We are a member of the Association of Executive Search Consultants. The AESC is the official body representing retained executive search consulting firms worldwide with regional councils in the Americas, Europe and Asia/Pacific and an International Board of Directors. Its Code of Ethics and Professional Practice Guidelines are recognized as representing the highest level of service in our industry. Our goal is not to be the biggest, but the best. That means the best service, the best value, and the best results – so our clients can attract and develop the very best senior management and the very best Boards in the world. http://www.cornerstone-group.com/ info@cornerstone-group.com http://www.linkedin.com/company/cornerstone-international-group

1. JUNE 2015
SENIOR MANAGEMENT
GLOBAL SURVEY REPORT
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2. CAN WE PLEASE MOVE ON?
It seems we have to start every survey report with an economic lament.
It’s been eight years now and we are still dealing with a curate’s egg of an economy – good in parts.
EU disarray, a restless Russia, trading sanctions, emerging market slowdown, oil price collapse are all
playing their part in making sure that only some of us sleep at night while others lie awake.
51%
34%
50%
34%
60%
30%
48%
33%
66%
32%
39%
43%
See continued strong revenue growth
Believe the global recession is over
Will add to their workforce this year
Believe leadership pipeline is healthy
2015
2014
2013
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3. THE DATA
BUSINESS EXPECTATIONS
Growth
Nothing like the bite of reality to temper forecasts, evidently. Respondents sharply modified the 2015
expectations that they gave a year ago, in keeping with a generally poorer view now of their immediate market
outlook (see “Economic Recession”)
However, when they looked forward to 2016, the optimism returned. That’s the great thing about tomorrows.
In the table below, the data in 2015-1 shows expectations one year ago; the data in 2015-2 shows expectations
in May of this year.
Workforce
For the third straight year, the number of respondents intending to hire has declined. Not long ago, this would
be associated strongly with economic forecasting, but the duration of the downturn has given birth to new
management strategies. These plan on increased per capita productivity enabled by technology, training and
more inclusive employee management.
2%
29%
38%
31%
6%
17%
18%
28%
1%
18%
25%
24%
Revenue decline
15% and over
8%-14%
< 8%
2016
2015-2 (revised)
2015-1 (original)
28%
66%
34%
37%
56%
50%
52%
61%
72%
34%
66%
63%
44%
50%
48%
39%
2008
2009
2010
2011
2012
2013
2014
2015
NO/UNSURE YES
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4. Economic Recession
This year’s survey presents a remarkable change in attitude regarding local and global market conditions.
Historically, we have seen much greater faith in local conditions countering a general scepticism over the global
economic picture. This year we have the opposite.
Although slightly more participants feel the global recession is over, almost twice as many as last year feel their
local recession is not.
48%
36% 34%
30%
32%
31%
39%
41%
23% 22%
21%
25% 25%
47% 46%
2011 2012 2013 2014 2015
IS OVER
IS NOT OVER
UNSURE
63%
50%
48%
25%
25%
34%
25%
45%
12%
16%
27%
30%
2012 2013 2014 2015
IS OVER
IS NOT OVER
UNSURE
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5. TALENT DEVELOPMENT
Development
Over two-thirds feel employees at their firm are engaged and motivated, which is supported by the emergence
of more inclusive human capital strategies.
Firms with people management goals embedded in the corporate strategy grew from 50% a year ago to 63%.
Likewise, more firms offer opportunities for advancement as well as feel their leadership pipelines are being
well managed.
Performance Measurement
Although the 2015 survey report shows a decline in the numbers claiming a “sound talent review and
measurement”, those who do are recognizing the importance of fully integrating such a program across
the organization.
The number with review programs restricted to departments has fallen significantly while the integrated
programs increase. This may be recognition of the need to have universal human capital strategies that
offer a leadership path regardless of skillset.
33%
39%
50%
42%
52%
63%
Our leadership pipeline is healthy
We offer opportunity for advancement
Our People strategy is embedded
2015
2014
10%
43%
47%
62%
25%
32%
54%
55%
We have no measurement program
Our program is by department only
Our program is integrated throughout the company
We have sound talent review & measurement
2015
2014
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6. Coaching
More participating firms who employ coaching are recognizing its value on an ongoing basis. The popular use of
coaching to date has been subject or situation specific.
