Most business people have a general idea of what a “head hunter” does – after all, the label gives a direct, if basic, pointer as to the type of recruitment activity involved. But there’s always been a certain amount of suspicion, even misunderstanding, both from the client recruiter’s point of view and from candidates.

Executive Search, as headhunting is more properly termed, whether it’s used on its own or combined with an advertising campaign, is a very effective method of identifying candidates in a definable ‘market’ and targeting individuals who may not be actively looking for a new position. Contrary to popular belief, there’s nothing sinister or underhand about finding and approaching candidates in this way (at least not with the majority of professional recruiting firms), and contact is only achieved after pre-qualification through diligent research and careful networking, including the client’s contribution.

Some may question the ethics of Search; others are concerned about its cost effectiveness, or whether it’s ‘right’ for a particular role, or whether it can deliver the right person. We’re used to, and recognise, such concerns. We believe that the frequently asked questions and answers detailed below (including some important “Dos” and “Don’ts” from an experienced researcher) address them, as well as providing a richer understanding of what Executive Search means.

When should Executive Search be used? Give me an example of when to use it, and when not.

Search works where there is a clearly definable market for candidates. This ‘market’ may comprise companies in a particular sector or companies supplying into a particular sector, or an even narrower field of, say, specific types of public sector organisations. Where there’s only going to be a limited number of candidates (perhaps only one) in each of the target organisations, Search can find, identify and contact them, e.g. for senior management roles or for a specialist role of some nature. If a client needs a Sales Director with experience of supplying into food retailers, Search would work, whereas the much broader task of recruiting in some “good sales management skills”, which could come from a wide range of sectors, wouldn’t be ‘searchable’.

What exactly happens?

As with all recruitment assignments, stage one is a thorough Briefing Meeting with our client. If Executive Search is the recommended approach, we then work with highly experienced researchers to prepare a target list of organisations and to identify the relevant management structures within those organisations, using a combination of desk research, phone work, networking, and previous knowledge. More often than not, we will involve our client at this stage, discussing the potential target individuals within those structures and agreeing where the approaches will start.

The initial, direct approaches to candidates are often confidential and need to be handled in a sensitive manner. Usually, the first objective will be to make the candidate aware of the opportunity, in outline, then to ascertain their potential interest and begin to get some further background on the appropriateness of their experience. A number of telephone conversations, often in the evening when the candidate can speak more freely, may be necessary before a mutual decision to meet.

Networking also plays a crucial part in the search process (though it is rarely sufficient on its own). We combine our own contacts with those of our professional researchers and, where appropriate, those of our client as well, to add further direction and focus to our search through specialist sector knowledge or specific recommendations. When appropriate, we involve international researchers with relevant language skills.

Who contacts candidates – researchers or the consultant?

Usually, potential candidates are contacted first by our researchers who ascertain whether a candidate might be interested by releasing sufficient information about the role and the company for a candidate to decide whether they wish to talk further. The researcher will also do some preliminary exploration as to whether a candidate does indeed have the right level of experience and skills, and whether there are any key issues for him/her in considering a move. Once it’s clear that there is some interest, then the consultant would take over the contact from there on. If it’s a highly focused search or it’s an area where a consultant has already spoken to many candidates before, then he/she might take it on from the start.

What about confidentiality – you could be talking to our competitors?

A professional search organisation will always work closely with the client as to the level of confidentiality required on a particular assignment. One of the benefits of Search is that you can release information in a controlled manner only disclosing the client’s name, for example, when it becomes necessary. In general, the initial contact with candidates tends to work better the more information you can give out. If you can tell the candidate who the client is, what the job is, what the background is, you’re more likely to get informed responses - “Yes, I’m interested” or “No – and here are the reasons why”. A ‘cloak and dagger’ approach can put a candidate off, and providing too little information means that candidates can’t properly assess the opportunity or make up their minds.

It sounds time consuming – is it?

It can certainly be harder to manage the timescale with Search compared to advertising because it’s dependent on candidates’ willingness to respond to a phone call or return a message left. It can sometimes take several weeks to make contact with all the target candidates. It’s also important when candidates have been approached, rather than having responded to an advertisement, that the process moves forward at a speed that is acceptable to them, taking them forward step by step at a comfortable pace or that corresponds to their concerns and commitments. Sometimes, on the other hand, the process can be swift - if the market is relatively small and the candidates responsive, you can soon know whether anyone is going to fit the bill. It’s also possible to fast track good candidates that appear early in the process, though that requires careful communication and management between client and consultant.

