Pearson Partners International

Tag: executive search

  • Global Leadership, Talent Strategy and Trusted Advisory

    Global Leadership, Talent Strategy and Trusted Advisory

    As chair of the board for IIC Partners, our global executive search partnership, our President and COO Renee Arrington recently sat down for a candid interview during our annual meeting in Madrid. Renee shared her insights on global leadership, what it means to be a trusted advisor in today’s shifting business landscape, the power of collaboration across our global executive search partnership, and how aligning talent strategy with long-term business goals creates game-changing results for our clients.

    Header image of Renee Arrington, President and COO, Pearson Partners International. Insights on Global Leadership, Talent Strategy and the Role of a Trusted Advisor

    Renee shared how Pearson Partners helps our clients align talent with business strategy and how we collaborate across borders to earn our role as trusted advisors and deliver exceptional results.

    Being a trusted advisor means anchoring clients through change—with insight, clarity and long-term strategy.
    – Renee Arrington, NACD.DC
    President & COO, Pearson Partners International

    From her experience in advising boards and CEOs to her vision for IIC Partners’ future, Renee’s insights reflect the values and global reach that drive Pearson Partners International.

    🎦 Watch Renee’s interview.

     

  • Our Top 10 Succession Planning Strategies: Future-Proof Your Leadership Pipeline

    Our Top 10 Succession Planning Strategies: Future-Proof Your Leadership Pipeline

    In a world of constant change, your future success depends on the leaders you develop today. Yet many organizations remain focused on present-day performance, overlooking the evolving competencies tomorrow’s leaders will need—and the critical role of succession planning in ensuring leadership continuity.

    A resilient leadership pipeline goes beyond succession planning. It is a living, dynamic system—designed to fuel innovation, build agility and drive sustainable growth. Future-proofing your pipeline ensures you are prepared when opportunity or disruption strikes, not scrambling.

    Here are my top ten strategies for future-proof succession planning:

    1. Identify Future-Ready Competencies. First, anticipate tomorrow’s leadership requirements.
      • Think beyond today’s roles: Emerging trends like AI, hybrid work models and sustainability will demand systems thinking, emotional intelligence, adaptability and digital fluency.
      • Update your leadership model: Regularly recalibrate expectations to reflect future challenges, not just current performance.
    1. Broaden Your Talent Lens. Next, expand on how and where you identify potential leaders.
      • Look beyond the obvious: Seek leadership capabilities in unexpected functions, geographies and backgrounds.
      • Prioritize inclusive growth: Diverse leadership teams unlock innovation and deliver stronger business outcomes.
    1. Develop Leaders at Every Level. Leadership should not be limited to the top.
      • Start early: Foster initiative, accountability and collaboration from the ground up.
      • Use stretch assignments: Offer cross-functional projects, rotations and high-stakes challenges to accelerate leadership growth.
    1. Make Development Continuous. Sporadic seminars are not enough.
      • Create ongoing momentum: Build development into daily work through coaching, mentoring, feedback and immersive learning experiences.
      • Empower self-driven growth: Equip leaders with tools to own their development journeys—aligned with business priorities and personal aspirations.
    1. Internal or External? Make Smart Succession Planning Decisions. Deciding when to promote from within or recruit externally is critical.
      • Groom from within: Internal talent brings deep cultural alignment and institutional knowledge. Promoting from within boosts morale, reduces risk and often results in faster ramp-up. Can internal candidates grow into higher roles with support?
      • Go external strategically: External leaders can bring bold new perspectives when transformation and innovation are needed. Is now the time for bold change or steady continuity? Is the culture ready to receive an external leader—and support his or her success?
      • Balance both approaches: Combining these two recruiting models is often the best strategy. A strong internal bench paired with external market insights provides strategic flexibility.
    1. Create a Robust Succession Strategy. Effective succession planning goes beyond naming replacements.
      • Build succession planning maps: Identify who is ready now, ready soon, and developing longer-term for every key role—and update these maps regularly.
      • Plan for uncertainty: Develop contingency strategies for unexpected departures and ensure leadership strength across teams that can step up in the interim.
    1. Measure and Adapt. You cannot improve what you do not measure.
      • Use the right metrics: Track pipeline health through promotion rates, retention of high-potentials and leadership readiness.
      • Listen to emerging leaders: Feedback loops reveal gaps, barriers and opportunities for growth.
    1. Leverage Technology and Data. Technology offers a strategic advantage in leadership development.
      • Predict leadership potential: Use talent analytics and AI tools to identify hidden high-potentials and anticipate future needs.
      • Personalize learning paths: Digital platforms can tailor development journeys to individual leaders’ goals and strengths.
    1. Make Leadership Development Part of the Culture. Embed leadership into your organizational DNA.
      • Model leadership development at the top: Senior executives must actively mentor, sponsor and champion rising talent.
      • Make it everyone’s responsibility: Cultivate a culture where developing others is a core leadership expectation.
    1. Align Leadership Development with Business Strategy. Finally, ensure leadership development efforts are tightly connected to your organization’s evolving goals.
      • Tie leadership profiles to strategic needs: Develop leaders who are not only capable but also aligned with where the business is heading.
      • Revisit priorities often: As your strategic direction shifts, so must your leadership development focus.

