How a Strategic Talent Partner Helps Compliance Leaders Build Agile Teams

ATAD 3 - a looming EU draft tax directive - a must read if you aren't yet aware.... ATAD 3, an EU wide anti-tax avoidance directive which is set to be ratified by the European Parliament during the summer of 2023, and is expected to be effective as of early 2024 across all EU member states. Its a noteworthy piece of legislation that may well make quite an entrance into the Luxembourg funds and corporate holding context. ATAD 3 aims to tackle anti-tax avoidance measures and will have a particular focus on substance of concerned entities. Tests to determine whether an entity can demonstrate sufficient substance are thought to have potentially seismic shifts in how managers will be required to structure their Luxembourg holding structures in such was as to avoid triggering tax liabilities under these potential new rules. We foresee the out-workings on the Luxembourg labour market being impacted in a several potential ways: Changes in corporate structures: ATAD 3 could require companies to restructure their operations requiring them to have far greater more substance in Luxembourg. This could involve moving employees from other locations to Luxembourg, or hiring new local employees to meet the substance requirements. This could potentially lead to an increase in demand for skilled professionals in certain sectors and thus likely creating further talent shortages in other existing traditional areas. Impact on the overall economy: The implementation of ATAD 3 could be both a positive and negative on the overall economy in Luxembourg. Historically greater regulatory or substance pressures have tended to aid Luxembourgs employment market, however this is a delicate balance and could where percieved draconian measures could in fact damage the competitiveness of the unique dynamics of the Lux market. Increased demand for tax experts: ATAD 3 introduces new and complex rules to prevent tax avoidance. This will invariably lead to an increased demand for tax advisory. New tax legislation for some is always a good thing. Overall, the impact of ATAD 3 on the Luxembourg funds and corporate industry is likely to be significant, as many funds operate on a cross-border basis and may be affected by the new rules on hybrid mismatches and interest limitation. However, Luxembourg has a strong reputation as a fund domicile and flexible corporate domicile known for its expertise in tax-efficient structuring. As such, industry is likely to adapt to the new rules and continue to be an attractive destination for managers and investors alike. Happy to brainstorm this further with anyone that might also be interested in the topic! First Published Feb 2023 AGEFI Courtney Charlton

Attracting Talent: The Power of The Candidate Journey Whilst a slowdown in many employment sectors of Luxembourg has been observed in recent months, the labour market remains fiercely competitive. Might now be the moment for employers to take stock of their competitiveness as being an employer of choice? Reputational risk is a factor that we all too regularly underestimate as employers, yet it is a factor that has immense impact on a firms efficiency in being able to secure talent. In a market as incestuous as Luxembourg, there is no doubt that this a factor that can be decisive in achieving the most desirable outcomes for recruitment initiatives at all levels. The Long-lasting Impact of the Candidate Journey: The candidate journey encompasses the entire experience an individual has when interacting with a company, from the initial application to the onboarding process. However, in my observation many employers overlook this series of touchpoints and their lasting and critical nature. Failing to realise the impact these experiences have can adversely affect their reputation and by extension, their ability to attract talent in the longer-term. A firm that consistently delivers an unfavorable candidate journey risks tarnishing its organization's reputation, resulting in a widespread negative perception that deters potential candidates from considering employment opportunities. Much of our talent pool is international in its construct, social and well-networked. People love to relay their employment and interview experiences. Sentiment and anecdote whether they be positive or negative will likely be accentuated and are therefore hugely important factors of reference. For these reasons, a tarnished employer image usually spreads exponentially and with pace once it takes hold. Facts are often replaced with conjuncture and hear-say which nevertheless can build to gain significant momentum leading to either positive or negative outcomes. Tactics for Enhancing the Candidate Experience: It is crucial for employers to understand the significance of each touchpoint and create a positive and memorable experience throughout the candidate journey. Clear and Transparent Communication: Effective communication is key to building trust and maintaining transparency with candidates. Regular updates, timely responses, and clear expectations throughout the recruitment process foster a positive experience. Streamlined Application Process: Simplify the application process to minimize candidate frustration. Lengthy, convoluted hurdles and excessive documentation requirements can deter potential applicants and leave negative impressions. A user-resource-friendly and efficient process demonstrates respect for candidates' time and effort. Personalised Candidate Experience: Tailoring the recruitment journey to the individual can leave a lasting impression. Personalised interactions, such as sincerely engaging and acknowledging their specific skills and experiences, showcase a company's genuine interest in them. Positive Interviewing Experience: Conducting interviews in a respectful, engaging, and professional manner demonstrates a company's commitment to treating candidates with respect. Ensuring interviewers are well-prepared, asking relevant questions, and providing feedback can significantly enhance the overall experience. Constructive feedback: we all need this; not least when we have dedicated ourselves to a recruitment process and have not been successful. Pragmatic and non-personal feedback is always welcomed and highly appreciated. Consistent Employer Branding: Align the candidate journey with the company's employer brand. Ensure that the messaging, values, and culture conveyed during the recruitment process are consistent with the organisation's overall image. This consistency helps build trust and credibility. External partners: All parties that the firm interacts with have the potential to be local ambassadors. Your suppliers, partners and service providers are all potential employees as well as advocates. Treat your external counterparties as you would those internally. Recognising the significance of the Candidate Experience as a reputation building factor is paramount for companies striving to gain an advantage in a competitive talent market. By focusing on authenticity, prioritizing the employee experience, crafting a compelling employer value proposition, employers can become a employer of choice and attract top talent in Luxembourg's tight employment market. Courtney Charlton is the co-founder of Greenfield Luxembourg and the head of Executive Search. First published AGEFI Luxembourg June 2023

Corporate legal and governance teams are no longer confined to back-office compliance. These functions are now pivotal to strategic agility and long-term performance. Particularly in Luxembourg, a hub of cross-border investment and regulatory oversight, the spotlight has turned firmly onto how corporate legal and governance teams can support strategic resilience. Resilience demands operational flexibility, stakeholder trust, and cultural readiness. For legal and governance leaders, that means responding to a complex mix of Environmental, Social and Governance (ESG) obligations, investor expectations, and regulatory transformation. But doing so can be transformative. European businesses that are actively integrating ESG into commercial strategy are 40% more confident in their 12-month outlook and 1.5 times more likely to have effective sustainability-focused boards. Jump To: Regulatory Pressures Reshaping Governance Growing Investor and Stakeholder Expectations What Does Resilience Look Like Today? Corporate Legal Teams as Drivers of Enterprise Resilience How Greenfield Supports Legal Governance Resilience Regulatory Pressures Reshaping Governance Regulatory change is the major driver redefining the scope and influence of corporate legal and governance functions. Tighter regulations and stronger censure for compliance failures demands senior governance leaders have a comprehensive grasp of environmental, social, and governance metrics and their business implications. Luxembourgs transposition of the Corporate Sustainability Reporting Directive (CSRD), for example, embeds ESG reporting directly into national law. The CSRD increases the exposure and accountability of governance teams, whose leaders now must deliver timely, accurate, and meaningful disclosures around organisational sustainability. At the same time, the digitalisation of risk and regulation is accelerating. Firms are expected to monitor, manage, and disclose data across jurisdictions with greater precision and speed. This includes not only financial metrics but environmental and social performance indicators that carry reputational weight. Frameworks like DORA (Digital Operational Resilience Act) and MiCAR (Markets in Crypto-Assets Regulation) are strengthening digital governance and putting a stronger focus on ICT and cyber-resilience, further broadening the remit of legal and general corporate governance leaders. These, along with AML regulations have raised expectations for due diligence, transparency, and accountability, particularly when it comes to digital asset issuance, custodianship, and trading. For cross-border entities, this means enhanced reporting obligations and deeper scrutiny of ownership structures and financial flows. Each of these regulations contributes to an increasingly complex governance environment where non-compliance carries reputational, financial, and legal risk. For corporate law professionals in Luxembourg, these pressures are felt acutely. Growing Investor and Stakeholder Expectations Transparency and integrity in corporate governance practices are now baseline expectations. Investors increasingly assess governance structures as indicators of long-term viability and risk maturity. They expect timely, transparent disclosures that go beyond financial performance to include ESG, diversity, digital risk, and ethical practices.Boards, in turn, are demanding real-time insight and risk navigation that supports decision-making in an uncertain climate. There is heightened scrutiny around how governance functions contribute to strategic planning, reputational risk mitigation, and enterprise culture. Reputational risk has become a board-level issue, influenced by everything from ESG scoring and litigation exposure to executive accountability and cyber-readiness. The corporate legal function must now engage actively with the board, articulate the regulatory implications of strategic decisions, and ensure transparency at every level. To cope, models of governance must align with traditional duties. These emergent expectations, supporting proactive engagement, thereby enable evidence-based decision-making, and contribute directly to enterprise strategy. What Does Resilience Look Like Today? The paradigm has shifted from one of reactive governance to that of anticipatory leadership. Resilient governance is now about shaping outcomes, creating a strategic shield and a forward-looking advantage in a high-stakes environment. In short, resilience for corporate legal and governance teams means adaptability, proactivity, and relevance. Lets look at each of those in more depth. Adaptive Team Structures High-performing corporate legal and governance functions have redesigned their organisational models to reflect shifting regulatory priorities and skills shortages. Traditional hierarchies are being supplemented with flexible team configurations that can pivot in response to fast-changing requirements. ESG, cybersecurity, and cross-border legal compliance are now core areas of competence.To support these needs, leading teams are combining a stable core of permanent legal professionals with a network of on-demand experts sourced through immediate staffing solutions. This hybrid approach allows businesses to scale expertise precisely when and where its needed without compromising rigour or pace. Proactive Compliance and Engagement The governance role has evolved from passive monitoring to meaningfully shaping organisational strategy. Proactive compliance means anticipating regulatory shifts and embedding risk awareness into day-to-day operations. High-performing legal and governance teams track upcoming legislation and regulatory commentary, engage directly with regulators, and collaborate with internal stakeholders to model impact and scenario-test responses.This anticipatory approach enhances board-level readiness and fosters a culture of regulatory fluency across departments. Rather than reacting to enforcement trends or crisis situations, these teams position the organisation to stay ahead of the curve, minimising exposure and maximising agility in the face of disruption. Capacity for Change and Digital Integration Digital enablement has become essential for resilient legal and governance operations. RegTech solutions offer critical capabilities for monitoring compliance in real time, automating repetitive reporting tasks, and integrating governance workflows across jurisdictions. But the technology is only as effective as the culture surrounding it.Successful teams focus on change management as much as technical deployment, ensuring that tools are understood, adopted, and used to their full potential. Leaders are expected to champion these systems, bridging the gap between legal expertise and operational scalability. In doing so, they embed resilience not just in systems, but in mindset, positioning the legal function as a digital-first enabler of strategic decision-making. Corporate Legal Teams as Drivers of Enterprise Resilience Resilience begins in function but extends enterprise wide. Legal and governance teams, when structured for agility and empowered with the right talent, can catalyse a broader organisational capacity for change. Consider the dual-role many corporate legal and governance leaders now play interpreting complex legislation and guiding board-level response and protecting the business while advancing its strategic agenda. This requires fluency in:ESG and sustainability frameworks Cross-border regulatory landscapes Data governance and cybersecurity Multilingual legal and commercial communication Yet many organisations are hampered by talent gaps. Professionals with true ESG fluency remains scarce. So too are those who can navigate the intersection of legal risk, commercial strategy, and stakeholder expectation. This is where both strategic workforce planning and immediate staffing solutions become mission critical. Strategic planning identifies future gaps and builds pipelines of ready-now and ready-later talent. Meanwhile, on-demand support via immediate staffing solutions enables organisations to address urgent regulatory demands without compromising on quality or timelines. How Greenfield Supports Legal Governance Resilience At Greenfield, we understand that building resilient legal and governance teams requires more than recruitment. It demands partnership. With over 17 years advising Luxembourgs legal, financial, and corporate sectors, we bring structured hiring expertise grounded in local knowledge and market-wide perspective.Whether supporting permanent mandates, project-based roles, or urgent capacity uplift, our process is built around precision, visibility, and speed. We help you define roles aligned with future needs, access rare skillsets, and deliver hiring outcomes that support enterprise confidence. Our promise: insight-led recruitment that strengthens your governance capability and advances your organisational resilience. Find Out How Leaders Are Building Resilience.

