The document provides information on leading global executive search firms and advice on engaging executive search firms. It lists the top 6 global executive search firms and 16 other leading firms. It then provides tips on when to engage a headhunter, factors to consider like public vs private ownership, and retained vs contingency search models. The document emphasizes establishing trust and a partnership between the client and search firm for successful outcomes.

2. 1 Korn Ferry
2 Spencer Stuart
3 Heidrick & Struggles
4 Egon Zehnder International
5 Russell Reynolds
6 Odgers Ray Berndtson
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3. Leading Global Search Firms Worldwide
 AT Kearney  Egon Zehnder International
 Accord Group  Globe Partnership
 Amrop Hever  Heidrick & Struggles
 Boyden  Horton International
 Christian & Timbers  IIC partners
 DHR International  ITP Worldwide
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4.  Intersearch  Spencer Stuart
 Korn/Ferry International  Stanton Chase
 Penrhyn International  Hudson Highland Partners
 Russell Reynolds  Transearch International
Association
 Whitehead Mann Group
 Signium International
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5. When to engage a headhunter
Sooner rather than later!
Only engage a headhunter if:
 You really like his consulting skills
 The person is an expert on your market
 He can show evidence of a quick, accurate,
effective delivery
 He can tell you something you don’t already
know!
 He can assess which candidates are really open
to the offer
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6.  Global firm or specialised boutique?
 Integrated firm or network?
 Public or private firm?
 Retained or contingency firm?
 Other important selection criteria…
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7. Consolidation of the search industry into:
 Big global firms
(Korn Ferry, Heidrick, Egon Zehnder)
 Small, specialized boutiques
(finance, legal, technical, human resources)
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8.  Integrated firms can have dedicated global key
account teams to insure maximum client
service
 Networks must work harder to achieve
effective, seamless cross border search with
the same consistent quality standards
worldwide
 Headhunters must avoid arguing over fees
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9. Public vs Private Ownership
 Stock market listed
(Korn Ferry, Heidrick, Whitehead Mann)
 Private Firms
(Egon Zehnder, Spencer Stuart, Russell Reynolds)
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10. Retained executive search:
 Work exclusively for their clients on an ongoing basis
 Targeted at senior and non-executive management
 Dedicated consultants who know the sector well
 High average compensation
Contingency search:
 Fee is paid ONLY if the search is completed successfully
 Targeted at middle to upper middle management
 Lower average compensation
*** retained search is based on a more comprehensive
process including: upfront detailed market
knowledge and candidate analysis ***
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11.  The ideal search firm can do multi-country,
seamless cross border search
 Look for a global compensation system that
motivates consultants to assist their colleagues
in other markets
 Look for dedicated sector, industry, functional
specialists who know your market sector as well
as you do
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12. Dedicated teams of consultants organized by:
 Industry sector
(entertainment, media, energy, biotech)
 Function
(legal/compliance, CFOs, human resources,
marketing)
 Geographic region
(Middle-East or CEE specialists)
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13. Diversification into new services
 Non-executive board search
 Management assessment
 Executive coaching
 HR outsourcing/project management
(Korn Ferry’s RPO - recruitment HR outsourcing)
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14. Focus on quality of delivery
 Most important criteria
 Expertise
 Reputation
 Ambassadorial ability
 Speed
 Communication
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15. *** How many of you
would regard your use of
a search firm as
successful? ***
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16. “a headhunter can crash your competition… He can
be your guerilla mercenary”
 When there is empathy between the client and the
consultant
 When they have a thorough knowledge of the client. Are
well briefed, know the market and candidate pool well,
and have the time to be thorough and systematic
 When they take the time to find valuable references
 When they establish a vigorous time frame and stick to it
 When they can devote the time because they don’t have
too many other assignments.
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17. Search firms must transform themselves from
transaction based vendors to trusted advisors and
develop close personal relationships with their
clients…
Advice to clients:
 Be focused with a clear idea of what you want to
achieve
 Be decisive about relevant candidates
 Develop a real partnership based on openness and
trust
 Ensure that there is good communication between
those who will decide who to hire, human resources
and the consultant 17

18. Advice to clients:
 Show sincere interest in the search and do not simply
outsource it to the headhunter
 Give the headhunter plenty of access to your management
team
 Give prompt and thorough feedback to the candidate
 Use only one search firm for the assignment
 Reach hiring decisions quickly
 Keep on top of the headhunter, but do not be overbearing.
Ask for updates and progress reports
 Involve the headhunter in your succession planning
meetings
 Only by being totally involved can he think strategically
about your client needs 18

19.  A mechanism for building trust, not for cutting
costs
 Encourages an in-depth global relationship
with a client
 Frame agreement for a long term relationship
 Ideally not a procurement driven process
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20. Client audit is essential
 Recruitment expenditure
 Time to hire
 Candidate retention and job success
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21. Thank You
Arunesh Chand Mankotia
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