April 1998

These last few e-mails have been rather long and I hope you have patience for one more (at least) in the "save for future reference" category. I could write a book on the entire search process in our field and how non-linear and illogical this management tool is (despite myths to the contrary).

We need to have a sense of humor about what we do and not be frustrated or angry by what is or what we have no control over. Hiring creative/management executives in the communications field juxtaposes emotionalism and logic. It challenges the hiring group to grapple with the unstated but "felt" values of the organization balanced by the need to find specific skill sets -- all wrapped in one candidate. Usually the client (the hiring manager or team) is hard-pressed to articulate what the real issues are until they are face to face with candidates sitting in their office. So, here are my thoughts on the recruiting process from the client’s perspective (to help job-seekers or "candidates" understand how to participate effectively).

Clients come in all sizes, shapes and colors. Even though they feel they are unique and their problems are unique, they fall into basic categories, which I’ll describe below. A few truths hold for all of them. The client feels that he is in charge since he is paying the fee. He also believes that his position is excellent and that he is offering a competitive salary. He assumes that his organization will have "clout" or presence in the marketplace and that candidates should consider the opportunity seriously. Turning an assignment over to a search organization means that it is no longer his problem and that he should expect results very shortly (even if the hiring organization has spent months trying to fill the post). In all my years of working with clients I have never had one take responsibility for the failure of a search project. In today’s marketplace these attitudes create problems.

Let’s review four client categories. The first and easiest to work with is the experienced senior officer (President or Executive Vice President) with the budget and decision making authority to move forward without further approvals. He (generally) is also familiar with the search process and most knowledgeable about his role and expected results. Searches, however, in the communications/IR field are more frequently authorized by a team and involve more elaborate approvals.

The Marketing Vice President of a high tech start-up is in the second category. He is always in a tremendous hurry, has a brief window to score in the marketplace, and is VERY excited by the company’s potential. Long on enthusiasm, short on time and budget, his attention span is measured in 15-minute segments. He is looking for the simple solution, which translates to, "give me four good candidates from your database." Inevitably, the fee structure is an issue, "It costs that much!" He is not ready to move ahead until he has looked into all the inexpensive options and is now really behind (remember that short window?) By the time he asks for help, the situation is TENSE.

Human Resources (HR) middle managers are the third category. In corporations with mature departments, budgets for searches can be in the hands of the HR group or they can be authorized jointly by the Communications Director/VP and HR. (In Fortune 500 companies the situation can be quite different with senior administrative officers in charge.) In many cases the HR person has been asked by their communications/IR people to contact a niche search group to "get the job filled." The HR team may normally handle recruiting but this specialty is beyond their expertise or they have been unsuccessful.

The HR Manager is trying to find the least expensive, least risk (in dollars committed) option. In his mind, retained search is strictly for the most senior positions. Filling Corporate Communications/IR posts may fall below that threshold. His perspective is frequently not in line with the hiring manager who wants in-depth service and attention so he can get on with doing the work. Cost is secondary. Unless the hiring manager can override HR’s authority, the search project is frequently scuttled.

Corporate Communications officers with the opening in their group are the fourth category. They know what the position entails and are painfully aware of how much the job needs to be filled. Frequently they are unfamiliar with the process and what is involved within the company to obtain authorization for searches. They may not have been recruiting or on the job market recently and are unaware of competitive salaries or the scarcity of qualified professionals. They want the job filled today and have not analyzed the process sufficiently to have a realistic time-frame. An extreme example of this was a client calling just before the holidays asking if we could fill a post within two weeks. He has been so busy since that virtually all the candidates presented have moved on to new challenges (before he could even meet them). It has been over three months and we are starting again

No matter what category of client we are working with, the first step is to realistically assess whether we can help the organization fill the post. A key determinant is to have a "heart to heart" conversation about what is and is not possible. If the client is willing to listen to input about the realities of the marketplace and agree to some flexibility, there is hope. Once we are past the "cold shower" phase, the other basic is that the client must agree to pay an advance fee (that is not refundable) for the ongoing services provided --not when and if the job is filled. Once the contract is signed, the first phase of our work with the client begins.

The client expects to tell us what he wants as quickly as possible so that he can get on with his real work. (This is one myth to dispel -- staffing is part of his real job.) I need to slow him down to examine all the elements involved in the search. Figuring out what is critical is like being a detective. You look for clues about the culture in everything the company says and does. We discuss the organization, its products/services, growth cycle, history of the position, who has been successful in it (if there was an incumbent), mission/values (if they have been articulated), competitive information, and work/management styles. I’ll ask if there are any industries or companies that should be tapped for candidates.

We’ll review compensation and the marketplace. (Where are compromises possible?) Rarely will the numbers comfortably work for the experience desired. In large companies the problem is compounded by several factors. The HR department looks at comparable companies (usually there is a lag of a year since the survey was done) to be sure salaries are competitive. But, the problem is that it is NOT where the competition is -- so the benchmarking is irrelevant. (Try telling that to HR.)

I provide a sense of how candidates are calling the tune with this example: "You are seriously interested in Cathy and she is telling me that there are three offers she is considering in the range of $115-$130 base with bonus and stock options. Now, what is the maximum you (the client) can put on the table -- and remember, we have only two weeks before she must make a decision." Once the client hears this, he understands that no matter what he says about salary ranges and expert compensation information from HR – it is all irrelevant. The hiring game is about competition and winning. (Again, try telling that to HR.)

Another consideration is internal parity. Companies simply cannot underpay in-house staff relative to new hires. This is the time to discuss special solutions so the hiring manager is prepared to negotiate internally for cash benefits not tied to base pay.