My husband is a trailing spouse and now has an automatic work permit. His areas of expertise are in finance/accounting and project management and he has 10+ years of experience and a masters degree. He speaks English and beginner level French. However, he doesnt have local market experience and is struggling to find a job. Everyone wants someone with local experience. When he applies for entry level jobs, he is being turned away because he doesnt have a junior profile. He is registered with Adem already and is regularly applying to vacancies. He updated his CV as well to adapt to the market. What can he do to be more successful in his job search?What your husband is experiencing is not unusual, he is however in a relatively good position in that he does have relevant hard skills for the Luxembourg market. Being an English speaker is also an advantage; these are both factors that should work in his favour.Whilst there is a slowdown in new role creation, the Luxembourg market still remains in full employment this means that generally speaking there is still a scarcity of qualified candidates for each open role. This should be good news for your husband as whilst local experience is preferred, under the right circumstances it is not always essential. However, it is critical that he is both positioning himself correctly for the types and seniority of roles that he is applying for (i.e not accidentally making himself unattainable). Foot-in-the-door: The challenge is that employers avoid hiring experienced people for less senior roles as they will question the longevity of the person in the role and ultimately if they will make a good long-term investment. Recruiters hints:Streamline CV: tone it down, dont labour any big job titles instead focus on hard skills reporting standards, systems etc not on larger previous responsibilities or titles.Actions: Use linkedin make direct connections with hiring managers and local recruiters personally. Take a straightforward pragmatic approach.Have a story: be authentic and honest, avoid grandiosing or playing hard to get. Dont make yourself over complicated as a potential employee.Interim / short term contracts: Hard skills count in mission-based assignments. Not all missions will require local expertise and can be an excellent way to get a foothold in the market.Courtney CharltonFirst published Luxembourg Times February 2024

"Greenfield (Luxembourg, est. 2008) and Carnegie Consulting (London, est. 2006) have today announced a strategic partnership. Both firms are independent, partner-led specialist recruitment firms with well-established reputations as trusted advisors to mid-market alternative investment managers across Europe. Both firms bring long-standing expertise in finance, investment operations, compliance, risk, and governance, with additional strength in HR and business support recruitment key functional areas that underpin the operations of private capital firms. Our collaboration with Greenfield meaningfully extends our reach and offers clients tangible value a single, aligned approach driving cross-border hiring strategies with clarity and reach. Guy Steel, Founder, Carnegie Consulting Were excited to be partnering with Carnegie. It was evident from day one that we share common values and that this alliance strengthens our value proposition. Luxembourg and London have long been natural bedfellows this alliance brings greater structure and clear synergies to the cross-border needs of our clients. Courtney Charlton, Co-Founder, Greenfield Luxembourg Together, Greenfield and Carnegie offer: London Luxembourg: two of Europes key private markets hubs delivering synergies, coordination, and clarity across borders.Deep functional expertise spanning governance-led and investment-facing roles from Luxembourgs AIFM-regulated infrastructure Luxembourgs AIFM-regulated platforms to Londons finance, operations, and control functions.A partnership-first, values-driven service model rooted in insight, integrity, and long-term sustainability. Together, Greenfield and Carnegie offer an integrated talent solution that covers all critical functions across the private markets value chain in both London and Luxembourg. #PrivateMarkets #Recruitment #Luxembourg #London #Governance #PrivateEquity #Partnership #TalentAdvisory For more information, please contact Courtney Charlton, Greenfield Luxembourg, courtney@greenfield.lu"

