What Value Creation Should You Expect From an Executive Search Provider?
Taking talent acquisition to the next level
In a world marked by speed of change, doing what we have always done, better (value added) ... is not enough. The right search partner will deliver the ideas, capability and experience to help you take talent acquisition to the next level.
Without access to best practice, forging new ways to think becomes an uphill battle. Without new questions learning is limited. Where successful role models are missing, our extraordinary ability to copy what works cannot kick in. And when thought leadership is little more than "a consulting label", creating tomorrow today becomes a bridge too far. There is clearly a good deal to gain, therefore, from working with best-in-class, external resources.
7 critical areas of distinct value
At a minimum, in addition to sector expertise and international capability, the search provider must deliver distinct value in seven critical areas:
- Bring creativity and flair when it comes to attracting top talent.
- Help the client "measure" the culture they have today (roots) and the culture the organisation needs moving forward (wings).
- Leading-edge tools to build a robust, balanced scorecard for the position.
- Develop role-specific competencies for the role in question.
- Provide a meaningful process to determine team fit. As with culture, this implies measurement.
- Coach inexperienced line managers in how to conduct the interview.
- Bring support and appropriate tools to the integration process, and that means a good deal more than the perfunctory call to see if the newly hired candidate is doing okay.
The organisation's story underscores a successful hiring value proposition. Central to that story are the hiring organisation's values. Unfortunately, although the majority of organisations claim to have "organisation values," in many instances, they amount to little more than window dressing. To "win" top talent over even a great story may not be enough. A best-in-class search professional draws out why high performers stay and leverages that insight to inspire the candidate who is happy where they are.
The approach to measuring culture needs to reflect the context. By way of example, an organisation confronting transformational change faces a very different challenge to that of a successful business seeking to better manage the culture they have. It is also important - and especially so in talent acquisition - that the approach describes the cultural journey in business terms.
You can't manage what you don't measure. Talent acquisition devoid of a robust measure of the culture the organisation needs to compete tomorrow … amounts to little more than the hiring executive's "best guess." For a unique and compelling measure of organisation culture see - The A-Z Of Organization Culture. John O. Burdett (2017).
Developing role-specific competencies implies a library of relevant and up-to-date leadership competencies. It also means a proven leadership model that ensures that the competencies identified deliver "leadership balance." For a measure of leadership balance, see John O. Burdett, Attract, Select, Develop & Retain TALENT (2013). Balance denotes fit in four critical leadership areas:
- Discipline of Delivery,
- Development of people, and
- Day-to-day Dialogue.
This simple leadership template is the outcome of asking 15,000 leaders in 40 countries, "What do you NEED from a leader?" It is framed in The Orxestra® Methodology: the head (direction); the hand (delivery); the heart (development of people); and the spirit (day-to-day dialogue).
The best candidate vs. the right candidate
Talent acquisition cannot thrive in a vacuum. It's an integral part of the overall talent management system. If you hire great people and coaching is a hard-to-find skill, assume a higher attrition rate than might be expected. If "succession" is poorly thought through expect to go outside for talent more often than is good for the organisation's health. And if the leadership development agenda is found wanting, know that over-hiring for virtually every position will be a given.
The implications are profound. When the seven dimensions of distinct value (offered by the executive search provider) are either missing or short-changed and where the search is delivered as a tactical "replacement" - not as strategic and integral to the client's overall talent management system - the inevitable, default outcome is to hire the best and not the right candidate.
Uncovering the best candidate is, essentially, a beauty contest. It's the corporate version of the popular NBC talent show America's Got Talent. If they look and sound good, give them a ticket to Vegas. On the other hand, finding the right candidate is a matchless investment in building tomorrow's leadership bench strength … today.
Building a BRAND mindset
For many service providers business development is perceived as a kind of wrestling match … where the next sale, overcoming objections and asking for the order become the name of the game.
Delivering all of the elements of fit, landing the right candidate is predicated on a supplier/client relationship that goes beyond "winning the sale." It speaks of a trust-based partnership where long-term success is based on the search provider understanding the client's emerging business need as well as the client does. It defines a way to work where making the client's business better always takes precedence. It builds on a mindset where BRAND means Better Results And No Disappointment.
Successful business development ultimately draws on one simple question, "What do we have to do to ensure that the client views us not as a supplier but as truly part of their team?
Finding world-class talent requires a partnership with a trusted outside advisor. Visit TRANSEARCH International to discover our wide-ranging approach to leadership acquisition and development.
Insights from "Talent Acquisition - The Battle For Tomorrow".