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The Reasons Searches Fail
by R. Gaines Baty
According to a
survey taken at a recent International Association of Corporate and
Professional Recruiters (IACPR) conference, the following problems were
listed as reasons for failure and/or elongation of search
projects:
Unrealistic
expectations...perfect
candidates don't exist (and certainly not at "below market prices")
Focus should be
on "can the person do the job and accomplish what needs to be done," not
"what imperfections can be found," or "is the resume lacking anything?"
Unwillingness
to adjust to market-driven compensation package requirements to attract
top candidates
In a "free agent"
environment, compensation is dynamic & market-driven. It's very
difficult to attract a top-tier candidate for a mid-or-bottom-tier
compensation package
Improperly
managed search process, failure to generate or seize upon momentum
A search project
should have a client sponsor/driver, with an efficient and expeditious
process. Coordinated teamwork is critical
Lack of clear
requirements - Moving targets - changing specifications
'Tweaking' is
normal in the search process, but major changes and/or major 'scope
creep' frequently prove very time-consuming, frustrating and expensive
for all parties
As with any
project in any field, the better defined the project is, the more
successful and timely the result
Indecision and
delays
Hiring by
committee can sometimes rule out the most qualified candidates, due to
difficulty in acquiring consensus, associated time delays, and because
one "no" can outweigh several "yes's"
And while all
executives have multiple important priorities, acquisition of top talent
requires a considerable commitment of a decision-maker's time
Excessive time
delays kill all deals
It's best to
ensure consistent evaluation criteria and insist on constant progress
toward closure and completion
Unresponsiveness and/or poor communication between client and search
partners
The more
communication and coordination, the better
Consistency,
momentum, expectations etc. must be managed effectively to optimize
results
Client executive
accessibility and input is critical to success
Effective search
is a team sport, requiring coordinated and complementary execution of a
well defined plan
Lack of
corporate buy-in - Hidden Agendas - Politics
Are all parties
committed to the relationship and process as defined, or is it possible
that someone could (intentionally or unintentionally) sabotage the
project? These are internal problems that must be addressed and which
can severely inhibit a search project
Is it important
to the company? What's the justification for the person/role?
If the new person
can positively impact the company, all gears should be in sync to
attract the person
Failure to
adequately "sell" the candidate on the positive aspects of the
position/company/career
Even in today's
market, great candidates have multiple options.
Both hiring
employer and search firm must point out how the opportunity matches the
candidate's needs, desires & goals
And obviously,
the offer should be attractive to the candidate
Less than
serious candidates
Not that a person
would intentionally deceive a prospective employer, but "tire kicking"
is very "time wasting." Level of interest should be determined early
and frequently throughout the interview process
Shortage of,
or
inability to find, an attractive selection of qualified candidates
Even today, there
is extreme competition for certain critical management talent
An effective
sourcing strategy and strong search partnership will help
However, these
market factors further accentuate the need to move decisively,
efficiently and expeditiously when a good candidate does appear, and to
present an attractive career and financial opportunity that meets
his/her expectations
Choosing the
Wrong Search Firm
While seeking all
new business possible, most firms' strengths are better suited to
certain projects and clients more than others. Yours may not be one of
those. Absolute care should be taken in evaluating and selecting a
search organization that best suits your needs and fiduciary
responsibility.
The interview,
recruitment and offer process should be clean, crisp, proactive and
impressive. Both the search firm and client executives must execute a
concentrated, efficient and coordinated effort to attract the top person
for the job. Avoiding the above pitfalls can help to achieve everyone's
desired result...a great new employee/executive.
R.
Gaines Baty is President of R.
Gaines Baty Associates, Inc. (est.
1977), a Dallas-based retained
executive search firm.
Mr. Baty, who started his career
with IBM Corp., is formerly a two-term
President of both the Society of Executive Recruiting Consultants
(SERC) and the Dallas Independent
Recruiters Group (IRG), and is a well-known
author, trainer and practitioner in executive
team building, executive evaluation, executive search and
career management issues. Mr.
Baty can be reached at gbaty@rgba.com. |