    In conclusion, future-proofing your leadership pipeline is not about perfectly predicting the future. It is about preparing leaders who can navigate uncertainty, lead with agility, seize opportunities and shape what comes next.

    The organizations that thrive tomorrow will be those investing intentionally today—challenging assumptions, growing talent deliberately and prioritizing leadership development as a business imperative. The future belongs to those who are ready for it—and that readiness starts now.

    Ready to build a resilient leadership pipeline?

    Pearson Partners International specializes in succession planning. We can help you find, develop and support the leaders who will drive your future success. Contact me to start the conversation.

  • Succession Plans Safeguard Donor Trust & Foundation Continuity

    Succession Plans Safeguard Donor Trust & Foundation Continuity

    Following an executive search for a major foundation leader, I have reflected on a critical theme: Planning for leadership transitions—particularly unexpected ones—with a solid succession plan is essential to sustaining donor trust and organizational momentum.

    photo of lisa thompson pearson partners international
    Lisa Thompson
    Vice President

    One of the most common concerns I hear from my clients on foundation boards and their executive teams is not about today’s performance—it’s about tomorrow’s uncertainty.

    As a retained recruiter specializing in senior-level executive placements, I have seen both ends of the spectrum: organizations that handle transitions with foresight and those that scramble when a pivotal leader exits. The difference? Donor confidence, operational stability and mission momentum.

    Succession Planning Is Not Just HR—It’s Strategy

    Succession planning for foundations - Pearson Partners International. Featuring abstract executives on a chess board.Leadership transitions in the foundation world are inevitable—whether due to retirement, burnout or new opportunities.

    Yet, surprisingly, few foundations have a robust succession plan in place. Without one, the risks are significant: loss of donor trust, internal disruption, stalled initiatives and diminished institutional knowledge.

    On the other hand, organizations that consistently attract top-tier talent and transformational gifts have one thing in common: They view succession planning as a core strategic function.

    What Donors Notice (Even If They Don’t Say It)

    Major donors give because they believe in your mission—but they stay because of trusted relationships. When a key leader departs unexpectedly, donors may wonder:

    • Who will steward my gift?
    • Will the foundation’s priorities change?
    • Is this a sign of instability?

    Succession planning reassures donors that leadership continuity is a top priority and that the programs they care about will continue to thrive.

    When a foundation demonstrates a confident, well-communicated leadership transition plan, it sends a powerful message: We are prepared. The mission is in steady hands.

