When my colleagues and I start an executive search, we typically do a start-up meeting with the client. The purpose of the session is to review the key criteria for the role and the search. We meet with the hiring manager and principle participants to get their viewpoints on the type of candidate to look for. During these sessions, we ask many of the standard questions about the responsibilities of the role and the characteristics of a successful candidate. Most clients are prepared for these questions.
But there are other questions that cause hiring managers to get stuck:
- What are the specific expectations for the executive’s first year or 18 months?
- What will a successful leader look like in your organization?
- What is your search strategy?
- How will you effectively sell great candidates on the position?
These are questions that every hiring manager needs to think about before starting an executive search. Therefore, in addition to the job description, organization chart, and list of qualities you want in the ideal candidate, here are other aspects to consider ahead of time:
- Understand the immediate challenges for the successful candidate. Identify the unique issues and difficulties that will face the new hire walking into this new role in the first year. Are there changes that need to be implemented in this department? Is the team having challenges that will need to be addressed? Is there a big project moving forward that will need his or her full support? Thinking about these things up front will assist you in identifying the most important skill sets candidates need to be successful. Conveying those challenges to the hiring manager or search consultant in charge of recruiting will help that person identify and secure genuine interest from stronger candidates.
- Set detailed expectations for the role. Outline the expectations of the successful candidate for the first 12 to 18 months. Sharp, successful people know there has to be a plan. Candidates want to see that there is a clear vision for their new role and want a clear understanding of the expectations from leadership. Additionally, discussing those expectations up front with a candidate during an interview can lead to valuable insights about who they are professionally and whether they are a good fit. Candidates who conduct an intelligent conversation about the expectations may lend some insight into their depth of knowledge and willingness to tackle tough challenges. Candidates who can’t handle the expectations or think you are asking too much will give you some insights, as well.
- Develop targeted questions for candidates. Outline the questions you are going to ask each candidate. Make your questions insightful and helpful in determining whether each candidate has the right skill set and competencies. This is an area where most hiring entities fall short. The most common interview question is, “So, tell me a little bit about yourself.” This may be fine for starters, but an example of a more worthwhile question would be something like, “We recently launched an initiative to address XYZ in our organization. How would you approach such a project?” This question will provide clear insight into the candidate’s ability to handle the initiatives and challenges of your organization, and his or her ability to provide creative approaches and ideas. Your questions should be consistent for each candidate and explore the depth of his or her knowledge and experience. Prepare follow-up questions and ask for examples of where candidates have used their knowledge in the past.
- Make the position attractive. One of the biggest issues that slows down a search is trying to recruit executives who are good at what they do, and thus likely well compensated and comfortable in their current roles. The first question you should consider is, “Why would someone want to work here?” The best candidates typically are not looking, or only passively looking, for a new opportunity. They may have every qualification you are looking for but no motivation to consider moving.
To motivate someone to change jobs you need something that will benefit them beyond what they already have. They want a step up, more money, or a better environment, or maybe even a shorter commute or less travel. If the role you are trying to fill is good but not great—in pay, benefits, location, and responsibilities—you will have difficulty attracting top candidates. Passive candidates often are drawn to positions that offer great pay or other perks, or have something unique about them (e.g., cutting-edge responsibilities). Make sure you have put together an attractive package to get exceptional candidates interested in talking to you in the first place.
Executive recruitments go more smoothly and successfully if more forethought is put into them. Doing more preparation for the search initially will help you attract a much stronger pool of candidates later.
Diane Nicholas is a consultant with WK Advisors, a division of executive search firm Witt/Kieffer. WK Advisors specializes in filling innovative mid-level and other critical executive positions in health care, education, and the not-for-profit sector.
