BEGIN:VCARD VERSION:2.1 N:Rutherford;Forbes;J. FN:Forbes J. Rutherford ORG:Rutherford International ESG;Strategic HR Advisory TITLE:President NOTE;ENCODING=QUOTED-PRINTABLE:President of Rutherford International ESG, Forbes has been an active executi= ve search and human resource professional for seventeen years. Prior to star= ting his firm in 1990, he was a Partner with an international search firm, r= esponsible for executive search, compensation and research. Forbes has consu= lted to a number of North America=92s largest real estate developers, owners= , banks, life companies and pension fund managers on recruitment/retention,= organization and compensation issues. Forbes is CEO of Infobahn Communicati= ons Incorporated, an Internet publishing and design company, which owns a va= riety of web enabled products such as REmatrix.com, a B2B commercial real es= tate portal/job board; and the North American Real Estate Review, an online = academic and peer review collaborative network and journal. He is specifical= ly interested in matters related to corporate governance, executive leadersh= ip, and education through the fostering of collaborative social networks. = =0D=0A=0D=0ARutherford International ESG was designed to be more than an exe= cutive search firm. We strive to provide our clients with creative and effec= tive solutions to management and staffing issues. Our approach to doing busi= ness is client centered and directed toward establishing a long-term relatio= nship with a select mix of clients that openly share with us their corporate= goals and related human resouce planning needs. =0D=0A=0D=0AThrough our Str= ategic HR Advisory Group, a division of the company which is made up of a de= dicated network of associates, we counsel our clients to achieve organizatio= nal effectiveness by applying programs that address the following six human = resouce compentencies.=0D=0A1. Organizational Design and Development - The c= ulture of the organization should be reflected in succession planning or des= ign of the organization, the mix of centralization/decentralization;=0D=0A2.= Staffing - This deals with the recruiting/assessment/selection/ placement/t= ermination of all of the employees across the organization in a manner that = has functional relevance, aligns with culture, and represents the highest an= d best use of the human resource of the organization;=0D=0A3. Compensation -= This competency addresses the benefits, base compensation, perquisites, bon= uses, long term incentives such as stock options are all aligned with corpor= ate goals and market realities in a way that will induce the type of behavio= r that the corporation needs to move forward applied in a manner that is con= sistent with the corporate culture;=0D=0A4. Employee Relations - This deals = with the way in which the organization relates to its employees, how authori= ty is dealt with in the organization, and how the employees relate to each o= ther. The issue of trade union, their potential certification or de-certific= ation is of extreme relevance in this context. But whether a Union exists or= not, the goal of human resources is the relationship between the organizati= on and its employees;=0D=0A5. Communications - This relates to the formal an= d informal messages, which are communicated throughout the organization and = in particular, whether or not the messages are consistent internally and ext= ernally. Consistent in terms of what is written and communicated in a non-wr= itten fashion and consistent throughout the hierarchy, are the top executive= s saying the same things as the staff in the bottom rungs of the organizatio= n. To develop consistency in all of the various dimensions is an enormous un= dertaking;=0D=0A6. Employee/Executive Development - In today's modern world,= this has less to do with career enhancement as ensuring we are developing o= ur people to meet the "new" realities. This may mean technological training/= upgrading or it may mean stretching people's minds to breakdown existing par= adigms of thought. In addition, there may be some organizational support for= employees who wish to upgrade themselves in a career sense and this is seen= as a trade off for job security. In other words, the organization is saying= "rather then giving you job security, we will continue to invest in you so = that you are as marketable as you can be." =0D=0A TEL;WORK;VOICE:(416) 250-6300 TEL;WORK;FAX:(416) 250-7584 ADR;WORK:;Toronto;390 Bay Street;Toronto;Suite 2000;M5H 2Y2;Canada LABEL;WORK;ENCODING=QUOTED-PRINTABLE:Toronto=0D=0A390 Bay Street=0D=0AToronto, Suite 2000 M5H 2Y2=0D=0ACanada URL;WORK:http://www.rutherfordinternational.com ROLE:Executive Search Consultant EMAIL;PREF;INTERNET:rutherford@rutherfordinternational.com REV:20020808T145712Z END:VCARD