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Aerospace Defense Cyber Security Executive Search

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Defense System Recruiting in C5ISR, Weapons Systems, Cyber Security
Defense system retained search assignments we have successfully completed range from President and CEO, Executive Vice President, VP, Senior Director, Director and General Manager; Chief and Principal levels in systems engineers, hardware design, software development, sales, and business development to manufacturing, and R&D.

In defense system recruiting, our clients are based in the USA, Canada, and NATO within:
Aerospace Systems - manned and unmanned vehicles and aircraft, space systems
Defense – C4ISR, C5ISR, Battle Management, InfoSec, Cyber Security, MANET
Airborne Power Supplies, Avionics and Aircraft Lighting, Test and Simulators
Tactical Systems – targeting, navigation, weapons systems, FCS, missile defense
Defense System Performance Based Retained Search

Our proprietary Performance Based Search process results in recruiting candidates in defense system, aerospace, and airborne who meet or exceed client expectations. Before the hire starts, we develop a custom executive onboarding process that enhances the candidate meeting the Performance Objectives snd assimilation into the culture.

Publié dans : Carrière, Business, Technologie
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Aerospace Defense Cyber Security Executive Search

  1. 1. “75% of newly hired executives are having troublewith interpersonal skills (the ability to buildrelationships, collaborate, and influence others).~(American Society for Training & Development2011)A troubling finding of the study is that many of theseexecutives had both strong technical skills and yearsof previous management experience and yet they fellshort in the interpersonal area.”
  2. 2.  Coachability (26%): The ability to accept andimplement feedback from bosses, colleagues,customers and others.“The Top Areas of Failure and Percentage ofRespondents:~Study from Leadership IQ 2009 Emotional Intelligence (23%): The ability tounderstand and manage one’s own emotions, andaccurately assess others’ emotions. Motivation (17%): A sufficient drive to achieve one’sfull potential and excel in the job. Temperament (15%): Attitude and personalitysuited to the particular job and workenvironment. Technical Competence (11%): Functional ortechnical skills required to do the job.”
  3. 3. Why risk your stakeholders’ investments oninexperienced internal recruiters, poor screening bycontingency based search firms, job postings, andgeneralist retained search firms? Why hire a B or CPlayer? cost effective speed in delivery results in recruiting candidates who meet orexceed client expectations these new hires positively impact your bottomNextGen Global ExecutiveSearch uses a client-focused proprietaryPerformance BasedSearch methodology thatbrings forth “A Players”each time.
  4. 4. C5ISR - InfoSec - BMS – Cyber Security - SIGINT
  5. 5. Aerospace and Defense SystemsFocusTAIS, THAADWeapons Systems, MissileDefenseTargeting & NavigationAirborne Power GenerationMobile Ad-Hoc DefenseC4 and C5 ISRINFOSEC, Cyber SecurityBattle ManagementSystemsSIGINT, TechINT, IMINT
  6. 6. Decision Makers & SeniorExecutivesCEO, CTO, COO, CIOSVP, VP Sales & Biz DevCMO, VP Marketing & MarComSVP, VP EngineeringSVP, VP ProductManagementCFO, SVP, VP FinanceCOO, SVP, VP OperationsChief & Principal Engineers
  7. 7. Our Search Method DefinedWe confer with the Client early and often to gain aclear understanding of BOTH yourneeds/requirements AND the corporate goal infilling this position. Your market position Corporate vision Unique attributes of theexecutive team Strengths & weaknesses of theorganization Key differentiators betweenyou and your competitors
  8. 8. Rather than using “typical job descriptions”, we focus on: What does the candidate taking the job need to do to besuccessful, not what the person needs to have. What a candidate DOES with his or her skills, experiences,and abilities rather than the HAVING of these. Define the salary, benefits, career developmentopportunities, rewards, culture, and management style.Define Performance Objectives andEVP
  9. 9. 2 Education/ExperiencePersonal/ProfessionalBackground44Personal/ProfessionalBackground413 Adaptability5 Corporate Culture &Company Lifecycle6 AccomplishmentsSkills/IntelligenceDefine the Tangible Skills and ExperiencesRequired in Your Ideal Candidate
  10. 10. thought processing, reasoning ,and persistence traitsmotivational factors andproblem solving styleconflict resolution skillsplanning and organizationalskillsexecution and projectmanagement techniquesleadership qualities andrelationship building skillsIdentify KeyIntangible Traitsof the IdealCandidate
  11. 11. Why does the position exist,or if replacement, why?What aptitudes andleadership qualities aremission critical?What accomplishments andexternal/internalmotivations are non-negotiable?Conversely, which are notneeded?Determine the critical goals and major businesssuccesses the candidate will be accountable forproducing.BenchmarkKPIKeyPerformanceIndicators
  12. 12. Perform research in thevertical market to definethe compensation range,assess retention rates ofyour direct competitors,and review existing andfuture market trends.We then develop a searchstrategy that will identifyand recruit theexceptional talent yourequire.Our delivery from start tofinish is fast, responsive,and will meet or exceedDevelop the Search Strategy
