He left on their own. Most often, this phrase simply a figure of speech, but recruiters know: if, after the resignation of specialist nowhere settled, so it probably really fired. Even if it is a top manager.

with advanced
How to headhunters

recognized for the past year, shareholders rarely pointed to the door with his managers. According to Roman Cooper, project manager at Ward Howell, many owners deliberately left the former directors. When a business is in a state of stress, change the leader with the architecture for the structure itself is risky. The new man may finally destroy the business. Better a bad king, than the kingdom without a king - reasoning so many owners. And only a handful still parted with senior mercenaries.

important trend, the crisis was the return of the shareholders to the manual management of business. Shareholders have acknowledged that they were forced to take this step, since the crisis should be more responsive to change, to make decisions - again very quickly. We must take responsibility. But not all managers possess the right skills, - explains the managing partner RosExpert (Moscow) /MAIN. Search Development (Kiev), Igor Shehterman.

last time in an armchair manager Konstantin Zhevago sat before the withdrawal of mining company Ferrexpo on the London Stock Exchange. Then she headed the foreign top managers Mike Oppenheimer and Dennis McShane, who, probably, and would continue to manage the business. If not a crisis. Foreigners left the company, but for the post of Chief Executive Officer returned Konstantin Zhevago. The same trends are observed in neighboring Russia. For example, Oleg Deripaska five years passed control RusAl Alexander Bulygin. But now the owner again at the helm of the company, seriously affected by falling prices for aluminum.
Return

owners to operating management for the tops, usually means leaving the company or demotion. The company also reduces costs - tops are very expensive specialists. They hold not only wages but also bonuses, social package, rented apartments, cars, reimbursement for gasoline, great hospitality, a good package of health insurance. If the company needs to save, to stay afloat, it will leave with valuable, but expensive employees, which sometimes happens - recognizes the senior recruiter Brain Source International Yulia Makarova. Thus, the audit company big four good-bye with management (more than just managing partners) and promotirovali middle managers. Thus, they decided to just two goals: to save money and led the motivation of other employees by showing them previously unheard of confidence.
Immediately three

manager left the Foxtrot: CEO of management company Vladimir Shulmeyster, executive director of the Foxtrot. Appliances for Home Alex Pavlenko and Deputy Director of Economic Security Taras Chekurda. According to the official version, the top managers career peaked in the company, and therefore are interested in continuing it outside Foxtrot. However, the market is and other information: supermarket chain of home appliances and electronics could no longer contain the managers. Thus, according to some reports, the compensation Alexei Pavlenko reached $ 500 thousand per year.

Perhaps with the cost savings associated and return to London, Peter Hani, head of the Ukrainian office of the company Jones Lang LaSalle (provides services in real estate). His place was taken by Daniel Vlad, previously head of department of retail space and relies on the local market.

Who is to blame

During the economic boom has worked predatory strategy: to win, get the ten largest players to bite off a large share of the market, increase the capitalization. Markets are growing, and tops seriously believed that it will last forever, so absolutely was not ready to strike. For some reason no one involved in scenario planning - that has led to problems. But now we can say that many managers were not as successful in new conditions. After all, with the effective management of business will grow steadily though small rate, but on different cycles , - considers the head of the Ukrainian office Pedersen Partners Igor Kabuzenko.

Today, business owners are reaping the fruits of his own policy for the recruitment of top managers. Many of them are at the stage of growth were content merely records that reflected a growing market. They practically ceased to control key business processes and the managers themselves. The question arises: why is the only authority to which a top manager, has bothered to create an effective system in the company's corporate governance procedures antiriskovyh? - Says Igor Kabuzenko.

Stanislav Vilyuha, director of Exon Recruiters, agrees that the streets were mostly top managers, pursuing the profits, instead of working on creating a sustainable business. Even now, not all owners are trying to attract competent managers. But to dismiss the weak - this is only the first step, to replace them you need to take smart, - says the expert. Not everyone understands this, which means that over time the company will once again be a fever due to another change of top management.

