Executive search is recruitment without recourse to advertising. It is estimated that more than 70 per cent of all top jobs are filled in this way. Executive search is appropriate for senior appointments, although some consultants are prepared to search at a comparatively low level, particularly in respect of specialised appointments, for which the candidates can be identified by the uniqueness of their skills. A candidate may find the initial approach by the headhunter somewhat daunting and flattering. It will invariably be by telephone and the consultant may suggest an informal meeting to discuss a senior appointment. Little information will be exchanged at this stage and it is reasonable to expect the consultant to confirm his invitation in writing and at he same time, establish his bona fides. Unfortunately, there appears to be a developing trend towards “information poaching”, in which individuals act on behalf of clients to obtain sensitive information from competitors under the pretext of an executive search programme. These impostors use executive search as a cover for what is in reality a form of modern industrial espionage.
He will have done his homework and will probably have a fair amount of information about the candidate, including age, qualifications, and present and previous jobs. Because of the confidential nature of executive search, the consultant may not at this stage wish to identify his corporate client and will talk about the appointment in general terms, such as the size of the business, approximate location and markets. It is not prudent for the candidate to press for further information at this stage. During this initial meeting, the candidate should not feel obliged to give confidential information about his company, but he should be prepared to table his curriculum vitae. Many candidates are reluctant to table their full career details during their first meeting with the consultant. This is an unfortunate attitude, because the candidate should recognize that a responsible consultant would not abuse confidential information. Get a consultant to find the right candidate for the executive slot, says Jackson Taylor The consultant will wish to know key areas of responsibility, to whom the candidate reports and how long he has held his present position. Of particular interest are the promotion prospects associated with the candidate’s present job. The consultant will wish to explore technical and product knowledge so that the relevance of the candidate’s experience is determined. If the candidate has joined his present employer within the past few years, the consultant will wish to verify the circumstances of the job change. Redundancy is a fact of modern business life and many people involuntarily change their job because of impending redundancy. Far too many candidates try to cover up redundancy by suggesting they resigned “because of a disagreement on policy”. Dignity apart, only fools resign to the oblivion of unemployment. It is a wise person who understands that it is easier to find a job from a job. Resignation is often used as a euphemism for being sacked. Tragically, it is a recognised fact that many redundant executives are unemployable, dependant of course on the circumstances of redundancy and upon age. The consultant therefore has to resolve the unfortunate ‘stigma’ image to ensure that any recent job changes by the candidate are contributory towards positive career development. A follow-up meeting with the consultant will generally be more formal. The candidate by this time will have been given the identity of the client and a copy of the latest annual report or other relevant financial and trading information. He will also have received a detailed job description indicating the ranking of the appointment within the overall organization.
During this meeting, more background information about the job will be tabled and an explanation will be given as to why an outside appointee is being considered. The remuneration package will be discussed, together with other fringe benefits, including pension portability, stock options, relocation costs and so on. The subsequent meeting of the candidate with the client’s representative may also, in the first instance, be low-key. The consultant will usually withdraw after making the introduction, leaving both parties to talk in more detail. The candidate is in a strong negotiating position, which must not be abused. He has not applied for the job; he has been approached and can, therefore, talk on equal terms with a prospective employer. It is unlikely that candidates will be exposed to psychometric testing, although some organizations advocate this, even in respect of very senior appointments. The assessment of individual personality and behaviour does not belong to rational science and an interview is a notoriously poor way of evaluation. Some candidates interview well but give a false picture of their ability. Oscar Wilde once wrote, “Experience is the name everyone gives to their mistakes”. Consultants do not necessarily discount candidates who interview poorly but have an acceptable track record. A large percentage of communication is non-verbal and a trained observer can read the signals without the candidate necessarily being aware that he has revealed them.
The prudence of inviting a senior executive with an exemplary track record to submit to psychological testing is often questioned. The Rorschach Inkblot Test is a psychological projection test of personality in which the subject’s interpretation of an ambiguous and structureless arrangement of dots purports to give a measure of emotional and intellectual capability. Whether these random dots can really indicate intelligence or bizarre questions reveal personality profiles are points for considerable debate.
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