Well, think again!

It seems that while high level candidates are as willing as ever to play the dating game, and invest time and energy in the courting process, when it comes to actually taking the plunge and accepting a job offer, execs are taking an approach of ‘better the devil you know’, and remaining with their current employer.

WHY oh why oh why, you ask????

It seems that the impact of the ongoing (it’s been 4 years or so, now) tough-ish, tight-ish global markets is a high level of fear and uncertainty amongst those who have the most to lose by making the wrong career move – senior managers, directors and other C-suite professionals.

And considering that most top players are  in senior roles at the time of engaging with a new prospective employer – ie. they have jobs! – when it comes down the wire, they are either accepting counteroffers, or outright declining a new offer, more frequently than has happened in the relatively recent past.

Interestingly, it became evident at a recent IRC Global Executive Search Partners conference held in Brussels a couple of weeks ago, that this trend is not limited to South Africa – it’s global!

More importantly, though, is what we and our corporate clients can do to deal with this trend, and ensure the successful conclusion of top appointments?

The following will go a LONG way to reversing the trend:

1. Make a GREAT offer – not just a marginal one!
2. Ensure that the interview process is thorough, but also swift, seamless and faultlessly executed.
3. Keep ‘selling’ the opportunity – this is not the time to be expecting headhunted candidates to tell you why they so desperately want to work for your company.
4. Go the extra mile – invest in the process personally, and do not outsource the final stages to administrators alone.

With these strategies to counter the counter, we’ll win this battle together!

Which everyone realises, hence the laborious rounds of interviews, the psychometric assessments, the risk profiling, the reference checking, etc, in order not to make expensive and potentially destructive mistakes.

The reality is – none of the above are perfect tools for successful hiring. Of course, we know that both interviewing and reference checking are relatively subjective activities. And psychometric assessments….well, the companies that sell these would have us believe that their assessments can provide scientific answers about potential hires. But let’s think about it – if this was possible, there would never be any issues with under-performance, poor fit or lack of management and leadership skills.

So the bottom line is, there will always be a measure of risk when you take on a new hire. But lucky you – I’m about to share some tips on how to minimise these risks as much as possible. At no fee….for now.

1. Accept that there are NO PERFECT PEOPLE

Once you’ve stopped looking for the holy grail, you can manage your expectations. Because one of the biggest risks to a successful appointment is the gap between the wish list and the real thing (a live human being with imperfections that will require a measure of compromise).

2. Look for patterns in performance, both good and bad

By the time a professional reaches senior management, he has usually had a few jobs in a few companies – so he’s moved about a bit. Which is a good thing, because you can then ask him the golden question – why did you leave? Ask this question for each career move or role change, and you’ll start to see some interesting and insightful patterns. You’ll spot the people who chase money, who leave on good or bad terms with their previous bosses/ companies, who have ‘issues’ or success stories. And when the answers don’t add up, there’s probably something fishy. So keep asking until you’re satisfied. Because the greatest chance of future success is determined by past success (and vice versa).

3. Let candidates talk

Particularly when you’re not entirely sure. My strategy is to give candidates ‘enough rope…’ so to speak – and then wait for clarity to reveal itself. Which it will, if you have a bit of patience and time.

4. Don’t be intimidated by great CV’s

I can’t recall the number of times (in my early career…never now, of course J) when I would be ‘impressed’ by a candidate prior to even entering the interview room. For some reason or another – usually their seniority, the amount of money they made, the prestigious companies they’d worked for, etc. And this would result in me NOT asking all the questions, NOT getting into the substance, and accepting weak or general answers instead of pushing hard for detail and specifics.

5. Make sure that the appointment will be MUTUALLY beneficial

The key to a successful appointment is when both parties – the employer and the candidate – can see what’s in it for them, respectively. If you start wondering why the candidate is keen on the role (it’s a sideways move at best, the package upside is not going to be all that competitive, the challenges and growth may be limited, the demands of travel are going to be excessive, etc), you should be on the high alert for an appointment that will be short-lived. So the fact that a candidate may be able to ‘hit the road running’ may not be as brilliant as you think….in the long term.

