Great brands, great experiences, great organizations.
Declining brands, woeful experiences and toxic organizations.
Two sides of a cultural stick perhaps.
In the old days, structure told us how things were supposed to work – the designed organization. Something was also telling us that structure may not work as intended – the lived organization. We’ve moved a long way to appreciate the organization today as a place of living and expression as much as a place of processes, roles or corporate outcomes (if not more). Ultimately, culture plays a big part in corporate success, and failure.
Culture was a really trendy topic some thirty years ago, before we realized some challenges with validation and organization effectiveness. Maybe more cult than culture! There are more opportunities today to evaluate this critical feature of corporate and working life; more tried and tested methods. So, let’s use them.
The challenge with culture is what we are measuring and why. Is there ‘good’ and ‘bad’ culture? How do we decide on factors to assess values, beliefs and assumptions? And assuming we can identify dimensions of meaningful insights, how does it relate to effectiveness, individuals, groups, leaders, stakeholders and customers? Or, to change and adaptation? Good cultural insights need tailoring. But don’t wait for the crisis. Culture creeps silently, for better and for worse, surviving the quarter perhaps, but eventually…
There are so many issues from culture it seems impossible to ignore. Talent management, succession, retention, collaboration, communications, structure, risk, resilience, innovation, strategic planning…and yes, even profit. Leadership matters because of the ability to be attuned to culture, the intangible yet very tangible force behind success as well as ruination. However, culture can now be a little more visible and a little less reliant on someone’s intuition, speculation or the occasional away day. Cultural diagnosis may be somewhat science and somewhat art. But now there’s more science, which can help with the art of leadership!
Virtually all aspects of strategy, organization development and effectiveness take something from cultural insights. We meet leaders every day and see the situations they encounter – organization culture is definitely one of them. At Friisberg & Partners we are very well positioned to support incoming and existing leadership with rigorous methodologies and tools for cultural diagnosis and change.
As people become more health-conscious and with better healthcare and medical advances, a higher life expectancy is a new reality, globally.
Companies need to understand what this means for them and come to accept and value of an older worker.
They need to rethink their HR policies and put in place systems and processes to leverage the strengths and potential of an older workforce.
Did you know that from an economic perspective, an older worker is a person with more than 15 years of experience, regardless of age?
According to a recent study conduced by the French Association “A Compétence Egale” (which fights against discrimination in companies) an employee is considered to be an older worker from the age of 49.6.
Despite this numbers, it is important to note that the definition can vary depending on the company, the sector, the country and the position of the Recruiter or Candidate –perhaps we can be more generous with an average of 52.7 years.
While France’s employment rate for the seniors has been steadily increasing, it remains low compared to other European countries, particularly in the over 60 age group.
For a European average of 60.5% at the beginning of 2023, the employment rates of older people vary from 43.8% in Romania to almost 77% in Sweden. France is in 16th place out of 27, with an employment rate for older workers of around 56%.
Broadly speaking, we can observe the culture of "regulation by the labour market" in Western countries, guided by the economic situation, the "culture of duty to work and to remain in employment", which is found particularly in Japan, or the "culture of the right to work at any age" in the Scandinavian countries and the Netherlands, whereas France seems to be more sensitive to a "culture of early exit".
In a particularly tight labour market, this is a major issue linked to demographic change, as people in their fifties represent the main pool of available labour. This raises the question of the respective roles of the different generations in our societies, their place in the production of wealth, the transmission of knowledge, as well as the new forms of solidarity that can unite them.
While the French government is working on new pension reforms, it’s relevant to understand how the situation is evolving, nationally.
In 2021, the rate was 5.8 points lower than the European Union, with a gap that widens to 12 points for the 60–64-year-old age group.
During the 1970s, employment policies encouraged the withdrawal of older people from the employment market in order to favour access to work for younger people. The retirement age was reduced from 65 to 60 years with early retirement schemes, this largely led to a reduction in the employment rate of older people.
The trend has been reversed 20 years later. As a result of the ageing of the population, the increase in life expectancy and therefore the growing cost of financing pensions, the authorities have had to adapt their policy and work to maintain the employment of older people. Many reforms have followed with the effect of increasing the employment rate of older people by more than 8 points in 10 years.
However, in the same period, the unemployment rate of this population has risen sharply, with temporary contracts. Several measures have been implemented, such as the Senior CDD, the employment skills pathway, the cumulative employment – retirement scheme and government subsidies.
In March 2023, a vote was taken to create a new type of contract, an "End-of-Career" contract to promote the recruitment of 60+ employees.
