EZI Search Firm

1. What do you think are some of the key reasons for Egon Zehnder International (EZI's) success as an international executive search firm? Many companies believe that the ability to find, attract, recruit and retain top senior executives is the most enduring source of competitive advantage. EZI is successful because it helps clients achieve this advantage through the identification, assessment and recruitment of the world's most talented business leaders. EZI adds value through their research capabilities, market coverage, methodical approach to the executive search process, and the ability of its partners and associates to see beyond candidates' qualifications on paper. In addition, EZI is successful because:

It puts clients first. This process begins with a detailed discussion of the critical business issues that the client company faces that that the recruitment will address, as well as the essential requirements for the position to be filled.

It has a professional approach to the executive search process, including genuine insights about the client's wants, needs and expectations. Clients also benefit from and may actually appreciate that they are not hiring a 'headhunter'; if they hire EZI they engage the entire firm with all of its relevant resources and experts in their search.

It operates as one company, not as a group of distinct profit centers linked by a common company name. The consultant's ideas stem from their knowledge of the business sector in which th

the interview process actually receive a job offer from EZI. The strength of EZI's approach to promotions is that promotions are based on merit. The company's nonpartner consultants are evaluated based on their contribution to supporting the corporate culture. Promotions are not based exclusively on an individual's bookings or the number of clients he or she bring to the firm. EZI recognizes that if promotions to partner were given a basis other than the factors that are key to the company's success that the compensation plan itself would be sending the wrong message to the company's researchers and nonpartner consultants. The strength of the compensation plan is that it makes sense in the EZI culture. Specifically, at EZI a nonpartner consultant's annual bonus has nothing to do with billings and placements. Instead, the bonus is based on how 'partner-like' that individual acted in the year under review. The weakness with this system is that inevitably some nonparters will feels that their contributions to the success of EZI are not being recognized and adequately rewarded. 3. As an EZI executive committee member, what do you think are the critical challenges facing the firm in April 2000? How would you prioritize them?

Category: Business - E