Latest news with #GaryBurnison
Associated Press
10 hours ago
- Business
- Associated Press
Korn Ferry Announces Fourth Quarter and Full Year FY'25 Results of Operations
LOS ANGELES--(BUSINESS WIRE)--Jun 18, 2025-- Korn Ferry (NYSE: KFY), a global consulting firm, today announced fourth quarter and annual fee revenue of $712.0 million and $2,730.1 million, respectively. In addition, fourth quarter diluted earnings per share was $1.21 and adjusted diluted earnings per share was $1.32, while full year diluted earnings per share was $4.60 and adjusted diluted earnings per share was $4.88. 'Even amid the ever-changing global economic and political dynamics, we continue to deliver on our financial and strategic objectives, just as we have over the past several years. Our results reinforce the premise of Korn Ferry's diversification strategy and our continued momentum,' said Gary D. Burnison, CEO, Korn Ferry. 'Through ongoing investments to extend our offerings and solutions and expand our impact, we are powering performance for clients. This foundational focus for the future underpins our conviction to a strategy that will continue to propel us forward.' Fiscal 2025 Fourth Quarter Results The Company reported fee revenue in Q4 FY'25 of $712.0 million, an increase of 3% year-over-year (up 4.0% at constant currency). During the quarter, the increase in fee revenue was due to higher fee revenue in Executive Search and Recruitment process outsourcing ('RPO'), partially offset by a decline in fee revenue in Consulting. Net income attributable to Korn Ferry was $64.2 million with a margin of 9.0% in Q4 FY'25, compared to net income attributable to Korn Ferry of $65.2 million with a margin of 9.4%, in Q4 FY'24, a decrease of 40bps compared to the year-ago quarter. Adjusted EBITDA was $121.1 million in Q4 FY'25 compared to $112.3 million in Q4 FY'24. Adjusted EBITDA margin was 17.0% in Q4 FY'25, an increase of 70bps compared to the year-ago quarter. Net income attributable to Korn Ferry and net income attributable to Korn Ferry margin decreased slightly from the prior year, primarily due to certain income tax benefits recorded in Q4 FY'24 which reduced the prior year quarterly effective tax rate by approximately 4 percentage points. Adjusted EBITDA and Adjusted EBITDA margin increased due to an increase in fee revenue and disciplined cost management. Fiscal 2025 Full Year Results The Company reported fee revenue in FY'25 of $2,730.1 million, a decrease of 1% in both actual and constant currency compared to FY'24. Net income attributable to Korn Ferry was $246.1 million with a margin of 9.0% in FY'25, compared to net income attributable to Korn Ferry of $169.2 million with a margin of 6.1%, in FY'24, an increase of 290bps. Adjusted EBITDA was $463.9 million in FY'25 compared to $408.2 million in FY'24. Adjusted EBITDA margin was 17.0% in FY'25, an increase of 220bps compared to the year-ago period. Net income attributable to Korn Ferry and net income attributable to Korn Ferry margin increased as a result of disciplined cost management, strong consultant productivity and a decrease in restructuring charges, net, partially offset by a higher effective tax rate in FY'25 as a result of the favorable impact of the valuation allowance release mentioned in footnote (c) above on FY'24's effective tax rate. Adjusted EBITDA and Adjusted EBITDA margin increased due to disciplined cost management and strong consultant productivity. Fee revenue was $169.4 million in Q4 FY'25 compared to $182.2 million in Q4 FY'24, a decrease of $12.8 million or 7% in both actual and constant currency. The year-over-year decrease in Consulting fee revenue was primarily due to a greater mix of larger engagements which convert to fee revenue over a longer duration and ongoing slower delivery of backlog engagements driven by clients. Adjusted EBITDA was $29.1 million in Q4 FY'25 compared to $32.3 million in the year-ago quarter. Adjusted EBITDA margin in the quarter decreased year-over-year by 60bps to 17.2%. This decrease resulted primarily from lower fee revenue discussed above. Fee revenue was $91.6 million in Q4 FY'25 compared to $91.3 million in Q4 FY'24, essentially flat year-over-year (up 1% at constant currency). Adjusted EBITDA was $28.5 million in Q4 FY'25, relatively flat compared to $28.0 million in the year-ago quarter. Adjusted EBITDA margin in the quarter increased slightly year-over-year by 40bps to 31.1%. Fee revenue was $227.0 million in Q4 FY'25 compared to $198.7 million Q4 FY'24, an increase of $28.3 million or 14% (up 15% at constant currency). The year-over-year increase in fee revenue was primarily driven by an increase in the number of engagements billed and an increase in