Five reasons why older workers are an asset to organizations:
Mature workers reduce turnover and absence costs. Research consistently indicates that older employees, with their loyalty and commitment, reduce turnover and absenteeism costs in their organisation.
We see policies becoming increasingly important as things like “work-life-balance” take on new meaning. In the post-pandemic era, companies must grapple with different policies necessary to drive behavior. Work policies (e.g., all remote, hybrid remote/on-site, four-day work week) will vary by industry, economic conditions, geography, products or services offered, etc.
As we look to the ever-evolving workplace, we see where leadership style has meaning and much of that “style” will impact how companies fair post-COVID. The manner in which executives lead through this change will impact how their businesses operate moving forward.
Apple CEO Tim Cook suggested in June of 2022 that the shift to more remote work is the "mother of all experiments”. During the outset of the pandemic, Mr Cook suggested he was impressed employee’s ability to work remotely. His style was inclusive and allowed for experimentation and an evolving approach, but he often suggested a move back to in-office model. In April of 2022, Apple policy set out to drive a hybrid workplace suggesting a three-day-a-week in office policy.
Siemens was way ahead of the curve – in June of 2020 (6 months into the pandemic), Siemens established policies that supported “mobile working as core component of the new normal”. Interesting note in the press release suggesting the “model based on transformation of leadership and corporate culture”. This leadership initiative set aside the uncertainty of remote work and recognized the change of corporate culture.
Elon Musk was faced with two different businesses with very different requirements (and ability) to work remote. His message to Tesla was direct – “if you don’t show up for work we’ll assume you resigned”. In January of this year, Musk sent a different message to his Twitter organization suggesting remote work made sense. Mr. Musk knew he had to adapt to each business circumstance, and he delivered forceful policies to support his position.
CEO of Starbucks Howard Schultz offered his policy to reinvigorate “collaboration and camaraderie”. While Mr. Schultz openly states he’s annoyed with the fact that employees are not returning to the corporate office, he is aware of the larger social shift and is willing to build policy to support the growth of the business. Starbucks issued a policy that enabled the workforce to participate in the hybrid work model decision.
There’s one theme that we hear consistently in this post-pandemic era – the workforce is changing and it's increasingly important for leaders to listen more carefully to this shift in social behavior. Well thought out strategies and related policies may lead to increased employee productivity, retention, and longevity. It also impacts ability to recruit employees to the business.
Biases in Executive Search can negatively impact the process and result in bad hiring decisions.
They can cause overlooking qualified potentials who don't fit the stereotype of the ideal candidate for the role.
It's important to be aware of unconscious biases and ensure that the assessment process is fair and objective.
It's crucial to be mindful of these biases and take steps to reduce their impact on the Executive Search process.
In many cases, AI can reduce humans’ subjective interpretation of data.
It is clear that AI can quickly screen every applicant’s resume for specific requirements like a degree or a specific amount of experience. If a hiring manager has a certain bias for or against a certain university or region, that bias can be eliminated with AI. At the same time, extensive evidence suggests that AI models can embed human and societal biases and deploy them at scale as underlying data rather than the algorithm itself are most often the main source of any issues.
“In theory, AI can help remove biases and subjectivity from the executive search process. By relying on data and algorithms to make hiring decisions, AI can help reduce the influence of human biases in the selection process. However, it's important to keep in mind that the algorithms used by AI systems are only as unbiased as the data they are trained on, and any biases present in the training data can be reflected in the results produced by the AI system.
To ensure that AI systems are used in an unbiased and effective manner, it's important to regularly monitor and evaluate the results they produce, and to address any biases that are identified. Additionally, human oversight and involvement in the executive search process is still important to ensure that candidates are evaluated holistically, and to provide a personal touch to the recruitment process.”
Burnout is a widespread leadership topic that has grown in importance recently.
According to the World Health Organization, burnout is a clinical condition resulting from extreme, unaddressed workplace stress and can affect both employees and executives. The hot question of 2023 is not if executives will experience burnout - but when.
Dealing with burnout is a prevalent theme that appears not only in leadership development coaching sessions but also seems to be a major driver of senior managers wanting to change their jobs.
Commonly recognized as an emotional state where a person feels exhausted and out of touch with their work, burnout is also a well-known term in psychology and management used to explain why some people quit their jobs and look for new opportunities.
A recent Deloitte survey shows that nearly 70% of C-level executives are considering jobs that might better support their wellbeing. Although not on the same scale, we can say that our experience with executives confirms this trend.
Burnout becomes a serious challenge that may undermine the success not only of the career seekers but also of many businesses.