For example, in the caravan with the beginning of 2009 has been replaced by two executives. In February, the company left Dmitry Kucherenko, and two months later his successor, Yevgeny Suvorov. Now the problem hypermarket chain decides Samson Machkalyan. In 2008, losses reached 16.86 million Karavan UAH.

Enterprises, a systematic approach to business and not for pursuing the elusive super-profits, feel good. An example is the McDonald's, Coca-Cola, telecommunications companies, Colgate-Palmolive, etc. They are now showing good results: continue to grow due to the fact that eat off a discretionary share of smaller competitors.

Least of all ranks of the top managers of cleaning the large financial-industrial groups. Despite the crisis, the marginality of their business is still high. Consolidated balance sheet as a whole also looks promising. The shareholders still receive a reasonable profit. Kopilka replenished, so why change managers? They are trained to know the business, and most importantly - they can be trusted, - explains Jan Vilyuha, CEO of United Consultants. And the old top managers keep the defense, not taking beginners. These bonuses laid charges not only for achieving the goals, but also for loyalty, why leave the company they are extremely reluctant. The only notable event was the passage of the financial director of SCM Roman Vodolazsky as director of PricewaterhouseCoopers in Ukraine. The decision was a surprise to many - a specialist served as Finance Director for four years. However, after the restructuring of the group had considerably diminished. Previously, he directed all financial flows of SCM, the management company of its functions were limited mainly to the consolidation of reporting. Maybe this was the impetus for seeking new career opportunities.

Fractional part. Reason for leaving: career impasse

Vladimir Shulmey-Stehr, former CEO of management company and findirector Group of companies Foxtrot

- What is surprising: after the dismissal of my schedule does not change. Just as if not goes to the office. And so every working day begins at eight in the morning and ends at eight in the evening. Recently I was asked, seeking a job. I do not look for work and business. Work is to be a hired manager detail in the mechanism (and possibly very important), but I need a mechanism. To this I configured, even when I went to the Foxtrot. By the time of my shoulders was the experience of working in a foreign bank, as well as your own business - a consulting company. I was preparing enterprises to access external markets borrowing.

After the first month of work in Foxtrot, I was feeling like a little boy, zalezshego the excavator like BelAZ. He's so huge, but wherever you turned the steering wheel, this Makhina heard. Before me stood the challenge of ensuring the company financial resources. For three years we have increased the loan portfolio of more than ten times. From the truck did a great race car. Besides, I had to develop a strategy - is the most exciting from what I have done in the Foxtrot: it seems to create a sketch of car, which then becomes the real form.

But the most important for me has always been a partnership in business. This possibility we discussed with the co-founders of Foxtrot. And only in 2008 they agreed to a stock option scheme: the proposed minority stake in the company, which I had to buy a few years. But because of the crisis, an option has lost meaning. The value of shares recorded in it, no longer corresponds to the real value of the company - the motivation of the significantly reduced.

Now I see a lot of alternatives, but most interesting to me big projects, the main condition - partnership in business, whether startup or operating company. I consider any industry for investment: energy, agriculture, etc. Today, in my list of ten projects, and I think as soon as I made my choice. The only problem - the owners of enterprises did not adequately appreciate your business.

each his own. Reason for leaving: different views

Sergei Maglyuy, a former vice president of innovation of the company Inkom, the current owner Areon Consulting:

- Contract with the volume-manager does not extend when the shareholders and the manager's views diverge on the development of the company. Frankly, I did not expect that we will not find a compromise with the owner of Incom and it comes to parting. But such a decision was made. After retiring, I could offer its services to other leading companies, as I have gained great experience in big business. However, the crisis has made adjustments in my plans. Few companies today have the opportunity to recruit top management.

could, of course, do as many of my friends: relax. They travel, read, restore shattered during my work health, waiting for the end of the crisis and the emergence of new opportunities. Many life assured for several years, so they are not snapping up first-encountered proposal.

I also took up their business and now understand that this was a reasonable choice. The company specializes in the automation of processes related to customer service. Intuition and experience prompted that for many businesses, this important task. Time runs out the dictates of the manufacturer, when buyers took all that thrown on the market. Now the main client, and his service has become a priority. At the launch of the company, we spent two weeks. But quickly - not so easy.

to achieve consensus - that was really difficult. I made plans, and then he himself had doubts about their reality. But it turned out that everything is possible. To be successful, I had a product, creating demand and a team of specialists.

