Book: Executive search in the age of AI
"We are at a turning point. Those who select managers today are shaping the future of tomorrow - and need new tools, new ways of thinking and the courage to transform."
- Dr. Armin Betz, founder of the HR Consult Group
With his new book, Dr. Armin Betz provides a highly topical guide for anyone who sees the selection of managers as a key strategic task. In the midst of geopolitical uncertainties, technological upheavals and demographic shifts, this book shows what modern personnel decisions must look like - data-based, AI-supported and yet humanly sound.
This practice-oriented handbook is aimed at HR managers, managing directors, company owners and consultants who want to understand how to find the managers today who will shape change tomorrow. With expert interviews, concrete instructions and innovative assessment models - tailored to the requirements of German-speaking SMEs.
An excerpt from the authors
Dr. Armin Betz
Board of Directors, HR Consult Group Ag
Dr. Armin Betz is the founder and CEO of HR Consult Group Ag. With over 30 years of experience in HR consulting, he has established himself as a leading expert in executive search. He is committed to innovative recruiting strategies and sustainable executive development and is known for his expertise in advising medium-sized companies.
Matthias Barhainski
Managing Director, Senator HR Management GmbH
Matthias Barhainski heads Senator HR Management GmbH and has extensive experience in HR consulting and talent management. His focus is on developing customized 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 profound knowledge in the areas of market analysis and candidate management makes him a key figure in filling demanding positions.
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 on the market.
Norbert Streveld
Chairman of the Board, Senate of the German Economy e.V.
Norbert Streveld heads the Senate of German Business 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 Managing Director of the BDU e.V. and is committed to the interests of the management consulting industry in Germany. With his experience in association management, he represents the industry at national and international level.
Prof. Dr. Valentina Speidel
Dean of Studies Human Resources Management, Landshut University of Applied Sciences
Prof. Dr. Valentina Speidel teaches and researches in the field of HR management at Landshut University of Applied Sciences. Her focus is on modern HR strategies, leadership development and the impact of digitalization on human resources.
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Table of contents
Part 1: Strategic principles
1. management recruitment in times of change
1.1 Current challenges for companies and consultants
1.2 What top managers expect today
2nd decision: Internal vs. external staffing
2.1 Make or buy: strategic considerations
2.2 Cost comparison and budgeting
2.3 When external consulting pays off
2.4 Selection criteria for personnel consultants
3. artificial intelligence in staffing
3.1 The EU AI Act
3.2 Technological basics
3.3 Limits and risks
3.4 Areas of application and potential
Part 2: The professional staffing process
4. requirement profiles that work
4.1 The art of the right requirements profile
4.2 Avoiding classic mistakes in the needs analysis
4.3 Successful cooperation with personnel consultants
4.4 AI-supported profiling: opportunities and limitations
4.5 Legal aspects for companies
5. modern candidate search and selection
5.1 What convinces top candidates today
5.2 AI-based matching procedures
5.3 Ident and research with AI methods
5.4 Social media for managing directors and HR
5.5 Efficient preselection through AI
5.6 Discreet approach in a competitive environment
5.7 Modern sourcing strategies
5.8 Direct search in the digital age
6. selection decisions with aptitude diagnostics and evaluation matrix
6.1 Introduction to modern diagnostics
6.2 Suitability diagnostics Definition and explanation
6.3 Positive and negative examples of aptitude diagnostics
6.4 Evaluation matrix definition
6.5 Development of an evaluation matrix
6.6 Comparative analysis of two results for one position
6.7 The role of AI in diagnostics
7. contract negotiation
7.1 Drafting of contracts and ancillary agreements
7.2 Contract negotiations Do's & Dont's
8. onboarding
8.1 Successful and sustainable integration of new managers
8.2 Actively shaping the probationary period
8.3 Successful familiarization
8.4 Digital onboarding tools
8.5 Summary: Successful onboarding of managers - strategies, tools and success criteria
Part 3: Special challenges
9. succession planning in family businesses
9.1 Between tradition and change (Mr. König)
9.2 Business model - The foundation of appreciation
9.3 People & competencies
9.4 Succession planning in family businesses
9.5 Succession planning in practice
9.6 Summary
10. international cast
10.1 Cultural particularities, "other countries - other customs"
10.2 Personnel consulting in Switzerland, challenges and special features
10.3 International personnel consulting, the leap across the "big pond"
10.4 Managing remuneration differences, avoiding legal pitfalls
10.5 Remote Leadership
10.6 Global talent pools
11. interim and crisis management
11.1 Ensure rapid availability
11.2 Contingency plans for key positions
11.3 Deploying interim managers correctly
11.4 Shaping transition management
11.5 Outplacement and new placement of managers
11.6 Change management, implementation of transformation processes as a central challenge
Part 4: Future prospects
12. trends and best practices
12.1 Digital transformation in recruiting
12.2 Conclusion: Companies and managers are shaping the future
12.3 The human factor
12.4 Success factors of the future
Part 5: Practice-oriented guest contributions
"Personnel consulting as a strategic partner of the German economy" - Norbert Streveld
"Legal aspects of working with HR consultancies, also with regard to AI" - Kai Haake
"Personnel consulting / executive search as a component of modern HR management?" - Prof. Dr. Valentina Speidel
"Culture of Innovation - A Case Study" - Robert T. Heinemann
"Concrete fields of development for the integration of AI applications in everyday executive search operations" - Prof. Dr. Moritz Behm
Text excerpt
1.1 Current challenges for companies and consultants - A critical analysis of executive recruitment in 2025
The year 2025 marks a historic turning point in executive recruitment. The dramatically worsening economic crisis, superimposed on the massive generational change caused by the retirement of baby boomers and the geopolitical realignment of the global economy, is creating a situation of unprecedented complexity. This superimposition of multiple crises presents companies and recruitment consultants with challenges that are historically unprecedented in their complexity.
The new US administration under Trump is dramatically exacerbating the 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 threatening its very existence: "We have to reorganize our entire US strategy within a few months. This means not only relocating production capacities, but also setting up completely new management structures locally...
The geopolitical realignment is further complicated by the intensified confrontation between the US and China. German companies are increasingly finding themselves in a dilemma: on the one hand, American pressure is forcing them to increase their involvement in the USA, while on the other hand, the Trump administration's aggressive anti-China policy is making business in China increasingly difficult. One CEO from the chemical industry puts it in a nutshell: "We practically have to decide: America or China. It will hardly be possible to do both at the same time under Trump."
Current challenges for companies and consultants
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