    Building a Smart Succession Plan

    Whether you’re preparing for an anticipated retirement or building future resilience, here is what I recommend for every foundation succession plan:

    1. Identify Critical Roles
      At a minimum, include CEO/Executive Director, Chief Development Officer, Major Gifts leadership and key board positions.
    2. Define Success Profiles for Each Role
      Go beyond job descriptions—define leadership traits, relationship-building capacity and cultural alignment.
    3. Assess Internal Talent
      Who is ready now? Who could be ready with development? Begin investing early.
    4. Establish Emergency Protocols
      Document interim leadership plans, key contacts, access points and active priorities.
    5. Engage the Board
      Ensure board members understand and are prepared for their role in succession planning and leadership searches.
    6. Prepare a Communications Plan
      Plan how you’ll communicate with donors, staff and stakeholders to maintain confidence throughout transitions.

    A Final Word from the Search Perspective

    When I work with foundations on executive placements, one of the strongest signals to candidates—and donors—is a demonstrated commitment to leadership continuity. It shows you’re not just hiring for a role but stewarding a mission for the long haul.

    Succession planning isn’t about expecting someone to leave—it’s about ensuring the mission doesn’t miss a beat when they do.

    If your foundation hasn’t revisited your succession plan recently—or if you are navigating a leadership change now—this is the time to act. The future is calling! Let’s make sure you’re ready to answer.

    Need help with succession planning or a confidential search? Let’s connect.

  • The Future of AI in Executive Search

    The Future of AI in Executive Search

    AI in Executive Search - with a photo of an executive search consultant looking into the future with graphics of gears and computers. (c) Pearson Partners InternationalNearly every industry has adopted artificial intelligence (AI) for efficiency, and executive search is no exception. AI can streamline tasks like candidate tracking, data analysis and administrative support. However, its role in senior-level executive search remains limited.

    Human Expertise is Irreplaceable

    An insightful new article from our global search partnership, IIC Partners, explores how AI can enhance efficiency in executive search. Yet, it underscores why human expertise remains irreplaceable. Leadership recruiting requires nuanced judgment, deep industry knowledge and personal relationships—complex skills that AI tools cannot replicate. Moreover, intricacies like cultural fit, long-term client partnerships and navigating the hidden talent market demand a consultative, human-centered approach.

    AI is an Ally, Not a Substitute

    AI can be a powerful ally for the personalized service and strategic insight executive search consultants provide. Still, the future of executive search will rely on a balanced partnership between technology and trusted advisors.

    👉Read the Full Article

    For a deeper dive into how executive search can leverage AI and the importance of striking the right balance with human expertise, read the full article.

    Pearson Partners is an independent member of IIC Partners, a Top 10 global executive search organization. With over 450 expert consultants connected across 40 offices worldwide, we partner with senior executives and board directors to transform businesses and solve complex leadership challenges. Learn more about our global reach.

  • Build Your Talent Pipeline With Market Mapping – Pearson Partners International & IIC Partners

    Build Your Talent Pipeline With Market Mapping – Pearson Partners International & IIC Partners

    two business executives discussing market mapping and talent pipelining

    Pearson Partners is a proud member of IIC Partners, one of the world’s top ten global executive search organizations. A cornerstone of our work at IIC Partners lies in our Industry Practice Groups, where members from across the globe meet virtually each month to exchange knowledge, discuss industry trends and collaborate on studies and reports for our clients.

    We are excited to share our latest report, “Build Your Talent Pipeline With Market Mapping,” authored by our global IIC Partners Industrial Practice Group. The report, rich with client case studies, delves into market mapping—also known as talent mapping or pipelining—as an effective tool for organizations to identify and track potential candidates inside and outside the company.

    By leveraging market mapping, companies can ensure rapid hiring when talent needs arise, enhance their workforce and leadership development pipelines, and support succession planning, competitive intelligence and transformation initiatives.

