As America’s war for talent becomes increasingly nuanced, subsidiaries are rethinking what it means for candidates to qualify for the C-Suite. As many as one in nine new hires fail due to issues with their personality, which indicates a deeper level of consideration for character traits instead of technical prowess alone.
“Hiring the right C-Suite candidate goes far beyond experience and technical skills,” says Myriam Le Cannellier, the Executive Director of DSML Executive Search (an Alexander Hughes Company). “As important as it is to hire candidates with the right skills, companies must not forget the crucial importance of character, especially when dealing with cultural differences or language barriers.”
But when hiring for the C-Suite when recruiting for European subsidiaries in the US in cities like Chicago, Boston, and New York, there is very little room for error — and evaluating the behaviors, attributes, and character traits of candidates can feel overwhelming at best. That’s why Myriam recommends partnering with an experienced executive recruitment firm: to professionally evaluate candidate behaviors and mitigate the risks of a bad cultural fit.
“Our team looks for essential character traits to guide our customers towards the most suitable candidates,” Myriam says. “It does not usurp our unique hiring process, but rather augments our search with a uniquely human touch.”
The Essential Character Traits for C-Suite Executives for the Subsidiaries of European Companies in the US
The most successful C-Suite executives will be the ones who meet your subsidiary’s expectations. There are, however, essential character traits you may wish to consider before making a hiring decision.
These include:
Flexibility
A flexible candidate is a resilient worker, which means they are capable of handling high-stress situations. They will rise to the challenge of unexpected situations, particularly those common to subsidiary environments.
Studies highlight a number of benefits when hiring candidates who have psychological flexibility:
- Better mental health at work
- Higher job performance
- Increased work productivity
Flexibility also means adaptability, particularly when it comes to navigating the complexities of a global workforce. “A good C-Suite candidate must be able to roll with the punches, then adapt to different languages, cultures, and time zones,” Myriam says.
Curiosity
Curious candidates are keenly engaged (and interested in) the world around them. They may ask more questions than the average employee and have a stronger drive to learn new things.
In a study performed by the Journal of Personality, curious individuals were found to have healthier social outcomes than others. This could lead to several benefits within an executive employment context, such as:
- High tolerance of uncertainty
- Unconventional or innovative thinking
- Non-critical, non-defensive attitude with feedback
As many as 59% of those in managerial positions believe curiosity leads to tangible business outcomes. You may wish to add the word ‘curious’ to your US job description to help suitable applicants better understand your expectations.
“The US is such a complex, large, and mature market that some candidates may not be curious about other markets and practices,” Myriam says. “This is really something important to look for when evaluating candidates.”
Open-Mindedness
An open-minded candidate isn’t just attracted to new experiences. They are also willing to learn new things, spearhead new initiatives, and perform out-of-the-ordinary work.
A statistical analysis of open-mindedness in the workplace found that candidates open to new experiences drive more innovation in their company. This may indicate a lower rate of turnover and higher job performance for employees in executive positions.
“Open-mindedness is especially important in a cross-cultural context,” Myriam says. “The candidate must be willing to learn about your HQ, embrace the differences between locations, and learn new skills in stride.”
Analytical
The analytical candidate is a critical thinker, able to solve problems systematically and with a data-driven mindset. They are often well-suited for C-Suite environments making critical decisions for new or growing subsidiaries.
Approximately one in three global workers report having the analytical trait, with 29% of US workers reporting the same. This may equip individuals to perform tasks correctly and then encourage those around them to do the same.
“Hiring an analytical candidate is often critical for our European clients who highly value that skill,” Myriam adds. “Executives will need to support their actions and plans with data analysis, as European headquarters put a lot of emphasis on medium- and long-term planning.”
Interactive
C-Suite positions are collaborative at their core, but for the subsidiaries of European companies, this synergy is even more vital. Candidates with the interactive trait have a natural affinity for collaboration — they are often more proactive, energetic, and extraverted compared to others.
Research conducted in 2022 found that open, extraverted, and agreeable job candidates may be more favorable applicants for positions offering more interactive tasks. This may be because they are more open and agreeable, which positions them to thrive in new or uncertain environments.
“Some of the best candidates I’ve seen in executive recruitment have had the interactive character trait,” Myriam says. “It’s an excellent attribute in C-Suite roles and a highly coveted trait for the subsidiaries of European companies where collaboration and fluid communication are paramount to success.”
Beginning the Search for a C-Suite Executive
Selecting the best candidate for a C-Suite position requires a careful analysis of the individual in question. What traits, behaviors, and attributes will contribute to the success of your subsidiary? Additionally, what tests, tools, and systems can you use to identify the top 1%?
There are several options available to you:
- Personality tests: Approximately 32% of HR professionals use personality tests to assess a candidate’s behavioral traits. However, studies do not corroborate that personality tests equate to job success, and as many as 82% of personality tests are faked in the job market.
- Internal interviews: Interviews have a place in every executive recruitment process, although their ability to accurately assess personality traits may be limited at best. Language barriers, cultural barriers, and even structural-related barriers could prevent your internal team from making an informed decision.
- Leadership assessments: Understanding the value of your human capital can assist your governance board in making more informed decisions. Cutting-edge assessments such as those provided by Alexander Hughes can evaluate candidate leadership potential, agility, emotional stability, and cultural fit.
- Executive recruitment firms: Executive recruiters provide the experience needed to help you locate, assess, and hire the top 1% of applicants. Seasoned professionals assess candidates via interviews, perform lengthy evaluations, and exclude up to 75% of low-fit applications.
“An executive recruitment firm is often the best place to begin with the complex and often competitive US hiring environment,” Myriam says. “For the subsidiaries of European companies, it’s essential. We are proud to have assisted so many customers in this way.”
DSML Executive Search, an Alexander Hughes company, has assisted dozens of European companies with executive recruitment in the United States. With decades of combined experience in more than eight industries, we offer the cross-cultural expertise needed to successfully hire your next C-Suite executive. We invite you to contact the professionals at DSML Executive Search by calling +1 312 268 6166.