Category: InterSearch Worldwide – News and Press Releases

Executive Search in Australia has to deal with “golden handcuffs”

Interview of InterSearch Executive Consultants Germany with Peter Waite, Intersearch Australia

In a large, but comparatively sparsely populated country like Australia, the shortage of skilled personnel is felt quite different than in Germany, for example. This poses challenges for Peter Waite, Partner InterSearch Australia, and his colleagues – not least because of the coronavirus pandemic. Australia reacted to the pandemic very rigorously and closed its borders. As Waite reports, the unemployment rate is very low, which is good news – in one way. “But due to COVID 19 we have not had any immigration for over two years, so the market lacks candidates, which makes it difficult for us to do executive search in Australia,” Waite says.

Peter Waite has a track record of success in executive search spanning more than thirty-nine years. He served on the Board of InterSearch Worldwide for 12 years, including four years as Chairman and one year as Chairman of the Standards & Quality Committee. Peter has conducted assignments in Executive Search throughout Australia and has directed international appointments.

Executive Search Australia: Low unemployment makes it difficult

According to Waite, it has become more difficult to find quality executive-level employees due to low unemployment. The field has become more competitive as companies are paying higher salaries and locking qualified employees in with “golden handcuffs”, Peter says. Moreover, the changing world of work will make the assignment more challenging as some businesses won’t allow remote work, and candidates have a lot of choices.

Therefore Peter Waite recommends companies have a pipeline of talent pre-screened and interviewed, and use a reputable search firm like InterSearch to assist. He believes that executive search in Australia will still be required for C-level and specialist roles, as clients and candidates will need an honest third party. “Candidates won’t trust an internal talent acquisition team when been approached for a role,” he explains.

Dealing with different cultures: Cross-border search

Despite all the challenges, Waite can nevertheless report success stories. For example, a Belgian company wanted to fill a position in Brisbane with an Australian. However, Brisbane is a good 2,000 kilometers away from the location of the InterSearch office in Melbourne. So appointments had to take into account not only the time zones between Europe and Australia but also those within Australia. The client even flew to Australia to meet the selected candidates. In turn, the candidate ultimately selected had to go to Belgium for three weeks. The Belgian InterSearch office was helpful in this, introducing Waite and his colleagues to the client and helping them understand how the client operates in Belgium and around the globe.

“Cross-border business is sometimes challenging because you’re dealing with different cultures,” Waite says. “We have to make sure that the candidates we appoint understand the Australian environment and can also successfully work in the multi-national context and sometimes a matrix structure of the home country.”

Another global client in Australia asked Waite to find a managing director in India. “We referred them to Spearhead InterSearch, our partner in India, and briefed our colleagues on what the client was looking for, Waite says. It was their first executive search in India, so the client wanted InterSearch Australia to be involved not only in the search but also in the interview process. Spearhead India did all the research, interviewed candidates, and provided all the progress reports. Australia interviewed the shortlist of candidates who were all based in India to ensure the candidates met all quality standards, that their command of English was sufficient and that they fit the culture of the Australian company in India.

“We received very positive feedback and also our Indian partners did very well and got further work from that,” Peter reports. “The Australian client could see a lot of benefit in working with us and our partners.” From there on, InterSearch Australia successfully completed about 20 assignments for this client in other Asian countries like Thailand, Japan, Korea, and Malaysia.

About InterSearch Executive Consultants

InterSearch Executive Consultants is one of the leading personnel consultancies and specializes in the recruitment of executives (Executive Search) and systematic analyses of executive potential (Management Audit / Executive Diagnostic). Founded in 1985 under the name “MR Personalberatung”, the company is now represented in Germany with three offices in Hamburg, Frankfurt, and Cologne and was a founding partner of InterSearch Worldwide in 1989. Today, InterSearch operates worldwide in the field of executive search with more than 600 consultants in over 50 countries with more than 90 locations.

executive search, InterSearch Australia

Talent trends in 2023: What to expect

2022 was another trendsetting year in the workplace, and there’s still a lot in motion as we head into the new one. Below, Derek Gracey of Charles Aris – US partner of InterSearch highlighted four key talent trends we expect to see in 2023.


