Global success stories
- Discover our global-local expertise across multiple disciplines.
- Find out how our regional knowledge and cultural insights get accurate results, fast.
- See how we’ve helped all kinds of sectors – from pharma, tech and financial, to FMCG and automotive – meet their senior talent needs.
Detailed bios on niche senior talent
To help our global pharma client understand a very specific talent market, we built them a complete competitor intelligence profile. This included detailed information on several hundred senior people within highly specific areas, across multiple US locations.
A new data-driven understanding
Our insurance client was on a mission to expand – so to help them target the right talent, we gave them detailed confidential intelligence on their competitors. From detailed bios of all senior and relevant people, our client gained a remarkable understanding of their rivals’ teams.
Critical hires for a new joint venture
Our research expertise enabled a leading global fintech company to find critical compliance teams for a new joint venture. We comprehensively mapped the local market in Boston, then engaged candidates via an extensive outreach campaign – all to a tight timeframe.
Competitor info across Asian markets
In a project that spanned ten countries throughout Asia’s developed and (more challenging) emerging markets, we delivered top level competitor information on management teams, diversity and candidate detail – on a local and regional level. Our tier-one asset management client used this as a cornerstone for their business strategy across Asia.
Close targeting for senior techies
Our software client wanted to find a range of senior developers, UX designers and engineers. After mapping their very crowded market, we analysed the areas to target, and delivered a steady flow of interested candidates within one week.
Zoom in on engineering diversity
How do you remedy a lack of diversity in traditionally non-diverse engineering leadership? When our global industrial client asked us to explore their rivals’ representative make-up, we gave them a detailed breakdown of the diversity landscape, plus several hundred relevant profiles – leading to successful hires and a change in their diversity profile.
Global intelligence for the right fit
We delivered talent mapping and market intelligence to identify engineering, product management, sales engineers, compliance, technology development and EHS managers for our global technology solutions client.
A full health examination in India
Our global health technology client wanted to examine the Indian market for specialist solutions managers and franchise leaders – so we gave them an in-depth talent mapping solution that let them target more efficiently.
Elusive AND in demand? Hired.
Private banking relationship managers are highly in demand – yet notoriously elusive and hard to secure. So to help our tier-one banking client target them, we used a sophisticatedly creative approach to deliver a detailed report, containing comprehensive competitor organisational charts, in-depth bios, plus insights on teams and their reporting structures.
A data deep-dive on the competition
To help our pharma client see under the bonnet of one of their competitors, we delivered a highly detailed mapping report, along with biographical information on specific people. All the data was confirmed using our unique process, and the results helped out client shaped their future direction.
Exploring the VP-level landscape
Our pharma client wanted to find a number of highly confidential executive hires, including some at VP-level. We delivered comprehensive mapping of their competitors, and guided them through their talent landscape, putting them in an unrivalled position for successful hires.
Market mapping for strategic success
To help our global technology client meet its strategic aims in Asia, we thoroughly mapped the market for senior and executive level product roles, and delivered a cost-saving talent pipeline.
$100,000 saved for pharma
We helped our pharma client make two senior Human Assay Technology hires – and save over $100,000 in recruitment costs. After identifying the relevant talent pools, our research team delivered a detailed report of nearly 200 relevant profiles – and gave the client a shortlist of available, relevant and engaged candidates.
Full mapping in just four weeks
We helped a mid-sized pharma company save more than $70,000 in finding a high priority Chief Information Security Officer. Within four weeks, we delivered a comprehensive mapping report which included 300+ relevant candidates, from which we presented 32 to our client.
Hiring for a never-hired-for role
We found a number of senior assistant VP-level candidates to help lead a new therapeutic area within our pharma client’s company. The total newness of the speciality was a challenge – but our researchers mapped the market, created a compelling narrative and attracted a high number of candidates, from which our client hired two.
From very passive, to hired VP
We helped our biotech client find a Vice President of Strategic Sourcing to support their global business partnership. We identified and engaged 18 passive candidates, and an offer was made to someone who hadn’t previously considered making a move. The client saved between $50k and $60k in hiring costs.
A high level search across Asia
We searched across diverse Asian markets to find a number of exceptional senior software engineers for our global technology client.
