Looking to partner with an Executive Search firm? I bet you’re not asking these essential questions!

I write this post having recently been through a “beauty parade” with a large, global plc. A well-known global building products manufacturer reached out to us interested in partnering Collingwood Executive Search  to recruit a leader for their UK business. It was a critical role to deliver a significant change programme and growth strategy.

We held an initial call with the Global Talent Director and were progressed to a final round process in which we were being assessed against another executive search firm.

The Global Talent Director and General Manager, Europe ultimately plumped for a headline, globally recognised executive search consultancy. This was their prerogative and I respect that.

What I struggled with, and an essential area when vetting executive search firms, was their lack of interest in how we ensure that we deliver a strong candidate shortlist and, ultimately, a successful appointment is achieved.

The Global Talent Director openly stated that he was not interested in our process. “You all use the same process, so let’s skip over that.” Incorrect! Absolutely wrong and a view that damages any company’s ability to gain the best possible candidate for an executive level role.

Three points that I will drill into here, that you need to understand prior to making an investment in an executive search partner are:

1. How does the Executive Headhunter research a given market and how do they evidence that back to you? This is key as some executive search firms, not all, will simply go to their networks and advertise the role. Networks are great. Many headhunters have been within their chosen industries for years. I have developed mine over the 27 years I have been in executive search. How many roles do I fill through my network? Less than one-third. How many of my roles are filled through people I didn’t even know existed prior to researching for a headhunt? More than 50%! Assuming the executive search consultant doesn’t purely rely on their network and maps out a given market / location / product range / location and then associated function; how do they engage with target candidates? 
2. LinkedIn is a fantastic resource. However, many executives are not active on the platform (especially finance, operations, engineering directors). Can an executive search firm evidence the use of phone calls (old fashioned headhunting) or software such as Ai to ensure proactive engagement is maximised? Equally proactively gaining referrals from these calls or my network is also critical to our process
3. How does an executive search firm share intelligence around both of the above? Not as a tool to justify their existence, more so, in sharing information around the volume of candidates identified, and themes to the conversations held. This provides total transparency and an objective viewpoint on why the shortlist is the shortlist. It takes out blind faith that you trust what your executive search partner is telling you.  It allows both parties to make data led decisions.

Expanding on the second point, as anyone who’s worked with me will know, I believe nothing beats getting on the phone with target candidates. And here’s why it is still of utmost importance:

• Building Genuine Connections: While written messages can convey information efficiently, they often lack the personal touch and nuances that come with vocal communication. Verbally bringing our client's story to life significantly tops any form of written messaging. Irrespective of seniority, if headhunt calls are approached in the right way, people open up more. It is an opportunity to build trust and turn a passive candidate into an interested one. A headhunter will receive far greater information than a transactional conversation over a message or an email will ever provide. They lead to the expansion of headhunts, with candidates who were not identified through initial research
• Effective Clarification and Follow-Up: Real-time conversations allow for immediate clarification of ambiguities. This ensures that both parties are on the same page and have a clear understanding of expectations, and other crucial details related to the executive position
• Confidentiality and Trust: Building a personal relationship with candidates helps to build essential trust. Moving jobs is a huge undertaking for anyone. It doesn't just impact the candidate but also their family and so building trust is critical
• Enhanced Candidate Experience: We act as a brand ambassador for our clients. We have to reflect their culture and building a verbal and personal relationship with candidates enables us to do this  

And so, when you’re about to embark on vetting potential executive search partners please ensure you consider the above and listen very carefully to responses. Drill down in terms of their answers.  Failure to do this may well lead to you wondering why a given shortlist is the shortlist, and ultimately leave you feeling underwhelmed, with little understanding of the limitations to a search.

Choosing a big name partner could be the right thing to do but big names are not always the right solution!