Agility in compliance is not simply operational, it is strategic. Compliance leadership is under mounting pressure to move faster, act smarter, and deliver strategic value. The combination of EU regulatory reform, evolving CSSF expectations, and accelerated digital transformation has redefined what compliance leadership must deliver. No longer confined to regulatory adherence, compliance is now tasked with enabling risk-aware growth, operational resilience, and enterprise accountability. In Luxembourg, one of Europes most scrutinised financial ecosystems, this shift is tangible. Financial services headcount is forecast to grow by 4% in the next 12 months, yet 60% of banks and FS firms are struggling to fill compliance roles. This disconnect presents not just a staffing issue, but a broader organisational risk. For senior leadership, the implication is clear: the ability to recruit and deploy compliance talent at speed has become central to business continuity and strategic flexibility. This is where a strategic talent partner becomes indispensable; not just as a supplier, but as a transformation enabler. Jump To:Why Compliance Agility Matters at the Executive Level The Organisational Cost of Reactive Hiring What Agile Compliance Hiring Looks Like in Practice Four Talent Models That Strategic Partners Deliver Building Hybrid Talent Strategies What to Expect from a Strategic Talent Partner Compliance Agility Begins with Talent Why Compliance Agility Matters at the Executive Level Compliance agility is no longer a niche concern; it is a core enterprise capability. As governance frameworks evolve and regulatory expectations accelerate, compliance must operate not just as a control function, but as a critical enabler of decision-making, market readiness, and reputational protection. Whether aligning with ESG disclosure frameworks, managing third-party risk under DORA, or navigating cross-border AML directives, compliance is now expected to deliver: Real-time regulatory insight that shapes board-level decisions Cross-functional integration across IT, risk, legal, and operations Operational scalability in response to shifting supervisory expectations Crucially, this must be achieved in an environment where regulatory scrutiny is deepening, and enforcement risks are intensifying. CSSF expectations are expanding beyond technical compliance into cultural accountability and governance maturity. Firms unable to demonstrate responsive, business-integrated compliance risk not only sanctions but also strategic setbacks, particularly in international growth, digital transformation, and investor confidence. Static hiring models cannot meet this demand. Executive leadership must prioritise talent agility within compliance, building a framework that includes access to niche expertise, multilingual capabilities, interim capacity, and strategic succession planning. This agility is not about short-term fixes, it is about long-term resilience. Strategic talent partners bring this to life. They design recruitment infrastructure that is dynamic, insight-led, and engineered to evolve in parallel with regulatory complexity, ensuring that the compliance function remains fit for purpose as both risk manager and strategic advisor. Organisational Cost of Reactive Hiring Ad hoc recruitment, overreliance on permanent appointments, and delayed hiring decisions expose firms to material risk:Gaps in critical compliance capabilities during supervisory reviews or transformation projects Burnout and attrition in stretched teams, undermining continuity Reduced audit readiness and board confidence The cumulative effect is erosion of organisational resilience. Proactive hiring strategies supported by strategic talent partners with real-time market insight and executional rigour, avoid these risks by shifting from reactive to anticipatory workforce planning. What Agile Compliance Hiring Looks Like in Practice Agility in this context means more than speed, it means strategic alignment and executional precision. High-performing compliance teams deploy the right talent through a mix of permanent, interim, and consulting resources, each mapped to specific regulatory, operational, or project needs. This enables: Rapid response to regulatory developments Cross-functional collaboration across IT, legal, and risk Consistent delivery despite talent market constraints Agile compliance hiring strategies do not operate in isolation. They are integrated into wider initiatives, ensuring that compliance leadership ipresent and influential at every level of decision-making. This shift mirrors a broader trend across high-performing organisations. 45% of high-performing compliance hubs integrate and track the impact of digitisation, automation, and revenue contribution, enabling faster decisions and tighter alignment with enterprise goals. Collaborating with a strategic talent partner is essential to achieving this as they provide the structural design and market intelligence required to build and sustain such strategies.Four Talent Models That Strategic Partners Deliver An effective compliance strategy depends on having the right hiring models in place. Each is designed to address specific organisational challenges. A strategic talent partner helps identify where each model delivers maximum value and integrates them into a cohesive strategy supports both immediate needs and long-term transformation. Contingent Recruitment Best suited for covering day-to-day compliance roles and addressing short-term turnover, contingent recruitment enables firms to maintain operational continuity with minimal disruption. Its a cost-efficient way to ensure steady delivery in functions like compliance that support ongoing business activity. Engaged Search Ideal for mid-senior roles requiring specialist skill sets and cultural fit, this model accelerates the hiring process while preserving alignment with team dynamics and regulatory expectations. It provides a balance of speed and precision for compliance positions critical to transformation. Retained Search Reserved for business-critical appointments, such as Heads of Compliance, retained search brings in-depth research, robust stakeholder engagement, and a structured process that guarantees rigour and alignment. It is essential when hiring decisions carry significant strategic or reputational weight. Immediate Staffing Solutions For urgent, high-impact needs, such as navigating regulatory shifts, executing system overhauls, or responding to audits, immediate staffing delivers vetted interim professionals who can begin contributing from day one. These specialists provide not just coverage but transformation capability.Together, these four models offer a powerful toolkit. A strategic talent partner ensures they are tailored to your compliance strategy and integrated to support both scale and agility. Building Hybrid Talent Strategies Increasingly, compliance transformation requires a blended hiring strategy. No single model can deliver the flexibility, depth, and speed needed. Strategic talent partners engineer hybrid frameworks that allow compliance leaders to deploy multiple solutions in parallel.Examples include: Deploying Immediate Staffing to accelerate remediation while running a Retained Search for long-term leadership Combining Contingent support for AML operations with Engaged Search for digital risk expertise Aligning short-term capacity building with long-term succession and leadership planning This hybrid model becomes a competitive advantageallowing firms to maintain momentum while managing risk and cost. What to Expect from a Strategic Talent Partner The most effective partnerships embed lasting value across the compliance function. A true strategic talent partner offers advisory support, helping to define role architecture and succession plans that align with broader compliance goals.Greenfield provides clients with real-time market insight into candidate availability, compensation benchmarks, and emerging talent gaps, so leaders can make informed, forward-looking decisions. We also place a premium on candidate experience. Our consultants deliver brand-sensitive, multilingual communication that reflects our clients values and strengthens their positioning in a competitive talent market. Our partnerships extend well beyond the placement itself. We maintain regular engagement with clients and candidates, offering structured post-placement reviews, feedback mechanisms, and strategic recalibration where needed, ensuring continuity, cultural alignment, and long-term performance. Whether supporting rapid delivery through Immediate Staffing Solutions, targeted appointments via Engaged or Retained Search, or scalable growth through Contingent Recruitment, Greenfield is a committed strategic talent partner, empowering compliance leadership to build agile, high-performing teams with confidence and clarity. Compliance Agility Begins with Talent. Talent Begins with the Right Partner. Agility in compliance is now a boardroom priority. Whether navigating regulatory complexity, driving transformation, or preparing for future scrutiny, the strength of your compliance team defines your operational integrity and strategic flexibility. Partnering with Greenfield ensures your hiring strategy supports both. Lets build the next generation of compliance capability, together.

In an era where regulation defines both operational boundaries and strategic opportunities, the role of compliance leadership is undergoing fundamental change. No longer confined to gatekeeping, compliance is now central to enterprise resilience, market access, and sustainable growth. Nowhere is this more pronounced than in Luxembourg, where the intersection of EU-level directives, domestic regulation, and global financial scrutiny has elevated the compliance function from oversight to orchestration. For CEOs and Boards, the imperative is clear: build compliance teams that enable growth, not just monitor it.Jump To: Regulatory Complexity Requires Structural Readiness Evolving Expectations of Compliance Leadership Skills Redefining the Compliance Function Characteristics of a Future-Fit Compliance Team Building Strategic Compliance Capability Regulatory Complexity Requires Structural Readiness Luxembourgs prominence as a financial hub brings with it heightened regulatory expectations. The CSSF continues to emphasise structural resilience, group-level oversight, and digital risk governance. The introduction of DORA, evolving AML/KYC scrutiny, and stricter ICT outsourcing frameworks are clear signals: regulators expect integrated, cross-functional compliance capabilities. Compliance teams must now understand cybersecurity and digital continuity as fluently as they do fund structures or onboarding protocols. The demand is not simply for technical adherence, but for operational partnership, cultural accountability, and commercial alignment. Evolving Expectations of Compliance Leadership Todays compliance leaders are expected to be strategic operators; proactively advising the C-suite, anticipating regulatory shifts, and shaping governance frameworks. This shift reflects a broader redefinition of compliance: from enforcer to enabler.Strategic compliance leadership drives: Organisation-wide regulatory literacy Risk-informed decision-making Governance models designed for scalability and trust As a result, forward-thinking firms are embedding compliance talent into operational planning, MA activity, and strategic programmes, ensuring that risk foresight is baked into every growth conversation. Skills Redefining the Compliance Function As compliance becomes more embedded in enterprise strategy, the required capabilities are evolving. Traditional regulatory acumen remains essential, but its no longer sufficient. Todays compliance leaders require multidimensional teams equipped to navigate regulatory complexity and operational transformation with equal fluency.Top-tier compliance professionals now operate across legal, risk, IT, and data governance domains. Digital literacy is foundationalsupporting transformation initiatives such as ICT compliance, cybersecurity oversight, and systems integration. Business acumen is equally critical, enabling compliance to translate regulatory risk into commercially relevant insights and shape enterprise-wide strategy. This shift has driven a rise in hybrid roles; those combining regulatory insight with mandates in risk, operations, or data. These roles reflect growing demand for embedded, business-aligned compliance capability. However, talent scarcity remains a structural challenge. According to PwC Luxembourg, 40% of firms cite talent shortages as a barrier to transformation. High salary expectations, a constrained local talent pool, and demand for multilingual, tech-savvy professionals further exacerbate the gap. Core competencies now include: Cross-border Regulatory Expertise Particularly around AML, KYC, and EU/US compliance convergence. Digital ICT Proficiency Knowledge of cloud security, ICT outsourcing frameworks, and resilience protocols. Data Governance Privacy Deep understanding of GDPR, data classification, and access control systems. Risk Management The ability to anticipate, assess, and mitigate evolving regulatory risk. Communication Influence Engaging credibly across senior leadership and front-line operations. To meet these demands, compliance leadership must rethink how they recruit and how they retain, upskill, and embed compliance talent within the broader business ecosystem. Characteristics of a Future-Fit Compliance Team The most advanced compliance functions share several common features: Integrated Mandates Compliance leaders are embedded in the business and trusted as strategic advisors. Continuous Capability Development Structured training in new regulatory domains, cross-functional communication, and digital literacy. Resourcing Agility Leveraging interim and consultancy models to scale expertise in line with regulatory demand without compromising quality. These teams are not just compliantthey are commercially valuable. They anticipate change, support innovation, and enable scale. Building Strategic Compliance Capability: Greenfields Role At Greenfield, we work with compliance leaders to design and build future-ready functions aligned to regulatory, operational, and strategic imperatives.Our recruitment model offers: Immediate Staffing SolutionsFor urgent capacity gaps or programme-specific needs.Contingent Recruitment Supporting volume or business-as-usual hiring with consistent delivery and market insight.Engaged Search Structured frameworks that align speed with candidate quality for transformation-critical roles.Retained Search Bespoke, research-backed delivery for senior or specialist mandates with zero margin for error.Beyond execution, our value lies in advisory supportbenchmarking roles, mapping niche skills, and co-designing workforce strategies that reflect both current pressures and future vision. Compliance as a Strategic Enabler In Luxembourgs increasingly regulated financial ecosystem, compliance is no longer a cost of doing business; it is a differentiator. Boards that view compliance talent as a strategic asset, not an overhead, are better positioned to scale securely, innovate confidently, and lead sustainably.Discover how Greenfield helps compliance leaders build teams ready for the demands of tomorrow.