    Renee Arrington (President & COO, Pearson Partners International, Dallas), Tim Zimmermann (Managing Partner, ingeniam Executive Search & Human Capital Consulting, Frankfurt), Ram Iyer (Associate Director, Claricent Partners, Mumbai) and Madeleine McCartney (Consultant, Progress, Paris) co-authored the report as members of our global Industrial Practice Group.

    Learn more and download the full report for our comprehensive analysis and detailed insights.
  • 2024 Executive Mobility Report – Pearson Partners International & IIC Partners

    2024 Executive Mobility Report – Pearson Partners International & IIC Partners

    Pearson Partners International is a proud member of IIC Partners, one of the world’s top ten global executive search organizations. Together, we are pleased to present our 2024 Executive Mobility Report, which comprehensively analyzes career mobility motivations and trends among senior executives. Understanding what drives executives to seek new opportunities is essential for organizations to attract and retain top talent—particularly when 86% of executives are open to new opportunities, as revealed in our study.

    We surveyed over 300 executive leaders to uncover the primary factors influencing their career decisions, including career advancement, competitive compensation, job security and flexible working arrangements.

    Key insights from the report reveal that executives are highly open to considering new roles, underscoring the competitive landscape for top-tier talent. The study also emphasizes the importance of company culture and mission and the impact of remote work options in executive decision-making processes. Additionally, it highlights the pivotal role of executive search consultants in connecting organizations with hidden talent pools.

    Executive Mobility: 8 Key Insights

    1. High Executive Mobilility
      • 86% of executives are open to new opportunities.
      • 36% are actively seeking new roles.
      • 50% would be receptive if approached by an executive recruiter.
    1. The Power of Employer Branding
      • 33% prioritize company culture, mission, impact or remote working options over compensation when considering new positions.
    1. Causes of Failed Hires
      • 43% have regretted a career move.
      • Chief reasons for this regret include poor cultural fit, inaccurate job descriptions and limited growth opportunities.
    1. Access to Hidden Talent
      • 51% have made unplanned career moves after being contacted by executive search consultants.
      • This receptiveness highlights the role of executive search in reaching passive candidates.
    1. High Willingness to Relocate
      • 81% are open to domestic relocation.
      • 43% are willing to relocate internationally.
      • This openness to relocation shows adaptability among senior leaders.
    1. Impact of Negative Management on Retention
      • 40% have left positions due to negative relationships with direct managers.
      • This loss of valuable employees highlights the need for organizations to prioritize leadership development.
    1. Necessity of Compensation Progression
      • 55% believe changing jobs is necessary to increase compensation.
      • This perception indicates potential gaps in salary progression within current organizations.
    1. Prevalence of Offer Acceptance Withdrawals
      • 40% have retracted job acceptances to pursue alternative offers.
      • The top reasons for these withdrawals include compensation, job security and company culture.
    Photo of Christine Hayward, Executive Director, IIC Partners

    The majority of executives are open to new roles but not actively searching. IIC Partners firms maintain longstanding relationships with industry leaders, ensuring their clients are positioned as the premier choice for exceptional candidates.

    – Christine Hayward, Executive Director, IIC Partners

    Industry and Functional Differences

    The report also explores variations across industries and functions. These differences underscore the importance of customizing your recruitment and retention strategies to align with the distinct motivators of individuals within your target industries and roles.

    1. Consumer Markets
      • 66% value remote working options highly, above the global average of 54%.
      • 26% prioritize job security when considering new opportunities, compared with the 21% average.
    1. Financial Services & Insurance
      • 17% consider company culture the top factor in new job considerations, versus the 11% average.
      • 20% prioritize stock options for retention, exceeding the average of 9%.
    1. Industrial
      • 61% are very likely to recommend their employer, higher than the global average of 52%.
      • 17% prioritize pension and savings plans for retention, nearly double the average of 9%.
    1. Life Sciences and Healthcare
      • 38% consider compensation the top factor when evaluating new jobs, above the 30% average.
      • 25% are unwilling to consider relocation, compared with the global average of 16%.
    1. People and Culture
      • 31% are actively searching for new jobs, slightly lower than the global average of 36%.
      • 32% cite job security as a top retention factor, significantly higher than the 21% average.
    Thumbnail photo of Renee Arrington, President and COO, Pearson Partners International

    A critical success factor is tailoring talent acquisition and retention strategies for each industry’s unique drivers and aligning those with specific motivators. For example, remote work has a higher priority in consumer markets, yet job stability has greater importance in healthcare. Collecting data from your executive suite, along with analyzing key priorities expressed by potential hires, will allow you to respond to demands and ensure your organization remains competitive.