Knowledge about most typical signs and symptoms of burnout state is crucial. This can be a starting point for taking further actions or seeking and providing support. Physical symptoms like headaches, stomach-ache, neck pains combined with concentration difficulties, mental fatigue, impatience, cynical reactions, lack of motivation, anxiety and depression may be solid indications that burnout is there.
If an executive identifies these signs in their state and behaviour, a possible solution could be starting looking for a new job. However, if this new job is not in a less stressful environment, this solution could make the things even worse.
Taking a sabbatical - a long break from work that will help executives recover from the work-induced stress. It can be paid or unpaid, and companies usually have a sabbatical policy that details the application procedure. Sabbaticals can help if the senior managers feel overworked or need some time to recover their creative capacity. However, if the burnout is due to some underlying issues in the team, or some personal reasons, it will be better to choose a different solution.
Downshifting - Starting a gradual process of changes that makes the work life balance easier, quieter, balanced, and much less stressful. This can happen by reducing work hours and/or responsibilities and may impact managers' incomes.
Working with a coach – taking this approach may help to constructively deal with burnout symptoms, identifying stress points and building new habits.
Finally, businesses contribution can make a huge difference. Prioritizing executives’ and employees’ well-being is essential for growth-oriented companies and building a strategic approach for prevention and support in case of burnout may turn out as significant competitive advantage.
We all have an opportunity to think about work in a new way, to seek greater empowerment and flexibility.
Over the last three hundred years we have had several revolutions, but this one means the optimisation of work could be managed not just around profitability and productivity, but also around humanity.
However, we need to redefine the "how, what and why" of work — and evolve the conversation beyond the single issue of remote working. This responsiveness to individual preferences will result in a new kind of competitive advantage around the battle for talent.
People are actually willing to quit if they are not given greater flexibility at work and companies that listen and experiment early will have an advantage.
Leaders need to become even more flexible and holistic in the ways they understand and respond to their employees’ needs. Rigid models of annual surveys, office attendance policies and a single office location are all artefacts of the past.
Discussions about remote and hybrid work are simply the early indicators of a deeper shift in redefining what work should be done and how that work gets done. We also need to empower women to remain in the workforce, creating more diverse equitable and inclusive cultures, and promote health & well being in the workplace.
We are at a seminal moment that demands collaborative engagement by all parties involved in driving economic opportunity. Don't be afraid to engage and have the hard conversations necessary for change.
Vedtag fra Erhvervsstyrelsen om kønsdiversitet på flere ledelsesniveauer trådte i kraft d. 1/1 2023. Det betyder skærpede regler for krav om måltal og politikker for kønsdiversitet i danske virksomheder.
De nye regler omfatter 2.387 store virksomheder, statslige virksomheder (herunder aktieselskaber) samt børsnoterede aktieselskaber (+313m DKK omsætning, +250 heltidsansatte, +156m DKK balancesum). Her er det nye mål for kønsneutrale virksomheder, af erhvervsstyrelsen, defineret som en 40/60 fordeling efter de juridisk bestemte køn.
Det er dermed heller ikke længere nok for moderselskabet at opstille måltal og politikker på baggrund af hele koncernen. Såfremt datterselskabet selv er omfattet af reglerne, skal disse opstille egne måltal og politikker, der skal sikre en kønsneutral ledelse fra øverste ledelseslag og to lag ned.
I samme anledning, foretages der en ændring i årsregnskabslovens § 99 b, hvor virksomheder der er omfattet af reglerne, fremadrettet skal angive statistik om nuværende kønsfordeling, måltal og politikker samt status på opfyldelsen af disse i ledelsesberetningen.
Nye tal fra Analyse & Tal viser, at 44% af bestyrelserne udelukkende består af mænd, hvor det kun er hvert femte bestyrelsesmedlem der er kvinde og hvert tiende bestyrelsesformand der er kvinde. Det betyder med andre ord, at knap halvdelen af Danmarks store virksomheder ingen kvinder har i bestyrelsen.
Hos Friisberg & Partners International har vi altid haft diversitet og softskills i sigtekornet i jagten på talent. Det stammer fra, at vi er en organisation med fokus på DEI, og at 60% af vores Man. Partner på verdensplan er kvinder. Vores grundholdning er at de bedst performende teams i et globaliseret marked, er dem med forskellige holdninger, perspektiver og kulturelle baggrunde. I 2022 har vi hos Friisberg & Partners Int. Denmark sourced lige knap 900 kandidater, hvoraf kønsfordelingen har været 50/50. Yderligere har vi i disse stillinger på topledelsesniveau placeret 45% kvinder og 55% mænd, hvilket bevidner om at vi gerne vil gå forrest, når det handler om at diversificere vores kunders talent pool.