In Luxembourg, the pace of change has accelerated. Digitalisation, ESG imperatives, and AI adoption are key to business survival and growth. With Luxembourg CEOs committed to long-term digital investment, the most urgent boardroom question is now, do we have the talent required for whats next? This is the central challenge of ongoing workforce transformation. And its one that cannot be delegated. As technological adoption increases and regulatory environments shift, Luxembourgs C-suite and talent teams must take a more active role in shaping people strategy. Senior executives are rethinking leadership planning, hiring models, and organisational design to future-proof their businesses, especially across mid-cap and financial sectors. Jump To: New Demands on Executive Talent Strategy Talent as a Growth Driver Challenges Unique to Luxembourg The Advantage of a Strategic Talent Partner New Demands on Executive Talent Strategy Luxembourg is advancing quickly on the digital frontier, but not without growing pains. While 52% of enterprises report using AI, cloud computing, or data analytics, this is behind the EU average of 54.6% and highlights a performance gap. Recognising this, the government has introduced an 18% investment tax credit for digital and green transformation projects starting in 2024. A clear sign that digital capability is now a national economic priority. At the same time, financial services leaders are placing big bets on digital acceleration. Half of all Financial Services CEOs in Luxembourg believe AI will boost profitability by at least 5% in the next year. 10% project larger rises of between 16 and 25%. This signals a big shift in how value will be created and places greater pressure on leaders to ensure they have a next generation workforce with the skills and mindset to deliver. Achieving this will require cooperation between human resources teams and senior leadership. C-suite executives must take direct ownership of workforce transformation through strategic planning. The future of competitiveness requires the alignment of people, performance, and purpose. Talent as a Growth Driver Workforce transformation is not simply about scaling headcount. Crucially businesses need to redefine the relationship between people and business value. This turns talent into a growth engine, where the right skills, deployed at the right time, become a source of competitive differentiation. Companies that integrate strategic talent planning into their core growth model can better align operational execution with market dynamics, allowing them to move faster and innovate more confidently.This will also change how senior executives evaluate ROI. Instead of measuring talent by cost, the C-suite is increasingly measuring it by capability, specifically the organisations ability to deliver outcomes in line with strategic goals. In this context, having a next-generation workforce improves productivity, and investor confidence, customer trust, and long-term resilience. To compete in this environment, companies must move from reactive recruitment to proactive capability-building. Strategic talent planning allows firms to anticipate skill gaps before they impact performance, to shape leadership pipelines that reflect future demand, and to align team structure with evolving business models. In practice, this involves adopting skills-based workforce planning, not role-based hiring. The goal is to build adaptive teams that can pivot with market needs. For senior executives, this means collaborating across finance, operations, and HR to ensure that the company is not only staffed for today but prepared for tomorrow. The C-suite must model this transformation from the top. Executives need to engage with the realities of workforce data, succession planning, and team agility. When leaders take an active role in talent strategy, the result is stronger alignment, faster decision-making, and more resilient performance across business cycles. Challenges Unique to Luxembourg Luxembourg offers many advantages for business, including proximity to EU institutions, a stable regulatory environment, and a deep bench of financial expertise. But it also presents unique talent challenges. Language diversity, labour law complexity, and a relatively small talent pool all make strategic workforce transformation more difficult to implement. In the mid-cap and financial services sectors, these constraints are magnified. Growing firms must compete with multinationals for top talent while navigating strict compliance demands and expanding digital requirements. As a result, senior executives are rethinking everything from hiring models to leadership development pipelines. Key strategies include: Leveraging immediate staffing solutions to fill high-impact gaps during transformation periods Rethinking team design to incorporate more fluid, project-based roles alongside core leadership positions Investing in internal mobility and multilingual talent development to reduce reliance on external hires These approaches allow C-suite leaders to maintain agility while navigating Luxembourgs regulatory and operational nuances. They also support the broader goal of shaping a next generation workforce capable of sustained growth. Luxembourgs role in Europe as a financial and innovation hub gives its workforce transformation efforts broader relevance and places added responsibility on senior leadership. Executives here are setting standards that ripple across borders. C-suite leaders in Luxembourg are uniquely positioned to demonstrate how small markets can deliver big results through coordinated investment in people, policy, and technology. And that requires clear intent, strategic focus, and a willingness to partner differently. The Advantage of a Strategic Talent Partner As workforce transformation becomes central to business strategy, companies require more than transactional hiring support and traditional recruitment models. They need strategic talent partners who understand not just the market, but the performance pressures, and cultural dynamics driving executive decisions.A true strategic talent partner brings: Insight-led advisory based on market trends and talent analytics Consultative support to align workforce plans with business goals Deep knowledge of Luxembourgs regulatory and labour environment At Greenfield, we help senior executives and C-suite leaders build clarity in complex environments. Whether its through market mapping, leadership search, or immediate staffing solutions, our approach is rooted in understanding both the local talent context and the strategic ambition of our clients. Technology alone doesnt transform businesses. People do. In Luxembourg, the next generation workforce will be the engine behind digital growth, regulatory agility, and ESG delivery. Its time for senior executives to lead from the front. Discover Whats Driving Workforce Transformation in Luxembourg.

Artificial intelligence (AI) and automation are reshaping how we work, hire, and lead. In Luxembourg and across Europe, AI adoption is accelerating. From predictive analytics to smart automation in HR, AI and digital transformation go hand in hand. For senior executives, the pressure to transform is relentless. Yet amid the acceleration of AI-driven transformation, organisational purpose and culture often become afterthoughts. How can we modernise operations, while ensuring our organisational identity is anchored in clarity, cohesion, and human-centric values and stays true to long-term vision? Jump To: Understanding the Impact of AI-Driven Transformation Aligning AI and Digital Transformation with Organisational Purpose Hiring Beyond Technical Skillsets Expanding the Role of Human-Centric Leadership Understanding Whats Possible Choosing a Talent Partner for Purpose Understanding the Impact of AI-Driven Transformation AI-driven transformation is influencing nearly every function of the modern enterprise. From customer engagement and operational efficiency to product innovation and workforce planning, AI has moved beyond the back office to become a front-line enabler of strategic growth. In operations, AI is automating complex workflows and accelerating data-driven decisions. In finance, algorithms help forecast risk and streamline reporting. In HR, AI tools are enhancing recruitment processes, identifying skills gaps, and personalising employee development paths. Across sectors, organisations are integrating digital transformation using AI to improve service delivery, scale faster, and respond with greater agility to market changes. However, this transformation also creates organisational strain. Rapid change introduces uncertainty, increases the potential for cultural misalignment, and demands new leadership capabilities. Navigating AI and digital transformation means balancing innovation with cohesion to ensure performance gains do not come at the expense of identity or resilience. Aligning AI and Digital Transformation with Organisational Purpose Digital transformation using AI should serve your businesss mission, not replace it. Purpose-led companies perform better in periods of disruption, offering stability in how they communicate, hire, and lead through uncertainty. Achieving this means co-developing AI alongside business strategy, not in isolation. When purpose is embedded in technology adoption, organisations avoid reactive implementation and instead craft a transformation narrative that staff and stakeholders can understand and support. This is especially important in Luxembourgs multilingual, regulated, and competitive environment. Companies here must navigate a fine balance: harnessing the efficiency gains of AI and automation, while building inclusive, values-based workplaces. Leadership teams need to be intentional in aligning AI-driven transformation initiatives with brand values, diversity goals, and employee experience. Hiring Beyond Technical Skillsets As automation reshapes the nature of work, leadership teams must rethink who they hire and why. While technical skills are important, future-ready teams will be defined by their ability to adapt and collaborate. Adaptability and cross-department cooperation is facilitated by shared values and cohesive culture.Attracting and retaining professionals with shared values and critical soft skills requires shifting from traditional hiring to purpose-aligned hiring. AI HR tools can streamline the identification of competencies, but it is up to human leadership to assess cultural fit and long-term potential. Leaders must as themselves is they are building a workforce that supports their strategy or one that simply executes tasks? As AI change management becomes embedded in core functions, hiring for mission, not just mastery, will distinguish resilient organisations. Expanding the Role of Human-Centric Leadership As organisations evolve through AI-driven transformation, the role of leadership itself must also transform. Senior executives are decision-makers and the stewards of organisational culture. This dual role provides the catalyst for purpose-driven innovation. In environments of accelerated change, it is leadership empathy, clarity, and vision that anchor teams. Incorporating AI may optimise processes and push productivity, but maintaining team morale and alignment still depends on direct, human leadership. This is especially true in diverse, regulated markets like Luxembourg where authenticity and inclusion matter as much as operational efficiency. Executives must ensure that as digital transformation using AI advances, the human experience of work does not diminish but deepens. Understanding Whats Possible Within Luxembourgs business landscape, several high-profile companies offer compelling examples of purpose-led hiring, cultural understanding, and digital transformation in action. Vodafone Luxembourg has managed to integrate AI and automation into its operations while preserving a strong local identity. Their commitment to creating an inclusive, dynamic workplace exemplifies how AI for HR can complement a values-driven culture rather than compromise it. Waystone Luxembourg shows how strong leadership anchored in clarity and values can maintain company culture during periods of rapid digital scale-up. Their experience underlines the importance of embedding purpose into AI change management to maintain team cohesion and morale. Swiss Re illustrates how technology and business strategy can co-exist when intentionally shaped by executive vision. The firm has effectively leveraged digital transformation while staying true to its brand ethos, attracting purpose-driven talent through a clear employer value proposition. These companies reflect what is possible when senior leadership prioritises intentionality over urgency. They demonstrate that AI-driven transformation does not have to mean cultural compromise. Instead, it can be a lever for strengthening identity, engagement, and long-term growth. Choosing a Talent Partner for Purpose AI-driven transformation requires partners who understand more than just job specs. Strategic talent partners must help translate business purpose into hiring strategies that support long-term goals. This means advising on: Employer brand positioning in a digital-first market Leadership search aligned to transformation priorities Team design that reflects organisational values and future vision Greenfield helps business leaders across Luxembourg align their people strategy with AI-driven digital transformation efforts. We specialise building leadership pipelines that support both immediate priorities and long-term cultural resilience. Our approach to AI for HR balances tech-enabled efficiency with insight-driven advisory, ensuring that each hire reflects both performance criteria and purpose alignment. Sustainable performance stems from purpose, not just productivity. As AI-driven transformation accelerates, executives must lead with intention to shape organisational change through people, not around them. Lead through Change with Purpose.

