Disciplined Recruiting Practices

By Michael Zinn
September 1998, page 55

© 1998 Business Credit, NACM

A trend that is very much in vogue among recruiters- moving functionally proficient individuals from one industry to another -does not always produce results. While leadership, functional and educational skills are always important, this approach does not necessarily provide the specific expertise that will positively impact the hiring organization. It is only effective when it is combined with the most effective way to recruit ideal candidates- a disciplined recruiting process designed to yield the right individual who can add the most value to an organization.
A disciplined process incorporates specific methodology designed to identify the right type of person who, most likely, is in a good position in the industry or a related industry at the present. It starts by constructing a recruiting model that identifies what is important for the hiring organization today and in the foreseeable future. This helps the recruiter determine the industries, and even the companies, in which the proper individual is likely to be found.
An example of this process could unfold as follows. Company A, a manufacturing company, aspires to grow from $1 billion to $10 billion in annual revenue over the course of the next 10 years. To do this, the company needs an executive who can execute a vision for the company and understands the marketplace for its services.
The chosen individual should have the ability to motivate staff; to identify new markets that clearly relate to the current product line; and change the attitude of employees. The company may also need a change in its image-from that of a manufacturer to a provider of services or solutions to customer problems.
When the short list of personality and experience traits are identified, the recruiter can then define the type of individual needed. The recruiter would then embark upon a process to identify every potential candidate, and meet face-to-face with the short list of ideal candidates.

Developing the Short List
The research and candidate generation phase, which ultimately puts forth an initial list of six to 12 candidates, often takes a few weeks to complete. It involves numerous and lengthy discussions with executives in the target industries to identify and motivate the prospects who possess the credentials needed for success.
Contrast the approach discussed here with the broad-based approach. Too often, they start by identifying the job and experience necessary to handle the position, and then they either network or place high-cost advertisements in the business press or newspapers.
While these approaches have a place, the bottom line is that the best credit and finance executives are not responding to them. They are not responding to advertisements in newspapers. Unsolicited networking or broad-based approaches do not target primary places where qualified candidates are likely to be found. They do not target the industries in which job experience can add real value to satisfy a company's needs.

Skill Sets
Before embarking on a search, it is important for the hiring organization to carefully define the skill sets, industry experience, and cultural issues that will be required to make an organization's employees work together as efficient and cohesive as possible. Then, in lieu of casting a broad net, identify the industry and functions where individuals meeting these highly defined criteria are most likely to be found.
First, identify the right people for the right job. Then, methodically contact and motivate these people to explore a new opportunity. The key is the ability to motivate people who are not responding to other recruiters or other recruiting approaches. The "art" to searching includes the ability to evaluate and motivate.

Shareholder Value
When the right person is brought into the right position, companies can achieve Herculean results. Just look at what Louis Gerstner did for IBM. He brought his experiences from consulting and consumer businesses to IBM at a time when the company was struggling to change itself from a high-margin computer manufacturer to a highly competitive, business solutions provider. Though his role at IBM is still a work in progress, no one can argue the fact that finding Mr. Gerstner, enhanced shareholder value for the company. His success at IBM has come about by changing the company's attitude about itself from within, and then recasting the company's image in the marketplace.
Matching people with organizational needs is what executive recruiting is all about, whether it's performed by a professional recruiting organization or by individuals within a company. To do this successfully, the recruiter must work closely with the company and the prospective employee to assure a 'best fit' for all concerned.