The compensation climb

It might seem hard to believe, but candidate compensation expectations continue to rise, and we don’t expect that to stop any time soon. There are certainly nuances around this depending on the industry and job function, but we expect human capital compensation data to continue reflecting higher figures this year. What’s driving this? There are a few factors at play. This is in part due to the continued rise of the human capital function that we’ve been noticing for several years. It’s also due to the human capital function historically lagging behind its peer functions and trying to play catch-up. HR leaders and their teams are adding significant value to their organizations, so to attract and retain top-notch talent leaders, companies will have to continue paying more.

Increased salary transparency

Salary transparency is on the rise throughout the country. Similar to the pay equity legislation that banned employers from asking candidates for their current compensation details, this year will bring a similar wave of legislation throughout the country requiring employers to post specific salary ranges for open positions. Even if they are not directly affected by this, many companies will likely get ahead of the curve as this type of legislation grows more common throughout the next few years.


We’ve already seen significant layoffs in recent months, specifically with tech companies, and we expect this to continue – at least in the first half of the year. Some of these companies are claiming to have over-hired amidst the mad dash for talent coming out of the pandemic, while others are chalking it up to slowing business projections. While some industries are more prone to these reductions in force than others, manufacturing and industrial services businesses seem to be relatively unaffected. We also anticipate smaller-scale reorganization efforts as companies continue to focus on having the right organizational structure – whether that means elevating and increasing the talent acquisition team or decentralizing part of a corporate function to be better aligned with the business. Remember, reorganization isn’t always a bad thing.

Recruiting roller coaster

We expect recruiting efforts and trends to be nothing short of a rollercoaster this year. Some companies have already started slowing down or pausing their hiring efforts, while others are going full steam ahead. This is partly due to uncertainty about market conditions and a looming recession, but we think the lessons learned from the past two years are also a big factor in how companies are hiring. We expect there to be highs and lows, ups and downs, and accordion-like processes with a mix of lightning-fast interviews and pauses altogether. Another important trend to keep an eye on is the hiring of former employees. We saw an increase in boomerang hiring during the pandemic, but more and more individuals are continuing to leave their current employer and return to their former one. Perhaps during the Great Resignation candidates made hasty decisions and have since realized that the grass may not be as green as they expected, or perhaps the former employers have improved upon their areas for development thus further increasing the employee value proposition for a returning employee. Regardless, it will be interesting to see how that pans out throughout the year.

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InterSearch US, talent trends

Ireland – an attractive location for MedTech sector

Ireland – an attractive location for MedTech sector

When it comes to positioning itself as a major player in the global medtech market, Ireland has made significant progress.  The country is one of the top 6 hubs for medical technology worldwide.

Ireland is home to some of the top medical device companies in the world, such as Medtronic, Johnson & Johnson and Stryker. Every year, Irish medtech companies export goods valued at approximately €13 billion. The country has over 300 medical device companies based here, ranging from multinationals to start-ups while employing over 45,000 people in this industry. One in five of those working in the sector are employed directly by Irish-owned medtech companies. Europe’s premier cluster of medical devices companies is based in the Galway region of Ireland.

Infographic. Top 20 Medical Device Companies Based on 2020 Revenue

Top 20 Medical Device Companies Based on 2020 Revenue

Why is Ireland an attractive location for MedTech?

In Ireland, medtech innovation is being fuelled by university research, government-supported R&D facilities, and commercial partnerships. A total of 14 industry-led technological centres focus on fields like to connect health and composites and pharmaceutical manufacturing, while incubators and accelerators are bringing ground-breaking innovations to reality.

