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 transform."
– Dr. Armin Betz, founder of the HR Consult Group
With his new work, Dr. Armin Betz provides a highly topical guide for anyone who sees the selection of executives as a key strategic task. Amid geopolitical uncertainties, technological upheavals, and demographic shifts, this book shows what modern HR decisions need to look like—data-driven, AI-supported, and yet grounded in human insight.
This practical handbook is aimed at HR managers, managing directors, business owners, and consultants who want to understand how to find the leaders of today who will shape the change of tomorrow. It features expert interviews, concrete instructions, and innovative assessment models tailored to the requirements of German-speaking SMEs.
An excerpt 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 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 leadership 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 brings with him extensive experience in HR consulting and talent management. His focus is on developing tailor-made 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 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 personnel consulting firm 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 Board, Senate of Economy Germany e.V.
Norbert Streveld heads the Senate of Economy Germany 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 consulting industry in Germany. With his experience in association management, he represents the industry at national and international level.
Professor Valentina Speidel
Dean of Studies, Human Resource 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 focus is on modern HR strategies, leadership development, and the impact of digitalization on human resource management.
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Table of Contents
Part 1: Strategic Fundamentals
1. Executive recruitment in transition
1.1. Current challenges for companies 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 consulting pays off
2.4. Selection criteria for personnel consultants
3. Artificial intelligence in staffing
3.1. The EU AI Act
3.2. Technological fundamentals
3.3. Limitations and risks
3.4. Areas of application and potential
Part 2: The professional casting process
4. Requirement profiles that work
4.1. The art of creating the right job profile
4.2. Avoiding classic mistakes in needs analysis
4.3. Successful collaboration with recruitment 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. Identification and research using AI methods
5.4. Social media for managing directors and HR
5.5. Efficient preselection through 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 diagnostics and evaluation matrices
6.1. Introduction to modern diagnostics
6.2. Aptitude testing Definition and explanation
6.3. Positive and negative examples of aptitude testing
6.4. Evaluation matrix definition
6.5. Development of an evaluation matrix
6.6. Comparative analyses of two outcomes for one position
6.7. The role of AI in diagnostics
7. Contract negotiation
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. Actively shaping the probationary period
8.3. Successful induction
8.4. Digital onboarding tools
8.5. Summary: Successful onboarding of executives—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 & Skills
9.4. Succession planning in family businesses
9.5. Succession planning in practice
9.6. Summary
10. International cast
10.1. Cultural characteristics, "different countries, different customs"
10.2. HR consulting in Switzerland: challenges and special features
10.3. International personnel consulting, crossing the pond
10.4. Managing pay differences, 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 correctly
11.4. Designing transition management
11.5. Outplacement and new placement of executives
11.6. Change management, implementation of transformation processes as a key challenge
Part 4: Future prospects
12. Trends and best practices
12.1. Digital transformation in recruiting
12.2. Conclusion: Companies and executives shape the future
12.3. The human factor
12.4. Success factors for the future
Part 5: Practice-oriented guest contributions
"HR consulting as a strategic partner to the German economy" – Norbert Streveld
"Legal aspects of working with recruitment consultancies, including with regard to AI" – Kai Haake
"HR consulting/executive search as part of modern human resource management?" – Prof. Dr. Valentina Speidel
"Culture of Innovation – A Case Study" – Robert T. Heinemann
"Specific areas 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, compounded by the massive generational shift caused by baby boomers retiring and the geopolitical realignment of the global economy, is creating a situation of unprecedented complexity. This overlap of multiple crises presents companies and HR consultants with challenges that are historically unique in their complexity.
The new American administration under Trump is dramatically exacerbating an already tense economic situation. With the announcement of punitive tariffs on German automobiles 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 completely revamp our US strategy within a few months. That means not only relocating production capacities, but also setting up completely new management structures on site...
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, American pressure is forcing them to increase their involvement in the US, while on the other hand, the Trump administration's aggressive anti-China policy is making business in China increasingly difficult. A CEO from the chemical industry sums it up: "We have to make a practical decision: America or China. Under Trump, it will hardly be possible to do both at the same time."
Current challenges for companies and consultants
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