    – Renee Arrington, Vice-Chair, Americas, IIC Partners
    President & Chief Operating Officer, Pearson Partners International

    Additional Insight

    The survey concluded with an open-ended question: “If you could change one thing about your job, what would you change?”

    While many executives focused on remote and hybrid working arrangements, compensation and benefits, and achieving better work-life balance, nuanced perspectives also emerged, notably concerns about AI and automation. Executives expressed a desire for better automation to enhance productivity. Some called for increased research into the safety of artificial intelligence and the potential scale of job losses before expanding AI use.

    These insights reflect a growing awareness of how technological advancements impact job satisfaction and security. They also highlight the importance for organizations to address technological concerns and to consider the implications of AI and automation on their workforce.

    Conclusion

    Understanding these trends in executive mobility is vital for organizations to develop effective talent acquisition and retention strategies. The insights from our global executive search consultants help businesses build and sustain robust leadership pipelines.

    Image of 2024 Executive Mobility Report PDF Thumbnail

    Download the full report PDF for our comprehensive analysis and detailed insights.
  • Pearson Partners Named one of America’s Best Executive Search Firms by Forbes

    Pearson Partners Named one of America’s Best Executive Search Firms by Forbes

    We are thrilled to announce that Forbes has once again named Pearson Partners International one of America’s Best Executive Search Firms. This marks the fourth year of this distinction for our commitment to excellence in executive search and leadership consulting.

    Image of a gold stars and words Forbes America's Best Executive Search Firms and Pearson Partners International logoAs the recruitment landscape stabilizes from the tumultuous period known as the “Great Resignation,” more executives are expressing satisfaction with their current employment. A recent survey by ZipRecruiter reveals that over 86% of new hires are content in their roles, a stark contrast to the job-hopping trends observed in previous years. This increased job satisfaction poses renewed challenges for recruiting, as fewer leaders are open to new opportunities. Combined with the looming Baby Boomer retirement wave, an ever-greater need for effective succession planning, the integration of AI into human resources functions, and a continuing focus on diversity, equity, and inclusion, our role as leadership consultants has never been more vital. We are dedicated to helping our clients navigate these complexities to ensure successful executive recruitment, effective retention and robust succession planning.

    Recognizing this shift in the recruitment landscape, Forbes has partnered again with market research firm Statista to rank America’s Best Executive Search Firms, highlighting leaders in executive search like Pearson Partners International. We have earned this prestigious accolade four times in the eight years Forbes has chosen the honorees, including 2017 (the list’s inaugural year), 2018, 2023 and 2024.

    “It is a privilege to be recognized as one of America’s Best Executive Search Firms by Forbes for the fourth time. This honor reaffirms our unwavering commitment to excellence and the trust our clients place in us.”

    – Keith Pearson, Chairman & CEO, Pearson Partners International

    Keith Pearson, Chairman & CEO of Pearson Partners International, said, “We extend our heartfelt congratulations to our executive search peers joining us in earning this distinguished honor, particularly our colleagues at our fellow IIC Partners firms, Dinte Executive Search in Washington D.C. and Furst Group in Chicago. As we navigate a generational shift in leadership and prepare for a wave of executive retirement, Pearson Partners remains dedicated to connecting leading companies with talented professionals, ensuring seamless transitions and sustained organizational success.”

    “Collaborating with our fellow IIC Partners firm leaders also earning this distinction is an honor that enhances our collective success.”