The MedTech sector also benefits from Ireland’s high ranking globally in terms of the employability of university graduates. The flow of skilled graduates is delivered through Ireland’s universities and the institute of technologies, but it is the close cooperation between industry and academic institutions that ensure the evolving skill needs of the sector are constantly met. This close work between MedTech, Education, and Research sectors reinforces the importance of exchanging of technology and ideas, which in turn helps drive growth in research and development.

Highly Qualified Personnel

Ireland received high marks from the IMD World Competitive Yearbook 2021 for its workforce’s accessibility to trained personnel as well as its adaptability and flexibility. Ireland also has certain inherent advantages; it has Europe’s highest increase in the population of working age. In essence, Ireland offers a rising population of individuals who have the skills they need or are eager to gain them, which is a powerful appeal for any firm when deciding where to invest.

Accessibility to Europe

Companies that base their manufacturing operations in Ireland are more conveniently located to access the European market. This market, which is still the second-largest in the world for medical products, is crucial for multinational corporations. For American-based businesses, this is especially important because it gives them a foothold in a market that is important to them. A base like this within the European Economic Area also means that there is freedom of movement for workers from other members, allowing businesses to access talent across Europe as needed without the need for work authorization or visas.

Cluster Effect 

Medical technology is evolving, making equipment more complex. It is increasingly common for various specialized businesses to collaborate to create items using “combination technology” that no one company alone could. Over 25% of Ireland’s MedTech companies currently have a shared service mandate to encourage such co-working, which is desirable due to geographic proximity and the potential to collaborate with local partners on such initiatives. These circumstances provide the best foundation from which a talented person might start a fruitful and satisfying career that has real lasting power.

Superior Quality & Reputation

Over the past few decades, Ireland has demonstrated its dedication to the medical technology sector, and the country and the sector have a solid working relationship. Therefore, although competitors may emerge in one or two of the aforementioned sectors, they cannot compete with Ireland’s history and its stable, trustworthy, and alluring reputation in the global MedTech market.


In addition to the government’s initiatives to entice industry through its tax environment, organisations have been set up to offer targeted assistance and support to businesses wishing to migrate to Ireland, or for new businesses looking to start-up here, such as IDA Ireland (Industrial Development Agency).

Irish Exports

Around 8% of all Ireland’s exports is medical device equipment. Ireland is the second-largest medical equipment exporter in Europe, coming second to Germany. Ireland supplies items including contact lenses, stents, diagnostic tools, and prosthetic joints. The industry is still developing, increasing its capacity for innovation, digitisation, and next-generation technology.

Ireland produces four out of every five stents used worldwide. Here are made a third of the contact lenses used worldwide as well as half of the ventilators used in acute hospitals. Injectable medical equipment developed in Ireland is used by more than 30 million patients with diabetes.

The Irish government has identified the medical technology sector as one of the key drivers of industrial growth for the future and provides a wide range of support to encourage and foster this growth. The medical technology industry in Ireland is changing from being prominently manufacturing to being more complex and driven by R&D. It now involves intensive collaboration between a broad range of partners, including research institutions, clinicians, manufacturing companies, and government agencies. Ireland is well placed to capitalize on the growing global market for medical technology products and services. The challenge is to continue to develop and integrate the broad range of strategic competencies and support systems that will enable this island to compete as a mature, high value-added economy, with innovation at its core.

“The medical technology sector is essential to saving and altering lives. Ireland’s global medtech cluster can increase its position internationally and help shape the future of healthcare provided the correct policies and supports continue to be put in place”.

— Micheál Coughlan, Managing Partner of InterSearch Ireland & Global Head of the Life Sciences Practice Group InterSearch Worldwide.

Top MedTech Hubs

Ireland is one of the top six global medtech hubs, competing with Minnesota, Massachusetts, and California in the US and Israel and Germany.

Top MedTech Hubs


About the author – Micheál Coughlan

Managing Partner of InterSearch Ireland Micheál joined the InterSearch Worldwide Board of Directors in 2017. He began his career with InterSearch Ireland in 1996, becoming Managing Partner in 2010.

