1. Efficient Recruitment for Associations The Added Value of Executive Search Christophe de CALLATAY Managing Director for Europe, Israel & Africa 1

2.  Recruitment channels  Trends shaping the future of recruitment  Resources for Associations  Added value of retained Executive Search  Pros and cons (as a client & candidate) Overview 2

3. Recruitment methods  Internal  Transfer & promotion  Job posting  Employee referrals  Unsolicited resumes  Campus interviews  HR/In-house  External  E-recruitment (social media, job boards, …)  Employment agencies  Advertisement & Selection  Executive Search 3

4. All jobs are not equal  Executive Search  Selection / Job Boards  Staffing agencies  Retained  Contingency  Mass recruitment 4

5. The « invisible » market 80% of C-suite positions are not advertised Transactional (HR) Management consulting (CEO, Board) 5

6. It’s all about connecting talent to opportunities 100K CVs/week 6

7. Talent Acquisition Technology & professional networks 7

8. Quick facts about  Launched in 2003, 433 million members today  While about 75% of C-suite executives are on LinkedIn (basic features), only about 10% are active users  Executives at smaller organizations log in more frequently, are more likely to pay for premium accounts, and use LinkedIn as a communications tool more often than executives at midsized and large companies.  40 million students and recent college graduates = LinkedIn's fastest-growing demographic 8

9. Recruitment resources for associations 9

10. Why use executive search ? 10

11.  Few years ago « old boys network »  Today a management profession in its own right  Management/leadership consultant = trusted advisor  Both a science and an art  In depth knowledge of the industry, sector, function  Placing people who make a big impact ! Executive search in a nutshell 11

12. Added value of retained search  Senior/critical/complex positions  C-Suite; compensation 150k+ EUR  Confidentiality is key (invisible market)  Target select pool of candidates  Passive candidates (not job seekers!)  ‘Best available talent for a unique position’  Through rigorous process & methodology  Long list > short list > interviews > referrences  Sourcing = 10% vs. assessment = 90%  Competence & culture fit 12

13. Rigorous process 13

14.  High value service for senior leadership positions  Strategic Human Capital advice  You buy experience and judgment  Retainer agreement implies exclusivity  Not placement based fee (“success fee”)  Fees are fixed or 33% of first year compensation (+ out of pocket expenses 10%)  Guarantee (+/- 1 year)  Off-limits (+/- 2 years) How does it work ? Retained vs. Contingency 14

15.  War for Talent: –Globalisation –Ageing demographics – Digitalisation, ICT –Company restructuring, M&A  Corporate loyalty has evaporated :  Companies & employees  Gen Y, work-life balance  Portfolio career management More organisations globally are using search Driving forces for search 15

16. Impact of technology Analysis of position & requirements Identification of candidates Screening / shortlisting Judgement & selection Refererence checking MEDIUM DISRUPTIVE LOW 16

17. Pros and Cons (for Non Profits)  Get a search firm interested  Relatively high fees (1/3 of first year compensation)  In-depth knowledge of the sector ?  Strategic Human Capital  Rigorous process  Proofed candidates  Background checks  Reference checks  Media check  Neutral advice  Guarantee  Off-limits 17

18.  Select a firm which:  knows your industry/profession well  Understands your needs  Key functions of an Association leader:  Running small secretariat (Finance, HR..)  Lobbying  Communications, fundraising & partnerships  Member engagement  Programs & project management  Network, high-level relationships Executive search for non profit 18

19. Appoint an AESC member firm 19

20.  Use advertisement?  Rely on Linkedin / social media?  Use a success-fee / contingency firm?  Do it yourself? What are the alternatives? 20

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