Case Study

Client Industry

Banking

Service Provided

To provide high-calibre candidates for each recruitment process.

Client Overview

Launched over 90 years ago, Europe Arab Bank boasts a global network of more than 600 branches in five regions.

Challenges Faced

The worldwide bank was experiencing difficulty sourcing staff. Europe Arab Bank is a £51m turnover financial institution, rapidly growing through acquisitions and needed to expand its finance department to support the continued expansion. 

Methodology 

In 2016, Market Talent was asked by this international bank to provide a more robust and resilient recruitment service ensuring the bank secured the highest calibre of individuals who could offer the organisation longevity and high performance.

Europe Arab Bank’s CEO required strategic banking recruitment specialists to work meticulously with HR and the Board to support the recruitment of a range of positions, including Chief Risk Officer (CRO), Money Laundering Reporting Officer (MLRO), and Chief Operating Officer (COO).

The client provided us with a thorough briefing outlining more about their strategy, giving us their staffing issues where there was a need for more highly skilled people and strategically where they wanted to be within three to five years.

Market Talent’s campaign for the client involved networking, advertising, and headhunting for the most appropriate finance and banking professionals in the market using our highly robust methodology. We regularly collaborate with Europe Arab Bank for their vacancies and market intelligence when required.

Key Achievements 

We continue to successfully place candidates into vacancies at Europe Arab Bank through our sector and market knowledge, referrals, direct advertising, headhunting, and utilising our own extensive database. The client was particularly impressed with the relevance of the CVs we submitted and the effectiveness and pace of how we handled the process.

Thanks to our high execution fixed-term staffing services, we’ve:

• Improved the performance of the company’s private banking and corporate banking divisions (treasury and trade finance departments) and enhanced the average tenure from three to five years.