He is the initiator of the InterSearch Life Sciences & Healthcare Practice Group, supporting clients and candidates within the pharmaceutical, medical technologies, and healthcare sectors.

He has worked with a variety of organizations designing and implementing recruitment strategies for leadership and management appointments. Many of these assignments involve multi-country searches.

Micheál joined the Academy team in 2013 where he is responsible for the training and development of talent within the InterSearch Worldwide organization.

Micheál holds a bachelor’s degree in commerce from NUI Galway and a master’s degree in human resources management from the UCD Michael Smurfit Graduate School of Business. He is a Fellow of the Chartered Institute of Personnel and Development.

InterSearch Ireland, Medtech, Medtech Ireland

Navigating uncertainty while focusing on human-centric leadership

Navigating uncertainty while focusing on human-centric leadership

Interview with  Ana Ber, Managing Partner of Pendl&Piswanger Romania, the Romanian member of InterSearch Worldwide, about trends in the executive search industry.

Q: The global economy seems to experience challenges we have not seen in decades: very high inflation, the prospects of synchronized recession, and even war. In this context, what do you see in the labor market and especially in the field of executive search?

Mrs. ANA BER: Macro-environment factors have always had an impact, to some degree, for better and worse, on the job market, and in turn, the executive search industry. We’re expecting some slowdown in the executive search market, but, due to expected investments in infrastructure and renewables as well as continuing industrial investments (manufacturing) where we are well positioned, 2023 may be a good year for us too, especially in the second half of 2023.

However, even though is not exactly our business, the hiring environment will get worse in 2023 especially because of all these reasons stated by you above, especially for knowledge workers. At the same time, the biggest challenge will be that recruiting budgets will shrink which will put even more pressure on Talent Acquisition experts.

Even though borders seem not to be a barrier, in executive search we will see more need for localizing executives, especially because of external factors which might affect mobility.

Q: What was the new normal for headhunters in 2022 in such an environment? What are you looking for? What companies are looking for?

Mrs. ANA BER: Even at the level we are recruiting, neither in 2022 employers were not in the driving seat because it remained a candidate-driven market. Because passive hiring remained at high levels, our expertise was required because organizations needed to reach the candidates and not the other way around. What we continued and seems to become the new normal is to focus on a consultative approach, act more as a business consultant than a pure headhunter, support clients in finding the right fits for their needs, tackling into cultural fit rather than on purely functional one. Our clients come to us when they need a sounding opinion and want to really think through with us the types of candidate profiles that make the most sense, how to think creatively about potential candidates who might not come from more traditional geographies or industries for a given role, how to look from different perspectives at a certain role or structure, how not to overlook the cultural alignment and increase diversity.

Surprisingly, we saw more opportunistic hiring. Especially in the second half of 2022 (and it will continue in 2023) it seemed to become a greater time for our clients to continue to be active in the market because there are opportunities to pursue and attract candidates who they might not have had the chance to recruit 12 months ago because equities were through the roof, and everything was up and to the right.

For executives, there are increasing opportunities to be very intentional about what they want beyond simply accepting the highest offer – an organization that is mission-driven, that is impacting global warming for the better, an organization where they can do their life’s work. Companies taking it seriously will be better equipped to compete for top talent because raising compensation alone is not the right answer.

Q: A new concept developed in 2022: quiet quitting, in simple terms employees just want to meet their job descriptions without taking any extra duty. Is quiet quitting real? If yes, how would you describe the managers’ role in combating quiet quitting and what are you looking for when you are headhunting such a manager? Do you see such a move for executives as well?

Mrs. ANA BER: It’s not even a new concept in my opinion, actually it’s an old one renamed from disengagement, but it’s not surprising that it became a hot topic, considering the power of social media today. Shortly put, it is a new name for an old behavior. If we look at Gallup’s engagement trends of the last 20 years we will notice that there is not too much change. However, we notice a slight increase in disengagement in the last 2 years.

