Der MBA in Deutschland
Posted by Robert Jan Veenstra in Executive Search Deutschland, MBA on August 15, 2010
Was ist ein MBA?
Ein MBA (Master of Business Administration) ist ein generalistisches Postgraduierten-Studium in Wirtschafts-Wissenschaften und Management. “Generalistisch” bedeutet, dass ein MBA Studium alle wesentlichen Managementfähigkeiten vermitteln soll und sich nicht von Anfang an auf Spezialwissen in einem Managementfeld wie beispielsweise Controlling konzentriert. “Postgraduierten-Ausbildung” bedeutet, dass ein MBA-Abschluss in aller Regel eine Zusatzqualifikation zu einem anderen, bereits abgeschlossenen Hochschulstudium darstellt. Der MBA Abschluss soll den Absolventen für Führungsaufgaben, das heißt leitende Funktionen in Unternehmen qualifizieren beziehungsweise für die Übernahme größerer Führungsverantwortung mit funktionsübergreifenden Aufgaben vorbereiten. Aufgrund der Orientierung des MBA an den Managementanforderungen der Wirtschaft ist das MBA Studium in aller Regel praxisnah ausgerichtet und beinhaltet aufgrund der Globalisierung zunehmend Elemente wie die Unterrichtung in Englisch, das Lernen oder die Vertiefung einer weiteren Fremdsprache oder Auslandsaufenthalte, um den Anforderungen einer sich stärker verflechtenden Weltwirtschaft gerecht zu werden. Der MBA Titel ist in den USA entwickelt worden und hat sich von dort über die gesamte Welt verbreitet. Vorreiter war das Dartmouth College in Hanover, USA im Jahre 1900. Gefolgt von der Harvard University in Cambridge, Massachusetts, USA acht Jahre später.
Der MBA in den USA
Der Stellenwert und die Rolle des MBA in den USA erschließt sich aus seiner Einbindung in das allgemeine Bildungssystem in den USA. Beginnen wir am Anfang. Sechs Jahre „Primary School“ entsprechen in etwa den deutschen Klassen 1 – 6 (Grundschule + Orientierungsstufe). Im Anschluß daran besucht ein amerikanischer Schüler die „High School“ (Secondary School), die ihn zum Schulabschluß, dem „High School Diploma“ führt. Dieses Diplom ist Voraussetzung für den Besuch eines Colleges und einer Hochschule. Ein üblicher Schritt auf der Bildungsleiter ist dann der Besuch eines vierjährigen College, das mit dem „Bachelor’s Degree“ abschließt. Dies wird häufig mit einem deutschen Fachhochschul-Diplom verglichen. Nach Erhalt des „Bachelor’s of Arts“ (BA) oder eines „Bachelor of Science“ (BS) – etwa im Alter von 21 Jahren – schließt sich für den Amerikaner in der Regel eine Berufstätigkeit an. Nach zwei bis fünf Jahren Berufstätigkeit kehren einige an eine Hochschule zurück, um – eventuell durch ihren Arbeitgeber gesponsert – das „Graduate Study“ aufzunehmen. Zu den sogenannten „Master Programs“ gehören die Hochschulabschlüsse der USA wie „Master of Science“ (MSc) oder „Master of Law“ (ML) oder halt „Master of Business Administration“ (MBA). Er ist dem deutschen Universitäts- oder Technischen Hochschulabschlüssen vergleichbar.
Die MBA-Ausbildung in den USA dauert in der Regel zwei Jahre und gehört zur akademischen Grundausbildung. Die meisten Business Schools sind daher Fakultäten (Teile) amerikanischer Universitäten. Im Anschluß daran besteht die Möglichkeit, ein „Ph.D“-Programm zu durchlaufen, das etwa 3 – 5 Jahre in Anspruch nimmt. Dieser „Doctor of Philosophy“ kommt dem deutschen Doktortitel sehr nahe und läßt sich im allgemeinen auch in einen solchen umwandeln.
Auch an deutschen Hochschulen greift seit Mitte der 90er Jahre ein wahres MBA-Fieber um sich. Es handelt sich dabei um neue Abschlüsse, die meist in Kooperation mit internationalen Universitäten entstehen. Teilweise Auslandssemester oder ein Praktikum jenseits der Grenzen sind darin verpflichtend vorgeschrieben. Derzeit gibt es ca. 25 Programme in Deutschland mit stark steigender Tendenz.
Das deutsche Hochschulrahmengesetz scheint diesen Trend aufzugreifen. In einer Stellungnahme hat der Wissenschaftsrat empfohlen, in den kommenden Jahren die bisher üblichen Studienabschlüsse wie Diplom ganz durch die international üblichen Bachelor und Master abzulösen. Dies wird nach den Vorstellungen des Wissenschaftsrates die deutsche Hochschullandschaft völlig verändern und den Anforderungen eines europäischen Bildungsmarktes gerecht werden.
Der MBA in Deutschland
Vor allem im Bankenwesen und in Unternehmensberatungen sowie in großen multinationalen Unternehmen hat sich der Titel durchgesetzt. Hier scheint er ein Muß für die Karriere zu sein. Jedoch gibt es in den großen Unternehmen in Deutschland nicht nur Befürworter des MBA. Andere schätzen es, Absolventen deutscher Hochschulen, die im Rahmen von Auslandspraktika internationale Kompetenz erworben haben, möglichst schon während der Studienzeit ans Unternehmen zu binden und dort weiter zu fördern.