Being hired top manager, I must confess I never really thought about his business. Of course, understood that at some point leave from Incom, but the most likely scenario for the career development of thought in similar company. The fact that their own business about not being able to do more. Its development takes several years. And work at a large enterprise is fundamentally different from working in small businesses, primarily scale. In addition, a large structure of a manager responsible for strategy planners. And in small firms have to perform too many operational functions. The new company, I combine the post of general director, personnel director, sales manager, financier. Most of all I feared that I would not like it. But not yet tired. I doubt it, of course, that I've had enough of five years of such operational work, but a year or two - exactly. I am in all processes, and to me it's interesting.

Haul zigzags. Reason for Leaving: lack of perspective

Valeria Gontareva, and the former. about. chairman of ING Bank Ukraine:

- I think that as a banker took a long time. Five years she worked at Societe Generale - she served as a board member. Then he moved to ING Bank Ukraine to the position of deputy chairman of the board. Constantly evaluate what was done in the banking sector and what else I can do. When no longer see the prospects in this industry, I realized that it was time to begin a new phase.

In late 2007, when I left ING Bank, stock markets grew, the investment banking business grew, formed asset management market. Just something he was interested in me. Together with partners, we started working on the creation of AMC. At that time, in our endeavor was interested ING Asset Management, are considering entering the Ukrainian market. But we are not looking for support of a large group, although investors still attracted. He became a British hedge fund, which entered the capital of the company, receiving 25%.

are now the chairman of directors of the companies. We have AMC and IR, we have created in early 2008. By the time the U.S. financial crisis was in full swing, and we have no doubt that he gets to the Ukraine. Not only have guessed from its scope. It was obvious that the asset management sector will freeze, while the investment company can always earn money in trading on market volatility. We went to several employees of ING Bank, and became business partners. Sharing - my original plan. I do not understand, why build a small business to be in it potentates - better to develop a large company and own a part of it.

In crisis, we have found a new niche: the restructuring of public debt and non-public companies. Now finish the ninth transaction. Frustrating is that you can not give the business, system - like when a plan, which move in next.

Money for the Council. Reason for leaving: lack of interesting problems

Anna Podgornaya, a former personnel director of the insurance company Oranta Life :
- His enabling

nyuyu dream - to do consulting - I realized in mid-2008. By the time I just left the UK Oranta Life , where she was director of personnel since 2007. Then the company was headed by David Oren, and I was invited to join his team. The views of Mr. Oren function HR-manager I was impressed - he viewed personnel director as a business partner. In Oranta I was responsible for establishing a system of personnel management, motivation and evaluation of staff. When the leadership changed, my work has been reduced to a set of state and administrative functions. I decided that the right time for a change in career.

about consulting, I started to think more, seven years ago. But then I did not have the experience and knowledge that could be shared with potential clients. And by mid-2008 the first had already been required operating time.

began with freelance consulting - it was necessary to look at the market, understand what customers are interested in the first place: technology development staff or reward system … It turned out that all these trends in demand. More than just a new status I was attracted by a variety of clients, tasks and industries. At the same time, missed the team. Sometimes it felt like a vacuum, in fact used to make decisions, after discussing them. I had two options: join a training or consulting companies or create their own business. Large enterprises with more willingly cooperate with firms that have won a good reputation in the market, know the methods of HR. While consultants and freelancers also was the market - mostly small local players. In November 2008, I managed to hold open training for rewards.

However, the crisis broke in the plans. Frankly, I long to get used to the idea that a company that I was supposed to advise, froze the project for a long time. However, the proposal from Microsoft to take a position of personnel director had not of despair. After meeting with future colleagues, I wanted to work in the company, although the first thing we have had to deal with - optimize resources.

Elena Struk

Mace: I Naftogaz 26,3 billion cubic meters of gas in storage
For - Miscellaneous

marketers use marketing without enthusiasm Viruses living through the trust to close people. And nothing …

Forex - results of the day