Yes, managers’ roles are important in increasing engagement, but they alone can’t do all. However, as a leader, you have to ask and find out what is important for the individuals in your team and for those in the teams of your team, what are their aspirations, and, most important, if the organization is ready to support those aspirations. If not, ask yourself if your recruitment process focuses on what is important and if you, as an organization, don’t rely too much on strictly functional technical fit per role and neglect completely the cultural fit.

As a total organization, I think that is better to have reachable goals related to the workforce – just think about it: Is it realistic to expect your population to be super engaged and go the extra mile?

Another issue to take into consideration is the workload of the people in your organization. Especially in the last 2 years, many roles were hard to fill and the demand was higher than the offer so existing employees had to cover also for the missing ones, though putting in extra work and hours with little reward or none. In this context, quiet quitting – and the conscious disengagement from additional work beyond what is required – appears to be more of a correction to a working culture that didn’t recognize or remunerated people than an outright rejection of the work itself.

Q: Have we witnessed a drop in engagements for managers as well? Like a rise in job resignations for executives? In other words – have we seen this trend in Romania and, consequently, prospects for much more business for Romanian executive search companies?

Mrs. ANA BER: No, not really. At least not with the clients we are working with. However, what we’ve noticed is the need for companies to have managers who can contribute to re-engaging people because while well-being policies and higher pay will help employees feel more appreciated, a recent Harvard Business Review study found that the decision of whether an employee quietly quits often rests on the quality of their relationship with their manager.

Q: Are your clients looking for new skills for their wannabe executives? What skills do executives need to win in the new hybrid environment?

Mrs. ANA BER: Let’s be honest, it is much easier to lead when everyone is remotely or on-site. The challenges of hybrid leadership remain a tall order for some organizational leaders because they need a new set of skills to keep their teams engaged and performing. The lack of constant visibility to everyone makes it difficult to determine who might be struggling, who is thriving, and who is ready for a new assignment.

What a leader needs to be prone to in the new hybrid environment is awareness of bias given to on-site employees and avoiding the price paid by employees (and organizations) for the flexibility to work remotely partially or totally because the result of this bias is threatening productivity, engagement, and retention.

In a hybrid environment, a leader also needs to accept the need of their subordinates for hybrid working and avoid the trap of mistrust, learning how to better monitor the results from afar. It is well known that some leaders struggle with the association between an empty desk and a lack of work. What we all need is a culture of trust and flexibility. Putting all these struggles and challenges in short, the fundamentals of leadership remain the same, only the tools and methods change to increase leadership effectiveness. Open communication remains the key and leaders should not forget that even when on a remote basis people need small talk because of more joy = higher productivity.

Q: From the services you are highly skilled in, like leadership development, HR consulting, management consulting, executive coaching, or others, which one had the most surprising evolution in 2022 and why?

Mrs. ANA BER: Besides executive search services we had an increase in Executive Onboarding Services and exponentially in Interim Management (especially in the industrial sector and Services).

In the case of  Interim Management, companies no longer have the time or the same organization as before and, as a recruitment process is sometimes time-consuming, yet the need to act fast to exploit opportunities; and a decline in the conventional talent pool cause companies to react in many ways, one of them is turning towards the support of companies like us, providing interim management solution. In addition to the acceleration of the speed of execution of projects in companies, combined with digitalization, has made the need for skills relatively varied and faced with these problems, the interim manager appears to be an ideal solution for companies because it brings several benefits such:

  • Interim Managers can start immediately;
  • Usually, they are overqualified for the roles they are asked to fulfill and as a result, they can get off to a brisk and successful start;
  • Being outsiders of the organization they are non-political individuals who look for the root causes to problems rather than getting caught up in office politics or silo protectionist mentality;
  • Because they have experienced a broad bandwidth of best practices through their various previous assignments they can therefore advise and implement the various actions required to achieve the assignment objectives;
  • Looking from the cost perspective, in the case of Interim Management companies pay only for the work provided and there is no redundancy or exit cost to an interim assignment.