The EWS View: Top Talent Trends For 2024
It’s a challenging time to be a recruiter. 2023 has seen the post-pandemic landscape continue to shift, with macroeconomic pressures mounting, new trends emerging and an increasingly precarious relationship between talent supply and demand. The only absolute certainty is that there is no going back to the way things were pre-pandemic. The old normal is gone, even if there are no definitive indications yet of what the new normal will be. Not an easy time, you might think, to be making predictions for the next 12 months. But there is sense to be made in all this uncertainty. Armed with our hard-won talent market intel and on-the-ground observations from our seasoned consultants, we have some valuable insights to share. Here’s the EWS view on where the talent market is heading in 2024… and what smart recruiters need to do to be prepared. The global economy in 2024 Macroeconomic forecasting has become something of a fool’s errand in recent years. The world economy has been disrupted by an unprecedented sequence of black swan events, all while the climate emergency makes ever-more-urgent demands for new economic thinking. However, optimism is now coalescing around core factors like growth, inflation and employment. Goldman Sachs Research, which predicted the global economy’s outperformance against expectations in 2023, is even more positive about the prospects for 2024. Income growth, cooling inflation, a robust job market, room for Central Banks to reduce interest rates – it’s not for nothing that their report is titled The Hard Part Is Over. The OECD predicts more uneven growth but a similar picture around interest rates and continuing low unemployment rates. Specifically in the talent space, Recruitics forecasts cooling labour markets, although cautions of a persisting gap between supply and demand. So where does this leave recruiters? We’re viewing the answer as a shift from wait-and-see mode to planning mode. Irrespective of the precise trajectory of the market in 2024, it’s highly likely that growth is stabilising and an uptick in investment is on the horizon. That gap between supply and demand won’t be closing any time soon. So when the time does come to start hiring again, the successful recruiters will be the best prepared. “This isn’t the time to be reactive. We know a fundamental change is coming and there will be a point relatively soon when you will be hiring more than you have been. The best way to be ahead of that is to start early. Invest in talent pipelining, invest in talent mapping. Ultimately, the busier you are now, the better positioned you’ll be when the boom does come.” Darren Hornigold, EWS Director Emerging talent trends for 2024 We’re seeing some significant new trends emerging, with other recent trends solidifying, falling back or balancing out. These are converging to reshape the talent landscape for 2024 – and every one of them should be on your strategic radar right now. 1. The end of The Great Resignation? As our Global Delivery Leader Ken Craig notes, all signs are that The Great Resignation is itself quietly quitting. “Workers quitting or job-hopping spiked in 2021-22 but post-pandemic, this looks to have peaked. Through 2023, we’ve seen ever-stronger emphasis on candidates who haven’t jumped from job to job. And this dampening in demand has also seen wages start to balance out after a period of inflated growth. Things are looking a lot more sustainable on that front now.” This is one big relief for talent teams, but no reason yet to take your eye off the retention ball. Ken cautions that “employees want evidence they’re in a company that wants them long term. Many of our clients are investing heavily in learning & development – both upskilling and reskilling – to design career progression paths to retain top talent. This is a key employer brand pillar and one that vastly improves employee engagement.” 2. The Great Retirement gathers pace As Strategic Dimensions puts it, “the 2020s is the decade during which the challenge of an ageing population shifts from being tomorrow’s problem to today’s.” Almost half-way through, with the Covid-accelerated rise in workers retiring early, this is a workforce trend that cannot be ignored. There is vast intellectual capital locked up in all those Baby Boomers, and increasingly Gen X executives, on the verge of retirement. Without a clear view of where to find the next generation of exec-level talent, The Great Retirement will be anything but great for organisational futures. EWS Director Darren Hornigold proposes a clear strategic solution. “The more people analytics you use, the more you understand the ebb and flow of your workforce and the wider talent market. So you know you’re going to have a 10% loss of ‘grey’ intellectual capital over the next five years. How are you going to manage that effectively without a talent pipeline?” 3. The Great Reprioritisation: Rise of the selective candidate We are seeing an intrinsic shift in what candidates are prioritising in their career decision-making. So fundamental is this shift, we’ve coined an entirely new category of candidates. Where we previously demarcated active and passive candidates, we now speak more and more of selective candidates. These are candidates who are only open to exploring new opportunities if they fit certain criteria, typically around working pattern, culture and non-compensatory benefits. Crucially, even for roles where there’s a good competency fit, if these criteria aren’t met, selective candidates are saying ‘no’ far sooner. Darren explains: “Traditionally, our model was to target passive candidates. But now we’re having a completely different type of engagement. Candidates can be active for two or three conversations, and then very quickly they’re turned off because it doesn’t quite fit with what they want in their life. For selective candidates, what matters to you is a holistic thing rather than a job title”. This poses a major new challenge for recruiters, one that will only grow with the rise of the selective candidate. It’s no longer enough to have a big name, an attractive role and a
Cost-saving pipeline for cultural fit
Our multi-lingual team delivered a cost-saving pipeline of highly experienced talent for our banking client, across a range of roles. Cultural fit was important, and requirements were very specific – so cherry-picking was essential. As a result, our client was able to build a strong talent pool from which to recruit, at a significantly reduced cost per hire.
A flourishing pipeline for biotech
We built a pipeline of passive but engaged talent for our US-based biotech client – with the delivery of 140 candidates in a highly specific field. The client was so impressed, they extended the resource model across other priority positions.
A secure supply of software engineers
Our security solutions client wanted to have ready access to software engineers and managers across Asia, so we created a global cost-saving talent pipeline for them.
Strategic success for global tech
To help our global technology client meet its strategic aims in Asia, we thoroughly mapped the market for senior and executive level product roles, and delivered a cost-saving talent pipeline.