Dauer / Programmstrukturen
Der klassische amerikanische MBA dauert 2 Jahre als Vollzeitprogramm. Allerdings setzen sich auch in den USA ähnlich wie in Europa Teilzeitangebote und weitere Programmtypen immer stärker durch, so dass man wegen der entstandenen Vielzahl an Variationen hinsichtlich der zeitlichen Durchführung des Programms keine generellen Aussagen zur Dauer eines MBA Studiums machen kann. Wir halten im Hinblick auf die Dauer des Programms vielmehr folgende Einteilung von Programmstrukturen in Abhängigkeit vom Standort des Anbieters für sinnvoll:
- Vollzeitprogramme
In den USA stellt der zweijährige Vollzeit-MBA die klassische Programmstruktur dar. Zwischen den zwei Studienjahren absolviert der MBA Student ein (meist sehr gut bezahltes) mehrmonatiges Firmenpraktikum, so dass das Studium an der Universität effektiv nur 16-18 Monate in Anspruch nimmt. Einige amerikanische Schulen wie z.B. die Kellogg Graduate School of Management bieten beschleunigte Programme an, die zwischen einem Jahr und 18 Monaten dauern und kein Firmenpraktikum umfassen. In Europa werden Vollzeitprogramme in der Regel ohne Praktikum durchgeführt und dauern häufig nur 1 Jahr. - Teilzeitprogramme
Sie erlauben dem MBA Studenten ein berufsbegleitendes Studium am Abend bzw. Wochenende und dauern in der Regel 2-3 Jahre, können jedoch je nach Aufbau teilweise auch nur 1 Jahr oder sogar bis zu 8 Jahre in Anspruch nehmen. Im Gegensatz zum Fern- oder Online MBA Programmen ist bei Teilzeitprogrammen die regelmäßige Präsenz des Studenten zum Beispiel im Rahmen von Blockunterrichtsphasen erforderlich. Teilzeitprogramme genießen zwar auch in den USA zunehmenden Zulauf, gehören aber vor allem in Europa und insbesondere in Deutschland zu den am häufigsten nachgefragten Programmen. Dies mag unter Anderem damit zusammenhängen, dass der Studierende weiterhin über ein Einkommen verfügt und sich die Arbeitgeber häufig an solchen Programmen beteiligen. Allerdings müssen sich Teilzeitprogramme aufgrund der Doppelbelastung von Beruf und Studium auf die essentiellsten Inhalte beschränken und können damit nicht die Tiefe von Vollzeitprogrammen erreichen. - Fern- und Online- MBA Programme (“Distance Learning”)
Sie erlauben dem MBA Studenten ebenfalls ein berufsbegleitendes Studium, die Präsenz des Studenten am Studien- oder Prüfungssort ist jedoch nur sporadisch oder gar nicht erforderlich.
Die besten MBA Programme in Deutschland
Die vier besten MBA Programme in Deutschland (Handelsblatt):
Universität Mannheim: Als Erste der großen staatlichen Universitäten in Deutschland ist die Uni Mannheim in das internationale MBA-Spiel eingestiegen. Zusammen mit der französischen ESSEC Business School (Paris) und der britischen Warwick Business School bietet Mannheim einen 12-monatigen Vollzeit-„European MBA“ an, nur mit ESSEC neuerdings auch einen berufsbegleitenden Executive MBA. Die Uni Mannheim, die in Deutschland auch zu den führenden Wirtschaftshochschulen zählt, gehört auch zu den ganz wenigen Hochschulen in Deutschland, die sich von zwei internationalen Akkreditierungsagenturen (AACSB und EQUIS) hat prüfen lassen. Anfang des Jahres wurden die MBA-Programme in eine gemeinnützige GmbH ausgelagert; die Titel vergebende Institution bleibt die staatliche Universität. (www.europeanmba.de, www.essec-mannheim.de)
Henley in Deutschland: Das Henley Management College (siehe unter Europa) beackert mit verschiedenen Partnern den deutschen Markt – in Frankfurt zusammen mit der Hochschule für Bankwirtschaft (HfB), in München mit der Gesellschaft zur Förderung der Weiterbildung an der Universität der Bundeswehr.
Uni Frankfurt/Goethe Business School: Die Goethe Business School der Universität Frankfurt ist ein ganz neuer Player auf dem deutschen MBA-Markt. Zusammen mit der Fuqua School of Business der Duke University, die schon einmal ohne Erfolg versucht hat, allein in Deutschland Fuß zu fassen, startet sie ab Mai 2005 den „Duke Goethe Executive MBA“. Das sich über 22 Monate erstreckende berufsbegleitende Programm wird für 46 500 Euro angeboten. (www.wiwi.uni-frankfurt.de)
WHU Koblenz: Die 1984 gegründete WHU (Wissenschaftliche Hochschule für Unternehmensführung) – Otto Beisheim-Hochschule in Vallendar, besser bekannt als WHU Koblenz – ist eine der führenden privaten Wirtschaftshochschulen in Deutschland. In das MBA-Geschäft ist sie über ein Joint Venture mit der Kellogg School of Management (siehe Amerika) eingestiegen, mit der sie erfolgreich einen berufsbegleitenden Executive MBA anbietet. Neu ist in diesem Jahr ein klassischer Vollzeit-MBA, mit dem sie sich „ganz allein“ unter die schärfer werdende Konkurrenz wagt. (www.whu-koblenz.de)
Mehr: What is an MBA?, allheadhunters.com global MBA top 5 , Der wichtigsten Headhunter in Deutschland
How to recruit a CFO
Posted by Frank Mortimer in CFO Jobs and Careers, Executive Search on July 30, 2010
For (almost) CFO’s: an interesting article on what companies should look at when trying to recruit you..
With no control over a turbulent global economy, organizations are focused on executing an effective business strategy to enable them to survive and strive in what most economic commentators agree is the most challenging and complex business environment in the post-war period. Developing this strategy is one thing, delivering it is another and demands an individual to partner the CEO in driving the business towards its goals: step up the CFO.
The role of a chief financial officer has changed dramatically in recent years. Once perceived as the chief bean-counter within the organisation, some 75 percent of today’s CFOs are now assuming a greater role in management strategy, according to a recent CFO Survey conducted by Deloitte Consulting. Having redefined their traditional role CFOs have become firmly positioned as the most important person in the organization after the CEO prompted by- and in reaction to- the Enron debacle and accelerated by the recent recession.
So, when your organization is on the lookout for a new CFO, how do you find the right person to serve as your CFO? Here are a few tips to help you:
1. Does your business really need a CFO and do you understand what their role will be?
Not all businesses need a CFO and there is no hard or fast rule, but there are certain signs that your organization requires one: when the business’s top-line revenue breaks through the £5 million mark; when you need a formal audit; when the company is contemplating going public or engaging in mergers or acquisitions; or when staffing levels exceed 30 employees and the business looks to maximize and monetize all financial opportunities, as was the case when Twitter recruited Ali Rowghani as CFO earlier this year.
Once you have decided that your business needs a CFO you need to understand exactly what their role will be. More than just a glorified bookkeeper, a CFOs role is one of strategic planner who will advise the board and other key stakeholders on how to drive growth, protect the company’s bottom line, streamline operations to increase efficiencies, reduce costs without hurting the organization’s ability to grow profitably, and unearth new opportunities. On top of all that, your new CFO is expected to play a leading role in restoring corporate trust and business integrity – especially in the wake of the Enron scandal – through compliance with new regulations such as the Sarbanes-Oxley Act of 2002 and IAS.