Q: From your experience in 2022 and anticipating what might happen in 2023 which jobs in which industries are and will be the hardest to fill and why?

Mrs. ANA BER: At the intermediary level, we think that pressure will remain on the placement of operational, functional, or project managers who are able to fill a position (human resources, digital, marketing, IT sales, operations, finance, etc.) and to drive forward organization and cross-functional projects. An increase will be most probably in highly technical roles to support the digitalization projects and industry 4.0 capabilities.

At senior executive levels, we anticipate the engagement of highly experienced senior managers capable of driving large-scale transformations such as post-merger integrations, development of new activities, international expansion, turnarounds, corporate restructuring, and exits from the crisis will continue to stay high.

Q: What are your prospects for 2023? What will be the face of the executive search in 2023? Do you think that skills in restructuring, treasury, strategy, or other business transformation skills will have a bigger/ smaller/the same role? And why?

Mrs. ANA BER: As said before, we see as a main trait in 2023 the human-to-human dynamic in the workplace which will push leaders to display even more people-centric leadership. Tipping on this point in executive search assignments we will focus even more on identifying these traits defined as leading with authenticity, empathy, and adaptivity. If before these traits were nice to have it become imperious necessary to transform them into a must-have. Walk the talk is what counts most. Leaders need to instill a sense of security in their people because this is what many of them are looking for in a job, according to one of Gallup’s surveys.

In Romania, we already notice that the economy is slowing down as the market accommodates higher energy costs and shrinking private consumption. Though, M&As are expected to remain high, decrease most probably due to global repositioning and reorganizations as well as ESG and energy prices. Focus on digitalization will remain a priority and we see a lot of opportunities coming from the future 5G-network implementation, the renewable energy developments, or the undergoing gas exploitation of the Black Sea resources which will most likely make from the energy and IT&C sectors the fuel of potential future business opportunities in Romania.

Q: What is your main message to your clients/partners in terms of challenges and opportunities for the short and medium term?

Mrs. ANA BER: Challenging times will come and 2023 will bring most probably the need for leaders to take tough decisions. The key to success will be to find a balance between short-term and medium to long-term consequences and think of the sustainability of their decision not only on their immediate results.

Another key to success is the evolving role of middle management whose profile is slightly changing from a pure manager overseeing the performance of his / her team towards more of a coach, mentor, and very important, empathetic leader. Having the most performant Boards in place is not enough for businesses to thrive and have success in the long term.

As a closing, what I suggest leaders consider is that even though in the short-term run the global economy is slowing down and most businesses will feel 2023 is a recession, beyond 2023 the global economy will likely turn to a slow-growing trend. So, leaders should keep their eyes on the supply chain, cash flow, and people.

About the author:

Ana Ber, Regional Leader Central & Eastern Europe Energy & Renewables Practice Group of InterSearch:Ana Ber, Managing Partner of InterSearch Romania since 2005. Her main areas of expertise are Business Development and Search & Selection in Romania, Local & International Executive Search, HR consultancy in: Recruiting and Selection, Job analysis, and evaluation, Management Audit, Assessment / Development Center, Board Efficiency Assessment, Personal Efficiency Program Training & Coaching Executive Coaching.

Ana covers several industries, such as Manufacturing / Engineering / Technology; Banking and Financial Services, Fast Moving and Durable Consumer goods; Pharmaceutical industry, Real estate / Facility & Property Management / Construction / Infrastructure / Environment Energy / Oil / Gas & Renewables / Power.


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executive search

Shortage of skilled employees? Not in Mexico

Shortage of skilled employees? Not in Mexico

Interview of InterSearch Executive Consultants Germany with Malena Juárez, Partner InterSearch Mexico

Anyone who speaks with Maria Elena Juárez quickly recognizes her extensive expertise and experience in executive search. She has been working for InterSearch in Mexico for twelve years. Juárez is a partner in the office, which has been part of the InterSearch Executive Consultant network since 2010. “I use our international connections to get in touch with people from other countries,” she says, adding that the global network is an excellent instrument to be even more successful in this business.