    – Renee Arrington, President & COO, Pearson Partners International

    Renee Arrington, Pearson Partners International President & COO, added, “We are thrilled to share this accolade with such distinguished executive search firms, who represent our shared commitment to quality and integrity. Collaborating with our fellow IIC Partners firm leaders Samuel Dinte, Bob Clarke, Sherrie Barch, and our team at Pearson Partners International is an honor that enhances our collective success.”

    Partnering with Forbes, Statista surveyed more than 9,300 recruiters, HR leaders, hiring managers and candidates to solicit their recommendations and assessments of executive search firms with whom they had recently worked. The firms earning the highest rankings made it onto the list of the top 150 companies specializing in filling positions with base salaries over $100,000. As with all Forbes lists, there is no fee to participate or be selected. Learn more about the methodology.

    View the 2024 Forbes list of America’s Best Executive Search Firms.

  • Five Insights for CFOs to Rise to CEO

    Five Insights for CFOs to Rise to CEO

    Header image of two executives shaking hands with the words 5 Insights for CFOs to Rise to CEO

    Stephen P. Konstans, a former Senior Vice President at Pearson Partners International, was featured in an Oracle NetSuite study on the increasing rise of the CFO to CEO, with insight and tips for CFOs for a successful ascent to CEO. Pearson Partners summarizes this transformative study below. Read the full article and a comprehensive breakdown on NetSuite.com.

    Photo of Stephen P. Konstans, SVP & Financial Officers Practice Leader, Pearson Partners International
    Stephen P. Konstans
    was formerly an SVP at Pearson Partners International.

    In the first half of 2022, the promotion of chief financial officers to chief executive officers reached an all-time high, marking an upward trend over the last two decades. Today’s market uncertainties and challenges have heightened the need for business leaders with financial and analytical acuity, making the selection of the CFO as CEO even more appealing to boards and stakeholders.

    Stephen P. Konstans, a former Senior Vice President at Pearson Partners International, attributes this upward trend to rising interest rates, inflation, global uncertainty and supply chain disruption. “[These factors] cause boards to be even more interested in getting somebody who can guide the ship from a financial perspective,” says Konstans.

    Twenty years ago, the COO was typically the primary stepping stone to the CEO. However, the landscape is shifting. According to the 2022 Volatility Report from executive search firm Crist|Kolder Associates, 8 percent of surveyed CEOs at Fortune 500 and S&P 500 companies advanced from CFO roles, up from 5.6 percent a decade ago.

    The breadth of the CFO remit and increasing responsibilities—including managing risk and compliance with ESG (environmental, social and governance) and DEI (diversity, equity and inclusion) mandates—have primed CFOs for the top leadership position. According to Konstans, CFOs have always been natural successors to CEOs because of their comprehensive involvement in company affairs. “That’s by default,” Konstans says, “because of all the things they’re brought in on in typical companies.”

    5 Insights for CFOs and Finance Executives Seeking the CEO Seat:

    1. Internal Promotions and Organizational Culture: CEOs are more likely to be recruited from within during economic volatility, often because boards and search committees are less likely to take on the risk of hiring externally. Company culture can also influence the process, says Konstans. For example, a sales-focused company often promotes its chief revenue officer, while an engineering-oriented company may promote its chief operating officer. However, broad oversight and an expanded role make the CFO the likely choice for CEO for most businesses.

    “Uncertain economic times put more emphasis on getting somebody who is a financial expert into that CEO seat.”