Legal and general corporate governance leaders face a delicate balancing act. They must drive strategic oversight, ensure compliance, and deliver on ESG commitments while keeping legal department structures lean and cost-efficient. With Luxembourg known for its progressive stance on sustainable finance and robust cross-border regulation, this challenge is especially pronounced. The ability to meet these expectations without overextending resources lies in the right talent mix. Forward-thinking leaders are evolving their governance team structures to be more agile, incorporating a strategic blend of permanent experts and on-demand talent. The goal? To support operational resilience governance while staying aligned with fast-changing regulatory and stakeholder demands. Jump To Section: Why the Right Talent Mix Matters Designing a Modern Governance Team Structure Aligning Hiring Models to Real-World Governance Needs Risks of Not Adapting Futureproofing Without Overbuilding How Greenfield Enables Agility Why the Right Talent Mix Matters Luxembourgs commitment to ESG and regulatory evolution is putting pressure on governance leaders to be adaptive, responsive, and consistently high performing. But lean legal department structures often struggle to flex at pace. Instead of defaulting to fixed headcount increases, leaders must revisit their team governance structures to identify opportunities for scalability. This includes building succession pipelines while retaining access to specialists for immediate, time-sensitive priorities. From GDPR audits to cross-border fund structuring, the ability to scale legal expertise on demand is increasingly linked to organisational resilience. At a strategic level, this shift reflects broader trends. Macroeconomic volatility, heightened investor scrutiny, and the acceleration of digital transformation are forcing organisations to reconsider how their legal and governance teams contribute to enterprise agility. The ability to recalibrate team governance structures quickly, while maintaining rigour, is now a hallmark of successful leadership. Designing a Modern Governance Team Structure A modern governance team no longer functions well with a static hierarchy. Instead, legal and general corporate governance functions are integrated more closely with finance, IT, risk, and sustainability teams. These dynamic networks ensure joined-up thinking across compliance and strategy. Structures are increasingly matrixed, with leaders overseeing legal risk but also digital resilience, stakeholder reporting, and ethical conduct.This approach demands new competencies. Digital governance capabilities, cross-border advisory skills, and fluency in ESG disclosure standards are all in high demand. At the same time, effective legal department structures must ensure resilience through redundancy, building depth into key areas without locking in unnecessary fixed cost. Aligning Hiring Models to Real-World Governance Needs To create a resilient and flexible legal and general corporate governance team structure, its essential to match hiring models to your business needs. Contingent Hiring Highly effective for everyday permanent roles within organisations. Unlike temporary or project-based arrangements, contingent hiring represents standard recruitment practices for ongoing positions. For example, when expanding departments or replacing departing staff, organisations rely on contingent hiring to maintain operational continuity. This approach allows companies to build and sustain their permanent workforce, ensuring consistent delivery of core business functions while developing long-term institutional knowledge and team stability.Engaged Search Suits niche hiring needs. For instance, a Luxembourg-based firm preparing for CSRD compliance may seek an ESG disclosure expert with a rare skillset. By engaging a search partner, the business can secure talent quickly while ensuring alignment with its team governance structure and sustainability goals. Retained Search Best applied to senior appointments such as General Counsel or Legal Director appointments. These individuals are pivotal to setting governance direction and managing board relations. For example, a multinational may choose a retained model to ensure cultural alignment and leadership capability in their new Head of Legal, a role central to their legal and general corporate governance maturity. Immediate Staffing Solutions Essential for managing regulatory spikes or complex events like MA and internal investigations. During GDPR enforcement actions, companies may rapidly onboard privacy compliance contractors through immediate staffing solutions to navigate deadlines and mitigate reputational risk. This flexible deployment safeguarded operational resilience governance during a high-pressure period. These use cases illustrate the importance of aligning legal talent strategy to current business scenarios, not simply by function, but by impact. Risks of Not Adapting Failure to adapt legal and general corporate governance department structures to todays realities carries tangible risks. Organisations that maintain rigid, legacy team governance structures often suffer from compliance fatigue, slower reaction times, and higher turnover among overstretched staff. In high-stakes sectors like financial services or regulated funds, this can translate into reputational damage, missed deadlines, or regulatory fines.Strong coordination across these functions, rather than operating in silos, enables faster and more informed responses to regulatory challenges. When legal and governance functions are well integrated into broader ESG and enterprise planning structures, they become significantly more responsive. In fact, 59% of governance leaders say that more connected ESG functions improve confidence in compliance and governance decision-making. Operational resilience governance depends not only on process and technology, but on people. When legal teams lack the flexibility or capacity to meet emerging demands, the risk profile of the organisation rises exponentially. Futureproofing Without Overbuilding The goal is not simply to grow legal headcount, but to future-proof department structures in a way that enhances operational resilience governance. This means: Creating role clarity around permanent vs. project-based capacity ensuring that your team governance structure is capable of both stability and rapid scale-up when necessary. Leveraging workforce planning to go beyond reactive hiring to actively anticipate regulatory, technological, and market-driven skill needs. Engaging recruitment partners who not only understand the legal and general corporate governance landscape but can provide fast, precise access to the right talent. Legal and general corporate governance leaders who take this approach are better equipped to respond to disruption, capitalise on opportunity, and maintain both compliance and competitive advantage. How Greenfield Enables Agility Greenfield supports legal and general corporate governance leaders in building flexible, high-performing teams tailored to Luxembourgs regulatory landscape. Our approach starts with a consultative hiring strategy, ensuring talent needs are aligned to both risk exposure and commercial growth priorities. We draw on extensive market reach across legal disciplines, connecting organisations to both permanent candidates and specialist professionals available for immediate deployment.What sets us apart is our structured recruitment process, designed to provide time-to-hire clarity and reduce decision friction at every stage. Our method ensures each hire is aligned to your team governance structure and resilience strategy whatever your requirements. Whether the need is permanent recruitment, on-demand expertise, or immediate staffing solutions, Greenfield delivers with insight, precision, and speed. Learn How Leaders Build the Right Talent Mix.

Im having problems with job interviews. I have 10 years experience and a solid cv. I get invited to job interviews but I get extremely nervous. I come across as someone who is uncomfortable in social situations, I am unable to formulate my phrases as I would like to and I end up underselling myself. In reality, I am sociable and find it easy to make conversation with new people. When Im in an interview, I feel a huge amount of pressure for them to like me and my cv and I feel like I am being judged. Will I ever find a new job? Firstly, take comfort that what you are experiencing is not unusual. The process of presenting yourself in interview is a challenging and stressful event; but you can increase your chances of success by following some helpful tips:Preparation is key just as you would rehearse and prepare for the challenges you would face in a recital of music or academic exam, you should do the same prior to every interview you have planned. Not only will this enable you to put the odds in your favour of performing well on the day, it will also give you valuable confidence to conduct yourself in the most fitting way.Mindset is king a positive and calm mindset will give you boundless advantage. You clearly have a good stretch of relevant proven experience, but you need to combine this knowledge with the demonstration of resilience and balance of personality. If you can treat an interview as a structured conversation in which both parties are equal this will give you a key phycological advantage. Treat every interview as a personal exploration dont just go prepared with a list of questions to ask at the end try and build your curiosities into the discussion and strike conversation as a result this will give you an edge.Confidence in interview can be gained by mitigating the risk of the unknown. There are multiple websites where you can find typical interview questions. Spend time to build your personal competitive advantages; what are your characteristics or traits that you can link to the successes in your career until now? Be clear in your mind about where you are going in your career, what is motivating you by this potential change of employer and how does this link into your career aspirations? Self-awareness is essential, and executed sincerely will impress your interviewer.Pro-tip consider that most interviewers will not professionals in the HR field they too will likely be a little anxious in the interview context!Dont be disillusioned if you have not yet been successful in your search. Remember the interview process is a structured game of confidence and personal presentation. Put yourself at the center of your own marketing campaign and you can become the most attractive prospect you can be.Courtney CharltonGreenfield Luxembourg

Introduction: A Market Redefining Itself The past three years have reshaped Luxembourgs talent landscape in ways few anticipated. After a deep freeze in 2023 and a tentative recovery throughout 2024, the market in 2025 has regained momentum, but in a far more controlled and deliberate manner than before. Across the asset management, financial sector and wider economy, a consistent theme has emerged in our conversations with senior leaders: hiring has returned, but the urgency has not. The era of aggressive competition and rapid-fire offers has given way to a much more measured approach, where the focus has shifted decisively toward securing individuals who genuinely influence outcomes. This report brings together the strongest insights from our direct perspective and reflects the candid views shared by business and HR leadership in the second half of 2025, navigating a market that rewards precision, readiness and a new way of thinking about talent. How 2025 Actually Played Out A Year of Activity, But Marked by Volatility. There is a broad consensus that 2025 has been an improvement on 2024. According to Greenfields new vacancies data - more mandates were created (+29 percent on 2024), particularly in the spring, and movement across mid-level finance, governance and legal roles accelerated. Yet the year has been characterised by striking inconsistency. Periods of high demand were often followed by weeks of relative stillness, and the summer months were notably subdued, with many organisations postponing decisions longer than usual.Recruiters and hiring managers alike describe the year as one defined by peaks and troughs, reflecting a market that has not yet established a stable rhythm. Cautious Optimism Defines the Mood Despite solid market performance and ongoing deal activity, confidence across the financial sector remains cautious. Liquidity constraints, sovereign debt and geopolitical uncertainty continue to exert a subtle but persistent influence on hiring behaviour.As one banking executive remarked, We keep waiting for the music to stop, but it keeps playing. This neatly encapsulates the prevailing sentiment: cautiously forward-moving, yet consistently aware of risk.

