The goal of these meetings is to exchange information, help each other, and share what we are currently working on to see if we can collaborate. To strengthen relationships between members, it is important to have API and each other in mind while working day to day.

Eva Gombás led our discussion on Management Assessment to share valuable information and best practices among members, aiming to enhance collective knowledge and efficiency.

For Starge Leadership in Hungary, the primary purposes of Management Assessment are to support customers in the external and internal selection process and assist talent development through discovering leadership and growth potential of their leaders. Approximately 150-200 assessments are conducted annually. They manage large-scale projects such as currently a post-acquisition integration for four companies involving around 6000 people. This includes assessing about 100 senior managers and directors to help select management for merged companies and provide development recommendations for those selected and those remaining.

The assessment process begins with evaluating client needs and project purpose, aligning with company strategy, and focusing on six core competencies (for example customer and solution orientation, change, resilience, ownership, alignment and cooperation, and learning agility). Additional technical skills and cognitive abilities are included as needed. Methods used include the Hogan Personality Questionnaire, supplemented by interviews, case study and situational examples.

Effective communication with candidates is crucial. Participants are informed about the process and receive detailed information, ensuring transparency and objectivity. Each participant receives a detailed report and can provide feedback before the final report is sent to the client. The assessment report typically includes key objectives, a high-level review of major competencies, overall advice on meeting requirements, development potential, detailed explanations of conclusions, opportunities, and risks, and proposed actions for development. Reports are customizable based on the project and presented to the client.

Key strengths templates are used, and often scale from 1 to 8 for competencies, depending on the project’s requirements. After the assessment, presentations are made to the client about each participant individually, accompanied by an executive summary of the overall process results. For instance, statistics from the Hogan assessment provide valuable information. Different cultures and leadership styles within the assessed group can be analysed, allowing several conclusions to be drawn from the statistics. Additionally, Hogan profiles can be presented in one chart for a comprehensive overview to discover potential factors which enhance or obstruct cooperation in the management team. This type of representation is often implemented within a summary of the top executives’ profiles.

During the meeting, Ken McGovern asked why Hogan was selected over DISC or other tools. Eva explained that Hogan was chosen because it can be easily translated into competencies. They use all three Hogan modules, emphasizing competencies such as resilience and change. Eva then asked the team about other questionnaires they use.

Marina Vergili from Brazil mentioned that DISC is a popular tool already widely used within companies, leading to lower demand in assessments. Instead, they use Hogan and OPQ due to their strong relationship with competencies, though establishing a direct relationship from Hogan to competencies remains a challenge. She noted that business cases, once common in Brazil, are now less frequent due to time and cost constraints, with the executive summary being reserved for very senior positions. Additionally, assessments in Brazil are conducted for both local and international recruiting, and there is potential for collaboration with members of API Network outside Brazil.

Purificación Mora from Spain shared that DISC is a reliable, time and cost-effective tool for identifying communication styles. It is useful for assessment and selection processes, professional promotions, executive coaching, career development, and understanding how professionals prefer to be managed and communicated with. As headhunters, using DISC helps improve placement efficiency and differentiates us in a crowded market.

Peter Mason explained that while they offer assessments for final candidates in their searches, this is usually an exception. He recommended assessing both the candidate and their prospective supervisor to ensure a good fit. Purificación asked Eva about the length of the Hogan report, to which Eva responded that it depends on the client agreement. The full insight report is 20 pages, while the flash report is 4-5 pages. In addition to individual assessment reports, a comprehensive report on the entire project is shared. She also adds that previously, accessing well-written business cases was challenging, but now they use AI to create these cases.

Håkan Svennerstål highlighted that recent research shows personality is more important than intelligence. He stressed the need for Psychology as a science to better understand and measure personality. Hakan no longer uses Hogan, preferring tools supported by recent research. He emphasized the importance of including 360-degree feedback in assessments to gain insights from colleagues, managers, and subordinates, which can expedite the assessment process. Hakan recommended separating assessments for senior executives, middle management, and talent, noting that senior assessments should focus more on societal and business aspects, while talent assessments are more online based, with top executive meetings being conducted in person. However, 360-degree feedback is not suitable for executive searches.

The meeting provided a comprehensive overview of the current practices and preferences in Management Assessment across various regions. The discussion highlighted the importance of selecting appropriate assessment tools, with a strong emphasis on the Hogan Personality Questionnaire due to its competency alignment. The participants shared valuable insights into regional preferences, such as the use of DISC and OPQ in Brazil and Spain, and the evolving nature of business cases.