2. What qualifications and experience should you look for?
“Selecting a winning CFO is one of the most important aspects of a CEO’s job,” says Amy Errett, a partner at venture capital firm Maveron in the US with experience in recruiting several CFOs in her various businesses. “A great CFO must be a strategic thinker, strong manager, have a strong business sense and have excellent finance skills.” The key skills you might seek in your next CFO, include:
• Leadership – are they experienced at leading teams and managing people from a range of different disciplines, such as merchandising, manufacturing or sales?
• Experience within a specific industry – do they have an in-depth working knowledge of your industry and understand the challenges faced? How many years of experience do they have in a similar role overseeing the financial health of the company?
• Relevant qualifications – the finance sector in both the UK and North America is simply huge and there has been a push for a global standard of accounting in recent years. An MBA and/or an accounting qualification combined with certified status are pretty much the norm.
• Communication and presentation skills – do they have strong negotiation and persuasive skills which can be used to drive forward their ideas, instil confidence and encourage buy-in from the board of directors or outside investors? Can they present complex information in a way that can be understood by stakeholders, potential investors and Jo Public?
3. What candidate attraction strategy works best?
The route you take will depend on two things: cost and urgency. If you need to fill the position sooner rather than later and the business can afford to absorb the cost associated with using an external agency, it makes sense to utilize the services of a head-hunting consultancy with expertise and a proven track record in making senior executive placements for their clients.
“The top 10 percent of any organization tends to be so well looked after by their current employer that they are not responding to adverts, registering with recruiters or putting their CVs on job boards,” says Anna Davidson, senior executive headhunter and associate director of the UK’s only Headhunter Training Academy. “Using a headhunter will give you access to the best people in the industry and really make them sit up and listen to an opportunity.” They will proactively target individuals who meet your selection criteria, approach them on your behalf, screen them to verify their suitability and provide you with a shortlist of the ‘best’ talent around.
But don’t put all your eggs in one basket. Consider advertising in trade publications and websites, job boards and other specialist media. And maximise the opportunities to reach out to potential candidates via online social networks, such as LinkedIn, Twitter and Facebook. According to the Jobvite Social Recruiting Survey 2010, 73 percent of employers currently use online social networks or social media sites to support their recruiting efforts.
4. Interviewing candidates
This is a buyer’s market and you are in the fortunate position of being able to cherry-pick the person you feel best meets your organisation’s needs. But as Davidson reminds us, “good CFO’s are always in demand.” So it’s down to you to ask the right questions that will help you identify the best candidate. Can they do the job? What have been their major achievements during their career to date and what could they bring to your organization? How well will they fit in with your corporate culture?
Give candidates a real-life financial problem to evaluate. Challenge them to provide solutions and opinions on their recommendations as to the most effective course of action while looking out for the candidate who thinks logically, strategically and considers the bigger picture.
5. Trust your gut
OK, so you’ve interviewed some great candidates and all references and background searches have checked out, but what does your gut instinct tell you about your new choice of CFO? In his book, Blink, Malcolm Gladwell said that “decisions made very quickly can be every bit as good as decisions made cautiously and deliberately”. So no matter how great your chosen candidate’s references may be is this person someone with whom you can establish a strong working relationship and rapport with – the key ingredients to a successful working partnership? As Errett say, “You are inviting someone into your family, your sandbox, and having to integrate them well is very important.”
The image of a CFO as simply being the most senior finance person within the organisation is an antiquated one. Today their role has grown in stature and influence as a strategic thinker rather than financial controller or number cruncher. And although the CEO retains the role of leader the CFO must be positioned as a senior player and representative of the future direction for the company. The more the CEO establishes their resolute support for the CFO, the greater the chance for success and collaboration with the rest of the organisation. After all, you can’t whistle a symphony; it takes an orchestra to play it.
Source: Execdigital
Die Top 10 der relevantesten Social Media Dienste in Deutschland
Posted by Frank Mortimer in Executive Search Deutschland, Social Media, Uncategorized on July 26, 2010
- XING, Linkedin und Facebook sind in Deutschland die wichtigsten Social Media Dienste für Employee Recruitment
- Unter den Top 5 des Social Media Relevanz Monitors für die B2B-Kommunikation verbesserte sich Facebook auf Position 2.
Der von SF eBusiness entwickelte Social Media Relevanz Monitor – kurz SMR – wurde erneut auf Basis aktueller Daten für die B2B-Kommunikation ausgewertet. Über 80 Social Media Dienste wurden anhand von 30 Bewertungskriterien in eine Reihenfolge gebracht. Dadurch lassen sich ähnliche Social Media Dienste miteinander vergleichen. Diese Basisbewertung gibt Unternehmen eine erste Einschätzung über relevante Plattformen.
Der Social Media Relevanz Monitor wurde erstmals für den Bereich Employee Recruitment durchgeführt und liefert folgendes Ranking:
Die Top 10 der relevantesten Social Media Dienste für
Employee Recruitment in Deutschland; März 2010:
- XING (100 %)* – www.xing.com
- Linkedin (88 %) – www.linkedin.com
- Facebook (53 %) – www.facebook.com
- Twitter (50 %) – www.twitter.com
- StudiVZ (44 %) – www.studivz.net
- MeinVZ (39 %) – www.meinvz.net
- kununu (35 %) – www.kununu.de
- Ning (32 %) – www.ning.com
- YouTube (31 %) – www.youtube.com
- Wer-kennt-wen (29 %) – www.wer-kennt-wen.de
* Der Wert in Klammern gibt die Relevanz des jeweiligen Dienstes im Vergleich zum Erstplatzierten an.
Laut der aktuellen Studie des Social Media Monitors B2B (kurz SMR-B2B) sind XING, Linkedin und Facebook die wichtigsten Dienste für Employee Recruitment auf Social Media Diensten.
Die Business Netzwerke XING und Linkedin liegen erwartungsgemäß ganz vorne, das liegt auch daran, daß diese Plattformen speziell auf das Thema Employee Recruitment zugeschnitten sind.