    1. Relationships with Boards and Stakeholders: A successful transition to CEO hinges on strong relationships with board members and stakeholders (both internal and external) built on trust and transparent communication. Intangible qualities like emotional intelligence, informed prioritization, problem-solving skills, effective communication and strong leadership traits are crucial for these relationships.
    1. Academic Credentials: While an Ivy League degree is not a prerequisite, an MBA or similar qualification increases the chances of a CFO’s promotion to CEO. While the number of CPAs has declined among CFOs over the last five years, more than half have earned an MBA. This educational pursuit showcases a CFO’s commitment to professional development, according to Konstans.
    1. Challenging Stereotypes: People often label CFOs as risk-averse, introverted, lacking creativity and poor managers. To effectively transition to CEO, CFOs must challenge these stereotypes by demonstrating their ability to take risks, show creativity and lead effectively.

    “CFOs I’ve worked with who sought the top job are rarely driven by ego, but rather a desire to leave the company better than they found it. Typically, it’s the opportunity to build something, leave your imprint on something, feel like you’re doing something meaningful.”

    1. Prepared Succession: CFOs aspiring to step up to CEO should groom strong successors, making it easier for boards to consider them for promotion. Formal succession planning is vital considering that most CFO hires—72 percent, according to a Pearson Partners study spearheaded by Konstans, are recruited externally. “If you want that opportunity, you need to show that you can build, develop, mentor and have the right people in the right seats,” says Konstans.

    “Good leaders get intrinsic value by putting their stamp on the organization and helping the people behind them achieve. There is a much more natural tendency among those CFOs to want to bring others along. ”

    Bottom Line

    With today’s market challenges, chief financial officers are increasingly ascending to chief executive officers—perhaps more so than in any other decade in recent history. CFOs and financial executives can take vital steps early in their careers to position themselves as the best candidate for the CEO seat.

    Read the full article and a comprehensive breakdown of insight and tips on Oracle NetSuite.com.

  • Forbes Names Pearson Partners International One of America’s Best Executive Search Firms

    Forbes Names Pearson Partners International One of America’s Best Executive Search Firms

    Image of a trophy with gold stars and words Forbes America's Best Executive Search Firms and Pearson Partners International logo
    Global executive search firm earns prestigious accolade
    for the third time

    Pearson Partners International is thrilled to announce its recognition for the third time by Forbes as one of America’s Best Executive Search Firms.

    In today’s complex economic and geopolitical climate, C-suite executives face myriad challenges in the workplace, including employee burnout and stress, increased focus on diversity, equity and inclusion initiatives, the drive for sustainable business practices and increased workplace transparency. A recent Deloitte global survey revealed that nearly 70 percent of C-suite executives are considering leaving their positions in pursuit of those that better support their well-being.

    Amidst this potentially significant job turnover, Forbes has collaborated with market research company Statista to identify America’s Best Executive Search Firms.

    Pearson Partners International has earned this prestigious accolade three times in the seven years Forbes has compiled the list, including the inaugural year in 2017, again in 2018 and for a third time in 2023.

    We are honored to be recognized again by Forbes as one of America’s Best Executive Search Firms. This acknowledgment is a testament to our commitment to exceptional service and our clients’ trust. – Keith Pearson, Chairman & CEO

    Keith Pearson, Chairman & Chief Executive Officer of Pearson Partners International, said, “We congratulate our search industry colleagues—especially our fellow IIC Partners firms sharing this prestigious recognition: Dinte Executive Search in Washington, Ellig Group in New York; Furst Group in Chicago and Salveson Stetson Group in Philadelphia.”

    Renee Arrington, Pearson Partners International President & COO, added, “We are delighted to be in such esteemed company. Our fellow honorees embody our core values of quality and integrity. It is especially a privilege to work with and collaborate alongside our U.S.-based IIC Partners firm leaders joining us on this year’s Forbes list—Samuel Dinte, Janice Ellig, Bob Clarke, Sherrie Barch, Sally Stetson, Keith Pearson and our team at Pearson Partners International.”

    Partnering with Forbes, Statista surveyed 5,200 external recruiters, HR leaders, internal hiring managers and candidates to solicit their recommendations and assessments of executive recruiting firms with whom they had recently worked. The firms that received the highest scores made it onto the list of the top 150 companies specializing in filling positions with salaries of at least $100,000.