The exchange of ideas underscored the necessity of effective communication with candidates, and the integration of 360-degree feedback for a holistic assessment approach. The meeting also brought attention to the differing needs for senior executives, middle management, and talent assessments.

Overall, the session fostered a collaborative environment for sharing best practices and highlighted the continuous improvement in assessment methodologies, ensuring that all members can benefit from shared knowledge and experiences.

• The goal of these meetings is to exchange information, help each other, and share what we are currently working on to see if we can collaborate. To strengthen relationships between members, it is important to have API and each other in mind while working day to day.
• Presentation conducted by Vivian Sajet.
• In the construction sphere there are different types of organizations ranging from the architects and installation companies to the actual developers that construct.
• Construction doesn’t only apply to housing and buildings (for offices, hospitals, schools, etc.). It also refers to infrastructure building, such as roads, bridges, railways…
• At M18 they also have clients that are supplying to the constructors, such as HVAC (heating, ventilation, and air conditioning) companies. These are producing those systems, whilst distribution is done by wholesalers and installation by installers.
• In Belgium the construction market is huge. Very diverse and with a lot of different types of clients. Project managers are often in high demand and very difficult to find.
• M18 provides a lot of commercial profiles. In construction, you have to sell to many different types of players, building companies/constructors, installation companies, producers of building products/systems (fire & safety, HVAC, elevators) and architects. In construction there is also the maintenance side, these are often facilities companies that maintain buildings.
• It is very important to understand the complexity of the sector and the different profiles involved in a construction project. Candidates for sales roles also need to understand and navigate this complexity.
• Another key part of the construction market is the wholesalers. They distribute products to the building companies. As sales person in construction, it is important to be there from the beginning of the building process. There are a lot of players and stakeholders. It is fundamental to know about the next building that will be made and influence the whole process.
• Ken Mc Govern shares their experience with property manager roles. They are not a difficult role to find, though they are not very high-paying positions. Property managers can usually be found regionally and are a profile that finds it easy to move around in different locations.
• Vivian Sajet shares that these positions are very difficult to cover in Benelux.
• Anna Garau shares that Santiago Tarín and she recently had a meeting with a company specializing in construction with a very good prospect in future business. It is a company that used to be family-owned but recently has had growth and expansion and needs to adapt to the new market and globalized reality. They work in the plumbing area.
• This is a reality for various family-owned companies: are they ready to change, expand, and bring in talent from outside the family?
• Alicia Luna shares the real estate and construction sector is growing a lot in Mexico. A lot of Canadians and US citizens have moved to Mexico so there are a lot of infrastructure (residential, industry, commercial) needs. They have seen many Private Equity companies specializing and investing in real estate as well as energy and solar panels. These companies need to be working and evaluating these projects in situ to make them financially viable. When looking for project managers, they aim for candidates with financial knowledge. Also, the commercial roles are challenging, because all clients are looking to have this commercial profile in their team. In Mexico, they also have this situation with family companies as well as the challenge of whether they are prepared for change or not.
• Some office buildings are being turned into residential buildings. Some of these apartments are rented especially to digital nomad executives. This business model is growing for many investors.
• Thierry Gaudin from France is also in this market, even though in France it is more centralized in Paris.
• Manuj from Ad Astra shares that the Private Equity investment is an indicator of how a country is doing. In India, it is going up, even though it has been cyclical and has had two peaks in the last ten years. Foreign pension funds have also been investing in the real estate /construction sector in India. There is a lot of movement from the countryside to the big cities. Indians are very fond of owning properties. Many Indian families would first own a house before owning a car.
• Ken McGovern asks: in the US companies buy residential buildings and rent them out. They don’t have a good reputation. Are private equities investing in residential properties or commercial properties? In India, the cycles of selling are shorter, and that makes prices more predictable. They make money by buying and selling and not renting out properties. In the Netherlands there was a change in laws and taxes so big companies are selling the properties they invested in.
• India is a huge supplier of talent in the construction industry especially to the Middle East and Africa, especially the engineering talent. Also southeast Asia, not only engineering but construction workforce. Talent is abundant in India, so It is not a challenge to find talent in this sector, instead, it is a challenge for the workforce to find a good opportunity.
• Final reflection on how politics influence the real estate and construction market and the situation of housing in today’s world.