Is Search a cost effective recruitment method?

Yes. It does, of course, require more time and resources from the consultant (in particular, the up-front research and the time taken to carefully manage candidates through the process) and, therefore, because the costs are higher for the search consultancy, the fees tend to be higher. However, advertising in some of the recognised senior management media, e.g. The Sunday Times, is certainly not an inexpensive option either. In the right circumstances, Search will frequently be the most cost effective option.

What happens if the Search doesn’t work or no-one’s interested?

Firstly, it’s very rare to have a situation where absolutely no-one is interested. Even if the shortlist comprises only one or two candidates, it can still result in a successful appointment. A properly conducted and thorough Search will provide the client with good feedback on the availability of candidates with suitable skills and experience for the role, on the market’s perception of the client as an employer, and on the comparability of remuneration levels. If the outcome of a Search is no appointment, at least the client reaches that conclusion knowing that all relevant avenues have been explored. The solution might then be to re-examine internal structures and approach the position in a different way.

How ethical a recruitment method is Search?

There are some people who’ll always believe that it’s wrong to contact someone either at their workplace or home to ascertain their interest in moving to another job. But Search these days is widespread and provided it’s properly and professionally conducted, including sensitivity to and respect for both parties’ situations, few people would be offended by such an approach. Many senior candidates do not respond to advertising and will only expect to move when they are approached.

So, if I’ve appointed my ideal candidate and six months on you’ve got a similar job for another client – are you going to headhunt my employee?

No. Most Search companies (including Dickinson Smith Buss) provide their client with an assurance that they wouldn’t headhunt anyone from their organisation (whether recruited by them or not) within a specified period after handling an assignment. In our case, this period is two years. In practice, of course, we seek to build long-term relationships with our clients, handling assignments for them on a regular basis, which renders them off limits permanently.

When should Search be combined with advertising? An example?

As indicated above, Search works best when there is a clearly definable market, but there are times when a limited search can add significant value to a broader advertising based approach. For example, when recruiting a Marketing Director for a telecommunications company, previous experience in telecomms may be desirable, but marketing skills honed in other sectors (retail, FMCG) might be easily transferred to this sector. A broadly worded advertisement in the national press combined with a focussed Search into some key telecommunications organisations could prove a highly cost effective approach.

It’s flattering when I get a call from a headhunter, but I often think ‘How did you get my name?’

The list of target individuals in a Search can come from a number of sources. Most names have probably been acquired through careful desk and telephone research to identify who is occupying a relevant position in a relevant target organisation. Some names may be known from previous search work in the same sector; some may have come via the client; and some may come up through networking/recommendation once the Search is underway.

Doesn’t Search just give the candidates an excuse to negotiate a better package with their current employer?

It’s true to say that this is one of the potential pitfalls of Search. However, an experienced and professional Search consultant should be able to reduce the risk by carefully qualifying the level of the candidate’s interest at each stage of the process and by building a relationship based on mutual trust. People are flattered when they’re approached in a Search and there are those who will just ‘go along for the ride’, but an experienced consultant should be able to spot this danger and minimise the risk.

‘Dos’ and ‘Don’ts’ – as a client dealing with key elements in a Search assignment…

Good beginnings:
DO…

• Do take time to think the role through in advance and prepare a job specification, if possible, including reporting structure, etc;
• Do accept the need for flexibility on package;
• Do have a clear and realistic timetable in mind and be aware that the Search process can be lengthy;
• Do think through the confidentiality aspects and have a process in place to inform key people in your organisation at the appropriate time;
• Do think through what information can be released to potential candidates;
• Do tell the consultant of any possible media coverage that is imminent or market issues that may affect the Search;
• Do agree up-front the frequency and nature of the communications between you and the consultant during the Search.

DON’T…

• Don’t delay in telling the consultant if there are changes to the nature of the assignment e.g. the job specification;
• Don’t use more than one organisation to conduct the search at the same time – this is confusing and off-putting for candidates and sends out the wrong messages;
• Don’t expect large numbers of highly qualified/relevant candidates – a Search target list is already focussed and not all those on it will be interested in the opportunity;
• Don’t be too narrow in your specification or search target list;
• Don’t have a closed mind;
• Don’t expect results in 2 weeks;
• Do set aside dates and times in advance for meeting candidates. (Your consultant will advise you on likely timescales and will keep you informed of progress).

