="article_1">
通过K苏达山
二十年是很长一段时间特别是一直在同一个职业。当时,许多人想知道一个工程师做的生意招聘人。好了,这是新的一天。
在90年代中期,自由化,印度市场迅速开放和印度跨国公司提高他们的存在。保留猎头仍处于形成期在印度和发现。从那时起,高级水平招聘所以发生了重大的演变有猎头行业本身。
回首过去,可以看到一个关键改变多年来已经改变了领导的脸在印度招聘。
猎头的诞生
当时,大多数的CXO”工作在媒体上宣传。公司通常选择可用的人而不是启动搜索合适的人。已经说过,那些日子里,几个候选人完成并回复/适用于招聘广告。
今天,大多数高级级别角色都是通过猎头公司或引用,很少通过广告渠道。从90年代中期开始,大多数全球猎头公司在印度建立了他们的足迹。现在这个职业吸引一流的人才和一个职业生涯猎头是主流,不再“全能”。
互联网和移动电话的影响
互联网的发展,搜索引擎、社交和专业网络改变了招聘的脸像任何其他业务。今天,大多数搜索地理不可知论者和公司希望最好的适合这个职位。获得潜在的候选人不再是一个问题,但接触仍然是关键。
在90年代中期,我记得研读无数充满CVs的盒子文件;构成数据库,并与候选人沟通的最快方式是通过电报是几个甚至没有住宅电话。熬夜的候选人在他们的固定电话,当他们返回家园是一个特色。
跨国公司不再称雄
早在90年代中期,人们感到骄傲为跨国公司(跨国公司)工作但是他们可能很小。跨国公司有优先取舍权在人才。现在,印度公司很快赢得了全球范围内提供专业和授权的工作环境在市场上争夺最优秀的人。一个甚至说表已经果断与高管更愿意为印度裔商行工作。
目标公司发展公司
专业人士首选的一个公司,长期事业和选择为“目的地”公司工作。这些都是典型的稳态机构包括事业单位巨人一个结构化的职业道路和稳定增长。在这些公司中,一个经常听到这个术语“定居”。这迅速改变了,现在我们看到专业人士选择为“进化”的组织工作,变化的速度是快速和快速增长。
而稳定很重要,甚至在今天的环境中,长寿本身不再是一种美德。这意味着有经验的人在一个公司,一个产品类别或地理位置的价值不如人曾在多个企业和多个地理位置(国家)与不断变化的适应能力。“摇篮到坟墓”公司的职业是过时的。
缩放补偿
全面薪酬各级放大。不奇怪因为公司本身已经非常在过去十年半。每广泛估计,平均薪酬增长了1500%左右在大多数行业在过去的15年。
进一步,我们现在几乎相同数量的专业人士作为“百万美元”发起人补偿俱乐部在印度最大的200家上市公司。此外,激进的股票期权和股票计划创造了几个多百万富翁在专业人士的行列。
旷日持久的谈判
今天,一个典型的CXO“雇佣需要旷日持久的谈判。在过去,薪酬结构更简单,通常人们选择工作。今天,人们寻找工作和薪酬结构来吸引人。
事实上,一些高层员工的类似于并购交易与股票计划,长期激励,利润分享计划和佣金。今天,公司通过“金色降落伞”,保护他们的高层人士的“金握手”和“金笼子”过去闻所未闻的。
计数器提供
很少听到人占用计数器提供。今天,这已经成为一个祸害行业高管,甚至很违背承诺后注册了一个新的任务。这已经非常尴尬的组织和许多次把扳手工作和企业停滞不前。我记得候选人失约那些日子的特殊罕见的实例和一个滑稽的高级候选人是闪避调用他的固定电话。当我出现在他的住处,他躲藏了。
CEO的出现工厂
随着市场爆炸初期年的一部分,它打开了机会数35岁左右的年轻经理成为首席执行官。今天随着市场进一步巩固,印度已在领导人才合理的深度,我们有强大的本土和成功的ceo late-40s和-50年代初;本地服务或现在穿上在跨国公司全球的角色。
ICICI、户等公司和花旗银行已成为CEO的工厂。几乎是常态,我们看到,年轻和新兴企业年轻ceo和更成熟和成熟的企业规模和复杂性有年龄和经验丰富的领导人。
外籍人才
初到千禧年的一部分,除非通过自己的公司委托,印度很少有外籍管理人员。通常印度公司,今天,小和大,寻求国际人才员工重要的领导角色。一些行业的我们看到大量的外籍经理包括零售、工业、自然资源、权力等等。
总理研究院
直到大约10年前,大多数招聘经理患有急性总理研究所固定和批综合症。快速消费品企业最大的罪犯。几年前,EMA伙伴印度的一项研究指出,至少有60%的印度240强公司的ceo的理工学院或所分校或两者兼而有之。
今天,它是快速变化与多个学术项目,并为明亮的个人选择。此外,新一代的经理不再坚持传统的职业生涯。而学者继续很重要,今天,它已不再是招聘中最关键的因素决定。
当我写这篇文章的时候,我们也许是见证下一个动荡的市场重新崛起的互联网和电子商务企业和初创企业受到巨大的估值和大型私人股本资金的球员。这些公司各级吸引严重人才和的影响将在剩下的这十年里的一部分。让我们看展开行动。
(作者是区域亚洲管理合伙人,EMA伙伴国际全球猎头公司)。
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