“All companies have the most resources at their disposal. The big variable is the quality of leadership: it is what determines why some companies fail, while others succeed”
(Sidney Boyden)


The  Headhunting or Executive Search  emerged in 1946 in New York. In that year, Sydney Boyden, who was working as a consultant in the United States, detected a market opportunity in the search and selection of executives. In an economic environment that was reviving rapidly after the Second World War, companies began to demand professionals and it was not easy to find them. To meet this demand, Sydney Boyden founded the company that bears his name and which is the origin of all the other Headhunting companies that subsequently emerged.

At ISDEC we know that the selection processes must be serious and effective, so it is necessary that they be well structured, communication must be clear, the treatment of information strictly confidential and the ethical process. These are the factors that make the difference.

Our selection process:

  • Previous meeting with the organization to understand their needs and define the Job Description.
  • Publication on different professional platforms.
  • We use our networking and parallel search in different social networks such as Bluestep, Linkedin and Xhing.
  • First contact with the candidates and communication of the phases of the process.
  • Interview process: assessment of skills and abilities.
  • Contrast of references: performance, skills and attitudes.
  • Closing: presentation of the report to the client.

The list of skills most demanded by our clients and in general by organizations:

Key skills for Managerial positions:

  • Leadership: unifying a team in the achievement of a goal with motivation and commitment is an innate ability of the best managers. For this, the leader must be able to discover and enhance the capabilities of those who make up his team.
  • Know how to delegate: a good manager must know how to delegate functions among the members of his team, making them responsible for the proper execution of tasks. To do this, you must know how to discern what tasks can be delegated or not.
  • Team building: do not confuse a group of workers with a “team” which must be organized, motivated and disciplined. A team must share achievements and failures, being able to put aside the individual spirit for the collective spirit. A leader must know how to communicate and exercise assertive communication.
  • Ability to solve problems: the main skill is to avoid them, anticipating the emergence of conflictive or problematic situations. Since this does not always happen, the manager must put into practice all the capacities to solve problems in the best possible way.
  • Resilience: it is the ability to positively adapt to adverse situations. A good manager will have to decide when and in what way difficult situations are transferred to the members of his team, motivating them to jointly overcome them.
  • Decision-making fluidity: Much of the manager’s time is used for decision-making, so optimizing the process will greatly contribute to its success. It is important to know how to control decision-making times, because out of time it could be a wrong decision.
  • Technical skills: management skills will be useless if the manager does not have a background of technical knowledge that allows him to supervise and distribute the work among the members of his team. It should also be a reference for your team, providing knowledge when necessary.
  • Emotional intelligence: a leader must have empathy, social skills and management and control of emotions, all these factors will generate a good work environment, motivation and satisfactory relationships that will strengthen the bonds of the team.
  • Vision and strategic thinking: a manager must be able to set priorities and design action plans to achieve their established objectives. The manager must be the strategist.
  • Change management: as Heraclitus said “everything flows, everything changes, nothing remains constant”. Managers must have the ability to lead changes.
  • Recognition and reward skills: recognition and reward will increase the motivation and involvement of the team to achieve the objectives established by its leader.

Key skills for Transversal positions:

  • Decision making: making decisions in an agile, informed and sensible way, not being indecisive, is a key skill for any job.
  • Commitment: being committed to our work, implies not requiring much supervision to give the best and fulfill the tasks entrusted in a reliable way.
  • Interpersonal communication: having good communication skills, both oral and written, is a highly valued quality in all areas of work. It facilitates dealing with colleagues, resolving conflicts, and giving and receiving instructions clearly and precisely. It is also essential when giving and accepting constructive criticism.
  • Flexibility: in a world of constant change, knowing how to adapt to circumstances and not fear new challenges is evidence of a flexible personality, capable of leaving its comfort zone and facing difficulties with a positive attitude.
  • Time management: it is about knowing how to prioritize the most important and urgent tasks, as well as delegate or spend less time on those that are not so urgent. 
  • Leadership: even if you don’t have people in charge, knowing how to lead and motivate others to give the best of themselves is a skill highly appreciated by companies.
  • Emotional intelligence: it plays a fundamental role in the workplace, it is beneficial for job satisfaction, for better leadership, to reduce stress and to work as a team.
  • Creativity and problem solving: People who not only focus on the problem, but immediately try to find a solution in a logical and creative way, are valuable contributions to any organization, and they will surely stand out.
  • Teamwork: knowing how to work in a team in an open, transparent and constructive way, is an essential transversal skill to perform in any medium.
  • Responsibility: Knowing how to recognize your own mistakes instead of looking for blame in others, thus having the ability to be proud when the work goes well, is a sign that you are a responsible person, with integrity and committed to your work.
  • Knowing how to work under pressure: Meeting deadlines, dealing with crises and dealing with changes and problems at the last minute is part of an increasingly essential quality: knowing how to work in a demanding environment.