Recruiter Success: Is Your Organization Ready to Use Professional Search Services?

by Karen Alphonse, Vice President, execSearches.com

Over the past few months, we have performed a number of successful search-related activities for a range of national organizations. We have used old networks, identified new networks likely to yield winning candidates, screened hundreds of resumes, pre-qualified likely candidates, encouraged cautious applicants, performed reference checks, and we have presented the "upside" of questionable 990's to potential leaders. We have coaxed families to look at high-end suburbs to join an executive parent who has an outstanding offer. We have managed the angst organizations experience when they are uncertain that their preferred candidate will accept an offer. We have rejoiced with organizations who successfully recruited wonderful, new leaders. Each search has been professionally satisfying. However, over time, we have been able to distill a few thoughts about the most successful searches and why they have worked exceptionally well.

I have put together a checklist for you to review. Most organizations fall somewhere in between the extremes contemplated by these listed options. However, it is true to say that the most successful searches have been ones which had more "GO AHEAD" characteristics than "PAUSE" ones. Before you call us up to do a search, it might be helpful to do a quick run-through to assess where your organization is and perhaps to ready yourself prior to taking on a search firm.

Search is fun and productive when both the client organization and the recruiter are on the same page. You can avoid some of the recurring frustrations associated with the "disconnect" which can occur all too easily, if both parties start to work from totally different premises. In general, search works best when your organization has: A realistic game plan taking into account the organization's overall reputation in the field, financial standing and ability to offer competitive compensation;

• A pre-approved budget for the search;
• Positive, concrete ideas about the role it seeks to fill and about the kinds of credentials that will work well;
• Analyzed its own networks and professional contacts and understands where it can be helpful to the search team;
• Internal politics have been reconciled/negotiated to accommodate the search; and
• Salary, relocation possibilities and other benefits have been fully discussed and agreed-upon before the search commences.

All too often, recruiters wind up doing a lot of what should be preliminary research regarding who is in the market, appropriate salary, industry expectations, what competitors are saying, as they race to beat the clock and find appropriately qualified candidates. This is an expensive way for an organization to gather data. How much easier it would be if everyone understood, going into the search, that finding a candidate willing to accept a salary of $75K is a real "win" for the client organization, instead of realizing 20 resumes down the pike that no winners will bite at $60K? Similarly, it is disconcerting, in the middle of networking to discover that the biggest industry guru sits on the Board of the client organization, would have been willing to make key references early in the search had someone thought to direct the search firm accordingly. Humor aside, there are ways to meet the challenges of search and to increase the likelihood of getting quick, meaningful search results. Use this checklist to get ready to work effectively with the recruiter of your choice:

Go Ahead If

• You have pre-approved the search with key stakeholders;
• You have a realistic search budget to work with and funds are available;
• You have a timeline for the search and calendars have been cleared to facilitate interviews;
• You have a current idea of how your competitors and the marketplace see your organization, including its strengths and weaknesses;
• You have thought about how to present your organization to prospective candidates in a positive way;
• You have assessed your networks and how to leverage your contacts to support the search;
• You have a concrete, concise position description with strong marketing appeal;
• You current leadership team supports the search;
• You see yourselves as active participants in the search process and want to keep up-to-date with significant search events;
• You have planned how you will orient, welcome and support your new hire; and
• You have collated a persuasive, fun-to-read information package about your organization, and its surrounding community, to be shared with outstanding candidates.

Pause If

• The search is a knee-jerk response to a recent resignation;
• You want guarantees that the search will be concluded within 2 weeks, with a pool of at least 12 candidates, all willing to start the following week;
• You have unsuccessfully searched for a long time, seem to be getting nowhere and have no clue as to the factors which have played into the stymied process;
• Internal turf-wars and disagreements keep you from reaching consensus around the search;
• The search should have been completed "yesterday" and there is still no timeline;
• The job description is 12 pages long and still has not been approved by the leadership team;
• The job description needs to be written and no-one has gotten around to doing it;
• No-one sees the need for a job-description; the role is "self-explanatory;"
• Key executives believe that you should "tough it out" -- without professional recruitment support;
• Key executives have refused to clear their calendars for interviews;
• You don't want anyone to read your 990's;
• You have not read your 990's;
• You don't want candidates to raise issues related to salary at any point in the interview process;
• You don't know whether you will sponsor relocation or what the limits of that will be;
• You are unwilling or unable to provide data about homes, schools or spousal employment -- if you are willing to look at national candidates;
• You don't know what the salary is going to be: you are waiting on a string of "approvals from accounting;"
• You want to "pass the search off to the search firm" and have no further dealings with it; or
• Your internal Human Resources Director is thinking about resigning.

Professional recruiters are ready, willing and able to maximize your dollars by thinking strategically about your search, contacting a wide range of likely sources and contacts to identify superb candidates and by successful wooing highly qualified professionals with integrity. The relationship works best when you also come to the table ready, willing and able to share information freely, to accept advice graciously and with expectations based on real-time market research and candidates' expectations.

by Karen Alphonse, Vice President, execSearches.com