weighted-average fee billed per engagement. The Company experienced fee revenue growth in North America, EMEA and APAC regions. Adjusted EBITDA was $54.2 million in Q4 FY'25 compared to $45.5 million in the year-ago quarter. Adjusted EBITDA margin increased by 100bps to 23.9% in Q4 FY'25. The increase in Adjusted EBITDA and Adjusted EBITDA margin was due to higher fee revenue and increased consultant productivity. Fee revenue was $130.7 million in Q4 FY'25 compared to $129.2 million Q4 FY'24, an increase of $1.5 million or 1% (up 2% at a constant currency). Fee revenue increased due to higher fee revenue from Interim as a result of the acquisition of Trilogy, effective November 1, 2024, partially offset by a decrease in fee revenue in Permanent Placement due to an industry wide slowdown in demand. Adjusted EBITDA was $27.4 million in Q4 FY'25 compared to $28.1 million in the year-ago quarter. Adjusted EBITDA margin was 21.0%, down year-over-year by 80bps. Fee revenue was $93.3 million in Q4 FY'25 compared to $89.5 million in Q4 FY'24, an increase of $3.8 million or 4% (up 5% at constant currency). RPO fee revenue increased due to recent new client wins being stood up and an increase in demand from our base clients in the North America and Asia Pacific regions. Adjusted EBITDA was $14.5 million in Q4 FY'25 compared to $11.8 million in the year-ago quarter. Adjusted EBITDA margin increased 230bps to 15.5% in Q4 FY'25. The increase in Adjusted EBITDA and Adjusted EBITDA margin both resulted from an increase in fee revenue and disciplined cost management. Outlook Assuming worldwide geopolitical conditions, economic conditions, financial markets and foreign exchange rates remain steady, on a consolidated basis: On a consolidated adjusted basis: Earnings Conference Call Webcast The earnings conference call will be held today at 12:00 PM (EDT) and hosted by CEO Gary Burnison, CFO Robert Rozek, SVP Business Development & Analytics Gregg Kvochak and VP Investor Relations Tiffany Louder. The conference call will be webcast and available online at We will also post to the investor relations section of our website earnings slides, which will accompany our webcast, and other important information, and encourage you to review the information that we make available on our website. About Korn Ferry Korn Ferry is a global consulting firm that powers performance. We unlock the potential in your people and unleash transformation across your business—synchronizing strategy, operations, and talent to accelerate performance, fuel growth, and inspire a legacy of change. That's why the world's most forward-thinking companies across every major industry turn to us—for a shared commitment to lasting impact and the bold ambition to Be More Than. Forward-Looking Statements Statements in this press release and our conference call that relate to our outlook, projections, goals, strategies, future plans and expectations, including statements relating to expected labor market conditions, expected demand for and relevance of our products and services, expected results of our business diversification strategy, expected benefits of the acquisition of Trilogy, impact of global events on our business, and other statements of future events or conditions are forward-looking statements that involve a number of risks and uncertainties. Words such as 'believes', 'expects', 'anticipates', 'goals', 'estimates', 'guidance', 'may', 'should', 'could', 'will' or 'likely', and variations of such words and similar expressions are intended to identify such forward-looking statements. Readers are cautioned not to place undue reliance on such statements. Such statements are based on current expectations; actual results in future periods may differ materially from those currently expected or desired because of a number of risks and uncertainties that are beyond the control of Korn Ferry. The potential risks and uncertainties include those relating to global and local political and or economic developments in or affecting countries where we have operations, such as inflation, trade wars, interest rates, labor market conditions, global slowdowns, or recessions, competition, geopolitical tensions, shifts in global trade patterns, changes in demand for our services as a result of automation, dependence on and costs of attracting and retaining qualified and experienced consultants, impact of inflationary pressures on our profitability, our ability to maintain relationships with customers and suppliers and retaining key employees, maintaining our brand name and professional reputation, potential legal liability and regulatory developments, portability of client relationships, consolidation of or within the industries we