Headhunter for Füglistaler's successor
Erik Wirz is a headhunter. He searches for top managers on behalf of companies, including those in the public transport & mobility industry. His problem is that this market is almost monopolistic and small in Switzerland. That's why he's thinking bigger.
High-level management positions are rarely advertised. The search for suitable candidates is anonymous. Companies often hire headhunters to do this. They have a network. This is their greatest asset, which they ideally try to increase. At least that's what Erik Wirz does. He agrees the rules for the headhunter's work with his client. Two lists are usually drawn up. One list contains names that he is allowed to call. The people on the other list are off limits. In the interview, he also tells us what he uses to lure top managers out of their comfort zone.
The Federal Office of Transport (BAV) is looking for a successor to Director Peter Füglistaler. The head of the FOT is probably the most prestigious transport position currently available in Switzerland.
You might think so. The public sector has to publish job vacancies. So the job of Füglistaler's successor was advertised. Among the visible ones, it is probably the most prestigious position. But perhaps it has already been filled. The FOT is only doing its duty by publishing the vacancy. In the private sector, top positions are not advertised. Companies often hire headhunters to anonymously search for and find suitable candidates.
Are jobs like Füglistaler's in demand?
On the surface, high positions are attractive. On the other hand, they are also constantly in the public eye. In the case of high-ranking political positions, there is also the fact that they have to take into account a multitude of different political interests in addition to their professional tasks. To a greater or lesser extent, all these different camps tug at the person. They therefore need to know how to behave strategically in a political environment.
How do you go about finding a top manager?
First of all, headhunters need to understand what the challenges are for the person in that position over the next 12, 24, 36 months. These are not 200 points, but the most important ten. They should also understand the interests of line managers, boards of directors or financiers. Once that is clear, we look at the personality of the profile. Then we look at simple things like the requirements for the job, such as what studies are needed and what foreign languages are required. Based on the profile we create, we look at who would fit into which company. Finally, people are pre-selected and approached through appropriate media and channels.
«Contacts are the headhunter's gold.»
Erik Wirz
You need a network.
Contacts are a headhunter's gold. Our network currently consists of around 60,000 people and we add to it with every assignment. That's because we don't just scan our database to find suitable candidates. We also scan the entire market in parallel to ensure that our proposals to the client represent a complete list of available potential.
What are the rules of headhunting?
We agree the rules of the game with the client and then draw up two lists. In the first, we specify which people in which companies or offices we are allowed to approach. The other list is of companies, offices or people that we are not allowed to approach: the clients have to be aware that if we approach them, ten minutes later the phone will ring and someone will complain bitterly about someone being poached from their company. So headhunters have to know who they can and cannot approach. The only person who can say that is the client. Seriousness and anonymity are probably two of your most important working methods. What comes on top of that? Integrity and total discretion.
Headhunting is probably not a bargain. What does it cost to search for candidates?
For top managers, the fee is between 30 and 40 per cent of total annual salary.
There is a shortage of staff in Switzerland. Does this also apply to top positions in transport and mobility?This is the case not only in the sectors mentioned, but in all sectors.
So where do they look?
A few months ago we filled a senior management position in the public transport sector for the Swiss branch of a well-known consultancy. Their clients are public transport companies such as SBB, BLS and Swiss Post. Its logistics clients include Kühne & Nagel and Planzer. Finding suitable management and technology consultants in Switzerland is difficult, especially when specific industry knowledge is required, as is the case here. In this segment, there are few alternatives when looking for candidates. The transport and logistics labour market in Switzerland is sometimes monopolistic and very small.
Where did they find it?
We would not be able to fulfil our orders if we did not recruit staff for Swiss companies abroad.
Why should companies hire headhunters at all?
In most cases, corporate HR departments do not have the resources to approach candidates. Nor is it usually their role to make direct contact. When we do, our client knows exactly when we will deliver. Because complete recruitment is our top priority. In HR departments, priorities can change and the filling of vacancies can be delayed. In addition, HR staff do not necessarily have the necessary network or the ability to poach people in the direct competitive environment. This is frowned upon in Switzerland. If we approach a person as a top headhunter, he or she will talk to us. Being in the file of a top headhunter is good for your career. If a recruiter calls, they might just hang up.
Your clientele already has a certain status and a high salary. Why do they leave their comfort zone?
Salary is a hygiene factor that simply has to be right. But salary is not the main reason for moving. The most important thing is the opportunity to make a difference. Only then can managers make a difference, and only then will they be judged.