Take a look at the bottom line on their pay slips, and it's easy to see that top executives in this country are in an enviable position. But is money always the priority for top managers? What else do they ask for? And how do Czech executives compare with their foreign counterparts? Alice Punch, managing director of executive search company Korn/Ferry International in Prague, offers her insight to The Prague Post and discusses the traits of an ideal manager.

1. How difficult is it to find a top-level manager in this country?

The change to the country's economic and political system in 1989 also changed how business is done here. International companies entered the market, and a free economy created open competition. These factors have created new demands on employees. Over the years, managers acquired new skills, whether it be professional and management know-how, languages, the ability to work in an international setting, whatever. In the past, top management positions were usually held by foreigners, but this has rapidly declined during the last few years, which is a reflection of the fact that there is a pool of qualified managers locally for most top positions.

2. Low mobility is one of the main weaknesses of the Czech labor market. How flexible are local managers when it comes to traveling for work?

Relocation and the ability to move families from one end of the country to the other remains an issue. This is partially due to the strong bonds people develop with their homes. However, a positive trend has been developing in the past few years. Many managers used to have a Prague-centric syndrome, mainly because the most interesting and best-paid job opportunities were in or close to Prague. Thanks to various greenfield investments and corporate restructuring efforts there have been many new career opportunities in other regions. Some people realize that an unusual opportunity could be found in the countryside; others are more pragmatic. Commuting over 100 kilometers to and from work every day isn't very common yet. In many cases, managers wouldn't mind the drive, but the roads may not be in the best shape.

3. What do top executives here look for in a job and a company?

Career development, skill development and working for an international company continue to be priorities for many. More and more executives are interested in stability and companies with longer-term strategies. Having the ability to influence a company's direction and having responsibility is becoming increasingly important.

4. How do Czech executives stack up with their foreign counterparts? Do Czech executives have different priorities?

On average, Czechs remain interested in working and living abroad — move abroad for two or three years, get the opportunity to send the kids to school there, try a new lifestyle. Executive packages are increasing in value. Czechs tend to put more emphasis on the basic salary and bonus, whereas foreign executives also tend to value other benefits such as investment plans, pension plans, insurance and so on. Czechs are more open to frequent position changes and tend to be opportunistic at times. Foreigners place more value on their track record and stability.

5. The Czech Republic is becoming a magnet for the automobile industry, and a growing number of information technology companies are emerging here. Is it difficult to find top executives in this market for these industries?

Yes. There is a limited number of truly qualified managers with a proven track record. As a result, the employer often needs to 'buy into the future potential' of the manager by teaching him or her some of the specifics of the business. Recently, several companies set up European call centers in Prague, but managers, and also employees, with the requisite skills are scarce. However, most managers learn the technical, industry-specific skills quickly. It takes more time to develop a good people manager than a specialist.

6. The government is placing more emphasis on the country's education system. Do you think the Czech education system should focus more on the needs of the business sector? Should universities cooperate directly with particular industries or companies to better train students for the real world?

All too often we hear from candidates that programs at Czech universities are overly academic and less oriented toward real business. Often, students themselves are more commercially minded than their parents and professors. We live in a fast-changing economy, and the school system, starting from elementary school, should value creative thinking and emotional intelligence traits, including individual expression, entrepreneurship, taking responsibility for one's own life and creating value for others. Language skills should be a top priority.

7. In terms of overall value, how does a degree from a Czech university compare with a degree from abroad? Are managers often required to have a degree from a university outside of this country?

A foreign degree is a benefit [to a job candidate], but in most cases not a prerequisite for getting hired. A person who has studied abroad has also usually lived abroad for a while. This combination enriches a person's life and usually broadens his or her views. In general, a degree from a Czech university is enough to get hired. The ability to speak a foreign language plays a more important role.

8. There are a few examples of Czech executives earning recognition abroad, but why do you think there aren't more Czechs in the top management of major international companies based outside this country?

In theory, we've been able to move and work abroad since 1990, but practically it has only really been possible in the last two to three years, following European Union accession. On average, Czech managers now have 10 to 15 years of experience with multinational companies. Czech executives now have managerial skills and experience comparable with their western counterparts. The international headquarters [of large companies] are becoming more open to candidates from Central and Eastern Europe. We've heard from some managers that their colleagues abroad are a bit uncomfortable with the competition coming out of Central and Eastern Europe, including the Czech Republic. Czech managers need to continue to build their skills and promote themselves, as being a good manager isn't always enough. To take a management position with a major international company abroad, a Czech, or any other manager, needs to be team oriented, have leadership skills, a strategic and innovative mind, and an ability to work across cultures.

9. How often do you search in this country for executives for foreign postings, and what kind of response do you get from the client?

On average it takes three to four months to find, select and sign a contract with a new executive for an out-of-the-country position. Czechs are in general more open to relocate to Western Europe than to Russia or other countries in Central and Eastern Europe.

10. What are the traits of an ideal manager?

A flexible and open attitude to new ideas, a willingness to take on responsibility, empathy, the ability to speak foreign languages, a willingness to relocate and international experience.