• The goal of these meetings is to exchange information, help each other, and share what we are currently working on to see if we can collaborate. To strengthen relationships between members, it is important to have API and each other in mind while working day to day.
• Presentation conducted by Ken Mc Govern and Sarah Thewlis. They both have a lot of experience in the sector.
• We start discussing the difference between not-for-profit and commercial clients. Ken Mc Govern has about ten years of experience in the sector. He would divide not-for-profit organizations into 3 categories:
  • Universities and Colleges
  • Medical facilities or healthcare providers
  • Charitable causes
• The first difference is the source of income. Universities and medical facilities have a revenue stream of people paying (patients or clients), and donations would be a secondary source of income. Charitable causes rely on donations as their main source of income. Soliciting donations is described in position roles as “development”. The other source of income is non-profit foundations. Individuals and corporations can make donations to foundations, which will then distribute the money to charities.
• The most distinctive aspect is that non-profits are mission-driven. Their focus is delivering that service to whoever their customers might be. Profit is a secondary driving force. They do need to generate revenue, but they are not focused on growing the bottom line.
• Sarah Thewlis shares that Governance is also a differentiating factor. In non-profits governance structures are complex and the range of people involved are not the typical executives. When looking at candidates, it is helpful to see if they will add time or treasure. Will they put in their time and offer a skillset, or will they donate money to the organization? Company culture and values also need to be in alignment between the candidate and the organization.
• When talking about candidates, Ken Mc Govern shares that they can come from the corporate or the non-profit world, depending on what you are looking for. The pay is less than in the corporate world. Candidates need to understand that this is not a pursuit of money, there has to be an altruistic aim. Some candidates fully understand that, or have a lot of experience in the non-profit world. Candidates who come from the corporate world sometimes don’t understand that.
• Some personality traits are needed: altruism, empathy, and a flexible and sophisticated management style. They have to work within the organization and outside the organization.
• Sarah Thewlis talks about the charitable sector. Specifically within the UK, you have to be registered to be a charity. The market size is not massive in comparison with some of the corporates. The range of salaries is very different. The highest paid would be in the science and medical areas. Usually, you work at a national level rather than a regional level. In the US you also need to have a charitable status, the financials, the executives, and their compensation are information that tends to be accessible.
• Ken Mc Govern got involved through a client he already had who sat on the board of a non-profit organization. Networking through current clients and asking if they sit on any board is a useful way to get into the sector. In terms of fees, he usually charges 30% but for charities, it’s 25%.
• Sarah Thewlis works on a fixed fee, not a percentage. It’s cleaner and shows transparency (not pushing more expensive candidates).
• Nitin from AdAstra shares how non-profit organizations in India work. He started his career in the UN. Jayanthi sits on the board of a charity for physically disabled people. They help with education and also with placement in the workplace. In India, there are some challenges when getting candidates for non-profit organizations. Budgets, passion for the organizations, and a unique blend of leadership, fundraising, and skillset, as well as a cultural fit. Regulatory affairs are also complicated.
• Vittorio Villa also has experience in the sector. Villa & Partners did a search for a CFO for a non-profit foundation.

• The goal of these meetings is to exchange information, help each other, and share what we are currently working on to see if we can collaborate. In order to strengthen relationships between members, it is important to have API and each other in mind while working day to day.
• Presentation conducted by María Nicholson, Vittorio Villa and Santiago Tarín.
• ST starts by sharing that this sector is one of the main ones in Master Consulting. In Spain, it is hard for the Healthcare sector to attract talent, especially for charities because of the lower salaries than in other companies. Therefore, talent is attracted with vocation and purpose. In Pharma the salaries are lower than they used to be in Spain and Portugal, since big companies can hire internationally. Master Consulting also has international clients. The pharma logistics business, such as supplying active ingredients, is expanding and constitutes a big market.
• MN asks about the scarcity of surgeons. Does Spain allow surgeons from other countries, or does there need to be an homologation of the certification? The answer is that the homologation of doctor’s certificates from South America is becoming easier. What Master Consulting is finding harder is to look for specialists in specific types of surgery.
• MN prepared some research and facts. The US has the largest Pharmaceutical market. Latin America accounts for only 4% of the Global Market. Argentina is the 6% of the Latin America market. In Argentina national labs are the most prevalent of the market, because of the political and economic circumstances. Local labs are specialized in the production of generic non-brand drugs when patents from branded drugs expire. In the beginning of her career MN worked mostly for international clients, but currently national companies are the ones she works with the most, many of them family companies. She has also collaborated with various start-ups.
• Two main trends in the Pharma Industry according to MN are the personalized and precision medical treatments and procedures, as well as the growth of genetics applied to medicine
• There are two hiring trends as well: increased demand for data scientists and bioinformatics and the emergence of AI and machine learning. One of the key hiring capabilities is the ability to adapt to and appreciate the changes and tech developments.
• KM shares that in the US companies are trying to implement telehealth and telemedicine practices. He asks MN if she finds herself trying to get international professionals to work for Argentinian companies. MN shares that they don’t, but the other way around instead: Argentina is exporting a lot of talent. Lots of start-ups are appearing in Argentina, despite the funding these start-ups get is way lower than the investments startups get in other countries such as the US.
• VV shares that the market in Italy is very local and fragmented, mostly in Pharma and Active Pharmaceutical Ingredients, as well as clinics, diagnostic centres and retail healthcare (dental offices, veterinary services, care homes for the elderly, etc.). When a Private Equity organisation invests in this sector, Villa & Partners help staff the project. 
• VV has worked in various processes of reconfiguration and consolidation of different firms in the sector, as well as mergers between companies. They don’t work on medical searches but on staffing the other positions needed in the sector. They have also worked on other areas such as pharma packaging and hospital waste management.

