Book: Executive Search in the Age of AI
„We are at a turning point. Those who select leaders today are shaping the future of tomorrow – and to do so, they need new tools, new ways of thinking and the courage to embrace transformation.“
– Dr Armin Betz, founder of the HR Consult Group
In his new book, Dr Armin Betz provides a highly topical guide for anyone who regards the selection of senior executives as a key strategic task. Amid geopolitical uncertainties, technological upheavals and demographic shifts, this book shows what modern HR decisions must look like – data-driven, AI-supported and yet grounded in human judgement.
This practical handbook is aimed at HR managers, managing directors, business owners and consultants who want to understand how to identify the leaders of today who will shape the change of tomorrow. Featuring expert interviews, practical guidance and innovative assessment models – tailored to the needs of German-speaking SMEs.
An extract from the authors
Dr Armin Betz
Executive Board, HR Consult Group AG
Dr Armin Betz is the founder and CEO of HR Consult Group AG. With over 30 years’ experience in HR consultancy, he has established himself as a leading expert in executive search. He is committed to innovative recruitment strategies and sustainable leadership development, and is renowned for his expertise in advising medium-sized companies.
Matthias Barhainski
Managing Director, Senator HR Management GmbH
Matthias Barhainski heads Senator HR Management GmbH and brings extensive experience in HR consultancy and talent management. His focus is on developing bespoke solutions for medium-sized companies and international corporations.
Daniel Fertl
Head of Research, Senator Executive Search Partners GmbH
Daniel Fertl is an expert in research and talent sourcing. In his role as Head of Research, he is responsible for identifying and approaching executives and top talent worldwide. His in-depth knowledge of market analysis and candidate management makes him a key figure in filling high-calibre roles.
Brigitte Hunger
Head of Communications, Jörg Lienert AG, Lucerne (Switzerland)
Brigitte Hunger is responsible for internal and external communications at Jörg Lienert AG, a leading recruitment consultancy in Switzerland. With her expertise in employer branding and corporate communications, she ensures a strong brand presence in the market.
Norbert Streveld
Chairman of the Executive Board, German Business Council (Senat der Wirtschaft Deutschland e.V.).
Norbert Streveld heads the German Business Senate (Senat der Wirtschaft Deutschland e.V.) and is committed to sustainable entrepreneurship and social responsibility. He is an expert in the fields of economic policy, business ethics and corporate social responsibility (CSR).
Kai Haake
Managing Director, Federal Association of German Management Consultants (BDU) e.V.
Kai Haake is the Managing Director of BDU e.V. and is committed to promoting the interests of the management consultancy sector in Germany. Drawing on his experience in association management, he represents the sector at both national and international level.
Prof. Dr Valentina Speidel
Dean of Studies for Human Resources Management, Landshut University of Applied Sciences
Prof. Dr Valentina Speidel teaches and conducts research in the field of human resource management at Landshut University of Applied Sciences. Her work focuses on modern HR strategies, leadership development and the impact of digitalisation on human resource management.
