Effective recruiting of senior management is critical to any organization’s success.
The selection of a consultant to assist with this important function should, therefore, be performed with care, and with consideration of criteria that may not be immediately apparent.

The Association of Executive Search Consultants ensures that its members are all high quality professional firms by imposing ethics and professional practice guidelines for executive search as criteria for membership in the Association. Employment of an AESC member is thus already an indication that the firm has met stringent quality and ethical standards.

However, when reviewing which executive search firm to use, a potential client will also need to consider other issues:

Size of the firm
Geographical reach
Industry knowledge and specialization
Conflicts with other clients (off-limits)
Guarantees and liabilities
Search process
Qualities of the search manager
The role of the client
Size Versus Capability

It is generally accepted that the number of offices or consultants of an executive search firm does not necessarily affect the ability to handle a search assignment successfully. There are many single-office firms that operate with ease on a national and international scale, while there are multi-office firms that are regional in their focus.

What is more important than size is the overall capability of the firm to provide the resources needed by its professionals to research and identify the best possible candidates. A critical factor is also the quality of the working relationship with the individual consultant retained to conduct the search assignment. A client is entitled to know the nature of the resources available and the research and support staff who will be working on the project.

Geographical Scope

Of particular importance with international assignments is the nature of the international network that will be brought into play in conducting the assignment. How do the relationships with overseas offices work and how extensive will the sourcing be in different markets? Who will conduct the screening of candidates? Will videoconferencing technology be used? Will there be a lead consultant who will see all short-listed candidates?

The answers to these questions may be crucial in determining the level of service that the client will receive in a complex international search.

Industry Knowledge and Specialization

The executive search profession has become increasingly specialized in recent years by industry, function and geography. Thus there are fewer and fewer generalists except in smaller markets, often regional, where a reputable search consultant may still conduct searches across a wide range of functions and industries.

This AESC directory allows clients to select search firms by specialization, and can facilitate the creation of a shortlist of firms and consultants who are likely to have in-depth knowledge of their particular sector. While the search process is generic to all sectors and functions, nevertheless, detailed, comparative knowledge of an industry or function is increasingly required by clients when selecting a search firm. Many will require verbal or possibly written presentations to satisfy themselves of the expertise that the firm/consultant will bring to the assignment.

Off-limits

An agreement about the length of elapsed time before a search firm can recruit out of a client company where they had previously placed a candidate is one of the most sensitive and often difficult areas to be reviewed when selecting a search firm. The AESC guidelines are adamant that full disclosure of any limitations affecting the search (such as clients or individuals that are off-limits) is essential. Such limitations should be spelled out, in writing if necessary, and the client should be fully satisfied that sufficient market is open to the consultant to conduct an effective search.

The client should also expect to receive a written understanding concerning the off-limits conditions for their own business. The AESC guidelines indicate that this should be a business issue between the parties, and should reflect a time period and scope of application such that there will be no misunderstanding in the future should personnel change. This practice has proved to be an effective way of handling an issue that has been often misunderstood in the past.

The search firm should also demonstrate a commitment that information acquired about a company during the search engagement will be considered absolutely confidential.

Overall Track Record

Quality, while seemingly elusive, is one of the key factors in selecting an executive search firm. Just as a client will want background checks taken on candidates, references on the search firm are an important part of the selection process. The firm’s reputation, and more specifically that of the individual consultant handling the assignment, can be evaluated through comments on past performance. Completion rate and repeat business are indicators of a strong commitment to clients. In addition, hearing the views of a client when a search has not resulted in a hiring can be helpful in evaluating the firm. A search consultant cannot guarantee to fill the position, but can guarantee the quality of his or her own performance.

Increasingly clients will employ the services of an independent consultant to help them assess executive search firms and to conduct negotiations with them.

Guarantees and Liabilities

Executive search is a management consulting activity which may or may not result in the hiring of an external executive. An internal appointment may be made or an assignment discontinued for organizational reasons outside the consultant’s control. Therefore, search firms should not be expected to guarantee that a position will be filled.

However, it is appropriate to establish an understanding of the firm’s policy about unusual situations. For example:

Under what conditions and time frame will a firm replace a candidate who leaves voluntarily or involuntarily?
If a candidate is hired now or later for a position other than the assigned search, what is the client’s obligation to the search firm?
What are the factors that may cause a search firm to withdraw from an assignment or consider the job specifications to be sufficiently changed to warrant starting a new search?
The Search Process

An executive search is a consulting engagement and not just a recruitment activity. Therefore, performance of at least the following consulting services should be expected:

Meetings with the client to develop an understanding of the organization, its needs, and the open position.

Prior to beginning the work, written documentation of the position description, scope of services, search manager, general timetable and a statement concerning fees, expenses and cancellation policy.

After confirmation of the documentation, thorough independent research by the consultant or the firm’s research staff.

Verbal and written reports on the progress of the search, including scope of the research and feedback from the marketplace. The latter is an important value-added service that is often overlooked.

Thorough evaluation of potential candidates, including: in-depth personal interviews by the search consultant, verification of credentials, and assessment of the individual’s strengths and weaknesses with respect to the position.
Written reports and evaluations of short-listed candidates prior to interviews with the client.

Prior to final selection, comprehensive reference checking on behalf of the client.

Active participation in the final negotiations to facilitate communication between the parties and to ensure that the client has the best opportunity to successfully recruit the favored candidate.
Follow-up with the client and selected candidate after the start date in the position to assist integration of the candidate into the new job and the client’s environment.
Qualities of the Search Manager.
The client has a right to know who will be conducting the search. In some firms consultants acting in a business development capacity may not work on the assignment.

When assessing the consultant who will be managing the search, the following criteria are important:

communication and presentation skills (the consultant will be representing the client in the marketplace and must do so professionally)

sufficient industry and functional knowledge to make sound recommendations

perception and assessment skills

determination and tenacity

persuasiveness

honesty and integrity
Managing a search to find a senior executive is a complex task that requires the skills of an experienced professional. The client should feel comfortable and confident that the assignment is in the hands of such an individual.

How to Be a Good Client

The relationship between client and search firm requires substantial measures of trust, chemistry and professional respect. It is important for the client to understand their part in the search process and how to contribute to a successful conclusion:

Take every appropriate step to achieve a good fit with the search firm. Communication between search firm and client must be open and cooperative; the relationship should feel friendly and comfortable.
Do your homework before meeting with the search firm. Describe the position in as much detail as you can and make full information available to the search consultant. Do not hide information but introduce the consultant to key decision-makers in the selection process and encourage full disclosure. The consultant will be your partner in completing the assignment and must be able to represent your organization fully to prospective candidates. Therefore, there should be no surprises.
Assemble your in-house search team. This should be a cross-functional team of the key executives involved in the recruitment process. Ensure that there is agreement and consistency about the position to be filled. This is critical when it comes to meeting short-listed candidates. Obtain feedback from the search consultant to identify differences of opinion within the search committee.
Orchestrate the interviewing of candidates to ensure that they are properly greeted and given VIP treatment. They are not job applicants but generally very busy executives who are making time sacrifices to be with you. Therefore use their time well, do not duplicate questions or information, and do your best to "sell" them on the organization. More than one excellent candidate has been "turned off" by shabby or inefficient treatment by a client.
Help your interviewers by establishing selection criteria and assessment guidelines.
Be readily available to your search consultant so that together you can effectively and quickly fulfill your mutual goal.

With Thanks to Peter Bennett of Bennett & Associates in Hong Kong, a member of The Hever Group, for his contribution to this article.