serve, changes and developments in government laws and regulations, evolving investor and customer expectations with regard to corporate responsibility matters, currency fluctuations in our international operations, risks related to growth, alignment of our cost structure, including as a result of recent workforce, real estate, and other restructuring initiatives, restrictions imposed by off-limits agreements, reliance on information processing systems, cyber security vulnerabilities or events, changes to data security, data privacy, and data protection laws, dependence on third parties for the execution of critical functions, limited protection of our intellectual property ('IP'), our ability to enhance, develop and respond to new technology, including artificial intelligence, our ability to successfully recover from a disaster or other business continuity problems, employment liability risk, an impairment in the carrying value of goodwill and other intangible assets, treaties, or regulations on our business and our Company, deferred tax assets that we may not be able to use, our ability to develop new products and services, changes in our accounting estimates and assumptions, the utilization and billing rates of our consultants, seasonality, the expansion of social media platforms, the ability to effect acquisitions and integrate acquired businesses, resulting organizational changes, our indebtedness, and those relating to the ultimate magnitude and duration of any pandemic or outbreaks. For a detailed description of risks and uncertainties that could cause differences from our expectations, please refer to Korn Ferry's periodic filings with the Securities and Exchange Commission. Korn Ferry disclaims any intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Use of Non-GAAP Financial Measures This press release contains financial information calculated other than in accordance with U.S. Generally Accepted Accounting Principles ('GAAP'). In particular, it includes: This non-GAAP disclosure has limitations as an analytical tool, should not be viewed as a substitute for financial information determined in accordance with GAAP, and should not be considered in isolation or as a substitute for analysis of the Company's results as reported under GAAP, nor is it necessarily comparable to non-GAAP performance measures that may be presented by other companies. Management believes the presentation of non-GAAP financial measures in this press release provides meaningful supplemental information regarding Korn Ferry's performance by excluding certain charges that may not be indicative of Korn Ferry's ongoing operating results. These non-GAAP financial measures are performance measures and are not indicative of the liquidity of Korn Ferry. These charges, which are described in the footnotes in the attached reconciliations, represent 1) costs we incurred to acquire and integrate a portion of our Professional Search & Interim business, 2) impairment of fixed assets primarily due to software impairment charge in our Digital segment, 3) impairment of right-of-use assets due to the decision to terminate and sublease some of our offices, 4) restructuring charges, net to align workforce to challenging macroeconomic business environment, 5) separation charges due to contractual obligations due upon executive's death and 6) to exclude a $9.7 million non-recurring tax benefit in fiscal 2024 from actions taken in connection with the worldwide minimum tax that resulted in the release of a valuation allowance. The use of non-GAAP financial measures facilitates comparisons to Korn Ferry's historical performance. Korn Ferry includes non-GAAP financial measures because management believes they are useful to investors in allowing for greater transparency with respect to supplemental information used by management in its evaluation of Korn Ferry's ongoing operations and financial and operational decision-making. Adjusted net income attributable to Korn Ferry, adjusted basic and diluted earnings per share and Consolidated and Executive Search Adjusted EBITDA, exclude certain charges that management does not consider on-going in nature and allows management and investors to make more meaningful period-to-period comparisons of the Company's operating results. Management further believes that Consolidated and Executive Search Adjusted EBITDA is useful to investors because it is frequently used by investors and other interested parties to measure operating performance among companies with different capital structures, effective tax rates and tax attributes and capitalized asset values, all of which can vary substantially from company to company. In the case of constant currency