Beste nicht rein Business-orientierte Dienste sind Facebook, Twitter und der zum Holtzbrinck Verlag gehörende Dienst StudiVZ
Die Top 5 der Social Media Dienste für den Einsatz in der
B2B-Kommunikation
Auch in der Top 5 der relevantesten Social Media Dienste für die allgemeine B2B-Kommunikation gab es eine Veränderung. So konnte sich das größte Social Network der Welt, Facebook, um eine Position von drei auf zwei verbessern. Das Business Social Network XING rutscht demnach um eine Position ab. Twitter und YouTube bleiben auf ihren bisherigen Positionen.
Die Top 5 der Social Media Dienste* für den Einsatz in der B2B-Kommunikation sind (weltweit):
- Linkedin.com (100 %)** – www.linkedin.com
- Facebook.com (98 %) – www.facebook.com
- Xing.com (97 %) – www.xing.com
- Twitter.com (82 %) – www.twitter.com
- YouTube (78 %) – www.youtube.com
* Auszug aus den Ergebnissen des Social Media Relevanz Monitors, Stand März 2010
** Der Wert in Klammern gibt die Relevanz des jeweiligen Dienstes im Vergleich zum Erstplatzierten an.
SF eBusiness stellt den „Social Media Relevanz Monitor B2B“ (SRM-B2B) Unternehmen zur Verfügung. Unternehmen können eine individuelle Priorisierung der Kriterien in einem Workshop an die Bedürfnisse des jeweiligen Geschäftsumfeldes anpassen. Somit entsteht ein auf das Unternehmen angepasstes Ranking und kann damit ein wichtiges Managementtool für effiziente Entscheidungen bezüglich des Budgeteinsatzes im Social Media Bereich darstellen.
Source: SF eBusiness GmbH
Focus and vision: the rise of Facebook
Posted by Frank Mortimer in CEO jobs, Social Media, Uncategorized on July 23, 2010
An interesting article on how a visionair like Zuckerberg shows restrained and keeps focusing on user value irrespective of a money driven environment and with that rises the stakes again and again.
C.O’ Brien: As incredible as it seems that Facebook has crossed the threshold of 500 million users in just six years, I find myself even more amazed at how the company reached this remarkable milestone.
This struck me recently as I was reading “The Facebook Effect,” the account of the company’s rise by technology reporter David Kirkpatrick. In pulling the various threads of Facebook’s story together, some known and some previously unknown, the book crystallized for me some important lessons from what has become one of the most remarkable business stories ever seen in Silicon Valley.
Facebook has joined the pantheon of the most important valley companies: Google, Apple, Oracle, Hewlett-Packard, Intel and Cisco.
Systems. Though it is far smaller than any of these in terms of revenue, its impact on society arguably rivals any of them.
And in large part that is due to the unshakable vision and leadership of its founder and CEO, Mark Zuckerberg. Sure, he has made any number of missteps along the way, as you would expect from someone who is still only 26. But let’s appreciate the things he’s done right — often bucking the conventional wisdom and the advice of more experienced elders.
First among these was the decision by Zuckerberg to insist that Facebook focus on the user experience first and ignore the business side in the short run. In Kirkpatrick’s book, advertisers of all sorts were approaching Facebook’s sales teams early on,
offering to pay large sums for various ad schemes. But Zuckerberg turned many of them down — to the dismay of his sales team — because they would disrupt the look and feel of the Facebook experience.
Facebook’s apparent lack of a business model has been the butt of some easy jokes (until Twitter came along), but Zuckerberg was smart. The company is fine-tuning its advertising strategy, but in the meantime it has become such an unstoppable force on the Web that it can afford to take its time turning on the revenue spigot.
And the extraordinary treasure trove of personal information we’re volunteering to Facebook is inevitably going to turn into a gusher of advertising revenue that may one day be the envy of Google, which can only guess at who we are and what we want.
Another example of how Zuckerberg’s instincts have served the company well comes from the way the service itself has evolved. Many changes have been met with outrage from users and criticism from the press.
Rather than panic and try to placate critics, Zuckerberg has been able to look past the hue and cry in a way that shows he sometimes understands his users’ behavior better than they do.
The best example of this may have been the controversy over the introduction of the news feed in September 2006. When Facebook first launched, each user had a profile page. But if you wanted to see if someone had made changes or uploaded a new photo, you had to keep going back to that friend’s page to check for new content.
Zuckerberg conceived of the news feed to solve this. Now you would just have one stream of updates on all of your friends’ activity.
When this launched, users went ballistic. They decried the massive privacy invasion (even though no new information was being shared). People even started groups on Facebook to protest the news feed that quickly gained thousands of members.
But Zuckerberg recognized the viral nature of these protest groups was in fact made possible by the news feed they were protesting. And while he made some modest changes to the settings, he resisted pressure to switch it off.
Today, the news feed is an essential part of the Facebook experience and in large measure the reason for the site’s fantastic growth and the large chunks of time many of us spend there.
While Zuckerberg does have a strong sense of where this is all taking us, he does at time get ahead of his users. And he still needs to learn how to better manage the introduction of big changes so that they don’t cause massive user revolts. But even when he deserves criticism, no one can accuse him of being greedy.
Anyone who insists he’s doing any of this for the money is just flat-out wrong. When the site was just 2 years old, Yahoo offered to buy it for $1 billion. The site still had less than 12 million users and was far behind MySpace in the social networking world. Zuckerberg was being offered more than $1 billion for the company at a time when it was far from certain that it would be king of social networks. Zuckerberg, then just 22, still had control of the majority of the company and turned the offer down over the protests of some of his venture capitalists and executives.
Could you have turned down $1 billion when you were 22? When your company was a distant No. 2? No, you couldn’t have. But Zuckerberg did and still resists an IPO that would most likely make him a multibillionaire.
As we look ahead now and wonder if the company can reach 1 billion users, I would be more surprised if it didn’t. No one is going to come along and dislodge Facebook anytime soon. And for that, credit goes to Zuckerberg for the vision he showed in laying a rock-solid foundation on which to build a company poised to serve as the central nervous system of the Web for years to come.
Source: MercuriNews
Social media and recruiting
Posted by Frank Mortimer in Social Media, Uncategorized on June 6, 2010
Ok not much exitingly new in the article below but I do very much like the truth in this remark: ‘ Twitter is a cocktail party, Facebook to the office water cooler, and LinkedIn to a professional network; each with their place and each one important for the job seeker to navigate and master.”Being active and engaged is different than having a profile. It takes effort’
Natalie Paulson had just left a job she loved to seek out a new career challenge. But it didn’t take long for the Sacramento professional to find what the real challenge would be. “I didn’t want to become obsolete,” Paulson said. “My goal was to work for a company that was in social media.”