Next meeting will be held on Monday 18th March, with Ken McGovern, Sarah Thewlis and Santiago Tarín conducting the discussion on Best Practices in the Education, Non-Profit and Charities sector.

Compensation and Benefits: More than Money

It’s common knowledge that the not-for-profit sector typically offers lower compensation than their commercial counterparts. But it’s not just about the paycheck. While you may not find hefty bonuses padding your income, the non-profit world offers richness in other ways. The real bonus comes from personal fulfillment from contributing to a cause that speaks to your heart.

The Personal Touch

Non-profits aren’t just looking for a skill set; they’re searching for a soul set. Empathy, altruism, passion, ethics, and values are not just buzzwords but essential qualifications. Organizations need individuals who are driven by the mission rather than the money. This might seem paradoxical since even non-profits must be financially savvy to achieve their goals. However, the passion for the mission fuels the pursuit of necessary funds for which employees are often asked to contribute in fundraising efforts.

Leadership: Guiding with Heart and Vision

Leadership within non-profits often differs from the corporate world. Here, you’ll find leaders who embody the spirit of collaboration, serving rather than commanding. They are visionaries who inspire and rally their teams around a shared goal. Yet, even in this context, senior roles demand strategic thinking, financial acumen, and exceptional communication skills. The ability to raise funds and attract talent is akin to a form of specialized salesmanship – selling a vision rather than a product.

The Attraction of Impact

People gravitate towards non-profit work because they want to contribute positively to the world. It’s a calling for those willing to sacrifice higher earnings for the satisfaction of working alongside like-minded individuals. Together, they strive to support the less fortunate, often finding innovative ways to maximize the impact of every dollar.

Competition for a Cause – is Story Telling your Forte?

The non-profit sector is fiercely competitive. Organizations vie for the same pool of donor dollars and grants, making a strong sense of marketing an invaluable skill. The art of storytelling becomes essential as you convey the importance and impact of your work to potential donors and grant-makers.

Diversity of Missions

The non-profit realm is vast and varied. Some organizations focus on direct action for social causes, like aiding at-risk urban youth or protecting wildlife. Others may be dedicated to finding cures for diseases or supporting educational institutions. Each has its unique donor base, though overlaps are common. Understanding the specific landscape of the non-profit you’re interested in is critical for aligning your skills and passion with their mission.

Embarking on a non-profit career is not merely a professional choice; it’s a life choice.

It’s about aligning your work with your values and being part of a collective effort to enact change. In non-profit work, the intangible benefits—growth, fulfillment, impact—far outweigh the financial sacrifices. If you’re ready to lead with empathy, collaborate with purpose, and inspire change, the non-profit world awaits your passion and dedication. Welcome to a career that’s not just a job, but a journey towards making a difference.