Automotive industry important sector

After earning her BA and MBA at the University of the Americas in Mexico, Juárez began her career at what was then the most important automotive supplier. Her profound knowledge of the automotive sector helps her to successfully complete search assignments for international companies.

The automotive industry and its suppliers play an important role in Mexico’s economy. German manufacturers have major sites here, for which they regularly seek executives. This also applies to other European, US, Japanese and Korean manufacturers. 80 percent of exports from Mexico go to the USA, followed by Canada and Germany. In 2021, a record 75% of Canadian and Mexican imports came from the United States, making both countries the US’s largest export markets. Both are also the US’s largest trading partners. “We could benefit a lot more from this proximity to the US,” Juárez says. For example, by the US placing orders in Mexico that it would otherwise place in China. But the government is currently very nationalistic, she says, and is reluctant to do business with its powerful neighbor.

Labor market Mexico: Differences with the neighboring USA

Juárez knows that it is not necessary to look for candidates in the USA. The labor market in Mexico is large enough and offers sufficient potential, so a lack of talent and well-qualified executives is not a problem here. “Mexico has a pool of candidates who can successfully lead new operations or plant expansions”, Juárez explains. This is true for all functions ranging from plant management, engineering, supply chain, HR and IT to financial roles, she says. However, should a mandate make it necessary to search in the neighboring country, or should colleagues in the USA need support, the differences are striking. In the US, for example, it is not permitted to ask about private matters such as family or even age in interviews with candidates. In Mexico, on the other hand, questions about family are simply part of the job. “Candidates are usually very open, talkative and approachable,” says Juárez.

Trust and reliability as pillars

Accordingly, she has already formed very fruitful connections with both candidates and corporate customers. Juárez cites reliability, trust and quality work as the key pillars for this.

Together with her team, Juárez has already searched for and found executives in Mexico for numerous German companies. To do this, she says, it is important to understand the culture, purpose, vision and philosophy of the company. Then it is necessary to determine how these factors can be harmonized with Mexico’s business environment and culture. “We help new companies in the country with local customs, and not only social but also legal and regulatory requirements,” Juárez explains.

Some time ago, she assisted Dieter Albeck, Managing Partner at InterSearch Executive Consultants in Frankfurt, in finding executives for a well-known German company. “The fast and professional handling across all national borders significantly contributed to the successful fulfillment of the mandates,” confirms Albeck.

What is important to most executives when changing jobs is not only better remuneration but also a new professional challenge and opportunities for advancement, says Juárez. However, she adds, there is also discussion in Mexico about a better work-life balance and purpose of a job. “It’s increasingly more about personal rather than professional fulfillment.”

About Malena Juarez – Founding Partner of InterSearch Mexico

Malena Juárez, Regional Leader Americas Energy & Renewables Practice Group of InterSearchMalena has been a Founding Partner of InterSearch Mexico since 2010.

Her 30 years plus experience in the executive search field includes serving global organizations in Automotive, Industrial Manufacturing, Energy (O&G), FMC, Health Care, and IT/Telco. She is the Sub-Leader for the InterSearch Automotive Practice, Americas Region.

Malena holds a B.A. and an M.B.A. degree from the University of the Americas in Mexico.

About InterSearch Executive Consultants

InterSearch Executive Consultants is one of the leading personnel consultancies and specializes in the recruitment of executives (Executive Search) and systematic analyses of executive potential (Management Audit / Executive Diagnostic). Founded in 1985 under the name “MR Personalberatung”, the company is now represented in Germany with three offices in Hamburg, Frankfurt, and Cologne and was a founding partner of InterSearch Worldwide in 1989. Today, InterSearch operates worldwide in the field of executive search with more than 600 consultants in over 50 countries with more than 90 locations.

Automotive Industry, InterSearch Executive Consultants, InterSearch Mexico

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