Navigating the Challenges and Opportunities of Simplified Right to Work for Third Country Nationals in Luxembourg Third Country Nationals in Luxembourg Under the Law of 7th August 2023, and amending the law of 29 August 2008 on the free movement of persons and immigration, Starting September 1st, 2023, businesses employing third-country nationals in high-demand professions, which are those facing shortages of labor in the EU market, will no longer undergo a labor market test. Instead, they can swiftly obtain approval from the Employment Development Agency within five working days upon requesting permission to hire these individuals. Formerly, such companies were required to wait for a labor market test lasting three weeks or more before receiving certification which often was prohibitive to progressing third-country nationals to an offer of employment. High demand professions: The specific professions considered as high-demand in Luxembourg may vary based on the country's economic needs, industry trends, and demographic factors. A complete current list is available at Legilux.public.lu however they span across all sectors, from hospitality, IT, healthcare and unsurprisingly, finance. Employers wishing to employ third-country nationals for roles outside of these defined functions will still require undergoing a lengthier formalisation process. Opportunities: Attracting Talent: Luxembourg has a skills shortage; this is without question. Even today, in an economic squeeze, we observe full employment and a continued war for talent within certain segments of the market. Simplifying the access to overseas talent will open-up new avenues of exploration for some employers and should be considered as beneficial to the nation. Accessing this talent effectively will remain a challenge and will require a paradigm shift in talent acquisition strategy for both HR leaders and external consultants. Economic Growth: Enabling greater access to the market will naturally stimulate the acquisition of formerly unreachable talent; this may in turn my encourage foreign investment and domestic entrepreneurship to select Luxembourg as a base market where this would otherwise have not been the case. There are various sectors of development that the Luxembourg state has committed to support which may also benefit from this drive. An influx of formerly inaccessible talent may contribute to the development of emerging industries and enhance the country's competitiveness; a topic of considerable significance. Cultural Diversity: Luxembourg is a melting-pot of diversity. This is not a new concept and it is arguably one of our richest national characteristics. We are excellently positioned to embrace an ever more diverse workforce and continue to foster cross-cultural exchange. There is no doubt that Luxembourg is a leader in leveraging strength through diversity and is debatably a beacon of this enhancement within a wider European context. Challenges: Strain on housing stock: Luxembourgs robust population growth in the last decade of around 2.0% annually continues to strain existing provisions. Despite efforts to increase housing supply, Luxembourg continues to face shortages and therefore a spiraling rental market. The intended desire to increase the population by stimulating the ease of access to the employment market will without doubt further exacerbate this topic. Without an ample supply of affordable housing schemes and a more substantial public transport system outside the City and principal urbanisations, will surely lead to further strain on a very vulnerable system even further. Integration and Social Cohesion: Ensuring the smooth integration of expatriates into Luxembourg's society poses a significant challenge. Language barriers, cultural and religious differences can lead to a progressive erosion the existing social structure of the country. This is commonly understood to already be the case and further work must be undertaken to ensure that ample provision of common services and resources to cater for a wider spectrum and growing population of non-European immigrants. This is a substantial challenge facing such a small and traditionally conservative country as Luxembourg. Labor Market Dynamics: The loosening of right to work requirements will arguably stimulate competition in the labor market. Luxembourg which has long walked a narrow path of being both competitive in an international context, but also offering an enviable economic advantage to its labour force is exposed to shocks associated with a sudden oversupply of incoming labour. Luxembourg must strike a balance between leveraging foreign talent to enable growth but equally to safeguard salary stability and job security for the domestic labour pool. This requires proactive labor market policies including ongoing training and upskilling initiatives across all industries. The practicalities of elegantly managing incoming offers of labour from a new third-country population will be a challenge. Markets are highly connected and information travels fast. There is already very substantial interest from would-be labour from all continents. Nuance and cultural understanding of Luxembourgs norms are however learnt and not inherent. Frustration by parties on either side the employment offer may become evident. On one hand there is now in principle, little restriction for overseas immigrants to obtain employment in Luxembourg, we are after all offer a highly attractive market with the highest minimum wage in the EU, but on the other, there are practical realities of possessing the necessary relevant skills, language and cultural norms that all come to make an employment relationship work. Employers will need to be prepared for this challenge it will be both sensitive and time consuming. Employer branding may be challenged, and special attention must be observed to ensure equal opportunities for all qualified applicants. A joined-up approach with both industry and the Employment Development Agency should be actively sought; only with this joined-up approach will there be the necessary policy and progress achieved. Courtney Charlton 13/2/24 First published AGEFI Luxembourg Feb 2024

We dont need any introduction to the Covid pandemic. Its immediate impact, by necessity blurred the lines of our home and place of work. It forced us to without planning or consultation to extend the sanctuary of our home lives and to form makeshift workplaces. Many of us struggled with this, others found a sense of liberty in its imposition. What is for sure though; Pandoras box has been opened. Its knowledge has forced us as employees and employers as to ask big and ongoing questions of what we are willing to accept as the right balance of home work and office life . Remote working has emerged as a game-changer in the world of talent acquisition. As organisations continue to adapt to a new normal, the traditional boundaries of recruitment have blurred, opening up a world of opportunities for both employers and employees. In Luxembourg, renowned for its culturally diverse international business landscape, remote and hybrid working has reshaped talent acquisition strategies. However, it seems that despite this evolution a recent survey conducted by JLL, identifies that there remains is a disconnect between the needs of employees and the expectations of employers when it comes to hybrid and remote working. Remote Hybrid Working in Talent Acquisition: Remote working can offer, in context, numerous benefits for the acquiring company. Employers are able to expand the talent pool by allowing access to a diverse range of candidates beyond geographical constraints. Moreover, reduced office occupancy (said to be at less than 40% according to one study) promotes cost savings through reduced office space requirements and direct overhead expenses. As a side note there has been a tangible shift in the Luxembourg markets office real estate sector; patterns and trends are proving this shift in demand. There are arguments to suggest that a generous home working policy also significantly increases employee satisfaction and ultimately engagement. A content workforce, is, after all a productive one. Challenges and Considerations: Yet, despite its benefits, remote and hybrid working poses challenges for talent retention. One of the primary concerns is maintaining team cohesion and fostering a sense of belonging among remote, and frequently at home-office workers. Moreover, remote working may blur the boundaries between work and personal life, leading in some scenarios to reduced productivity if not managed effectively. Addressing these challenges requires the attention of leadership and the implementation of a sensitive and ever evolving approach to talent acquisition and remote work management. Perspectives in the Real World There are polarized schools of thought on this topic. However in our observation whilst almost all organisaions now require employees to be present in the office, by our estimates, c.70% of firms in the Luxembourg funds and wider financial services market have opted to pursue a hybrid policy, typically with a maximum of two days per week at a home office. Yet despite the direct reduction in some costs, often this arrangement is made not by choice, but by a sense of necessity.I speak to leaders of Luxembourg organisations for a living. There is a common quandary often summerised as follow: I know that overall, my business benefits from a physically present workforce, however the resultant loss of my competitiveness to attract talent in a challenging labour market is forcing me to reluctantly offer a hybrid working model. From the employers perspective, there is still a real concern that the hybridisation of work will frustrate both direct productivity and the cultural and social fabric of the organisation. This tells us that despite the headline opportunities for a hybrid working model, there is a common consensus that it is not aways to the advantage of the employer. There are outliers however, typically those who are structurally conservative institutions, many have taken a hard line and operate a zero home working policy. They often take the view that despite a loss of competitiveness in their resourcing efforts that the benefits of opting for a pre-Covid working arrangement outweighs the risks.Whilst the labour market remains as robust as we become accustomed to, I foresee that flexible working strategies will, despite the numerous risks, will remain as going concern. This is therefore another tool that organisations are using to provide a competitive advantage in their talent acquisition planning.First published AGEFI March 2004Courtney CharltonCourtney is co-founder of the Greenfield Luxembourg (2008) and has been active in the Luxembourg financial services and funds industry since 2006. Currently leader of Greenfields search practice. As a recruitment and executive search subject matter expert, Courtney has personally completed more than 500 successful appointments throughout his twenty-year recruitment career.

