When Searches Fail

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:

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?"

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

A search project should have a client sponsor/driver, with an efficient and expeditious process.  Coordinated teamwork is critical

'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

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

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

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

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

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

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

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.  Please see "How to Select a Search Firm".

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.

Copyright © 2000 by R. Gaines Baty Associates, Inc.