Leadership’s Role and the Hiring Process

Swift & Associates is an executive search firm specializing in the recruitment and placement of middle-management through executive-level professionals in a variety of industries and positions. We enjoy a unique opportunity to work closely with upper management as we collaborate to find top talent who will add value to the business.

In today’s world, many overriding themes dominate the job market. Leveraging potential, maximizing productivity, and intense competition are just a few. While these themes are critical and valuable, at the top of my personal “wish list” for employers in Maine is leadership and a longer-term perspective. Focused to such an extent upon meeting the demands of today’s intensely competitive and fast-changing marketplace, many businesses neglect the courage and wisdom to think about their company’s culture and to communicate inclusively with their employees.

In our efforts to assist companies “find the right people,” we meet with executives on a daily basis to discuss their preferences, strengths, and goals. It is astounding how often people tell us that the culture of the work environment matters the most. More than the money, the overriding cry is for leadership, focus, collaboration, and communication of clearly defined goals. This requires creativity, commitment, and time — attributes very hard to come by in a busy workplace. Businesses thinking with a longer-term view approach their hiring as an investment in their future. Often the seemingly small things make the difference. For example, instead of recycling old job descriptions, why don’t companies take a fresh look and validate the job requirements against what is “now”? Why not consider the beginning of a hiring process as an opportunity? Perhaps ask how we have changed. What is important to us now? How has technology impacted this position, and what attributes must a person currently possess that perhaps were not required before? Do we really need someone with “industry experience,” or can we train and invest in someone who instead has certain skills and attributes? How do we create measurements for potential? How will we know when we see it? In a tight job market, hiring for potential and training for job effectiveness enable companies to have a more productive future.

Due to a very tight job market and heightened competition for top talent, employers are increasingly investing in the expertise of external search consultants. Companies make this investment because they recognize the long-term value in seeking expertise that can help them to reach further, search nationally (or internationally), provide market feedback, and get the job done efficiently.

The term “executive search” has a long tradition of mystery about it. The executive search firm is paid exclusively by the employer. Some search firms are paid on a “contingency” basis, while others are “retainer” only. The candidate is never charged for executive search firm services. We have essentially two primary customers: 1) the employer, and 2) the candidates. We are “in the market” constantly: researching, investigating, networking, interviewing, and sourcing. Thus the search firm is replete with up-to-date information on who's who, where they are, why they are (or are not) happy, and what they are earning.

Job seekers (applicants) “register” with the search firm. That is, once the applicant has defined one’s objective, clarified the type of position he or she is seeking, and provided a current resume to the search firm, we are on notice that this person is actively engaged in a job hunt. Our search process begins when the employer engages our services to help locate a professional to fit a specific role within the employer’s organization.

For the process to be as efficient and effective as possible, the employer must clarify the parameters of the open position before any “go-to-market” activity begins. Herein lies the opportunity for long-term thinking, clarity, and inclusion. The parameters should include such essentials as a detailed job description, a salary range (including detail on benefits and bonuses), and relocation policies. But they can also include such critical elements as defining how and in what context this person will need to collaborate with others, and whether this person will be required to negotiate anything or manage other people. In other words, before the search ever begins, the basics require definition and validation by everyone engaged in the process (including human resources, the hiring manager, the search professional, and the interviewing team). This step is frequently overlooked, and often we plead with the employer to take all these factors into consideration to get the position description finalized.

Job descriptions should be straightforward, understandable, concise, and clear. In fact, the targeted job description is critical to a successful search process — and ultimately a successful hire. If there is more than one person involved in a search (which is almost always the case), everyone involved in the interview process will need a point of reference. This ensures a consistent message to all the principals involved, including the applicant. A well-executed, cost-saving search process begins with communication and focus.

Once the candidate begins the job, the position description can be used as a starting point in the performance appraisal process. Goals, objectives, and action plans can all stem from the job description, and the new hire’s growth and results can be measured accordingly. It is best, therefore, to get the objectives and goals clarified at the outset.

Another item worthy of consideration at the beginning of the process is relocation. In everyone’s haste to get the job defined and clarified, it is easy to neglect the costs involved in relocating a professional. In such a tight job market, we may have to search nationally to find the very best person for a particular job. The applicant frequently assumes that the employer will pay for interviewing travel costs and will provide financial assistance for the actual move. This financial assistance can range from a small lump-sum stipend to coverage of all moving costs including transportation of Milo and Otis. I have seen hires fall apart over misunderstood or unclear relocation policies. We routinely clarify prospective candidate’s expectations and client’s policies at the beginning of the search process. Again, the best approach to creating a successful hire is through early clarification of expectations.

Such “experts alliances” as relocation, search, and training specialists can be particularly helpful in providing current market information, facilitating internal communication, and assisting companies to get their new hires on board in a timely and cost-effective manner. Most businesses, especially smaller ones, have difficulty tackling all of these initiatives effectively on their own, and they frequently find that creating such alliances enables them to stay focused on creating and communicating the company’s vision and managing the selection and retention process. Time is of the essence, and many of our clients recognize that they cannot afford a protracted hiring process. Their growth depends upon the connection that we can provide.

Maine still has tremendous allure to many. We are operating in an environment of rapid and constant change and intense competition. A great way to begin leveling the playing field is by first defining who we are and what we need, and second, communicating it clearly and openly to our employees, customers, and business partners. The watchwords remain leadership, focus, and process.

* Swift & Associates can be reached at (207)773-0330 and www.swiftassociates.com.