    View the 2023 Forbes list of America’s Best Executive Search Firms.

  • Hiring Activity: 2020 & Beyond

    Hiring Activity: 2020 & Beyond

    Nationwide Business Leaders Weigh in on Hiring Plans During and After the Pandemic

    Pearson Partners International recently published a study on the business and economic impact of COVID-19. Over 500 business leaders participated from across the nation, representing companies ranging from small, private organizations to multi-national conglomerates. Along with questions about operational impact, business continuity and the economy, business leaders were asked about plans for hiring and staffing now and in the future.

    Below, we summarize these business leaders’ input on hiring activity and plans in the fourth segment in our series following the study.

    Capitalizing on a Slow Market

    While overall hiring has slowed, some companies have taken advantage of the opportunity to add star players to their teams during the economic downturn. One CEO said, “During this economic time, I have found that great opportunity is available with talented employees who would not have been previously available.” Several business leaders reported seeing an increased need for talent. One said, “My company is growing its market share and still needs employees to get that done.” At the board level, one CEO reported, “Demand for experienced board members and advisors has increased markedly in the past two to three months.”

    Over a tenth (11 percent) of respondents said that their companies plan to increase hiring in the next year. Of those, most (88 percent) said they expect to increase hiring by 10–25 percent. Respondents who reported plans to fill top positions within the next year said that they plan to hire people in customer service, executive management, engineering, information technology, marketing, public relations, risk management, legal, healthcare sales, marketing and business development. While most respondents (91 percent) did not anticipate creating any new job titles on their leadership teams as a result of the crisis, several said that existing roles will have added responsibilities.

    Some Hesitation

    Still, downsizing, hiring freezes and employee furloughs affected almost two-thirds (62 percent) of respondents’ companies. “We have eliminated open roles, frozen other positions and made some layoffs,” reported one CEO respondent. While many positions were eliminated, many respondents reported that their companies were still actively hiring for certain positions. One said that hiring at their organization “will remain relatively flat but, we will backfill critical roles.”

    Some respondents reported mixed hiring activity, depending on the functional role. One CEO said, “We have increased hiring in customer-facing positions and placed a hiring freeze on non-essential positions.”  Another commented, “We will be building capabilities and talent in some new areas while adjusting our capacity in other areas. New hiring depends on the role and the need for specific skills in many cases.” Another said that “hiring will be partially based on client response and new technology considerations. New technology is at the forefront today, and that will build efficiencies and effectiveness. Going forward, we need to continue nurturing technical skills and delivery.”

    Executives Wary of Making a Change

    While unemployment is at an all-time high, many executives have become increasingly wary of changing jobs or relocating. In fact, a recent study of CHROs by Salveson Stetson Group (a Pearson Partners International global partner firm) found that most executives (64 percent), said they would not be interested in considering a career move during the COVID-19 pandemic. Yet, for the right opportunity, more than half (57 percent) said they would accept a job without meeting the manager face-to-face or experiencing the workplace environment. Two-thirds of executives (66 percent) said they would not accept a position that would require relocating, but a majority (82 percent) said they would accept a position that was remote-only.

    Hiring Via Video

    When asked whether they would consider hiring an employee based solely on video interviews, and not having met in person, our respondents were about evenly split. 37 percent said they would, 34 percent said they would not and 29 percent said it would depend on the position. One CEO said she would be willing to do so “only if I or one of my leadership team members knew the candidate personally.”

    Business Resilience

    Many companies are still hiring and filling positions in critical roles. While hiring has slowed due to the crisis, it has not stopped and in fact, in some industries and functional areas, hiring has increased. Many companies have been able to activate business continuity plans, implement work-from-home strategies and deploy technology to get work done. Some companies have taken the opportunity to develop new products, services and business lines. For companies with the resilience to do so, this environment represents a good time to recruit and upgrade talent resources.

    Read more in our full study on The Business and Economic Impact of COVID-19.