percentages, management believes the presentation of such information provides useful supplemental information regarding Korn Ferry's performance as excluding the impact of exchange rate changes on Korn Ferry's financial performance allows investors to make more meaningful period-to-period comparisons of the Company's operating results, to better identify operating trends that may otherwise be masked or distorted by exchange rate changes and to perform related trend analysis, and provides a higher degree of transparency of information used by management in its evaluation of Korn Ferry's ongoing operations and financial and operational decision-making. View source version on CONTACT: Investor Relations: Tiffany Louder, (214) 310-8407 Media: Dan Gugler, (310) 226-2645 KEYWORD: UNITED STATES NORTH AMERICA CALIFORNIA INDUSTRY KEYWORD: CONSULTING COMMUNICATIONS PROFESSIONAL SERVICES PUBLIC RELATIONS/INVESTOR RELATIONS SOURCE: Korn Ferry Copyright Business Wire 2025. PUB: 06/18/2025 06:45 AM/DISC: 06/18/2025 06:43 AM
Yahoo
a day ago
- Business
- Yahoo
Korn Ferry Board Declared Quarterly Cash Dividend
LOS ANGELES, June 17, 2025--(BUSINESS WIRE)--Korn Ferry (NYSE:KFY), a global consulting firm, today announced its Board of Directors has declared a cash dividend of $0.48 per share that will be payable on July 31, 2025 to shareholders of record on July 3, 2025. "We are pleased to initiate another quarterly cash dividend as part of our capital allocation strategy," said Gary D. Burnison, CEO, Korn Ferry. "This move reflects our confidence in the strength of the business, the consistency of our strategic execution, and our disciplined operational approach." About Korn Ferry Korn Ferry is a global consulting firm that powers performance. We unlock the potential in your people and unleash transformation across your business—synchronizing strategy, operations, and talent to accelerate performance, fuel growth, and inspire a legacy of change. That's why the world's most forward-thinking companies across every major industry turn to us—for a shared commitment to lasting impact and the bold ambition to Be More Than. Forward-Looking Statements Statements in this Press Release that relate to Korn Ferry's goals, strategies, future plans and expectations, and other statements of future events or conditions are forward-looking statements that involve a number of risks and uncertainties. Words such as "believes", "expects", "anticipates", "may", "should", "will", "likely", and "confidence", and variations of such words and similar expressions are intended to identify such forward-looking statements. Readers are cautioned not to place undue reliance on such statements. Such statements are based on current expectations; actual results in future periods may differ materially from those currently expected or desired because of a number of risks and uncertainties that are beyond the control of Korn Ferry, including global and local political and economic developments, demand fluctuations, and those risks and uncertainties included in Korn Ferry's periodic filings with the Securities and Exchange Commission, including the factors described in the sections entitled "Risk Factors" and "Forward-Looking Statements" of the Company's Annual Report on Form 10-K for the fiscal year ended April 30, 2024 and as will be included in the Company's Annual Report on Form 10-K for the fiscal year ended April 30, 2025. Korn Ferry disclaims any intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as otherwise required by applicable law. View source version on Contacts Investor Relations: Tiffany Louder, (214) 310-8407Media: Dan Gugler, (310) 226-2645 Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Harvard Business Review
6 days ago
- Business
- Harvard Business Review
The Skills and Habits Aspiring CEOs Need to Build
It's no secret that today's business environment is volatile and unpredictable. From the Covid-19 pandemic to shape-shifting tariffs to the rise of gen AI, CEOs have a fresh set of challenges that the standard management playbook is ill-equipped to address. As a result, many are heading for the exit. According to one survey of U.S. companies, nearly 2,000 CEOs announced their departures in 2024—the highest total on record. At the same time, executive recruiters report that fewer people are interested in, or ready to, replace these exiting CEOs. This raises a number of questions: Are we at an inflection point in what future CEOs need to be successful? Is enough being done to equip up-and-coming CEOs to navigate these evolving dynamics? How can companies ensure future leaders are prepared to make tough decisions in chaotic times, and lead diverse, tech-first, and global workforces? To answer