Talent Programme

The model is based on informing participating institutions of the details of appropriate individuals, based on their careers to date, career development goals and interests of the participants to the programme. This programme is not specific to any mandated search. Our aim is to build longer-term career management relationships with such professionals. Our selection is based on the proven abilities of these individuals in revenue generating activities, operational and value creation initiatives, IT/digital contribution and specialisation in turnaround situations. We ensure that all reference checking has been completed before acceptance of their participation in the programme.

Women Returners

This is a mentoring and career coaching programme for senior professional women looking to return to the workplace. As yet, the service has been rolled out in the UK and Germany. The aim of the programme is to provide a path back to a senior role for experienced professional women, who have taken an extended voluntary career break. We shall look to discuss skills, interests and prior experience and provide coaching and mentoring support. We look to introduce selected individuals to the senior management of those organisations, with which we cooperate, as well as give access to specific opportunities.

The sectors, which we cover include:

  • Financial Services
  • Energy & Utilities
  • General Industries
  • Life Sciences & Healthcare
  • Retail & Consumer Goods
  • TMT, Digital Media
  • Public Sector

Outstanding Talent

We have successfully introduced into the sector practices a specialised Talent Programme. Under this programme, we represent selected individuals in each of our expert industry sectors. The programme will usually represent no more than about five professionals in each of the sectors at any one time. Our assessment of eligibility onto the programme is based on both experience and potential. The ability to adapt to and grow into increasingly complex roles and environments are the hallmarks of likely success. And we look for a proven track record of such achievement. However, given the global demand for talented individuals to lead through ambiguity, assessing individual potential is essential. After more than 20 years evaluating and tracking executives and studying the factors in their performance, we consider potential to be one of the most important predictors of success at all levels, from junior management to the C-suite and board level. The leaders of organisations should consider the process of talent spotting to be an evaluation of both experience and potential.