That’s it for now.

I hope you’ll get good value from my 5 (free) tips, and never make another hiring mistake….ever!!

So I’m just going to dig right in, with some thoughts and opinions about what lies ahead for companies wanting to recruit top people, and for execs and senior managers who are considering new career opportunities.

Firstly, despite all the doom and gloom regarding the poor economic outlook for the world, business in NOT going to grind to a halt. In fact, in tough times, it becomes even more critical that companies have the RIGHT people on board, who can steer the ship in choppy waters.

Yes, there will be hiring freezes, yes there will be retrenchments in some cases, but when it comes to ‘critical hires’ (ie, people who impact the bottom line, AND/OR roles that are vital for the success of an organisation), companies will have to ensure they have the best people they can afford in these positions. And these days, very few companies have any measure of ‘succession’ in place – anyone in a role that isn’t 100% necessary, has already been cut from the payroll some time between 2008  to now.

So companies do not have a big choice when it comes to promoting from within, and hence they will continue to recruit externally – and then they will cherry pick the best of the best!

And even though it may seem that there are hundreds of people ‘on the market’, companies are becoming more and more picky about which cherry (pun intended) they would like to have join their executive teams. Which is good – because it keeps headhunters in business!

Secondly, when global multinationals are looking shaky, local becomes very lekka!

I expect that many global firms in various sectors (particularly financial services) will rationalise during the year ahead, which means there is a great opportunity for South African companies to attract top people from global organisations, who may now be willing  to look at good roles in local companies.

And then thirdly (and lastly), executive level candidates are going to become even more risk averse than they already are, when it comes to career moves in 2012.

With markets so shaky, top people will want to consider and reconsider every last detail before making a final decision about taking a new job. The company, the role, the challenges, and the financial rewards are all going to need to be excellent if companies want to conclude really successful executive appointments.

Companies are going to need to find ways to cut through some of the red tape that has mounted in this era of corporate governance deluxe, and move nimbly and swiftly with their interview and screening processes. And then not offer low-ball packages – because talented candidates will look for reasons not to accept an offer – and a poor financial offer will tick that box instantly.

So, now that you know what’s up ahead, you can relax and enjoy the ride!

And my narrow little world requires me to engage with leaders of big business (either as clients or candidates) in a range of functional disciplines and industry sectors. One of the advantages of which is a birds eye view of trends in executive employment, changes in market segments, and an understanding of what’s hot and what’s not when it comes to top management hiring….which I’m about to share with you (for free):

In the early stages of 2011, the so-called ‘recovery’ from the GFC (that’s the global financial crisis) seemed to be going swimmingly well, with lots of positive sentiment and executive appointments taking place, until the ‘recovery’ fell off a cliff in August. Fortunately, with the memory of the ‘08/’09 GFC still vivid in the minds of corporate decision-makers, it took a lot quicker this time round for leaders to respond, and to realise that key appointments STILL need to be made. So although there was a ‘breather’ for a couple of months, the pace of executive hiring has picked up, and critical roles are being filled (as opposed to being put on hold indefinitely).

In support of the above, I’ve just seen the latest US employment figures via our international IRC partners – and unemployment is at its lowest levels in 3 years! (so I’m not sucking this out of my thumb, for those of you in doubt…).

That being said, some market sectors are as dead as a doornail. Stockbroking is barely breathing at the moment (although it is one of the industries that is quickest to respond to any sign of life in financial markets) – but it does seem as though the heyday of this sector is long gone, possibly never to be seen again in its current format. Corporate finance / Investment banking is another that is extremely quiet – they’re not even hiring top level EE, CA, CFA, MBA and in-a-wheelchair candidates!

To counter-balance this, a sector that actually may add some value to the world (the big wide world, that is – not my narrow little headhunting one) and which shows promise of high level hiring is Renewable Energy (and the broader environmental sustainability sector). As with any up and coming industry, skills are scarce – which of course is great for headhunters J. Another (much less sexy) sector that is likely to experience demand for top people is the Agri industry (as in agriculture). Farming….growing stuff…that kind of thing.