these questions, we reached out to three experts: Ginny Rometty, former chairman, president, and CEO of IBM, serves on multiple boards and co-chairs OneTen. Nitin Nohria is the George F. Baker Jr. and Distinguished Service University Professor and former dean of Harvard Business School (HBS). He is the co-founder of HBS's New CEO Workshop. Gary Burnison is the CEO of Korn Ferry. We specifically asked: What skills and behaviors should aspiring CEOs prioritize on building now to thrive in an increasingly complex world? And how can organizations support them in building these skills? Here are their answers, edited for clarity. Ginni Rometty: Prioritize Behaviors—Not Just Hard Skills The rise of AI, geopolitical fragmentation, and evolving expectations around inclusion are reshaping leadership. Aspiring CEOs should prioritize behaviors—not just 'hard' skills—to navigate this landscape of constant change. There are three key areas you should focus on. Be an Olympic learner. When I stepped into the CEO role at IBM, we were facing a rapidly shifting technology landscape—and a business model that needed to evolve. I approached that moment the way an Olympic athlete approaches their training—constantly iterating, stretching, and seeking input. I didn't need to have all the answers; I needed to ask the right questions and create a culture where others felt safe to do the same. We instituted mandatory learning—40 hours for all employees—not as a simple requirement, but to make learning part of how the company worked and as a catalyst for a culture of growth. I personally taught the first hour of our monthly sessions for four years. This wasn't just symbolic; it signaled that in an era of technological disruption, continuous learning isn't optional but essential at every level of the organization. That mindset is one I encourage every aspiring leader to embrace. It's especially critical as AI and automation change the nature of work and decision-making. Organizations must cultivate curiosity and create space for reflection, co-creation, and experimentation. Steward good tech. As the influence of AI and emerging technologies grows, future CEOs will need to do more than adopt innovation—they must steward it responsibly. This means making decisions rooted in long-term values, not driven by achieving short-term metrics. One pivotal moment came when, at IBM, we decided to formally articulate our AI principles—especially around transparency and data responsibility. It wasn't driven by regulation, but by trust. We chose not to use client data to train our models, and we committed to being able to clearly explain how AI was being deployed. These weren't just policies; they were leadership choices made to earn and protect trust. Future leaders will be judged by how they balance innovation with responsibility and to enable that, organizations must embed ethics and stakeholder thinking into the core of leadership development. When creating tools of unprecedented power, the question they ask shouldn't be 'Can we?' but 'Should we? And how?' Build resilience through relationships and attitude. Don't treat relationships as transactional. Invest in people with authenticity, long before you need them. During moments of crisis—like responding to a global event or facing difficult public scrutiny—it wasn't just my preparation or mindset that carried me through. It was the team, and broad circle of people, around me. People I had built trust with over years. The right relationships offer perspective, helping us gauge what truly matters or see things from a broader angle. During IBM's transformation, I relied on a diverse network of relationships—from my husband Mark, whose humor and steadiness kept me balanced, to colleagues who would share hard truths when I needed to hear them. Attitude is how we choose to deal with challenges. When facing criticism about IBM's strategy, I reminded myself that I knew the truth about our progress. Instead of absorbing the negativity, I focused on celebrating the quiet milestones—the ones that never made the headlines but signaled real progress. I also learned to compartmentalize—dealing with one crisis at a time, putting it in a mental box, and moving forward. Resilience allowed me to forge ahead through setbacks, conflict, crises, and critics. Organizations can help leaders build this by actively fostering networks, encouraging mentorship, and elevating emotional awareness as essential to success—for individuals, teams, and the company. The next generation of CEOs will succeed not by credentials alone, but by how they keep learning, lead with integrity, and respond to complexity. We need to prepare the next generation to lead with good power: leadership