Recruitment Support :: Executive Recruitment :: Leadership Development

"Recent research suggests that at least 40% of those moving into a new role will fail. For CEO's the statistic is closer to 60%. Failure represents a major setback for the executives concerned and missed opportunity for the organization in question. Inadequate definition of the role, poor recruitment practices and lack of openness during the hiring process all play their part. High on any list of why those moving into a new role stumble, however, is that they are given little or no support during the crucial integration period." (John O. Burdett, from his book New Role, New Reality)

In spite of the best retention and succession strategies, organizations will occasionally find themselves having to recruit the executive talent they need from outside the organization. Depending on the circumstances, you may choose to conduct your own recruitment campaign or you may engage a professional executive search firm to present a short list of candidates. Regardless of which path you chose, it is often helpful to have a truly independent resource to support the process and ensure the best possible outcome.

Recruiting a new member of the executive team is one of the most import responsibilities for the Board or CEO. However, these people may not plan or conduct executive searches frequently enough to feel as confident in their own skills and experience as they would like to feel. There may not be sufficient time, in addition to their primary responsibilities, or resources available to properly plan and execute an in-house search process. While professional firms certainly have the expertise, resources and time to commit to the search process, they also have a vested interest in promoting the candidates they present. Since their fees are typically based on a percentage of the salary offered the successful candidate, their profit margin is greatly improved by a quick placement.

You can draw upon my 35 years experience in executive search to provide cost effective support for your recruitment activities. I will work directly with your internal resources (search committee or designated team member) to plan and guide a professional in-house search process. Alternatively, I can act as your representative to interface with and coordinate the work of an external professional search firm. In either case, my contribution would be focused in the following critial areas:

Criteria Development

Success in the recruitment process depends on a clear position profile and a substantial set of selection criteria being developed before you begin. The profile should include identification of any immediate challenges or priorities the successful candidate must address in the short term (6 – 12 months). The selection criteria are based on the profile and reflect what is really needed to get the job done. Documented selection criteria guide the sourcing strategy, become a tool for screening and are essential to an objective assessment/selection of a successful candidate. The criteria should include consideration of the culture of the organization and the interpersonal “chemistry” that will ensure a good fit with the team. Too often, people are selected for what they know … and are later fired for who they are!

I can assist you in developing both the position profile and the selection criteria. My process involves meeting with the boss, peers, subordinates and other key stakeholders to discuss:

Due Diligence & Selection

Once your search process has delivered two or three “finalist” candidates and you are confident one of them can do the job, its time for a thorough “due diligence” process to validate your impressions of each candidate and verify their capabilities before the selection decision is made. My due diligence process involves the following activities:

I conduct comprehensive “360-degree” reference interviews, actively seeking information from past bosses, peers, subordinates and external stakeholders. My experience and interviewing skills are exceptionally effective in gathering relevant information about the candidate and usually requires one-half hour or more to complete each reference interview. The interview questions are based on the approved criteria and any notable strengths/weaknesses observed in the interview process. A written report is prepared to summarize the information gathered from each of the references for each finalist candidate.

I recommend the administration of two psychometric assessment instruments to objectively identify and measure the “soft” skills that will impact on a person’s ability to be effective in the job. Both instruments are quite sophisticated and are administered by qualified professionals trained and certified in their use.

I encourage clients to invite each of the finalist candidates back in to the organization for informal meetings with key people who will work with the successful individual – boss, peers and subordinates. These meetings can be one-on-one or in small groups and are intended to provide an opportunity for both parties to more fully discuss the career opportunity, as well as explore the potential fit and chemistry. My experience shows that this final step is extremely valuable in ensuring the best possible “fit” and providing a foundation for long-term success in the relationship.

Through the criteria development and due diligence processes, I develop a unique understanding of the organization and the successful candidate. This insight equips me to assist you in developing a plan and process for integration of the new executive into the team. The integration plan should include early opportunities for learning about the nuances of organizational structure (roles & relationships); understanding the core business processes; sharing information about the history/culture of the organization; and coaching on how to quickly become accepted as a contributing member of the team.