There are several other really interesting trends that I could comment on….but not for free.

So that’s it for now.

Holiday season is almost upon us. Halleluyah! Happy Holidays

Yesterday, which will go down in history as #Blacktuesday, had civil society, the media, everyone I follow on #twitter and the team in my office up in arms about the passing of the Secrecy Bill (I can’t even remember its official name).

So my big question is…..with all of this uproar, where is the voice of ‘Business’. Gareth Ackerman and media execs aside, I saw and read nothing yesterday that gave me the impression that this ‘issue’ affects corporate South Africa at all. Perhaps the CEO’s of big business were busy with other stuff, perhaps their executive teams were at leadership training sessions?

 I don’t have the answers – but the vacuum is deafening!

 Let’s be honest, it’s not the hot career of choice when you’re at school or university. You never hear a proud mother saying ‘my son is studying to be a headhunter’, and I’ll bet it’s not even itemised on the career counsellor’s list.

 And the reality is that there is no specific academic path or foundational career that is prescribed for a career in executive search (aka headhunting). A whizz round the room at a headhunting convention (yes, even headhunters convene) and you’ll discover people from every possible academic background and prior career specialisation.

The most common story is that people ‘stumble’ into this career by chance (I certainly did!). And for some, like me, the pursuit of mastery of the million and one facets to this job is the ultimate challenge. (I can’t deny that the ‘power-broker’ status is pretty cool too!).

But what do we do?

 It seems that  most people out of the know think that we spend our time lunching, wining, dining, schmoozing, boozing, golfing, and other similar activities with corporate executives. Well, that’s not it (at least not on my watch at Jack Hammer). Others out of the know assume that we spend all day finding jobs for people who are looking for jobs. That’s definitely not it. And I’ve been told that there are some people (also out of the know) who believe that we spend our time plotting to ‘steal’ people.

 Aside from being completely, absolutely NOT IT, this last opinion is one that fascinates me. The idea that someone can be forced to send his CV and then interview with a company against his will, resign from his employer against his will, and sign a contract of employment with a new employer also against his will is quite bizarre! So….NO…that’s not what we do either.

And now, after this long preamble, I’ll finally share with you a typical day in the life of…….

But that would be telling…..

 The ‘stuff’ includes such petrifying experiences as being kept waiting in the reception area before being seated in a meeting room – headhunted candidates are usually VERY concerned about confidentiality, as they should be, and it is potentially career limiting to be seen by someone you know in the lobby. Try as you will, there is no mistaking the pre-interview ‘aura’ – any alert person can pick this up – and so paranoia about waiting out in the open is a pretty valid emotion!

Then, there is the ‘read the damn CV’ grumble! By the time the headhunted candidate is on to his second or third interview with (usually) various individuals from the executive team, he has an expectation that a) they will have read his CV, and b) they will have conferred amongst themselves regarding which questions have been asked and answered so that the same slew of questions and answers are not repeated in each meeting. A pretty reasonable expectation, one would think?

 Another little aggravation is the inevitable interview question ‘So why do you want to leave your current company?’. This particular question may seem completely innocuous and without any malicious or negative intent…but if there’s one thing that gets the headhunted candidate’s blood to boil, it’s this one! And assuming that everyone in the room (and on the interviewing panel) knows that the candidate has, in fact, been approached by an executive search firm (yours truly), this would also seem understandably annoying.

 So here’s the thing – companies spend LOTS of money, time and effort trying to woo top people to their organisations. They strategise, they plan, they utilize the services of the best headhunters around to bring the best talent to them. And then ‘stuff’ happens in the interviewing process that turns the candidates from interested to irritated.

 Of course, some companies have the interview process so waxed that headhunted candidates can’t wait to sign on the dotted line – will share the good news stories later!