By using social media tools such as Twitter and Facebook, she was able to connect with people key to landing her next job, befriending the owner and others at the firm where she wanted to work. “When I interviewed, they knew who I was and were happy to see me,” she said. “It’s a simple strategy: How do I get to the people who make decisions.”
The strategy worked. Today, Paulson is director of business development for the Sacramento firm 3Fold Communications.
Paulson was among a panel of local professionals putting social media to work, the subject of a seminar last Tuesday for 60 job seekers, recruiters and others at the Sacramento co-working space Urban Hive.
The Sacramento Social Media Club hosted the seminar.
Asia Allen of Gravity Public Relations hopes social media tools can help her locate new talent and expand her client pool.
“I’m looking to expand my organization, but I’m also looking for opportunities,” Allen said. “Beyond a website, I need to give my business a human side to be able to talk to people. (With social media), they’re talking to my company, so it’s a very valuable tool.”
Increasingly, tools like Facebook, Twitter and LinkedIn are becoming the new résumé, the panelists said, giving job seekers access to employers, and recruiters get a glimpse of potential hires.
“Companies are looking for specific individuals and their decisions have to be spot on,” said Curt Cetraro, chief executive officer of ConnectPoint Search Group, a Sacramento-based recruiting firm.
“Employers are overwhelmed by options, so they’ve started looking for people via social media,” he said. “If your profile is tailored that way, you’ll show up.” Job seekers can use the sites to sound the alarm that they are looking for a new opportunity and gain valuable feedback on whether their profile portrays them in their best light, said Christina Rogers, owner of Sacramento-based Angeles Career Consulting.
“If you’re looking for a job, tell everybody,” Rogers said. Also, ask what their impression is of you. You’re packaging yourself, so clean up your package,” Rogers said. That means reviewing “friends” you’ve collected online, reviewing photos and comments on your sites. Like a résumé, your site should be a professional document, Paulson of 3Fold said. “If you put out your brand, it’s really important to protect yourself,” Paulso said. “If you pick a tool, you should use it appropriately.”
Most important, though, is to embrace social media technology, said the Social Media Club’s Jeff Marmins.
He likens Twitter to a cocktail party, Facebook to the office water cooler, and LinkedIn to a professional network; each with their place and each one important for the job seeker to navigate and master.”Being active and engaged is different than having a profile. It takes effort,” he said. “Any way to stand out above the fray.
Source: The Sacramento Bee
Social Media and your job search
Posted by Frank Mortimer in Social Media on February 16, 2010
I’m quite sceptical of people preaching all the wonderful benefits of social media. If you are at a ‘senior’ level you have to be very selective and careful in using these channels. However I’m also convinced that if you disregard it completely you will miss out on opportunities and information in general. Here some experiences of a novice user:
After finishing an intensive six-week course on using social media in December, one of the goals that I have set for 2010 is to actively use it as a job-search tool. This year is supposed to be the year for social media, the year that Twitter finally takes off, so it is very important for me to fully utilize various tools to my advantage.
One of the most important things that I have been doing is Googling my name on a daily basis to make sure that I am not somehow associated to anything inappropriate. I have also created a Google profile so that I can easily be found by potential employers.
I have been adjusting my LinkedIn profile to makes sure it is optimal and effective. I had initially created a very detailed profile, but decided to pare it down and put an emphasis on my core competencies and transferable skills. I want to make sure that my profile triggers more conversations with potential hiring managers, leading to interviews. Of course, a detailed resume is attached to my profile so that I can easily make it available to hiring managers if they request to see it. I have uploaded a profile picture and requested recommendations from former managers to make sure my profile is 100% complete.
I have also joined a number of Linkedin groups associated with finance, prior employers, and school alumni. I follow discussions, ask questions and make comments. This is a very effective way of putting myself out there and being seen. Membership in groups such as those for former Bear Stearns employees also give me access to jobs that are posted in the group forums. I have seen a number of jobs posted by both companies and headhunters, which I have applied for and am waiting to hear back from the hiring managers.
Another tool that I have just started to actively use is Twitter. Although I established a Twitter account over two years ago, I did not actively use it until recently. I have come to the realization that Twitter can be a powerful job searching tool. There are lot of smart and helpful career advisors, bloggers and recruiters that I have discovered and now follow. The wealth of knowledge that these experts distribute with only 140 characters is amazing. And most are more than willing to give advice, whether I ask for it or not. Then there are recruiters that Tweet out job openings, again a great way to find jobs.
There are many other social media tools that I have yet to use. I have learned that I need to balance my time between traditional and non-traditional methods. I continue to make traditional networking a priority, and actively set up meetings and attend events where I have the opportunity to network.
One of the questions that they asked at the end of my social media boot camp was: How will you use what you have learned about social networking in your next job? It is clear that not only will social networking help me during my current job search, but it will give me an edge at my next job, regardless of where I end up. Social networking is coming in with a force to financial services, health care, media, and other industries, and we all need to adapt.
Source: The Wall Street Journal, Henry Chalian
Henry Chalian was a relationship manager at J.P. Morgan before his job was eliminated in May 2009 after seven years with the company. Mr. Chalian, 41, received a masters degree from the London School of Economics in 1995 and is currently completing a certificate of business excellence at Columbia Business School. He lives in Brooklyn, New York
Current Headhunter approach is out of date
Posted by Frank Mortimer in CEO jobs, Executive Search, Uncategorized on February 11, 2010
Finding a new chief executive or chairman has become a transactional process. The mechanics are well established but the search touches only a fraction of the available talent pool.
Unfortunately, today’s headhunters are professional interviewers who do not understand how chief executives work in practice. Top chief executives focus on winning by hiring strong leaders with the right personal qualities. In contrast, their headhunters rely too much on narrow job briefs. There are more fundamental, structural problems within the industry. Headhunting firms are staffed by highly experienced and dedicated professionals, but their incentivisation, approaches and leadership are out of date.
Individual search consultants earn low base salaries, with bonuses driven by the number of searches they sell and execute. This means that they are heavily incentivised to get as many searches done as quickly as possible. Ideally, a client would want a search across as many geographies and industries as possible. In contrast, consultants cut their own pay if they share the work widely with other partners.