  13. 13. Sourcing, Interviewing andScreening
  14. 14. Series of in-depth Interviews - Drill down to Top 10%• define usage and accomplishments in the requiredTangible skills of the candidates• determine the demonstrated Intangible Traits of thecandidates• document that candidates have the similar corporateculture, product/service lifecycle andpersonal/professional background ideal for internalcommunications and external effectiveness.• detail contacts and relationships within the industryvertical with investment community, customerdecision makers, and peers.• assess which candidates have the potential to meetor exceed the Performance Objectives
  15. 15. We confer withthe Client on thesteps we havetaken in theprocess, thenumber ofcandidates beingconsidered, andtimeline update.This assures the client thatthe NextGen GES team is onthe right track and onschedule.
  16. 16. Example Behavioral Analysis Measuring theQuality of HireCustomized testsvalidate thecandidates decisionmaking traits,aptitudes,motivations, values,and whether he/heris a Natural Fit forthe role.
  17. 17. “Behind-the-scenes” industry references.We confidentially cold call former customers,colleagues, and vendors that the candidates haveworked with; these reveal the best unscriptedreferences possible.With Earnings per Share, Reputation, and Ethicsbeing so very important today, we also conductcivil, criminal, and social media backgroundchecks, as well as credit checks for CFO and VP
  18. 18. Present the Short List of CandidateDossiers Most retained search firms view Short List asFinalist Candidates. At NextGen Global, we view the Short List asPreferred Candidates who meet the parameters ofthe search assignment. These are NOT Finalist Candidate YET as the Clientopinions and preferences need to be heard.Candidate Dossiers are deliveredover a secure web site. Theseinclude complete info onbackground, skills, experiences,accomplishments, assessments,audio summary of documentedbehavioral analysis, contacts andrelationships, industry referencechecks, and scorecards against thePerformance Objectives.
  19. 19. After the Client has Reviewed theShort List, the next step in ourPerformance Based Search method isto determine the Finalist Candidate(s).We work with the Client to developtwo scenarios to be used in the FinalInterviews, which we perform face-to-face with the candidate(s).These real-time hypotheticalreasoning and situationalscenario behavioralinterviewing techniques aredesigned to reveal a candidate’sleadership, persistence, andadaptability to fit the specificrole and move your strategyforward.No other retained search firm includes thisSTEP
  20. 20. We videotape the ShortList Candidate(s) FinalInterviews and a FinalAssessment is performedby a Senior Partner todetermine the Finalists -those who can meet orexceed the PerformanceObjectives.Client has access to thevideo and assessment overa secure web client.
  21. 21. Our Practice Leads havedecades of experience innegotiating offers withdifferent compensationlevels including• Performance MBOs• Profit based MBOs• Target Commissions• Corp. Bonuses• Stock Options• Equity & Share Options• Relocation Package• Benefits PackageScheduling Face-to-Face Interviewsand Closing the Candidate
  22. 22. •Have confidence in the transition process for a new leader orexec.•Ensure a new leader will be effective in a short time.•Improve the average retention time of your leaders andexecutives.•Gain a competitive recruiting edge for top leadership talent.•Maximize the chances that the new leader will be engagedquickly with the company’s culture, the department’s people,and the executive team.The unique best practices delivered by NextGen will help youaccomplish all of the above by utilizing a customized, one-on-High Impact OnboardingAn Investment in Your New Leaders and ExecutivesOur placementsmeetperformanceobjectivessooner and areretained longer.
  23. 23. High ImpactOnboardingAn Investment in Your New Leaders and ExecutivesHow Does It Work?. Goal of Each Phase of Renewal™ LeadershipOnboardingPhase Objective TimingAffirmation Ensure the new leader or executiveconstantly believes he/she made theright decision.Begins no later than the OfferLetter and continues through Day90.Welcome Communicate a highly-personalizedmessage of acceptance and attention.Begins with the Acceptance Letterand continues through Day 30.Foundation Transfer company, department, androle-specific knowledge, skills, andattitudes for acceleratedcompetency.Day of Acceptance Letter throughDay 60.Assimilation Immerse new leaders in the companyculture and help them be proud of it.Most important phase: Acceptancethrough Day 120 (3 months).Contribution Within a predetermined number ofdays or weeks, begin to see realproductivity from the new hire andprovide a positive experience thathe/she is a contributor.Day 15 through Day 120 and beyond.Growth Begin to see an independence anddemonstrated insight in theknowledge, skills and attitudes ofthe new leader.Day 60 through Day 120 and beyond.Sharing Gain an early ROI by utilizing the Begins when the individual leader’s
  24. 24. Offices in Chicago, Annapolis, Palo Alto, Boston, Dallas, Nashville, London, UKCraig Hufford, Managing Partner and Practice LeadDefense Systems and AerospaceAirborne Power Generation – Cyber SecurityToll Free: (888) 501-5580 x 101Direct: (630)378-0005Fax: (888) 505-3656Mobile: (630) 240-0041Email: defense@nextgenges.com