| The increasing globalization of business and of | | | | remuneration for senior executive roles as |
| employers both large and small pose significant | | | | measured by analysis of pay for the same role in |
| questions about whether an organisation can | | | | a similarly sized company in the same market |
| leverage the same assets to attract exceptional | | | | space. |
| management talent in other regions of the world. | | | | The executive search process for world-class |
| Exceptional leaders are motivated by the potential | | | | management talent must factor in the linkage |
| reputation enhancement, recognition from peers | | | | between top executives' work and sense of self. |
| and opportunities for genuine wealth creation that | | | | Clearly, jobs have become a part of self |
| might be promised in a career move. Executives | | | | expression. It is the opportunity to work with |
| seek escalation of challenge. They want to see | | | | something close to one's heart and in one's own |
| that what they tackle today on behalf of an | | | | style which is of prime importance. This alone |
| organisation will assist them to meet even | | | | suggests a very personalized engagement with |
| greater, more complex challenges in times to | | | | top management candidates. |
| come. Good leaders think about the legacy of | | | | Invariably, that engagement leads to discussions |
| people they leave behind them when their time is | | | | about compensation, and it cannot be overlooked |
| through. Top executives seek to balance | | | | as part of the lure for a new management |
| tomorrow's results with futureproofing | | | | recruit. Money is a complex motivator. While all |
| sustainability. And most importantly of all, they | | | | executives look for optimizing growth potential |
| want to work with other people just like | | | | and alignment to personal goals in each job, often |
| themselves. | | | | money is used as a benchmark for comparisons |
| And contrary to media headlines about significantly | | | | with peers or assessment of market value of |
| inflated CEO pay, money alone is typically not | | | | self, and then it overrides other considerations. |
| enough to lure a top executive away from a job | | | | Creating the right compensation framework is a |
| in which he or she is currently well compensated, | | | | necessity to engage top leaders, but their fit has |
| proven and highly regarded by peers. Companies, | | | | much more to do with their sense of satisfaction |
| have to offer more in terms of a future in an | | | | in a new environment. While it is a no brainer to |
| organisation of strong reputation that is not only | | | | consider good product and high growth potential |
| well managed but has plans for development and | | | | markets a minimum requirement, things like |
| growth. The proposition required to attract top | | | | innovation, cutting edge HR practices and |
| talent needs to be not only attractive in terms of | | | | employer branding go a long way in making a |
| rewards but in terms of stimulation and future. | | | | company attractive from outside. |
| Many employers understate the attractiveness of | | | | The availability of large numbers of management |
| their senior-most career opportunities. But, | | | | appointments within many executives' current |
| ultimately, its attractiveness in the eyes of | | | | environs, however, has raised the bar for |
| potential executive-level recruits will inevitably be | | | | companies that must really differentiate their pitch |
| impacted also by their performance in the market | | | | to attractive management candidates to stand |
| place, their strategic plans for the future and | | | | out amid the crowd. Hiring companies that |
| evidence of innovation in the way they do | | | | understand the recruitment of senior business |
| business. Compensation underpins the value top | | | | leaders is a two-way street will be in the best |
| employers place on people and their preparedness | | | | position to compete in an increasingly global war |
| to be competitive. The most competitive among | | | | for executive management talent that is now |
| them rank at least in the third quartile of | | | | beginning to unfold. |