With a pressure to transact searches, and client relationships in the hands of individuals and not firms, knowledge growth is slow, built case by case. What they should do is proactively identify the best leaders and emerging leaders wherever they are in the world. Search consultants typically charge a third of the successful candidate’s estimated first-year package, irrespective of whether the chief executive search is successful. It is not surprising that clients hate this.
The search industry must move towards much lower retainers, a success fee for completed searches and far more significant upside if they place a highly successful boss.
We need firms that understand the different types of chief and how they work. A winning firm is a proactive talent scout constantly building a base of the best global leaders.
It transacts fantastically still, but now shares richly in success and is not paid for failure.
We need to move from a passion for clients and fees to a passion for clients and global leaders and a firm belief that fees follow good work. Imagine, a headhunting firm that clients love and employees are proud to be part of and whose candidates create the next generation of global companies. What a prospect.
Extraction of an article by S. Tappin, The Times.
Finale kwijting in een beëindigingsregeling toch niet zo finaal?
Posted by Anne Holdrinet in Arbeidsrecht, Ontslagvergoeding on February 10, 2010
Een interessant vonnis van de kantonrechter Amsterdam van 14 januari 2010 (uitspraak nog niet gepubliceerd))
Feiten:
Op initiatief van ABN-AMRO heeft werknemer een beëindigingsregeling getroffen, waarin aan de werknemer een vergoeding van € 628.965 bruto (richtlijn ‘kantonrechtersformule met C=1) wordt toegekend. Daarnaast hebben de werknemer en de ABN-AMRO in een vaststellingsovereenkomst afspraken gemaakt over de eindafrekening van de arbeidsvoorwaarden waaronder: vakantie-uren/toeslagen, bonus/winstuitkering volgens de geldende CAO, hypothecaire lening en lease-auto enz. In deze vaststellingsovereenkomst zijn werknemer en ABN-AMRO finale kwijting overeengekomen. Over de optieregeling waarop de werknemer recht heeft, is echter niets opgenomen. Werknemer vorder alsnog uitbetaling daarvan. Dit komt volgens hem neer op een bedrag ad € 86.531. ABN-AMRO voert hiertegen verweer en stelt dat de opties verleden tijd zijn aangezien partijen elkaar in de vaststellingsovereenkomst finale kwijting hebben verleend. Werknemer bestrijdt dit met een beroep op Haviltex-criteria (JAR 2004/255)
Oordeel Kantonrechter:
De kantonrechter overweegt dat het in het genoemde ‘Haviltex-arrest uit 2004 (ook) ging om de vraag of een bepaald element van de vaststellingsovereenkomst (pensioen-schade) in de algehele kwijting moest worden begrepen of niet. Het verschil met de onderhavige zaak is dat de pensioenkwestie daar in de onderhandelingen tussen werkgever en werknemer wèl aan de orde was geweest en uiteindelijk niet in de vaststellingsovereenkomst. In onderhavige zaak hebben partijen niet over de opties gesproken. Op grond hiervan beslist de kantonrechter dat ABN-AMRO niet in redelijkheid heeft mogen verwachten dat de werknemer zijn aanspraken op de hem verleende opties heeft laten varen. Dit heeft tot gevolg dat de finale kwijting niet de eventuele aanspraken op de opties omvat. Het lag volgens de kantonrechter op de weg van ABN-AMRO om de opties in het overleg naar voren te brengen (op basis van het beginsel van ‘goed werkgeverschap’).
De hoogte van de schadevergoeding is lastig vast te stellen omdar er een groot aantal factoren van onzekerheid is. Het blijft immers volgens de kantonrechter lastig omdat onduidelijk is hoe dit overleg zou zijn verlopen en wat de uiteindelijke inhoud van de vaststellingssovereenkomst zou zijn geweest als de opties wel onderwerp van overleg zou zijn geweest. Aangezien de schade bij gebreke van verdere concrete gegevens niet kan worden berekend en evenmin een redelijke schatting mogelijk is, dient een vergoeding naar mate van redelijkheid en billijkheid te worden toegekend. Gelet op de verwijtbaarheid van de ABN-AMRO, berekening van theoretische waarde van de opties, de inhoud van de vaststellingsovereenkomst en de wijze waarop deze tot stand is gekomen, vindt de kantonrechter een vergoeding van € 20.000 redelijk.
Conclusie: finale kwijting is dus niet zo finaal als er over een arbeidsvoorwaarde tijdens de onderhandelingen niet is gesproken…
Ontslagvergoeding storten in een Stamrecht BV
Posted by Robert Jan Veenstra in Ontslagvergoeding on February 8, 2010
Een Stamrecht BV is één van de vier mogelijkheden om een ontslagvergoeding aan te wenden. Direct afrekenen met de fiscus, het afsluiten van een direct ingaande lijfrente of uitgestelde lijfrente zijn de andere drie opties om een ontslagvergoeding aan te wenden.
Een stamrecht BV is een besloten vennootschap die een werknemer opricht om gebruik te kunnen maken van de stamrechtvrijstelling van de Nederlandse fiscus. Volgens de normen van de fiscus kan een stamrecht BV in Nederland gezien worden als een “dekkende levensverzekeraar”. Een werknemer kan zijn/haar ontslagvergoeding in de stamrecht BV onderbrengen. Niet de ontslaguitkering zelf, maar de periodieke uitkeringen van de BV zijn dan belast. Dit kan voor de werknemer fiscaal gunstiger zijn.
De houder van een stamrecht BV dient loonheffing in te houden op de periodieke uitkeringen. Als de BV winst maakt, dient vennootschapsbelasting betaald te worden
Oprichting
Om een stamrecht BV op te richten moeten de nodige oprichtings activiteiten plaatsvinden, waarvoor men specialisten nodig heeft. Bijvoorbeeld:
- Aanvraag fiscale nummers
- Vastleggen van alle fiscale plichten in statuten
- Vastleggen drie partijen Stamrechtovereenkomst
- Fiscale goedkeuring voor werkgever en voor werknemer
- Verklaring geen bezwaar bij het Ministerie van Justitie
- Bankrekening openen op naam van de BV
Na de oprichting van de stamrecht BV kan de werkgever de volledige ontslagvergoeding in de stamrecht BV zonder inhouding van premies en loonbelasting storten. De stamrecht BV moet voldoen aan strenge fiscale voorwaarden en eisen van de Belastingdienst, de belastingdienst zal die ook toetsen. Mbt de Drie partijen Stamrechtovereenkomst: Er wordt een overeenkomst opgesteld tussen de ex-werkgever, de ex-werknemer en de Stamrecht B.V. waarin staat dat de werkgever het geld rechtstreeks naar de Stamrecht B.V. stort. De Stamrecht B.V. wordt verplicht om loonbelasting in te houden op de Stamrechtuitkeringen die de B.V. te zijner tijd aan de ex-werknemer gaat doen.