rooted in purpose, progress, and in service of others. The most effective CEOs will be those who understand that how we work and lead is as important as what we achieve. Nitin Nohria: Master the Art of Proportionality A skill that aspiring leaders must master right now is the ability to size up problems with a sense of proportion. In a world where leaders are inundated with a daily torrent of issues—some urgent, some trivial, some existential—the first and most essential act of leadership is triage. You must be able to distinguish the signal from the noise, set the right priorities, and focus energy where it truly matters. Consider something like tariffs. Leaders don't need a perfect forecast of how trade policy will evolve, but they need to size up its trajectory. What's the likely range of outcomes? Where will the dust settle? Making such judgments—calibrated, not knee-jerk—is what allows a leader to steer a company through uncertainty. One of the most valuable questions you can ask when sizing up a problem is: How much can I delay reacting in order to gather more information? In statistics, the Bayesian approach offers a useful guide: Start with an informed prior, update it as evidence accumulates, and revise your beliefs accordingly. Leaders must become better Bayesians—curious, circumspect, and constantly updating their understanding of a situation as new data emerges. Of course, there are moments when delay isn't an option. A fire needs to be extinguished, not analyzed. But the hallmark of good judgment is knowing the difference—when to wait, when to act, when to double down. That's the real art of proportion, and it's becoming a make-or-break leadership skill. This is not just about geopolitics—though we are clearly in a turbulent period. It applies equally to the pace of technological change, especially with AI. Advances are arriving so rapidly that smart people are predicting business models and entire industries may be reshaped in the next 18 to 24 months. In this environment, CEOs must be attuned not just to what is changing, but to how fast it's changing—and whether now is the time to watch, pivot, or accelerate. Organizations have a critical role to play in helping leaders develop these judgment skills. This is a moment for vigorous, open debate. One of the enduring strengths of Harvard Business School's case method is how it forces people to look at the same facts and come to different conclusions. The act of listening to others' reasoning—even, or especially, when they see things differently—sharpens your own judgment. The goal isn't always consensus. Often, the best insight comes from a contrarian or outlier perspective. That's why companies must create a culture where rigorous, honest, open-minded dialogue is not just tolerated but actively encouraged. Psychological safety —the ability to speak freely without fear of retribution—is not a luxury; it's a necessity in today's fast-moving world. This is what we try to cultivate in a great case classroom, and what organizations must learn to embed in their own cultures: a space where leaders are constantly testing, refining, and improving their sense of proportion—together. Gary Burnison: Focus on the Erstwhile 'Nice-to-Have' Skills So many factors are weighing heavily on CEOs today: shifting trade lanes, inflation and interest rates, the uncertainty swirling around AI, just to name a few. No wonder that, when talking with senior executives at global organizations, the two words I hear most often are perpetual uncertainty. Although the CEO role today is more complex than ever, with some executives giving a second thought to demands of the job, the position still remains both competitive and coveted, with plenty of aspiring leaders eager to take on the challenges. Their success will be determined largely by developing skill sets and adapting their mindset to meet today's moments. Based on more than 108 million assessments of professionals conducted by our firm over the past five decades, we know how leaders are wired—from their traits to their competencies to their drivers. Today, three key traits stand out above the rest: agility, resilience, and integrative thinking. Once seen as 'nice to have,' these traits are now mission critical. Agility: If only things worked like an Excel spreadsheet—on time, on budget, and displayed with complete clarity. But that's not realistic. Leading in this environment means anticipating what lies ahead—by accurately perceiving the reality of today. Then it's all about course-correcting in real time—navigating ambiguity with agility. While it seems to contradict a leader's every instinct, agility, at its core, is being willing to act without knowing every possible