Florence Ferraton: The Alchemy of Recruitment

Leadership StrategiesExecutive SearchDiversity, Equity, and Inclusion Advisory
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6月 24, 2019
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Leadership StrategiesExecutive SearchDiversity, Equity, and Inclusion Advisory
The Wansquare article, “Florence Ferraton: The Alchemy of Recruitment," quoted Russell Reynolds Associates Consultant Florence Ferraton on the evolution of the Executive Search business. 


Having been at the helm of Russell Reynolds France for a year, and in the business for twenty years, the headhunter is at the forefront of deciphering the art of finding the right profile. 

At present, the model of a career of 30 years at L’Oréal is no longer in fashion. The flexibility of human resources has pushed recruitment firms to change according to the needs. “Evolution has accelerated significantly in recent years,” said Florence Ferraton, who has been, since June 2018, the manager of the Paris office of Russell Reynolds. The one who, as a young graduate of the ESLSCA (École supérieure libre des sciences commerciales appliquée) and holder of a DESS in International Trade from the Sorbonne, dreamed of joining the L’Oréal Group, in fact never ended up as a salaried employee thereof. 


“In 15 years, the business has changed dramatically. In those times, we were really in the hunt, today we have moved on towards client strategy advice and analysis, which allows us to offer tailor-made solutions.” An unavoidable shift which allows withstanding the decline in middle management recruitment missions that companies are increasingly internalizing. “Thanks to the facilities offered by digital tools, they no longer need to resort to us for those positions and recruit directly via networks, including LinkedIn.” 

At the same time, companies are on the lookout for advice to prepare a succession plan, to compose a new team, to evaluate individual skills. These are important decisions to make in order to successfully achieve transformation, that have become essential in order to integrate digitization, of course, but also to answer the aspirations of consumers, collaborators and investors regarding the development of Corporate Social Responsibility (CSR) and to meet the expectations in terms of diversity. 

“There has been a real inflection point after the implementation of women’s quotas on the boards of directors,” Florence Ferraton says, rejoycing. “Now we must continue by feminizing the executive committees. “Similarly, the CSR criterion is still emerging, but it has been on the rise for the past five years. To avoid being perceived as a gadget, the project must be supported by the board of directors and distilled at all levels in the company.” 

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