December 1, 2015 Comments Off on THE HIRING SQUAD: How Cushman Merged Two Teams Into One Views: 912 California News, Connect Classroom, National News

THE HIRING SQUAD: How Cushman Merged Two Teams Into One

This is another informative hiring article by regular Connect Media contributor RETS Associates.

The recent Cushman & Wakefield and DTZ merger proved to be a game-changer in the industry. The merger created one of the largest commercial real estate services firms in the world – and they’re hiring.

In this Executive Q&A, Jana Turner, principal at RETS Associates, a leading search and staffing firm that focuses specifically on the real estate industry, sits down with Marla Maloney, president of asset services for the Americas at Cushman & Wakefield to discuss the recent merger, the combining of teams and the senior-level searches that are currently in progress.

Jana Turner: Please describe what the recent merger has meant for the growth of your Asset Services division.

Marla Maloney: The closing of the DTZ and Cushman & Wakefield merger, and moving forward under the Cushman & Wakefield brand, is a notable achievement. The assimilation of 43,000 employees from two cultures can be an exciting and daunting challenge. With the merger, our Asset Services platform has grown to more than 590 million square feet of property under management in the United States, creating a market-leading platform.

Turner: We are currently in the process of multiple senior-level searches for your team. Please discuss how you’re searching for and hiring employees who fit into your culture and the roles that each new hire plays.

Maloney: A team member that is a strong cultural match has an immeasurable value to our firm. I believe in the phrase, “culture eats strategy for lunch.” During the interview process, all real estate firms look for expertise when filling a position and each has tools to test those skills. However, if we secure a cultural misfit, we will be making a hiring mistake. To avoid this, we ask questions to uncover the candidate’s desired pace of environment, ideal degree of structure, whether or not they give back to their community and how much they value quality of service. We’re in the service business. In fact, I refer to our culture as having a “servant’s heart.” We give more than we’re asked, and do it in advance of the deadline. This is the Cushman & Wakefield culture we are trying to match.

For the complete interview about how Marla Maloney is building out the Cushman & Wakefield team, click here.

Connect With Maloney

Connect With Turner

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