De fiscus
De belastingdienst is zeer streng met stamrecht BV’s. De reden hiervan is dat de Belastingdienst nog geld van de stamrecht BV “tegoed” heeft, de belastingdienst wil uiteraard deze clain op nog te ontvangen belastinggeld niet verliezen. Daarom mag een stamrecht BV geen activiteiten ondernemen die de kans op uitkeringen (en dus betaling aan de Belastingdienst) verminderen. Bijvoorbeeld:
- Negatief rendement behalen op stamrecht kapitaal
- Niet betalen van belasting
- Teveel en/of onjuiste kosten opvoeren
Administratieve verplichtingen
Om de Belasingdienst op de hoogte te houden van de activiteiten van de stamrecht BV zijn er een aantal verplichtingen die u heeft nadat u een stamrecht BV hebt opgericht. Bijvoorbeeld:
- Is het stamrechtkapitaal nog aanwezig in de stamrecht BV?
- Zijn de periodieke uitkeringen al gestart?
- Is er geld aanwezig op de bankrekening van de stamrecht BV?
- Of wordt het geld uitgeleend aan privé?
Een belangrijke administratieve verplichting van een stamrecht BV is de aangifte Vennootschapsbelasting. De stamrecht BV moet deze aangifte elk jaar indienen bij de Belastingdienst. Hierbij inbegrepen zijn de jaarrekening en de verlies- en winstrekening. Hiermee kan de Belastingdienst zien of de stamrecht BV winst of verlies maakt. Als er winst gemaakt wordt zal de stamrecht BV vennootschapsbelasting moeten betalen. Winst maken in een stamrecht BV zal niet snel gebeuren, de belastingdienst gaat er vanuit dat u jaarlijks rendement maakt. Hiervoor gebruiken zij een oprentingspercentage van gemiddeld zo’n 4%. U moet dus structureel meer dan 4% rendement behalen om winst te gaan maken. Als u winst gaat maken met het geld in de stamrecht BV dan dient u hierover belasting te betalen, de vennootschapsbelasting van 20-25%.
Wellicht het belangrijkste punt om te onthouden: De Belastingdienst heeft een claim op de te betalen belasting over het oorspronkelijke bedrag in de stamrecht BV, verliest u geld met beleggingen in de stamrecht BV dan zal de claim van de belastingdienst niet(!) lager worden
Nabestaanden regeling
Wat gebeurd er met de stamrecht bv als u komt te overlijden? Bij een lijfrenteverzekering kan het voorkomen dat deze komt te vervallen, of u moet er een aparte aanvullende risicoverzekering op hebben afgesloten, bij een stamrecht bv is dit niet het geval. De maandelijkse uitkeringen moeten wel direct starten als de ex-werknemer komt te overlijden, zodat de maandelijkse uitkeringen dan inkomen zijn voor de nabestaande partner. Een soort van nabestaandenpensioen dus. De partner moet uiteraard wel de belasting betalen over de maandelijkse uitkeringen uit de stamrecht BV. Ook zal de stamrecht BV op naam komen te staan van de nabestaande partner. Mocht er geen nabestaande partner zijn of als beide “ouders” zijn komen te overlijden dan hebben de kinderen recht op de uitkeringen uit de stamrecht BV.
De kosten
Voor een stamrecht BV dient u jaarlijks een jaarrekening en een vennootschapsbelasting-aangifte in te dienen. Ook betaalt u jaarlijks aan de Kamer van Koophandel. U kunt er ook voor kiezen deze administratie uit handen te geven, dit brengt extra kosten met zich mee.
U doet er verstandig aan om goed rond te kijken voor een geschikte partij om u te ondersteunen. De oprichting zal u ongeveer 2500 Euro all in gaan kosten en de jaarlijkse kosten, indien u wordt ondersteund, zullen rond de 600 euro bedragen (ex BTW). Beide bedragen zijn aftrekbaar op het resultaat van de BV.
Let op
Het is van belang dat u voordat het geld door de werkgever gestort is, al heeft aangegeven dat u de afkoopsom als een Stamrecht wenst te ontvangen. Omdat de fiscus kan eisen dat u dit bewijst is het belangrijk om zo snel mogelijk wanneer een afkoopsom aan de orde is, een briefje aan personeelszaken te schrijven dat u de afkoopsom bruto in de vorm van een Stamrecht wenst te ontvangen. Wanneer de som dan toch op uw eigen bankrekening gestort wordt, dient u deze zo snel mogelijk door te storten op de bankrekening van de Stamrecht B.V. of indien de Stamrecht B.V. nog niet opgericht is op een geblokkeerde derdenrekening van een advocaat of notaris.
Vanaf welk bedrag is een Stamrecht BV nuttig?
In het algemeen: Bij een afkoopsom boven de euro 40.000 zullen de kosten van de Stamrecht B.V. waarschijnlijk niet hoger zijn dan de kosten bij afstorting van het Stamrecht bij een verzekeringsmaatschappij. In dat geval kan een Stamrecht B.V. voordelig zijn. Het zal afhangen van het rendement dat u kunt behalen.
Eigen bedrijf starten
Wanneer u een eigen bedrijf wilt opstarten wordt altijd geadviseerd de afkoopsom af te storten bij een eigen Stamrecht B.V.
De Stamrecht B.V. is een uitstekend middel om een eigen bedrijf te beginnen. Stel u heeft recht op een afkoopsom van euro 50.000. Wanneer u afrekent met de fiscus houdt u waarschijnlijk euro 24.000 over om een eigen bedrijf mee te beginnen. Wanneer u het geld laat storten in een Stamrecht B.V. ontstaat ongeveer de volgende situatie:
U kunt de gehele euro 50.000 nu in uw bedrijf investeren (minus oprichtingskosten) in plaats van euro 24.000. Dit kan op verschillende manieren. U kunt het geld gebruiken om een bestaand bedrijf te kopen of om bedrijfsmiddelen te kopen, maar u kunt het Stamrechtkapitaal ook als salaris laten uitkeren in de opstartfase van de onderneming.