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Table of Contents
Part 1: Strategic Principles
1. The changing landscape of executive recruitment
1.1. Current challenges facing businesses and consultants
1.2. What top managers expect today
2. Decision: Internal vs. external recruitment
2.1. Make or Buy: Strategic Considerations
2.2. Cost comparison and budgeting
2.3. When external consultancy is worthwhile
2.4. Selection criteria for recruitment consultants
3. Artificial intelligence in recruitment
3.1. The EU AI Act
3.2. Technological Principles
3.3. Limitations and risks
3.4. Areas of application and potential
Part 2: The professional casting process
4. Job profiles that work
4.1. The art of drawing up the right job profile
4.2. Avoiding common pitfalls in requirements analysis
4.3. Successful collaboration with recruitment consultants
4.4. AI-powered profiling: opportunities and limitations
4.5. Legal considerations for businesses
5. Modern candidate search and selection
5.1. What appeals to top candidates today
5.2. AI-based matching methods
5.3. Identification and research using AI techniques
5.4. Social media for managing directors and HR
5.5. Efficient pre-selection using AI
5.6. Discreet communication in a competitive environment
5.7. Modern sourcing strategies
5.8. Direct Search in the digital age
6. Selection decisions using aptitude testing and an assessment matrix
6.1. Introduction to modern diagnostics
6.2. Aptitude Testing: Definition and Explanation
6.3. Positive and negative examples of aptitude testing
6.4. Weighting Matrix: Definition
6.5. Development of an evaluation matrix
6.6. Comparative analyses of two outcomes for a position
6.7. The role of AI in diagnostics
7. Contract negotiations
7.1. Contract drafting and ancillary agreements
7.2. Contract Negotiations: Dos and Don’ts
8. Onboarding
8.1. Successful and sustainable integration of new managers
8.2. Making the most of your probationary period
8.3. Successful induction
8.4. Digital onboarding tools
8.5. Summary: Successful onboarding of senior managers – strategies, tools and success criteria
Part 3: Specific challenges
9. Succession planning in family businesses
9.1. Between Tradition and Change (Mr König)
9.2. Business Model – The Foundation of Value
9.3. People & Skills
9.4. Succession planning in family businesses
9.5. Succession planning in practice
9.6. Summary
10. International cast
10.1. Cultural differences: „When in Rome, do as the Romans do“
10.2. HR consultancy in Switzerland: challenges and specific features
10.3. International recruitment consultancy: making the leap across the „big pond“
10.4. Managing pay disparities, avoiding legal pitfalls
10.5. Remote Leadership
10.6. Global talent pools
11. Interim and Crisis Management
11.1. Ensuring rapid availability
11.2. Contingency plans for key positions
11.3. Using interim managers effectively
11.4. Shaping transition management
11.5. Outplacement and new placement of executives
11.6. Change management: implementing transformation processes as a key challenge
Part 4: Future Prospects
12. Trends and best practices
12.1. Digital transformation in recruitment
12.2. Conclusion: Companies and managers are shaping the future
12.3. The human factor
12.4. Future success factors
Part 5: Practical guest contributions
„HR consultancy as a strategic partner to the German economy“ – Norbert Streveld
„Legal aspects of working with recruitment consultancies, including in relation to AI“ – Kai Haake
„HR Consultancy / Executive Search as an integral part of modern HR management?“ – Prof. Dr Valentina Speidel
„Culture of Innovation – A Case Study“ – Robert T. Heinemann
„Specific areas for development regarding the integration of AI applications into day-to-day executive search operations“ – Prof. Dr Moritz Behm
Excerpt
1.1. Current challenges for businesses and consultants – A critical analysis of executive recruitment in 2025
The year 2025 marks a historic turning point in executive recruitment. The dramatically intensifying economic crisis, compounded by the massive generational shift resulting from the retirement of the baby boomers and the geopolitical reorganisation of the global economy, is creating a situation of unprecedented complexity. This convergence of multiple crises presents companies and recruitment consultants with challenges that are historically unique in their complexity.
The new US administration under Trump is dramatically exacerbating an already tense economic situation. With the announcement of punitive tariffs on German cars and an aggressive „America First“ policy, it is forcing German companies to fundamentally realign their US strategy. A leading car manufacturer from southern Germany describes the situation as a threat to its very existence: „We have to completely overhaul our US strategy within a matter of months. This means not only relocating production capacity, but also establishing entirely new management structures on the ground…”
The geopolitical realignment is further complicated by the intensifying confrontation between the US and China. German companies are increasingly finding themselves in a dilemma: on the one hand, pressure from the US is forcing them to step up their involvement in the country; on the other, the Trump administration’s aggressive anti-China policy is making business in China increasingly difficult. A CEO from the chemicals sector sums it up: „We are effectively having to choose: America or China. Doing both at the same time will hardly be possible under Trump.“
Current challenges facing businesses and consultants
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