 It was particularly good to note that as the (exclusive) South African partner to this global alliance, we’re right up there when it comes to methodology, process, delivery, client and candidate engagement, and business ‘suss’. What was also fascinating was how people can be so different (member firms came from 30 countries, ranging from Russia to Peru to Finland to Singapore and back again), and yet in the corporate world, so similar……

 A discussion on classic interviewing errors just clarified for me how ‘village-like’ we actually are, these days. A colleague from Denmark was talking about how one of her executive candidates had just made the worst mistake in a final interview, by speaking badly of his boss. I then returned home to the very same scenario with a senior candidate who had interviewed for a high level position with one of my clients……and landed up airing all sorts of dirty laundry about his current employer’s executive team.

 A rookie mistake, but one made even by experienced senior managers who are lured into this particular interview trap by the question ‘If you were in your boss’s shoes, what would you do differently?’ (or something similar). And all of a sudden, it’s as if the interviewer said ‘Open Sesame’…..all the inside stories, all the pent-up gripes, all the niggles and corporate politics just seem to gush out.

 With fatal consequences, unfortunately! Because no matter how justified the complaints and criticisms, it is just not considered professional (in anyone’s language, or in any culture, country or domain) to be loose-lipped about your current employer. You are the one who lands up looking disloyal, indiscreet and disrespectful!

 I just wonder what they call ‘dis’ing in Danish.

The employers (our clients) are trying hard to maintain the balance between ‘wooing’ the best people (our candidates), who are not actively looking for jobs and therefore require some good hard ‘selling’ on the part of the new company to encourage them to make strategic career moves; and ensuring that they go through a thorough process of screening and interviewing to ensure that they recruit the individual who is both the ‘best’ AND the ‘best fit’. 

In my debriefing process with my clients, it seems that one of the more revealing factors in the executive level interview is the ‘dialogue’ that takes place when the candidate is given an opportunity to ask questions. You know…..that time when most of the standard box ticking has already taken place, and the interviewer passes the baton to the interviewee with an off-the cuff ‘So, do you have any questions?’.

 While it may seem very ‘by the way’, it is important NOT to underestimate this part of the session – what you ask, or don’t ask can be the ultimate differentiator between you and the other shortlisted candidates. It will allow you to further demonstrate your strategic insights, your ability to focus on the priorities and challenges of the role, as well as your listening skills.

On the other hand, asking low level, pedestrian or logistics-oriented questions is just a waste of a valuable opportunity. Asking the salary question is also a bad move, particularly on a first interview.

And an absolute, definite, ‘you lost the job before you got out the door’ no-no, is to respond to the ‘do you have any questions’ invitation with a ‘no thanks’.

 So just ask something….anything…. as long as it’s not stupid, ok!

I must admit that I’ve wondered whether this ethos was a combination of urban legend and work-place myth….generalisations that make it easy to explain why younger professionals see the world differently from the oldies.

But recently, our global partners, IRC Global Executive Search Partners, put out a piece of research that pretty much confirms the generation gap, and how this manifests at work.

 I was still a bit sceptical….and then this week I experienced the ‘multi-generational workplace’ first hand….a couple of days ago, I received feedback from a client on his interviews with a group of 6 shortlisted candidates. What was interesting about this group of interviewees was that their ages ranged from late 20’s to late 40’s – which his is pretty unusual; mostly, candidates shortlisted for a role will have a similar number of years of work experience and will therefore likely be within an age range of no more than 5 to 7 years among them.

What was even more interesting was that the younger candidates without fail were far less prepared for the interview than the more senior individuals. They had done much less research on the organisation, the role, or the interviewer, and their attitude seemed to be ‘so what can you do for me?’.

Now one could put this down to the fact that the more mature candidates are….more mature! They have  more experience….with everything, including job interviews, and they are more knowledgeable about business because they have been around longer. Which is a valid argument, and one which would then explain the ‘differences’ in approach and style as an issue of maturity and experience.

The bit that can’t get explained away, though, is the attitude of expectation, the approach of the Gen Y-ers that says ‘what can you and your job do for me and my career?’

 Being a Gen X-er myself, it’s hard to remain objective about this…..at best, I can try to reserve judgement (which is HARD). At worst, I can stand on my soapbox that has a big black X emblazoned on it and shout ‘Get your act together and prepare better, be respectful, pay your dues, work hard and sacrifice a bit for the rewards up ahead’!!!

 Did I just say that????