outcome. That takes big-picture thinking, calculated risk-taking, and embracing the unknowns of today's world. Resilience: Through every challenge and circumstance—the good, the bad, and everything in between—aspiring CEOs need to show their resilience. One way this happens, surprisingly perhaps, is with failure. After all, it's not the moment of failure that counts; it's what leaders will do after that. Resilience is all about the response—not retreating into isolation. That means staying visible and communicative, modeling composure and confidence, and empowering others—all of which generate momentum to move forward. Integrative thinking: While critical thinking is essential, far more important for aspiring CEOs is integrative thinking. It's a way of processing ideas that can open more possibilities. Integrative thinking has helped guide the best of leaders through crises. It's a little like playing 3D chess—and, to be honest, it doesn't come naturally to most people. For leaders who prioritize this skill, integrative thinking will help them lead their organizations in an increasingly complex world. Think of it as tapping Google Earth—and give yourself the broadest perspective. For example, you will need ask yourself thought-provoking questions that widen your lens. How do the decisions I'm making affect other parts of the company? Do they align with the overall strategy? What are the long-term, broad implications of taking an action? Integrative thinking is all about considering multiple and even opposing ideas and perspectives and synthesizing them into a new solution. Today calls for shifting our lens from 30,000 feet to ground level—and having awareness of all the airspace in between. More than any specific skill, trait, or behavior, what leadership really requires is self-awareness. No wonder Socrates called self-knowledge 'the beginning of wisdom.' Before focusing outward, it's important to first look inward. That's how the next generation of leaders will move onward—and even into the CEO role. Research from Korn Ferry shows that when it comes to self-awareness—and being accountable for how we are perceived—many leaders struggle, and a whopping 79% of leaders fail to see their own skills and deficiencies clearly. Not only that, but people who greatly overstate their abilities are about six times more likely to derail than those who are self-aware. Organizations will need to develop the CEOs of tomorrow by helping them see themselves more clearly through ongoing assessment, feedback, and reflection. More Resources
Business Wire
06-05-2025
- Business
- Business Wire
Korn Ferry Ranked as America's Best Executive Recruiter by Forbes Magazine
LOS ANGELES--(BUSINESS WIRE)--Korn Ferry (NYSE: KFY) has been recognized by Forbes Magazine as America's best executive recruiting firm – a top ranking achieved by the company in eight of the last nine years since Forbes and market research firm Statista began offering the annual rankings. Korn Ferry was also honored as a top professional search firm. 'We're honored to be named by Forbes as America's best executive recruiter and I am enormously proud of our colleagues," said Gary Burnison, CEO, Korn Ferry. 'Today's environment is encircled by a labor supply/demand imbalance requiring companies to reimagine and reskill their workforce; inspire, employ, develop and retain talent; and embrace technologies. This new world of work presents tremendous opportunity for Korn Ferry as a global consulting firm that powers performance.' As featured in Forbes, the magazine partnered with Statista to survey more than 16,700 participants—composed of recruiters, HR managers, hiring managers and recent job candidates—all conducted between November 2024 and January 2025. Last year's survey responses were also incorporated into the analysis at a lower weighting. The executive recruiting list includes the top 175 companies that specialize in filling positions with salaries of at least $100,000. The professional recruiting list consists of the top 225 companies that specialize in filling positions with salaries of less than $100,000. Earning these top recognitions for another year is a powerful testament to Korn Ferry's exceptional commitment to delivering to its clients innovative talent solutions at all levels. About Korn Ferry Korn Ferry is a global consulting firm that powers performance, bringing together strategy and talent to drive superior performance for our clients. We work with clients to design their organizational structures, roles, and responsibilities. We help them hire the right people and advise them on how to reward, develop, and motivate their workforce. And we help professionals navigate and advance their careers.