The Search is underway:
DO…

• Do involve the consultant at all stages, and ask for help if a problem arises;
• Do bear in mind at all times that Search candidates have not applied to you for a role – they are being courted by you;
• Do respond to consultant calls within a reasonable timescale, or inform the consultant that you’re not going to be;
• Do offer flexibility on timing of meetings - Search candidates may find it difficult, or be unwilling, to take time off from their current jobs during the day;
• Do keep to arrangements for interviews, etc;
• Do consider the environment in which you propose to meet candidates; is it appropriate bearing in mind candidates’ potential sensitivity to confidentiality?
• Do prepare for the interview and think through likely questions and confidentiality issues for both parties, especially if the candidate is from a competitor organisation;
• Do thoroughly brief others who are involved in the process, especially if they are interviewing on their own.

DON’T…

• Don’t change arrangements at the last minute (time, place or personnel!);
• Don’t expect candidates to be available at very short notice – again, remember these candidates have commitments in their current jobs;
• Don’t delay contacting your consultant if there are important changes or issues arise as the Search is underway – Search candidates withdraw their interest quickly if they suspect they’re being ‘messed about’.

When interviewing Search candidates:
DO…

• Do remember to sell (but not oversell) the opportunity, its benefits, and the attractions of your organisation – Search candidates may need some persuasion;
• Do agree a set of ground rules for the interview about confidentiality to reassure candidates and to reduce their perception of risk in talking to you;
• Do allow each candidate to ‘warm up’ during the interview – Search candidates are usually not actively looking for a new role, and there may still be some reticence in their manner until they feel comfortable.

DON’T…

• Don’t prejudge candidates because of your perception of their current employers; Don’t try to gather competitor information (it’s an interview not a marketing exercise);
• Don’t dominate the interview;
• Don’t avoid answering pertinent questions or be tempted to be anything other than truthful.

When making an offer to your preferred candidate:
DO…

• Do address any issues that have arisen for the candidate in the course of the process e.g. making sure you match or exceed existing benefits; an adequate relocation package if appropriate, and so on;

DON’T…

• Don’t offer a lower salary package than was originally agreed at the start of the assignment.

‘Dos’ and ‘Don’ts’ – when a headhunter contacts you as a potential candidate…

DO…

Do, firstly, take the call or return the call – if you receive a message to call someone as a ‘personal call’, it’s very likely to be a researcher;

Do state if it’s inconvenient to speak or if you feel uncomfortable, e.g. if colleagues are present. Stipulate a time to call back or offer to call the researcher back yourself. It’s always better to stipulate a time than to merely say "call back later";

Do suggest a one-way conversation if possible: brief one word answers to the researcher’s questions are sometimes sufficient to decide whether or not the role may be of interest or relevant. If necessary, suggest resuming the conversation at a later, specified time;

Do keep an open mind - having had a discussion with a researcher and being unsure whether to take it further, say that you will 'think about it', but specify a time period in which you will call with a decision;

Do have an up-to-date CV available, preferably in electronic format. If the opportunity sounds interesting, you need to send your details across quickly. Updating your CV on a regular basis helps you to quantify your successes and achievements, which you can talk about readily with a Consultant;

Do enhance your appeal as a bona fide contact - even if the opportunity is not for you, it’s always helpful for researchers to have feedback for the client on issues such as: the general appeal of the role, the appropriateness of the salary, the location, current shortage of good people/skills in that particular marketplace, your knowledge of competitor companies who may have appropriate candidates, and so on.

Do increase your chances of being targeted for a more appropriate opportunity next time if the one on offer is not what you have in mind for your next career step, or you don’t, after all, match the criteria. Take a moment to explain to the consultant or researcher what you do want and why.

DON’T…

Don’t be impolite! Even if you’re not interested in the opportunity, you don’t know when you may need the researcher’s (or consultancy’s) services again. "Go away and don't darken my door again!" is really saying don't 'open doors' for me in the future;

Don’t get paranoid! Head hunting is very common. The techniques involved in deciding which candidates to call (mentioned above) are widespread and aren’t sinister;

Don’t forget to protect your privacy – don’t offer a contact email address at your workplace if there’s a remote risk that your emails may be checked.

Don’t damage your credibility by making promises that you can't keep, e.g. “I’ll send my CV by tomorrow...”, “I’ll call you back at the end of the week…” and so on.

Don’t forget that, if the job is not for you, it does no harm to suggest other candidates. If confidentiality is an issue in doing this, just remember to stipulate to the researcher/consultant that you don’t wish to be quoted as a source.