Stel dat de onderneming helemaal niet loopt en de Stamrecht B.V. kan het Stamrecht niet uitkeren. Het Stamrecht vervalt daardoor. Omdat het Stamrecht vervalt bent u geen inkomstenbelasting meer verschuldigd over het Stamrecht (NB wanneer u zelf vrijwillig afziet van de Stamrechtuitkeringen is wel inkomstenbelasting verschuldigd, echter dat is hier niet het geval, er is simpelweg geen geld meer om het Stamrecht uit te keren). De fiscus heeft dan dus voor 52% meebetaald aan het ondernemingsverlies (vergeleken met de situatie van direct uitkeren).
Stel dat de onderneming wel loopt, dan maakt de onderneming winst. Deze winst is belast voor de vennootschapsbelasting. Echter de jaarlijkse oprenting van de Stamrechtverplichting komt in aftrek van de gemaakte winst en vormt een leuke aftrekpost.
How recruiters select headhunters
Posted by Frank Mortimer in Executive Search, Finding A Headhunter, Uncategorized on February 7, 2010
How recruiters select headhunters, tells you a lot about how headhunters and recruiters from larger companies select candidates. De following a list of questions recruiters are suggested to use to select a headhunter. Bear in mind that the list is made by a headhunter from Signium international.
1. What is your firm’s industry focuses – who are some of your current clients?
This determining factor allows a hiring organization to assess a firm’s market and functional knowledge relevant to their specific situation and need. One must have confidence that the consultant knows where to look for the top talent, and how to engage and recruit them. This confidence will support a cohesive and functional client/consultant relationship throughout the course of the project.
2. Who will be doing the work; how is your firm structured?
Given the consultative nature of search, it is critical to determine how involved and engaged the lead consultant will be during the course of the project. Will the consultant who sells or ‘pitches’ the assignment do the majority of the work? Is the research and candidate development conducted in-house, or outsourced to a third party? Does the firm have the appropriate project management and communication tools to ensure timely and accurate feedback? Who, exactly, will be accountable for your specific project?
3. How many searches does the consultant handle simultaneously?
Here is a good question to ask as a follow up to the previous discussion. A consultant handling over six or seven projects at one time is average. You need to be comfortable that your project is going to receive the time and attention needed to be a success.
4. What percentages of searches are successfully completed? Is there a guarantee should the placement fail?
The industry average for completing projects is between 65% and 70%. This is partially a result of cases when specifications and/or business conditions change, organizations restructure, or the skill set you seek does not exist. While there are many variables that can affect this number, a reliable number should be in the 75% – 90% range. The key here is to be wary of the consultant who tells you that they have a 100% completion rate. This is not realistic!
Most firms offer at least a one year replacement guarantee, and will replace a candidate who does not work out for expenses only.
5. What are the timing and key milestones of the process?
In most cases, executive level searches take between 90 and 150 days to complete. Most professional and competent firms/consultants will be able to provide you a well defined and detailed outline of their process and timeline. Typically, you should expect a detailed progress review, including a list of pre screened and qualified candidate backgrounds between weeks four and six, and begin to see candidates face to face between weeks six and eight.
Note: Often times searches are lengthened because of candidate availability and scheduling conflicts, especially for those candidates currently employed.
6. What are the firms current “off limits,” i.e., where is a firm blocked from recruiting candidates based on existing client relationships?
This is a critical question to ask either large firms with specialty practice groups, or smaller firms focused on specific functions or market sectors. Firms typically cannot recruit from an existing client for one to two years after an assignment. If a large number of target companies (those where the majority of potential candidates are currently employed) are blocked, your ability to access a strong candidate pool could be severely limited.
You must also ensure that there is agreement with your chosen firm as to the length of time they may not recruit from your organization. Be careful not to let the fox into the hen house.
7. How is candidate quality assured?
The lead consultant needs to have a clear understanding of the performance metrics and evaluation tools that will be used by you and your organization to judge candidates. It is important to have confidence in their abilities to understand both your organization’s culture and the scope and requirements of the position to be filled. The search consultant must function as your agent in the market to both engage and recruit the best available talent. They must have the ability to recruit the best candidate for the job, not the best candidate looking for a job.
8. How and when are references conducted?
This has continually been a key issue and one that is fraught with pitfalls. Consultants must be able to reach beyond just career history and focus references on discussing competency, character and potential. References should be sequenced into the process. We recommend that at least two are done before you decide on a final candidate. This will go a long way in eliminating the possibility of costly and potentially embarrassing problems later in the process! Final references should be checked with a combination of supervisors, peers, and subordinates, and with individuals other than those provided by the candidate. Keep in mind that while you may want to do ‘backdoor’ references yourself, in order to protect a candidate’s privacy, all references should be coordinated through your search consultant.
9. What is the firm’s role in candidate negotiations and closing?
This is a crucial step in the recruitment process, one in which a professional search consultant should be both comfortable and experienced. He/she must be able to effectively negotiate and communicate with both parties to achieve successful outcomes.
10. What are fees and expenses?
Retained firms typically bill between 30% and 33% of a candidate’s first years total cash compensation, paid in three equal installments over the first three months of a search. Most firms bill you for all expenses directly attributable to conducting the search, and some firm’s bill for non-itemized, or communication expenses. Upon request, firms may agree to a flat fee, or a discount based on volume of work. In some cases, firms will tie the timing of their invoices to their successfully attaining specific stage gates during the search process, including linking a portion of the professional fee to the completion of the assignment.
11. Is your firm accredited, are you a member of an Industry Association?
There are several key industry associations for retained Executive Search Firms, the most visible and important being the AESC (Association of Executive Search Consultants). AESC members comprise an elite group of top tiered retained Executive Search Firms. All members agree to abide by the Associations Code of Ethics and Professional Practice Guidelines, and meet strict membership criteria. Membership in the AESC is the only form of quality accreditation that exists for retained executive search consulting. The other key organization is the IACPR (International Association for Corporate & Professional Recruitment) whose mission is to provide the senior-level recruitment community with opportunities to network, share best practices and build cutting-edge expertise within a collaborative environment, and whose members are comprised of both corporate recruiters and executive search consultants
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