Organisations continue to face the inherent challenges of a competitive job market; identifying and retaining top talent is a pivotal exercise for all modern companies. It is not unsurprising with this backdrop that in the advent of predictive analytics powered by artificial intelligence (AI) and machine learning, many larger firms have actively implemented technology that enables data-driven hiring decisions that promises to optimise candidate success and retention. As a professional recruiter I caution this topic with large dose of hesitancy. The theory is: traditional recruitment methods often rely on subjective assessments and gut instincts. It is said that this can lead to inefficiencies and mismatches between the candidate appointed, their respective job role, and cultural fit. The promise is that predictive analytics powered by artificial intelligence reduce these subjectivities. By leveraging vast amounts of historic data (related to candidates, employers, and job functions) they can identify correlations and trends that indicate probabilities of a given candidates success and retention and thus lead the hiring party to make talent acquisition decisions based upon a highly data-driven model. Whilst there are some notable opportunities in using AI to aid a recruitment process (efficiency, diversity, accuracy, and strategic talent management) where the use of technology is ill planned and executed without sufficient finesse, sensitivity, and temperance, I believe that there are significant long term negative consequences related to the introduction of bias and consequently, hiring discrimination. This has become a topic of debate with much anecdotical evidence demonstrating that the adoption of algorithmic tools has caused both inefficiency and in many cases taking what should be a human experience of hiring a future employee and turning it into what can be likened to an experience on a dating website. This is in its most optimistic sense highly impersonal, and at its extreme simply immoral. There is a real risk of systematic and unfair favoritism or prejudice that can (and does) influence algorithmic decision-making in talent acquisition initiatives. These biases can manifest in various forms, however, here are a few to consider: Historical Bias: AI algorithms are trained on historical data that may perpetuate and, in fact, magnify existing biases present in a companys hiring decisions. If historical data reflects systemic inequalities in former recruitment practices, AI models will probably reinforce these biases. Data Bias: Biases can also arise from the quality and representativeness of the data used to train AI algorithms. If training data is skewed or unrepresentative of the diverse population of job seekers, algorithms may produce biased outcomes that disproportionately disadvantage (or by extension provide advantage to) certain demographic groups. Consider, when applied to its fullest level of execution, AI will preselect without compromise only according to its trained criteria there are no opportunities for a qualitative decision; nor are there likely the means for a job seeker to challenge a decision executed. Algorithmic Bias: Due to the complexity of modeling human behavior and preferences, the programming of algorithmic code can in fact become invertedly bias. Factors such as feature selection, weighting, and decision thresholds can introduce unintended biases into AI driven decision-making processes. Feedback Loop Bias: Biased outcomes generated by AI algorithms may perpetuate feedback loops that reinforce inequalities in a firms talent acquisition processes. For example, if certain demographic groups are consistently overlooked or rejected by AI-driven tools they may be perpetuated in the algorithm of selection. AI has the potential to enhance talent acquisition by improving efficiency and facilitating data driven matches between candidates their job function and organisation. However, the potential for inhuman decision making can be very unfair. Organisations would be wise to address concerns related to bias and thus potential discrimination. There are further various considerations surrounding data privacy and transparency that need to be carefully monitored to ensure the ethical and responsible use of AI in recruitment initiatives. Predictive models require ongoing refinement and validation to remain accurate. User companies should therefore establish mechanisms for ongoing monitoring and evaluation of AI talent acquisition systems to detect and address emerging biases or disparities. Diversity is king for many organisations, lets ensure that this is not neglected. First published in AGEFI May 2024 Courtney Charlton

The Greenfield Conversation Episode 2 I sat down with Ami Nagata, Managing Director of Zodia Custody, to talk about her personal journey to executive leadership, the Crypto industry and her personal philosophies on leadership and personal development. Thanks to Ami Nagata - Zodia Custody for your insights and compelling approach to life - its a great watch! The Greenfield Conversation explores the personal journeys behind leadership in Luxembourgs financial ecosystem.

The Greenfield Conversation Episode 1: Johan Van den Berg, Group CEO, Ancorius In this insightful discussion, we explore what it means to build a client-centric business in Luxembourg, how to develop high-performing teams, and the leadership mindset required to thrive in a fast-moving financial ecosystem. Johan shares lessons from his own journey, the importance of trust and talent, and why staying close to clients is the foundation of lasting success. The Greenfield Conversation dives into the personal journeys behind leadership in Luxembourgs financial, funds, and digital-asset sectors. Real experiences. Honest insights. Lessons worth sharing. #GreenfieldConversation #Leadership #Luxembourg #FinancialServices #Ancorius #CareerJourneys

Securing the finance talent essential to enterprise transformation has become a defining challenge for executive leadership. With over 80% of CFOs engaged in major digital finance transformation and 96% prioritising AI integration, talent is no longer a support function, it is a strategic lever. And yet, without the right people in place, transformation falters. Winning the race for finance talent is not about volume, its about precision, speed, alignment, and execution. Heres how high-performing organisations consistently out-recruit and out-perform their competitors. Jump To: Aligning Strategy, Leadership, and Talent Speed and Structure Define Competitive Advantage Executing a Multi-Channel Talent Strategy Investing in an Authentic Employer Value Proposition Using Data to Enable Strategic Workforce Planning Building a Pipeline, Not Just Filling Gaps Partnering with Strategic Talent Advisors Avoiding Common Pitfalls in Talent Strategy Aligning Strategy, Leadership, and Talent Sustainable transformation is built on alignment; between corporate strategy, leadership intent, talent architecture, and organisational culture. Forward-thinking CEOs ensure their finance hiring frameworks reflect these strategic imperatives. This requires: Appointing finance leaders who drive, not just manage, change. Attracting talent that is future-focussed and commercially attuned. Cultivating a culture that enables innovation, collaboration, and pace. Organisations that align leadership and talent with enterprise objectives dont just fill roles; they build performance capacity. Speed and Structure Define Competitive Advantage In todays talent market, decisiveness is a strategic differentiator in the race for finance talent. Top-tier candidates are often in-market for mere weeks, not months. But speed without structure risks misalignment. High-performing companies operate disciplined, well-structured hiring processes that deliver: Clear role definition from day one. Aligned decision-making and governance. Accelerated shortlisting without compromising on quality. This clarity and pace projects confidence, reinforcing the organisations attractiveness and reducing friction in the hiring process. Executing a Multi-Channel Talent Strategy Elite finance teams understand that a single route to market is no longer sufficient. They deploy multi-channel talent strategies aligned to the context and criticality of each hire.Greenfields model reflects this approach: Immediate Staffing Solutions For urgent, short-term capability uplift. Contingent Recruitment High-volume, speed-driven hiring. Engaged Search Precision hiring for mid-senior professionals. Retained Search Strategic mandates for transformative finance leadership. Each route is a tool. High-performing organisations understand whenand howto deploy each one to extract maximum value. Investing in an Authentic Employer Value Proposition Todays finance professionals seek more than compensation; they want mission alignment, career growth, and authentic culture. An effective Employer Value Proposition (EVP) articulates these elements with credibility and consistency.Best-in-class employers: Embed EVP messaging across the candidate journey. Align EVP with team culture, learning pathways, and leadership. Deliver consistently on what they promise, both internally and externally. EVP is not a brand campaign. It is a strategic tool that, when used well, becomes a magnet for top-tier finance talent, in both the attraction and retention process. Using Data to Enable Strategic Workforce Planning The most sophisticated organisations bring rigour to hiring through recruitment analytics and workforce planning. Metrics such as time-to-hire, source conversion, and acceptance rates inform continuous optimisation.But leading organisations go further: Use data to track candidate retention by channel. Diagnose process friction based on candidate drop-off points. Predict future workforce requirements through modelling internal mobility and succession risk. This shift from reactive hiring to predictive workforce planning enhances alignment between recruitment and long-term business strategy.Building a Pipeline, Not Just Filling Gaps With 50% of roles set to undergo significant skill shifts by 2027, high-performing organisations think pipeline, not placement. They invest in: Early identification of skill gaps and future capability needs. Structured internal development and external market engagement. Long-term relationships with passive and emerging talent pools. This proactive approach ensures continuity and agility, regardless of market conditions or leadership changes. Partnering with Strategic Talent Advisors In a talent-constrained environment, the calibre of your recruitment partner can define your success. Strategic partnerships with specialist finance recruiters deliver: Real-time market intelligence and benchmarking. Rigorous, insight-led hiring methodologies. Advisory alignment on team structure, succession, and capability. At Greenfield, we partner with C-suites and boards, not just to place candidates, but to engineer finance functions fit for transformation. Our model is built for strategic alignment, not transactional hiring. Avoiding Common Pitfalls in Talent Strategy Even high-performing organisations can falter by overlooking critical risks: Delayed decisions diminish candidate confidence and employer credibility. Internal misalignment slows processes and undermines impact. Lack of market responsiveness weakens competitiveness. Poor candidate experience erodes brand equity. High-performing teams not only avoid these pitfalls, they proactively design systems to eliminate them. The Strategic Imperative In the race for finance talent, the winners are defined by clarity, conviction, and capability. CEOs who champion structured, insight-led hiring build finance teams that are not only fit for todaybut engineered for tomorrow.Discover how to future-proof your finance function with Greenfield.