We will agree on a comprehensive research program and an ideal candidate profile. A search allows a client to educate himself about his options in the marketplace. Frequently, the hiring manager has a "picture in his head" about the person he REALLY wants. It is important to try to figure that out either so JC&A can find this mythical person or let the client know this is a barrier to success. (Telling a client he can’t have what he wants is a delicate art form.) Age can never be a consideration in the hiring process, however, years of experience required gives a minimum approximation of the most desirable candidate. If the range is from 7-10 years, it is unlikely that a finalist will have 25+ years of experience.

When finalists are selected, it is unusual for the choice to be far from the initial description (of what was the ideal profile.) This is a truism I have observed after years of observing the decision-making process. The client WANTS WHAT HE WANTS. I am no longer surprised by how narrowly focused most hiring managers are. Marketing officers are the most insistent on category experience (he’s got to know the territory). For example, if the company is in the systems software business, then the new hire needs to come from that segment, and of course, know the media. I think this approach can be stifling and delay a successful outcome, but as a consultant representing my client, I am obligated to explore the paths he chooses. If he becomes convinced we need to widen the research (with some advice from me), I can move in new directions.

Candidates applying for positions have the most difficulty understanding and accepting the fact that they cannot convince a hiring manager they can do the job with business to business experience when, for example, the client is in the high tech/hardware category.

I am helping a natural resources corporation in the southeast and all their semifinalists are in that same category. Applicants with healthcare and association experience read the job description and feel they are fully qualified. Yet, by client parameters they are not even close. Remember, a client wants what he wants.

Once the fact-finding phase of the search is completed, the actual research effort begins. With our database, web site, and e-mail capabilities, there are opportunities for immediate broad outreach coupled with focused phone calls. (Last months e-mail talked about handling those contacts from a candidate’s viewpoint.) My role is to keep the client well informed about the results of this research and to send the resumes of the most promising professionals.

Depending on the level of service provided, I will conduct phone interviews and/or arrange in-person meetings. It is my job to assess the capabilities of the candidate and how he might fit the job and the organization. The best predictor of future behavior is past behavior. What a person does, not what he says, is paramount. I also look at any new personal issues that may impact performance.

Change in a candidate’s family situation is an example. If the candidate has a history of working intensely in start-ups but has recently married and wants more personal time, perhaps a go-go situation is not a good fit -- tempting as that might be. In conversations with clients I must be analytical and realistic. If there are any concerns, I discuss them with the client and eliminate rather than include candidates in the process.

If a candidate is eliminated I will graciously tell him he is no longer in contention, but I will not violate any confidences. Candidates always want to know why, thinking there is valuable information to be learned. Rarely have I any insights to pass along. Practically speaking, is there anything candidates can gain from knowing that an issue surfaced that cannot be fixed (that took them out of the running?) Nothing positive can be gained from that feedback.

Once the client is ready to interview candidates, JC&A coordinates that process and reviews schedules. If there are any delays, the client always wants to be kept informed. As long as he knows we are monitoring the situation and providing updated information, he is comfortable. In fact, a key principle throughout on all sides is the need for constant communication and updates -- in some cases if only to say we are waiting for further information. (As an aside, I have noticed a male/female difference. I’d be interested in anyone else’s impression. Women naturally want to touch base. Men prefer to share action-oriented messages or wait until there is something specific to relay. I wonder, is this tied to the phenomenon of asking for directions?)

As much as a client is in a rush to make a hiring decision, once the ball is in his court, the process inevitably slows down. At the beginning of the search, we are asked for frequent status reports and action. Now, we need time from the client and his hiring team. Despite knowing this step would be coming, the client rarely is ready to move as quickly as the market demands. Candidates who have been asked to interview inevitably underestimate the time it will take and need constant assurance that the client is still interested and not "dropping the ball." The reality is that hiring is just one of many crises to be dealt with. When it moves up to number three or less on the priority list, it gets done. It also helps if the client has tried to hire in this heated marketplace before and has lost a good candidate due to delays.

Results from final round interviews are shared with me and passed along to candidates with an honest assessment of where they are in the group of two or three. The client is relying on my counsel as well about how candidates are responding to the opportunity. If there are any issues that may cause the top finalist to withdraw, he wants to know that immediately. I need to advise him if I perceive any problems or if there are major issues that must be addressed before going forward.

It is here where detailed financial and personal factors come into play. If I can recommend a compensation program or relocation solution for the company to consider, it helps the client. (This doesn’t mean he takes my advice, but it does raise the awareness level.) I will be the middleman shuttling between the finalist and the client to negotiate details of an offer. Hopefully, by the time there is an offer, it is a "done deal." I will check references and provide insights to the client about the strengths and management style of the new hire. I frequently ask the prior direct supervisor what is the best way to manage the incumbent and pass that along.

I will also be an advocate to move the process along as quickly as possible within the organization. In a few companies, each step of the offer sequence is handled by a separate department (or group within a department). In one worst-case scenario, the hiring manager ignored internal job-posting requirements and didn’t initiate the required requisitions until he was ready to extend an offer. By the time all the steps were completed, the company initiated a job freeze (literally one day before the offer was ready) and the job was never filled.

As I said in the last e-mail, sharing information honestly with the search consultant so that it can be interpreted, analyzed, and properly presented to the client leads to success. In some cases success is taking the new position. In others, it is the decision to move in yet another direction inspired by the process. Exploring honestly what your work and personal goals are through this effort can be a difficult, challenging and ultimately an invaluable exercise.

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