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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. |
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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. |
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Specialization in the executive search business makes sense. However, to be truly meaningful that specialization should be based on real-world management experience. The specializationclaimed 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, meaning
ful specialization makes a difference. |
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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. |
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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. |
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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. |
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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 whohas 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. |
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