Vi har på vores nylige 117’ende konference og dertilhørende Diversity Debate i København, bl.a. diskuteret; Hvordan virksomhederne selv kan fjerne barrierer, der hindrer kvinder i at søge topstillinger. Her er 3 overbevisende fund:
Yderligere, hvordan vi kan sikre at vores kunder bliver bedre til at tiltrække kvindeligt talent, nemlig gennem;
Som en del af et Europas ældste executive search firmaer, har vi i Friisberg & Partners International Denmark, redskaberne der skal til for proaktivt at hjælpe jeres virksomhed med at fremme diversiteten på ledelses og bestyrelsesniveau. Det foregår gennem at arbejde med realistiske indsatser for at udarbejde politikker, måltal og for at tiltrække diversificeret talent. Er din virksomhed blandt de 90% som har underrepræsentation af kvinder og ønsker I at ændre dette? Vi tør godt gå forrest, tør i?
Se vores udvalg af services på: https://friisberg.com/services/
Appendix:
https://www.scielo.br/j/cebape/a/WPJBgkq5ByTv7y9ZVsjBp5w/?lang=en&format=pdf
https://friisberg.com/balanced-boards-2/
https://www.ft.dk/samling/20211/lovforslag/L117/baggrund.htm
CSR commitment has become an essential pillar of corporate strategy.
It involves obtaining a CSR label and the support of all the company's employees.
CSR is all the efforts made by companies to apply the principles of sustainable development.
It is based on three fundamental pillars:
80% of the CEOs of the world's leading companies consider a commitment to social responsibility to be an essential competitive advantage for their company.
The awareness of managers and their actions in the environmental and societal field is a positive development and a fundamental trend. A company's performance cannot be solely financial, it must be global.
It is therefore essential to develop the CSR strategy and management policy together.
This can be done by: implementing more teleworking, promoting diversity, paying more attention to equality issues during recruitment, and implementing CSR training.
Management makes it possible to put CSR into action. Without this, there is a risk that it will remain a more or less coherent set of initiatives, unrelated to the company's strategy, indifferent to its businesses, and outside the daily lives of employees.
CSR remains a complex, multiple and ever-changing subject.
It is necessary to create a minimum knowledge base for all players and then to develop specific skills for each business line (governance, responsible purchasing, etc.).
This requires, at the instigation of the HRD for example, carrying out generic awareness-raising operations (e.g. via e-learning), including CSR in induction courses and "business" training modules and using internal communication mechanisms (posters, newsletter, intranet, social networks) to sustain the CSR culture over time.
CSR has long been considered a constraint, a way to manage risks or repair impacts.
It is time to realise that it is an opportunity to meet the growing expectations of customers, to adapt to changes in the economic context (towards a functional, circular and collaborative economy), to innovate (inventing new products and services) and to provide the necessary fuel for the company's transformations.
If CSR appears to be a "separate issue", it will not be carried by the management line. It is therefore necessary to try to integrate social, societal and environmental objectives upstream, from the design of the projects deployed.
This may involve taking into account new criteria in recruitment or annual appraisals, or revisiting skills guidelines or managerial charters. It can also mean introducing CSR objectives into the calculation of a part of the variable remuneration of executives and managers. Danone, Orange and Pernod-Ricard in France are among the pioneering groups in this area.
The manager is the leader of the collective project of his entity. They can make CSR an integral part of this project.
For example, the objectives of diversity and professional equality can feed into their approach to recruitment, promotion and remuneration; their company's responsibility towards the employability of employees can feed into their approach to access to the training plan, etc.
Managers can discuss the economic, social and environmental aspects of performance at team meetings.
83% of young people born between 1980 and 1995, who will represent 75% of employees worldwide in 2025, believe that companies must get involved in societal issues. The manager can innovate by appealing more explicitly to each of these issues.
Reinforcing the integration of CSR into everyone's daily work is essential and the manager has a key role to play, including by example. Any opportunity to celebrate the company's CSR performance with all employees contributes to improving everyone's positive perception.
CSR is abundantly displayed but little embodied. It is by mobilising the managerial line, the "CSR rope line", that companies succeed in taking the path of sustainable value creation but also of motivating and inspiring development.
Many talk about it, some countries have tested it, some governments have encouraged it and more and more companies are starting to experiment with it around the world.
