Executive Space

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.

 

After years of experience, and taking a respectful license for the simile used in this case, we dare with some cases to avoid, in a roundabout way, if you hire an Interim Manager for your company.

As we often explain to our clients, in the world of Interim Management, where agility and the ability to make an impact are the key to success, we often focus on what a good professional must do to be successful. But what about mistakes? Knowing the possible "sins" to commit, which can cause a mission to fail, is as important as mastering the best practices and goodness of these professionals.

At Servitalent, we know that experience and strategy are fundamental in talent management. Therefore, we have identified the 7 most common mistakes that an Interim Manager must avoid at all costs to ensure a positive and lasting impact on theorganization and business leadership.

In a global business environment, attracting international talent is key to growth. However, defining competitive and efficient transnational compensation policies is a challenge that requires a rigorous, data-driven methodology. Extrapolating domestic salary structures to foreign markets can generate economic dysfunctions and reduce the ability to attract high-potential professionals. Therefore, the strategic use of salary data is essential to inform crucial decisions in global talent management.

As a CEO, you know that the war for talent is your daily battleground. It's not HR talk, it's the pillar that supports your business. Attracting and retaining the brightest professionals defines whether your company takes off or stagnates, whether it will compete or not. And yet, you often feel that something doesn't fit. You see how the candidates you really want don't arrive, or worse, how your best stars fade and leave. Have you ever stopped to think, in all honesty, what could be going wrong in your own house?

In this new job market, the rules of the game have changed. They are no longer the ones many of us have known and prepared for as managers. The power is now in the hands of talent, and complacency is the biggest risk you can take. High-impact professionals are no longer just looking for a good salary; they are looking for a fulfilling project with which they feel emotionally connected, a place where they can grow, feel valued and feel that their work has a real purpose.

From Servitalent, we talk every day with many companies and managers like you. We see up close those small (and not so small) cracks that prevent the best talent to connect with the companies that need it most. That's why we share with you, because experience is good for this, the 10 possible reasons why you may be struggling more than usual to attract talent your dream team. We invite you to read them unfiltered and think about which ones resonate with you.