Applying coaching to resolve issues and weaknesses remains the biggest single reason for coaching but ongoing
development, or continuous career coaching, now is implemented by one third of respondents, up from 24%.
34%
24%
50%
40%
35%
40%
33%
48%
23%
33%
No program
Ongoing development
Resolve issues/weakness
New position
New hire (onboarding)
2015
2014
5

7. SEARCH & RECRUITMENT
Recruiting Trends
Most respondents feel that quality candidates are both harder to find and harder to hire than in the past.
This reflects a growing scarcity of high-value candidates, especially with niche skills. This contributes to the
empowerment of candidates who enter the review process with very specific expectations in both business
and quality of life terms.
The “Employer Brand”
The new sophistication of recruiting has seen the emergence of the “Employer Brand”, an amalgam of the
values that the hiring company wishes to project.
A majority of those surveyed perceive a strong influence on candidate attitudes from the employer brand, which
is in line with the increased focus of candidates to select the company that best fits their work expectations.
44%
33%
18%
5%
Harder to find and harder to hire
Harder to find, but easier to hire
Easier to find, but harder to hire
Easier to find, easier to hire
Strong influence
upon candidates,
59%
No discernable
influence, 38%
Negative influence,
2%
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8. GOVERNANCE
Management Diversity
One of the more interesting progressions revealed by these surveys has been the increasing involvement of
women and ethnic minorities in the management and guidance of companies.
Boards of Directors have been slower to accept either group but we have reached 50% of respondents having
women directors while ethnic minority directors are on only 20% of Boards. These figures are lower than the
previous year, suggesting a different mix of companies in the responses.
Women occupy C-Level management positions in 80% of the firms surveyed, compared with 51% for minorities.
Firms with the following representation:
43%
83%
51%
80%
Minorities
Manager/director Women
Minorities
C-level Women
32%
44%
72%
23%
55%
70%
38%
20%
50%
69%
32%
We have ethnic minority Directors
We have women Directors
We have independent Directors
We have an independent chairman
2015
2014
2013
N/A
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9. ABOUT THE SURVEY
The Annual Survey of Senior Management reflects opinions of business leaders around the world drawn from
their current experience which, of course, varies widely by region, market health and industry sector.
Invitations to complete the questionnaire are issued to executives at small, medium and large employers around
the world.
Here is the composition of respondents to the 2015 survey.
18%
49%
20%
13%
United States & Canada
Latin America
Asia and South Pacific
EMEA
18%
18%
14%
9%
43%
Other
Senior Human Resources Executive
Senior Sales/Marketing executive
Senior Financial Executive
Senior Executive (CEO, COO etc)
28%
8%
33%
31%
over $1 billion
$500 million to $1 billion
$50-$500 million
Under $50 million
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10. ABOUT CORNERSTONE INTERNATIONAL GROUP
Our mission is to accelerate the success of our clients by providing top-quality consulting services in the field of
talent recruitment and development.
Cornerstone International Group is an organization of owner-managed firms and combines global reach and
networked resources with the personal service and undivided attention delivered by each of more than 60
local offices.
The diversification of our services and depth of experience is behind our claim:
“Achieve More with Cornerstone”
Our clients include organizations in almost every industry and every major geographical region.
Each of our offices commands a leading position in its local market for repeat and referral business, be it
executive search, executive coaching, or CEO and Board Advisory services.
Not The Biggest, The Best
We are a member of the Association of Executive Search Consultants. The AESC is the official body representing
retained executive search consulting firms worldwide with regional councils in the Americas, Europe and
Asia/Pacific and an International Board of Directors. Its Code of Ethics and Professional Practice Guidelines are
recognized as representing the highest level of service in our industry.
Our goal is not to be the biggest, but the best. That means the best service, the best value, and the best results
– so our clients can attract and develop the very best senior management and the very best Boards in the world.
To Know More
To find out more, we invite you to visit www.cornerstone-group.com.
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