dangletech

The Ten Steps:

1. Carefully define the role. Do so in terms of the high level responsibilities and accountabilities; what success (measures) look like for the role; the profile of the ideal candidate; and other keys to success in the role (such as fit with culture/core values; potential successor to CEO or other leadership team peers; handles ambiguity and rapid change well).

2. Partner with your Chief Human Resources Officer, (or if your organization is too small to have a senior level HR leader), outsource this to an HR consultant skilled in search (and not necessarily-YET-to a Professional Search Firm). The work here is to define your search strategy and search logistics. E.G. How and from where are you going to source potential leadership candidates (internally through job posting and/or succession planning; externally through advertising, external posting boards, search firms, referrals; or through a combination of internal/external means). What role are you as CEO going to play (in terms of screening candidates and 1st, second, third interviews, and offers) and what role is the CHRO or equivalent going to play (in terms of managing the recruiting project plan communications and interfaces with candidates and other stakeholders in the process; interviewing, credit/criminal/professional reference checking, and offer preparation/negotiation). What role are other members of the leadership team and other employees in the organization going to play. What is your timeframe for having an offer out; a candidate starting; and the new hire fully oriented and effective in their role.

3. In most cases, senior leadership roles should be filled, for transparency and integrity (of process) purposes, through partnering with an executive search firm (either retained-which is my preference, or contingency). Where a search firm is not needed is where a Company has a well-articulated; well-communicated; well-understood; and successful succession planning and promotion from within culture which is producing viable candidates for the leadership roles.

If selecting a search firm then, it is critical to select as much as possible on objective criteria. Look for a search firm whose profile aligns with your needs. If your need is for a global leader…is the search firm, global in nature. If your need is in Finance…does the search firm have expertise and a track record for finding great Financial leadership talent. If your need is in the Technology industry…does the search firm have credibility and reach with this market, and importantly is their “off-limits” list, NOT an obstacle to your sourcing the best talent available. Finally, look for a search firm representative who, in the absence of your being able to speak directly with candidates (whom you don’t yet know) about this wonderul opportunity with your company, will, most closely reflect your passion and beliefs about the opportunity.

4. Make the commitment and back this up through also making the time available, to meet the hiring timeline you’ve set. This need not be burdensome, if you’re partnering effectively with your CHRO and/or search partner. Weekly updates of no more than 15 minutes; meeting with candidates when appropriate.

5. Be flexible with respect to aspects of the hiring process. The candidates you’ll see will never fit your template for the role completely, so look at those who while different have many more pluses than minuses. Too, candidates may have needs that run slightly counter to your own…e.g. they may need to commute for a period of time; they may need early mornings to drive their children to school…these should not be show-stoppers. Candidates may be looking at different compensation than what you’d seen for the role. While having to manage compensation fairness within your organization, great talent comes at a premium, and there should always be some flexibility here, provided that the return on your investment if paying more, is also likely to be greater.

6. Do not cut out steps in the recruiting process. This has a beginning, middle, and end. Candidates need to interviewed thoroughly, and by all affected stakeholders. Credit, criminal, and professional references need to be checked. Offer letters and offer negotiations need to thorough and well thought out in terms of not only for when the individual will join your firm and be employed, but also for when they will no longer be a part of your firm.

7. Sell. Great talent has many opportunities normally in progress, and at the least, has the self-confidence to say no to your offer, if they believe that yours does not meet with their own personal search specifications. Be enthusiastic; explain the opportunity; answer their questions patiently and with an open mind. Build a relationship such that even if it doesn’t result in an offer being extended on your part or an offer being accepted on their part, you have made a new professional contact and potentially friend in the business.

8. Plan for how you’re going to integrate the new hire into the business. There should be meaningful upfront time with yourself and with the leadership team, and some informal activities designed to help the individual get acclimatized to your culture and what is important to different individuals within the organization both inside of and outside of work.

9. Conduct a post-mortem on the search process. Every completed search process provides opportunities for learning and making the next search even more successful.

10. Stay close to the new hire for the first 9-12 months after they join the firm. Research has indicated that about the 9 month mark is when the honeymoon for new leaders comes to an end, and political factions re-form and barriers to the leader(s’) being able to effect change, go up.

Sourcing great leadership is one of many priorites for CEOs, and for my money, it is one of the top 3. Hopefully, the above steps can help to make this key priority more manageable and ultimately more successful.