2. The Best Joins With The Best Top talent employees with matching skills &competencies Best employer with T&D and succession planning in place Best with the best
3. Competencies are the observable and measurable characteristics of an individual – separate from knowledge, skills and experience – that contribute to his/her success in a given organisation
12. / Working with recruiters Working with recruiters can be a valuable part of your marketing campaign, but understanding how they work is essential to establishing relationships that ultimately lead to a new position.
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15. / Reference selection Reference selection. Choosing and preparing the most appropriate people to speak about you, as a person and as a professional .
16. / Sealing the deal and Offer letter Sealing the deal. Typically, by the time the hiring organization and the candidate are convinced the fit is a good one, they both are emotionally committed to making things work. It is only at this point that the formal negotiations begin. T he offer letter , take a personal approach to accepting: call the recruiter and/or the hiring manager and thank them for the opportunity. Clarify next steps and inform them of when and how you will return a signed copy of the offer and confirm a start date.
17. W e believe that everyone benefits when the right match is made.
Notas del editor
05/19/11 Ladies and Gentlemen, For me, the alliance between Korn/Ferry and IBB Management is in essence a confirmation of the old and ever-true adage: “The best joins with the best”. Founded in 2006, IBB Management is a pioneer in the Moroccan market with an impressive track-record of high-level placements across Northern Africa and the Middle East. With a specialized and very competent team of 10 consultants, IBB has successfully completed over 600 search assignments in various industries, thus earning itself a reputation for excellence. Korn/Ferry is the worldwide leader in executive search and the premier provider of integrated talent management solutions. From nearly 80 offices in 40 countries, Korn/Ferry assists organizations in attracting, developing, retaining and sustaining their people. What truly differentiates us from other firms is our integrated perspective along the HR life cycle and, as a result, our consulting capability in the areas of leadership development, team effectiveness, enterprise learning and organizational transformation [1] . Thanks to the alliance, IBB’s clients now have the added benefit of being able to tap into Korn/Ferry’s global network and its talent pool of 7 million placed board members and executives. IBB on the other hand provides the invaluable “local touch”, bringing in its expertise and cultural sensitivity when serving Korn/Ferry clients in the Moroccan market and in the region. Together, IBB and Korn/Ferry will serve local, regional and global clients with best-in-class talent management solutions, using the local culture and experience of IBB, combined with Korn/Ferry’s scientifically-based approach to talent, leadership and competencies. You may think “scientifically-based – how so?”. I would therefore like to expand on this. Research shows that knowledge, skills and experience account for only about 10% of the differences in business outcomes. Why then do most companies focus on pedigree (experience), the CV (skills) and the interview dialogue (knowledge) when recruiting new talent? At Korn/Ferry, we know that the competencies account for approximately 50% of performance. The rest relies on experience (20%), learning skills (learnt skills or learning agility?? Pls. clarify) (20%) and motivation (10%) . If competencies are so important, what exactly are they? [NEXT SLIDE]
It is important to note that competencies are observable and measurable , which is a key requirement for any kind of scientific analysis. MOVE TO NEXT SLIDE
To illustrate the dramatic effect of competencies with regard to performance , I would like to show you two profiles in comparison. [MOVE TO NEXT SLIDE]