The EWS View: Top Talent Trends For 2024
It’s a challenging time to be a recruiter. 2023 has seen the post-pandemic landscape continue to shift, with macroeconomic pressures mounting, new trends emerging and an increasingly precarious relationship between talent supply and demand. The only absolute certainty is that there is no going back to the way things were pre-pandemic. The old normal is gone, even if there are no definitive indications yet of what the new normal will be. Not an easy time, you might think, to be making predictions for the next 12 months. But there is sense to be made in all this uncertainty. Armed with our hard-won talent market intel and on-the-ground observations from our seasoned consultants, we have some valuable insights to share. Here’s the EWS view on where the talent market is heading in 2024… and what smart recruiters need to do to be prepared. The global economy in 2024 Macroeconomic forecasting has become something of a fool’s errand in recent years. The world economy has been disrupted by an unprecedented sequence of black swan events, all while the climate emergency makes ever-more-urgent demands for new economic thinking. However, optimism is now coalescing around core factors like growth, inflation and employment. Goldman Sachs Research, which predicted the global economy’s outperformance against expectations in 2023, is even more positive about the prospects for 2024. Income growth, cooling inflation, a robust job market, room for Central Banks to reduce interest rates – it’s not for nothing that their report is titled The Hard Part Is Over. The OECD predicts more uneven growth but a similar picture around interest rates and continuing low unemployment rates. Specifically in the talent space, Recruitics forecasts cooling labour markets, although cautions of a persisting gap between supply and demand. So where does this leave recruiters? We’re viewing the answer as a shift from wait-and-see mode to planning mode. Irrespective of the precise trajectory of the market in 2024, it’s highly likely that growth is stabilising and an uptick in investment is on the horizon. That gap between supply and demand won’t be closing any time soon. So when the time does come to start hiring again, the successful recruiters will be the best prepared. “This isn’t the time to be reactive. We know a fundamental change is coming and there will be a point relatively soon when you will be hiring more than you have been. The best way to be ahead of that is to start early. Invest in talent pipelining, invest in talent mapping. Ultimately, the busier you are now, the better positioned you’ll be when the boom does come.” Darren Hornigold, EWS Director Emerging talent trends for 2024 We’re seeing some significant new trends emerging, with other recent trends solidifying, falling back or balancing out. These are converging to reshape the talent landscape for 2024 – and every one of them should be on your strategic radar right now. 1. The end of The Great Resignation? As our Global Delivery Leader Ken Craig notes, all signs are that The Great Resignation is itself quietly quitting. “Workers quitting or job-hopping spiked in 2021-22 but post-pandemic, this looks to have peaked. Through 2023, we’ve seen ever-stronger emphasis on candidates who haven’t jumped from job to job. And this dampening in demand has also seen wages start to balance out after a period of inflated growth. Things are looking a lot more sustainable on that front now.” This is one big relief for talent teams, but no reason yet to take your eye off the retention ball. Ken cautions that “employees want evidence they’re in a company that wants them long term. Many of our clients are investing heavily in learning & development – both upskilling and reskilling – to design career progression paths to retain top talent. This is a key employer brand pillar and one that vastly improves employee engagement.” 2. The Great Retirement gathers pace As Strategic Dimensions puts it, “the 2020s is the decade during which the challenge of an ageing population shifts from being tomorrow’s problem to today’s.” Almost half-way through, with the Covid-accelerated rise in workers retiring early, this is a workforce trend that cannot be ignored. There is vast intellectual capital locked up in all those Baby Boomers, and increasingly Gen X executives, on the verge of retirement. Without a clear view of where to find the next generation of exec-level talent, The Great Retirement will be anything but great for organisational futures. EWS Director Darren Hornigold proposes a clear strategic solution. “The more people analytics you use, the more you understand the ebb and flow of your workforce and the wider talent market. So you know you’re going to have a 10% loss of ‘grey’ intellectual capital over the next five years. How are you going to manage that effectively without a talent pipeline?” 3. The Great Reprioritisation: Rise of the selective candidate We are seeing an intrinsic shift in what candidates are prioritising in their career decision-making. So fundamental is this shift, we’ve coined an entirely new category of candidates. Where we previously demarcated active and passive candidates, we now speak more and more of selective candidates. These are candidates who are only open to exploring new opportunities if they fit certain criteria, typically around working pattern, culture and non-compensatory benefits. Crucially, even for roles where there’s a good competency fit, if these criteria aren’t met, selective candidates are saying ‘no’ far sooner. Darren explains: “Traditionally, our model was to target passive candidates. But now we’re having a completely different type of engagement. Candidates can be active for two or three conversations, and then very quickly they’re turned off because it doesn’t quite fit with what they want in their life. For selective candidates, what matters to you is a holistic thing rather than a job title”. This poses a major new challenge for recruiters, one that will only grow with the rise of the selective candidate. It’s no longer enough to have a big name, an attractive role and a
