Executive Space

You are ready to take the leap. You know that the strategic growth of your company requires international expansion and you need to incorporate top local talent. Perhaps you are looking for a Country Manager to lead the US subsidiary, a Business Development specialist to open LATAM markets, or an Operations Director with experience in Asia.

At Servitalent we know that the euphoria of expansion must be preceded by the discipline of preparation. Based on our experience advising industrial companies in their global challenges, we confirm that 90% of success in international recruitment is defined before the first interview.

Here is a checklist of 5 critical points to complete before launching any talent search process outside Spain.

At Servitalent, we know that finding therightmanageris only half the battle. The other half, often the most critical, occurs in what we call the "last mile" of the Executive Search process: the crucial period from the hiring decision to the formal acceptance of the offer and the definition of the start date.

At this point, the company has already invested considerable time and resources in identifying, recruiting executives and evaluating talent. Allowing this final phase to be handled slowly or unprofessionally is a strategic risk that can result in valuable candidates falling through the cracks or talent accepting a competitive offer.

We are facing a business reality where attracting talent and retaining professionals has become a strategic imperative. Often, this task becomes a real headache for organizations. We observe, for example,how age discrimination continues to be a challenge in Spain, with a high percentage of unemployed professionals over the age of 50, which means a loss of experience and strategic vision for companies.

At the same time, SMEs face specific difficulties, such as rising labor costs that limit their ability to compete and attract talent, or the struggle to access specialized talent. Even attracting skilled talent to rural areas for industry presents obstacles beyond technical skills.

In recent years, where the complexity of the market and the speed of change are what prevails, interim management has grown exponentially as a high-value tool for many companies. However, a dangerous misunderstanding has arisen along the way: the belief that a manager with a long career is, by default, an excellent interim manager.

Companies are often faced with a top-level decision. They need someone with managerial experience to lead a transformation project, cover an unexpected leave of absence or pilot a new stage of growth. In this search, it is easy to fall into the trap of associating years of experience with the ability to perform this function. It is mistakenly thought that the simple fact of being 50 years old or having an extensive résumé guarantees an aptitude for interim management.

The mirror of corporate culture: Beyond employer branding

Organizations constantly invest time and resources in communicating our mission, values and ideal work environment, seeking to attract the best talent. However, there is a relentless mirror that reveals the truth of our corporate culture, surpassing any marketing campaign : the selection process.

In today's business landscape, the ambition of a global company demands a talent strategy to match. The world offers a universe of highly skilled and specialized professionals, key to innovation and growth. However, effectively accessing this global talent is not a trivial task.It demands a real global reach, deep knowledge of international labor markets and an agile operation that few organizations can efficiently replicate in each country.

International recruitment is much more than a simple search; it is a multifaceted strategic project. How to ensure the qualification and cultural fit of candidates in diverse markets? How to ensure rigorous compliance with local labor, tax and data protection regulations in each geography? How to manage the inherent logistical and administrative complexity of international recruitment ?

This is precisely where collaboration with a global partner with a true local connection transcends from being an option to becoming an indispensable competitive advantage for successful talent management on an international scale.

 

At Servitalent, for many years now, we have lived and breathed industry. Our specialization in the selection of middle management and highly qualified profiles, particularly in engineering, connects us unequivocally with some approaches and reflections of a sector that operates in more manufacturing environments than ours. For this reason, we like to recommend a classic reading, "The Goal" by Eliyahu M. Goldratt, related to the management of industrial operations. Although the protagonist of this story, Alex Rogo, was struggling to save his factory, its lessons on the Theory of Constraints (TOC) are directly applicable to operations linked to talent selection processes.

Like a production line, a selection process seeks to maximize "throughput" (the successful and efficient placement of key talent) while minimizing "inventory"(candidates on hold or profiles that do not advance) and optimizing "operating expenses" (time and resources invested).

At Servitalent, we are aware that the current labor market presents a growing challenge for organizations in the industrial sector and senior management: the shortage of qualified talent. High-level professionals are not only looking for a position, but a project, a culture and a purpose aligned with their personal values. In this scenario, Employer Branding becomes an unavoidable necessity for any company that aspires to attract talent and retain the best.

In the field of Human Resources, finding the right talent is, without beating around the bush, essential for business growth and for the realization of any corporate strategy. To cope with this pressure, more and more companies are delegating recruitment to an external partner through Recruitment Process Outsourcing (RPO). But beware: not all RPO services offer the same return. The difference is not in the contract, but in the mindset:

Today, mergers and acquisitions (M&A) have become a key strategic tool for companies seeking to grow, expand or adapt to market changes. These processes, while full of potential, also present significant challenges. Integrating corporate cultures, optimizing operations and retaining talent are just some of the complexities that companies face.

How can companies successfully address these operations?

This is where Interim Management emerges as a strategic ally, capable of making the difference between success and failure.