A Few Things To Consider When Hiring An Executive Search Firm

 
Bigger is not always better

Hiring managers oftentimes assume that the bigger the assignment, the bigger and better-known the executive search firm needs to be. Nothing could be further from the truth. One of the facts of executive search is that every company is either a candidate or a client, but never both. That means once an executive search firm does work for a company, there is an agreement that the search firm will not recruit from that same company. So a large retained executive search firm, with an apparent extensive and impressive list of clients, will actually be searching a much smaller universe of companies than will a smaller, more nimble firm. If you want your search firm to recruit from the broadest list of companies, think smaller rather than bigger when you hire your next executive search firm.      
 
Personal attention makes all the difference

A common problem with large executive search firms is a lack of personal attention. Oftentimes, you will be assigned a search consultant who is unfamiliar with your company, your industry or you, and either will not, or cannot, take the time to learn about your business due to a multitude of conflicting assignments. The result is less focus, less understanding of your true needs, poor customer service and a search that will take longer and be less effective. To assure an effective and efficient search, insist on personal attention from a search professional who understands your business and who will focus on your search.      
 
Specialization should be based on real world experience

Specialization in the executive search business makes sense. However, to be truly meaningful that specialization should be based on real-world management experience. The specialization claimed by many executive recruiters is essentially self-acclaimed: it is based solely on their having recruited a number of individuals from a specific industry or in a certain functional discipline. An executive recruiter who instead offers specialization based on actually having worked in the industry or the functional area has a clear advantage. Proven, meaningful specialization makes a difference.
 
A good search starts with good research but good research starts with a deep understanding of the company    

Many retained executive search firms pride themselves on the in-depth candidate research they conduct (even though this upfront research is often contracted out to others, unbeknownst to the client). Certainly good candidate research is important, but what is equally important (and frequently ignored) is in-depth, ongoing research and understanding of your company. A clear initial understanding of your company, and the willingness to devote ongoing time to understanding the culture and values of your company, will assure better candidate research and an overall better search project. Your executive recruiter must also have the capacity to absorb and understand the intricacies of your business.      
 
Candidates should be treated like clients

The cavalier treatment sometimes given to very good candidates by executive search firms is inexcusable. Search professionals can go weeks without updating candidates, frequently do not call them back in a timely manner and can treat candidates in a very dismissive manner...right up until the job is offered to the candidate, at which point they want to be the successful candidate’s new best friend! Treatment of candidates is a reflection of the client, and all search firms should commit to treating candidates in a professional, courteous manner throughout the search process.      
 
Interviews should do more than just restate the resume
 
The end-product of a lengthy interview with an executive recruiter is sometimes nothing more than a rewritten version of the candidate’s resume. Confirming the veracity of a resume is obviously important. But what is equally important is finding out what is not on the resume and determining if the candidate is a good personal and cultural fit for your company. Your search consultant must have the skills, experience, time and inclination to provide you this more meaningful insight.        
 
Negotiating the negotiation is key to completing the assignment

Frequently, the most difficult step in an executive search process is the final negotiation. And surprisingly the difficulty is not always financial. More often than not, when an executive is recruited for a new assignment, a relocation is involved. And today, more than ever, spousal and family relocation can be a very sensitive matter. With more senior positions, an employment contract is also frequently involved. An executive recruiter who has experienced multiple relocations, who has given and received employment contracts, and who understands the emotional upheaval associated with a simultaneous job change, employer change and relocation will be a significant asset in the final steps of your search