We are talking about the 'short' work week, reduced to 4 working days, from Monday to Thursday, with a long weekend of 3 days - and of course, without a reduction in pay.
In the post-pandemic era, several economists and sociologists highlight how important it is for companies to consider not just offering interesting salaries and benefits but, and above all guaranteeing a work-life balance that allows a clear improvement in quality of life.
Among the voices that support the validity of the 4-day work week, is that of Juliet Schor, Economist and Sociologist at Boston College, committed to studying the experiments in progress of the short week around the world. Her research focuses on the intersection of work, society, consumption and climate change. From tests conducted in Great Britain, the United States, Ireland and New Zealand, in the public and private sectors, the results are very clear and all in favour of the short week: workers are less stressed, have a better social life, appreciate more their work and, while it might seem absurd, they are absolutely more productive. In fact, while spending less time at work, people are not working less, because in exchange for a free day to devote to family, hobbies or personal needs, they make better use of their working time by increasing their productivity, without penalizing the quality of results.
Companies that embrace the short week must be convinced that spending less time at work helps workers to find the physical and mental energy needed to be more lucid and focused.. In addition, they can support their employees with a reorganization of work, for example by eliminating or limiting, as much as possible, the less productive and non-essential activities.
Juliet Schor's research then highlights the impact that the reduction of the working week has on the climate crisis. With the four-day week, commuting is obviously reduced, creating a dynamic of long-term decarbonisation. Because when people are stressed by time, they aim to choose faster and more polluting modes of travel and daily activities, while when they have more time they tend to have a lower carbon footprint.
But the biggest reason has to do with the size of the economy. By choosing to work less, countries are choosing not to expand production to the maximum, thus avoiding additional emissions. As evidenced by the carbon-related success stories of Germany and Denmark which have low annual hours. France and the Netherlands also have low carbon emissions and working times.
And in Italy? Taking into account that our country is the second in Europe for the amount of hours worked per week (on average 7 more than those of Germany), the pandemic has led to greater work flexibility - an important development of smart-working and also to the phenomenon of the great resignations.
So in Italy some companies have also started experimenting with the short week. The first were medium-sized companies operating mostly in the digital, marketing and communication sector, but it is news these days that the largest Italian banking group, Intesa San Paolo, is proposing to its employees they reduce the week to four working days, spreading the 36 hours over 4 days, with unchanged salaries.
Negotiations with the trade unions are underway, but it is certain that the work of the 21st century goes in this direction and, as Juliet Schor also points out in her TED speech, it is necessary that governments understand the importance of reducing the working week and take charge of encouraging it, as happens in Spain and Belgium, to go beyond the enlightened companies that already see the virtues of this new work organization.
Anyone who looks back wistfully and wishes everything was the way it used to be is unsuitable as a leader.
When we fill leadership positions today, it is often in connection with digital transformation. The candidates we are looking for are expected to initiate and support this change process and make it a success - al this at a time when it is impossible to plan for the long term over several years.
The challenges in terms of agility, people management and customer centricity are different than they were 3-5 years ago and require new skills. Most importantly, resilience is needed in this VUCA world. It takes a certain robustness to resist the disruptions that are currently affecting you, to still work in a planned and goal-oriented manner, and also to calmly lead employees through these turbulent times.
You can only be successful if you are prepared to adapt (quickly) to changing conditions – in other words, to learn new things and develop further.
Those who are stuck in the past, looking back wistfully and wishing everything were the way it used to be, don't stand a chance. On the other hand, those who embrace new things and venture into unfamiliar territory can help shape the future.
Of course, digital and technological skills are also necessary in an increasingly digitalized world. These include the ability to successfully use digital working and management methods and a fundamental understanding of digital business models and processes.
In the future, it will be even more important to transform data into insights and make them useful for companies.
In our day-to-day executive search work, we see that people who have a great openness to new things are much faster at building and expanding this expertise. We need people like this in the executive ranks.
Leadership today involves conveying to employees (ideally, of course, by example) that it is their responsibility to continue to develop and that learning on the job is part of the job.
Increasing agility in the market, shortened product life cycles, the onset of recession... – the demands on managers and the associated pressure to adapt one's own management and working methods accordingly are high. In addition, the home office job is ubiquitous. Private balance is more important than ever. Whether in sports, by spending time with the family, in silence/meditation, etc. – everyone needs a place to wind down and recharge their batteries.
You can be paralyzed by change or inspired by it. We need more people to choose the second option. People who make all the nebulous things in this VUCA world tangible and thus make decisions possible. People who develop a vision of how goals can be achieved - despite all adversities.
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