In todays relentless climate of change, the pressing question for every CFO and Head of Finance is: Is my finance function truly future-ready? The answer shapes enterprise resilience and competitive advantage. As generative AI, automation, ESG regulations, and rapid regulatory shifts reshape the landscape, finance leaders must respond decisively. Generative AI alone is projected to deliver $200 to 340 billion in annual productivity gains within the banking sector alone. Meanwhile, Luxembourg, already in the EUs top three financial hubs, is strategically targeting being Europes leading innovation centre by 2030. Success demands a finance organisation that is resilient, adaptive, and fundamentally engineered for strategic foresight, insight-driven execution, and genuine value creation. Jump To: What Future-Ready Finance Really Means Why Act Now? The Skills that Count Building a Future-Ready Team Future-Ready Finance Starts Here What Future Ready Finance Really Means High-performance finance teams are evolving: embedding digital transformation across the ecosystem, and blending talent, technology, and insight within their core. True future readiness isnt just about tools; its a leadership mindset, defined by measurable outcomes, strategic agility, and cultural dexterity. Four hallmarks of leading finance functions: AI-Enabled Performance Management While a recent BCG study noted an average 10 % ROI from AI investments in media, top finance teams are achieving sustained value by leveraging AI for forecasting, scenario modelling, and performance management automating processes and improving both speed and accuracy of decision making. Agility Future-ready finance teams can pivot efficiently in response to internal shifts or external disruptions. Lean processes, rapid decision cycles, and dynamic resource allocation equip them to anticipate change rather than react to it. Digital Capability with Measurable ReturnsLeading organisations are deploying cloud consolidation, intelligent automation, and analytics tools to accelerate close cycles, sharpen forecasting, and improve transparency. For example, Banco Santander attributes record profits to its tech platforms, including Openbank in the US. Yet, nearly half of AI use in financial services today occurs in back office roles, signalling significant upside in customer-facing innovation.Strategic Advisory Mindset Finance now plays a proactive role in strategic business debates supporting MA decisions, product strategy, and ESG trade-offs. Future-ready finance functions dont wait for invitations to the C suite; they drive those conversations.Why Act Now? Leading organisations are already gaining through transformation optimising productivity, retaining talent, and enhancing strategic influence. By contrast, delay carries growing consequences. Slow adopters face higher attrition, escalating recruitment costs, and weakened internal credibility, shifting from strategic leaders to reactive order takers. Innovation lag isnt passive; its exposure to sustained risk. Although 79% of global CFOs believe AI is transformative, only 24 % have embedded it within core processes. Those that have report finance functions that are 2.4 more productive and 2.5 more profitable. Barriers remain in the form of legacy systems, skills shortages, and unclear ROI, but leading finance heads are bridging the gap by launching pilots, refining recruitment, investing in reskilling, and insisting on vendor accountability. The Skills That Count A diversity of perspective, across experience, background, and thought, is essential for navigating complexity, fostering innovation, and driving transformation. Its therefore critical to refine recruitment processes to attract diverse, future-ready finance talent. Demand for AI- and cloud-related skills is rising+14% and +13% respectivelyhighlighting clear capability gaps that demand attention. Todays finance professional blends: Data fluency AI comfort Strategic insight Business partnering capability Building a Future-Ready Team At Greenfield, we partner with finance leaders to architect and build finance teams that are transformation-ready; capable of delivering both immediate impact and long-term result. Our approach includes:Strategic Capability Audit Begin with an objective assessment of technical skills, digital fluency, leadership potential, and adaptability. Map your current team against anticipated needs (e.g. AI integration, ESG, business partnering), and identify capability gaps.Target High-Impact Hires Focus on roles that catalyse transformation, including FPA specialists, AI-savvy controllers and data-centric finance business partners. These professionals not only bridge capability gaps, they raise the bar across the team.Embed Succession Planning Cross-training builds resilience, redundancy, and shared fluency. Succession planning secures business continuity, mitigates key person risk, and supports career progression, boosting engagement and retention.Develop Strategic Recruitment Partnerships A specialist partner like Greenfield offers more than candidate accessit delivers market insight, strategic guidance, and structured hiring that lowers risk and enhances outcome quality. Our methodology is designed to support interim needs or long-term leadership mandates. Implement Scalable Hiring Frameworks Modular recruitment models adapt to need: Immediate staffing for urgent priorities; contingent recruitment for everyday hiring; engaged search for specialist mid-senior hires; retained search for transformative leadership. Greenfield ensures structured, aligned, and strategic hiring at every level.Future Ready Finance Starts Here To thrive in an era of accelerated digital change, finance leaders must transform their function from cost centre to strategic value partner. The foundation? Strategic hiring, structured planning, and continuous capability building. Ready to start? Discover how Greenfield can help you build a finance team engineered for tomorrow.

Why Having a Career Plan is Essential to your Professional Growth In today's fast-paced and ever-evolving professional landscape, the importance of having a career plan cannot be overstated. Whether you're just starting out or you're a seasoned professional, having a clear vision of where you want to go and how you plan to get there is crucial for achieving success and fulfillment in your career. But why is a career plan so essential? Let's explore the the key reasons. Defining Your Career Goals The foundation of any successful career plan starts with clearly defined career goals. Ask yourself: What are your career aspirations? Where do you see yourself in 2, 6, or 10 years from now? It's important to consider whether your current career trajectory aligns with your ideal path. Are you working in the right area of your field of expertise or even in the right discipline? Are you on a corporate career path, or are you leaning towards consulting or advisory roles? Are you already in your chosen market or can your skills be better suited to an alternative environment? These are pivotal questions that help shape your career plan. Without clearly stated goals, finding the right path can be challenging. Sure, invariably you will need to study, or pursue professional qualifications and you will be wise to build a professional network and gain valuable transferable experience along the way. However, without a clear picture of where you are heading, you might end up on the right path by luck rather than by design. The Pitfalls of Not Having a Career Plan Surprisingly, or perhaps not, many professionals across various industries are rarely mindful of their career planning. This often leads to a rudderless journey where progress is a result of chance rather than a deliberate, desired outcome. When professionals lack a clear career plan, their advancement tends to be sporadic and opportunistic rather than structured and intentional. This lack of direction can result in a career that feels unfulfilling and stagnant. Professionals may find themselves drifting from one job to another, motivated primarily by short-term incentives such as pay raises rather than long-term career growth and satisfaction. This approach rarely leads to sustained success and can leave individuals feeling unmotivated and disengaged. The Power of a Structured Career Plan Conversely, when I meet individuals with a clear goal and a structured thought process about what they want to achieve, they stand out as compelling prospects for our clients. These individuals exhibit: Direction and Focus Having a career plan provides a roadmap for success. It gives individuals a laser focus and drive to achieve their goals. This direction ensures that every step taken is purposeful and aligned with their long-term objectives. Certainty and Belief Professionals with a career plan have certainty and belief in their objectives. They are not swayed by short-term opportunities that might offer immediate rewards but do not align with their ultimate career goals. This steadfastness is a key trait of successful individuals. Motivation and Purpose A well-defined career plan instills a sense of motivation and purpose. It gives professionals a reason to strive for excellence and persevere through challenges. Knowing what you want to achieve and actively working towards it brings a sense of fulfillment and satisfaction. Long-term Success When I reconnect with professionals who had a clear career plan early on, they have invariably succeeded. Their structured approach to career planning and their unwavering focus on their goals have propelled them to achieve significant milestones in their careers. Crafting Your Career Plan Creating a career plan involves several key steps: Self-Assessment Start by assessing your strengths, weaknesses, interests, and values. Understanding what drives you and where your true passions lie is essential for setting meaningful career goals. Setting SMART Goals Set Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals. These goals should be clearly defined and broken down into short-term and long-term objectives. For example, a short-term goal might be to obtain a particular certification, while a long-term goal could be to become a senior executive in your field. Research and Networking Conduct thorough research on the industry and roles you are interested in. Networking with professionals in your desired field can provide valuable insights and help you identify the skills and experiences needed to achieve your goals. Continuous Learning and Development Commit to continuous learning and development. This could involve pursuing additional qualifications, attending industry conferences, or engaging in professional development courses. Staying updated with industry trends and advancements will ensure you remain competitive and relevant. Regular Review and Adjustment A career plan is not static. Regularly review and adjust your plan based on your progress and any changes in your personal or professional circumstances. Flexibility is key to adapting to new opportunities and challenges that may arise. In Summary In essence, having career goals early in your career provides clarity, motivation, and a sense of purpose that are essential ingredients for success. By defining what you want to achieve and actively pursuing those goals, you increase your chances of realising your full potential and building a fulfilling and rewarding professional life. A career plan acts as a guiding compass, ensuring that you are always moving towards your desired destination, no matter what obstacles may come your way. In conclusion, investing time and effort into creating and following a career plan is not just beneficial but essential for professional growth. It empowers you to take control of your career trajectory, make informed decisions, and ultimately achieve the success and satisfaction you desire. So, take the first step today define your career goals and chart your path to professional growth and fulfillment. Courtney Charlton Original published in AGEFI June 2024

Winning the War for Talent: Addressing Client Pain Points and Elevating Recruitment Success The recruitment landscape is more competitive and complex than ever, with businesses struggling to attract, secure, and retain top talent. As a recruitment company, weve listened to our clients frustrations, observed recurring challenges, and identified actionable solutions to transform their hiring outcomes. Heres what weve uncovered and how clients can win the war for talent. The Common Pains of Recruitment Our clients challenges often boil down to a noisy and overcrowded market. With hundreds of unqualified applicants and limited time to screen effectively, many businesses feel overwhelmed. Budget constraints further complicate matters, limiting access to professional recruitment services that could lighten the load. Adding to this, discrepancies between HR and line management often lead to misaligned goals. HR teams may focus on budgets and process, while line managers prioritize candidate characteristics and skills, creating friction in decision-making. Moreover, limited expertise within HR or a lack of dedicated recruitment support means hiring managers are left juggling operational duties with recruitment execution. Common Complaints About the Luxembourg Labour Market Weve been reflecting on the most common frustrations of our clients when engaging with the Luxembourg recruitment market. Whilst many of these challenges are simply a product of the buoyant job market there are some practical recommendations that will help improve your chances of success in securing the most suitably talented people for your business: Accelerate Decision-Making: In-demand candidates are quickly secured in this competitive market. Streamlined processes and expedited decisions are critical. Prioritise Candidate Experience: A seamless and professional interview process from end to end - reflects positively on the organisation, enhancing its appeal. Align Compensation with Market Standards: Competitive remuneration aligned with industry benchmarks is essential to attract and retain talent. Develop a Robust Employer Value Proposition (EVP): Clearly articulate the organisations culture, mission, and opportunities to differentiate the role. Adopt Flexibility: Adjust working terms, be willing to train, and listen to recruiter recommendations to enable creativity in expanding your talent pool. Actively Engage in the Process: Avoid seeing recruitment as an event instead view each interview as a step in the process. Be patient, adapt, pivot and listen the realities of the market even if its not what you want to hear! Leverage Narrative: Craft a compelling organisational story that resonates with candidates and aligns with their aspirations. Engage Recruitment Expertise: Partnering with specialised professionals ensures access to market insights, tailored strategies, and optimal outcomes. Courtney Charlton February 2025