Over the last ten years, we have observed candidates regaining interest in Mid-Caps. Several factors explain this progression.
- ? The brand image of Mid-Caps has improved and the regular communication to the media regarding their growth potential makes them very attractive.
- ? Stability and long term vision is a strong argument for Mid-Caps faced by large groups that are heckled by the financial market and regularly undergoing restructuration. The opportunities offered by Mid-Caps and the quality of the projects proposed to the candidates are highly attractive. Mid-Caps are more agile, their decision-making processes are shorter and their approach in the field of innovation is now recognized.
- ? A last important argument for Mid-Caps is their capacity to propose to candidates stimulating missions that are conductive to their professional fulfillment, in autonomy and within flexible organizations.
Mid-Caps are becoming increasingly attractive for experimented executives however caution must be taken. The integration of candidates from large groups is not always successful. They sometimes fantasize over the entrepreneurial dimension of Mid-Caps without taking into account the constraints.
- ? The resources in Mid-Caps are often less developed and can surprise candidates who come from large companies and have gotten used to having more substantial means (internal procedures, information systems ).
- ? The remuneration package is often less attractive and the career opportunities can be less clear. With flatter organizations and a lower turnover, the internal promotion patterns can be less structured in Mid-Caps. One must therefore know how to bring about internal opportunities by adopting a strong entrepreneurial culture.
ARROWMAN Key Insight
Recruitment has become a major challenge for Mid-Caps. They must be prudent as the financial impact of an error is far from negligible!
In light of this observation, Philippe MILLOT recommends leaders of Mid-Caps to diligently handle their recruitment projects. The history, the organization and the culture of these types of structures, play an important role in the integration of the candidates. One of the keys lies in the upstream work of the identification of objectives and the anticipation of obstacles (unbalanced flowcharts, non-defined projects ).
During the research phase, advice from an outside perspective and candidate benchmarking, are important elements in order to properly calibrate the final decision. The cultural aspect and the situational intelligence of the candidate are fundamental elements of evaluation.
From the candidates point of view, Philippe MILLOT, considers it crucial to apprehend the culture of the target company, as well as the skills and resources available in order for the implementation of the mission or project to be efficient. When coming from a large group, joining an agile and much less structured ecosystem can be particularly delicate. Here is some advice: understanding the business projects, internal organization and the decision-making processes.
In conclusion, integrating a Mid-Cap cannot be improvised but it is often a career opportunity for a candidate!
Philippe MILLOT is one of the Directors of ARROWMAN Executive Search, in charge of the practices « Corporate Functions » & « Business Development Functions ». Over 50% of his assignments are carried out with Mid-Caps.
ARROWMAN Executive Search, extends its commitment to Mid-Caps and Family Owned Companies with a dedicated offer.