• The goal of these meetings is to exchange information, help each other, and share what we are currently working on to see if we can collaborate. To strengthen relationships between members, it is important to have API and each other in mind while working day to day.
• Presentation conducted by Michael Alexander with the support of Alicia Luna Rodríguez.
• Santiago briefly introduces the new partners in India and Singapore.
• Michael Alexander introduces Alexander Whitehead, their firm in Canada. A high percentage of their income comes from mining, forestry, industrial manufacturing and renewable energy. Canada is a resource-based economy. It’s their 11^th year as a company. MA has experience with an international recruitment firm.
• In the mining sector, there is the junior mining space (exploration, precious metals, base metals) and there is the renewable area (cobalt, lithium, graphite). There is also a mid-tier. Major companies have an HR team. Mid-tier companies are where they do most of their biggest and most important placements.
• They work with a retained model, charging 25-30% of the first year salary for the position, and give clients a year guarantee. In Alexander Whitehead they work with a third party to do in-house psychometric assessments pf candidates.
• ST asks if there is a lot of rotation and exchange of workers. The answer is that in the mining sector there has been a lot of consolidation. And the trends in the market is that there will continue to be consolidation.
• There are a couple major conferences that are worth attending if we are exposed to this market. One in Cape Town South Africa and another one in Toronto. In Canada the big hubs of mining are in western Canada, Vancouver, and Toronto. MA has put together a set of links with relevant information.
• They are seeing that foreign countries such as Australia and China are trying to buy resources in Canada. Alexander Whitehead does a lot of work for organizations headquartered in Canada. Regarding their international work, it has been mostly in the Americas, West Africa and also in India but more in the forestry side there.
• Alicia Luna Rodriguez shares their work which is mostly focused on the Agriculture sector. In their experience, there is an increased importance around environmental aspects. At the same time, culture in organizations is becoming fundamental, and in their work they make sure that the candidate fits the culture of the company. Alto Potencial has been in the market in Mexico for the last 16 years. Mexico has a strategic geographical position in America and it is a very good moment for the talent in Mexico, as it is recognized in international companies. Specially in agriculture, the market behaves similarly as MA described for the mining industry in Canada.
• ST shares that in Spain there are powerful businesses in Mining. Concerning Agriculture, for example, there is a company that is working in the US. Other Spanish companies work internationally in this sector.
• ST asks Manuj Bij from AdAstra which sectors they are stronger in. India has different regions and cultures. In the south the tech space is a sweet spot. As they have been building the 9 offices in India, the demands have been different for each region. From a sectorial specialization perspective, their strong points are Consumer, Retail, IT and Manufacturing. Within Manufacturing they have light manufacturing and heavy manufacturing. Another  relevant sector is Transportation, which includes Automotive, Aerospace… India is also big in Agriculture and Farming. Within these sectors, there is a tech space, and chemical and pesticide companies. This is attracting a lot of investment, so the financial services sector is very active as well.
• Various members discuss their presence in the sector and introduce themselves to the new members in India while sharing their international clients and projects.

Mining Trends From 2023 and Looking Forward to 2024

Deloitte Tracking the Trends 2024 set to come out at the end of January (Former one came out January 25, 2023)

EY Canada – Top 10 business risks and opportunities for mining and metals in 2024
https://www.ey.com/en_ca/mining-metals/risks-opportunities

The world’s largest mines in 2024
https://www.mining-technology.com/sponsored/the-worlds-largest-mines-in-2024/

B.C. Interior gets boost as new gold mines set to pour in 2024
https://www.westerninvestor.com/british-columbia/bc-interior-gets-boost-as-new-gold-mines-set-to-pour-in-2024-6763835

2024 belongs to an offbeat pairing – Uranium and Gold
https://www.mining.com/2024-belongs-to-an-offbeat-pairing-uranium-and-gold/

Copper price dips, but heads for yearly rise on healthy Chinese demand
https://www.mining.com/web/copper-price-dips-but-heads-for-yearly-rise-on-healthy-chinese-demand/

Gold price enters 2024 with sights set on record highs
https://www.mining.com/web/gold-price-enters-2024-with-sights-set-on-record-highs/#latest-section

Pentagon to deliver report on domestic seafloor mining by March
https://www.mining.com/pentagon-to-deliver-report-on-domestic-seafloor-mining-by-march/

Global Copper 2024 Industry Outlook from Near Term Glut to Long Term Scarcity
https://www.bloomberg.com/professional/blog/global-copper-2024-industry-outlook-from-near-term-glut-to-long-term-scarcity/

BMI Unpacks Key Mining Metal Trends Forecast for 2024
https://www.miningweekly.com/article/bmi-unpacks-key-mining-metal-trends-forecast-for-2024-2023-12-04

China’s Stimulus Industrial Recovery to Boos Global Mining Demand in 2024
https://www.fitchratings.com/research/corporate-finance/chinas-stimulus-industrial-recovery-to-boost-global-mining-demand-in-2024-15-12-2023

Low Battery Metal Prices Set to Persist in 2024 Adding Friction to Energy Transition
https://www.wsj.com/articles/low-battery-metal-prices-set-to-persist-in-2024-adding-friction-to-energy-transition-3773ba00