Executive search service begins with learning company's history, values, and structure. Every project is unique, thus we always begin our search from scratch.
We make believe ourselves that we don't have any resumes in our database and explore the special nature of the task. We listen to our clients very carefully and create a "bespoke" approach for each and every one of our projects.
Serving as a trusted advisor involves moving beyond transactional decision making to a more proactive advising role, asking questions that have not been asked before and going beyond the immediate needs of the organization and the individual to what may exist in the future. It aims exploring possible alternatives when applicable.
As trusted consultants, we assist our clients and candidates in analyzing the organizational relationship, as well as the style and cultural compatibility, for the long-term relationship continuum. A third eye will undoubtedly minimize the risks of the project while also adding a great value by diversifyng perspectives.
The search must be handled in the absolute secrecy in some circumstances, such as when the company's management is making a major strategic decision, during an M&A period, or while launching a new project. In such a case, only the shareholders/owners, the highest supervisory authorities, or a small number of executive decision-makers are privy to the information.
In other instances, handling the process with internal resources may risk the situation by causing the information to spread prior to its release. Even if the process is handled in tight confidentially internally, possible applicants may not be approached due to the significant chance of rejection and the information spreading externally.
These and other extremely sensitive circumstances necessitate the use of an outside trusted advisor to conduct every step of the search with extreme caution and strict adherence to confidentiality.
Today, the candidate experience is essential to the success of every recruitment process. In the same way, the executive candidate experience is more crucial, requiring a special approach and care to handle the entire process.
In the majority of cases, executives are passive candidates who are hesitant to move to a different organization. Thus, engaging a respected executive search firm sends a strong signal to those candidates that the organization is mature and this consequently facilitates the potential transfer. The assistance of an executive search firm helps to demonstrate to the candidate about the organization's culture, size, and management's vision.
When an executive search company approaches a candidate, (s)he experiences the premium partnership style from the beginning and throughout the entire process, making it simple to initiate and continue the dialogue, which is crucial for subsequent steps. Even if the candidate is not interested in the position, (s)he will allow his/her resume to remain in the database or at least maintain contact for future opportunities, rather than being "cut out."
Successful organizations focus on their core competencies, whether it be a service, product, system, etc. and outsource non-core operations and processes in order to deepen the expertise of what they do well. Considering that executive candidate search should not be seen as a non-strategic element; an external trusted advisor working as an extended arm of the company is the optimal solution for gaining a competitive advantage.
These valued advisors devote significant time and effort to understanding the organization both like as an internal employee and as an external consultant.
Convincing an executive to shift to another organization is a challenging and sensitive process. From the candidate's perspective, it requires a high degree of confidentiality and a trust to reveal their motivations in full.
From the standpoint of the organization, it is unfavorable to receive a rejection from an executive candidate after a direct contact. In addition, a direct approach with a candidate from a competitor or from a company with which maintaining a positive relationship, may result in an uncomfortable situation. Moreover, it is frequently the consultant's role, particularly in compensation negotiation processes, to satisfy all parties or bring them to a "middle ground."
In all of these and other key situations, an "intermediary" plays a crucial role on behalf of both parties.
As a matter of fact, retained executive search firms do not operate under a contingency model; rather, they adhere to a professional services model of consultancy.
Consequently, clients of an executive search firm will be allocated a consultant and an associate who will handle the entire process, beginning with the initial briefing, market mapping, search and selection process, and offer management.
Due to the absence of a contingency-based business model, executive search firms have no incentive to submit an increasing number of candidates.
Instead, in a reasonable amount of time, executive search firms focus on identifying the right number of the best qualified candidates in the market, using a holistic research-based strategy.
In most cases, the initial contact with an in-house recruiter prevents highly accomplished, passive, and happily employed executive prospects from proceeding to the next round.
Executive candidates are always concerned about the protection of their confidentiality. It can be uncomfortable for a candidate to declare interest in a potential new role and immediately discuss confidential matters with internal representatives from another, often competing organization.
Consequently, it is very understandable for applicants to agree to meet with an executive search consultant as an early as the first step, which can result in at least the "curiosity" stage.
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