Like everyone else, I began recruiting and working with companies’ Hiring Managers and HR managers primarily at the Manager or Sr. Manager level. As time progressed and I honed my skills, I was strictly working with CXOs and VPs. As a rule of thumb, I am courteous with HR when it comes to arranging travel and info on benefits/relocation specifics and offer letters. However, when a company insists that I work with HR on submitting candidates and coordinate the search with HR, I will decline the search.
My job when I take on a search is to identify, recruit, and close on Top Talent that is in the Top 15% of that client’s vertical market. When it comes to identifying candidates, I don’t care what their title is now; neither am I concerned with what their current compensation is. IF they can do the job, does it better than 85% of everyone else, the candidate is excited about the opportunity, and it is the right position at this time, we have a go.
Hiring Managers are very busy folks and sometimes they do things that irritate executive recruiters. Some of these common mistakes are:
1. What’s the candidate making now? This happens frequently before an initial interview with the candidate by the Hiring Manager is done or a pre-requisite question to scheduling a face-to-face interview. It makes me wonder – where is the trust factor? I already know the compensation range you have budgeted. Do you really believe I will submit a candidate that is way above your budget? You loved the candidate on the phone interview and deiced he/she is the top of the list. I am recruiting a passive candidate for you, not an active job seeker.
2. They assume I will send several (5-7) candidates. Why? I usually bring forward only 2 candidates, sometime 3; generally the one I rated #1 and submitted 1st gets the offer. Do you really want to see candidates who did not measure up to the top two I brought forth? (Okay so we can definitely blame the “quota sendouts happy” bad recruiters for the resume flypaper mindset).
3. Where’s the resume? I often don’t submit a resume. Great candidates are not job seekers and often their resume needs updating. In addition, most resumes are poorly written and much generalized. Rather, through extensive interviews and screening, I build a complete profile of the candidate. It includes not only the tangible proof, but also the intangibles (personality type, leadership style, execution and project management style, planning and organizational style, and problem-solving techniques). Trust me, it has all the info you want to know. If you still want a resume AFTER reviewing the profile and are interested in pursuing, great. This last point is significantly where Venture Capitalist and Hiring Manager differ.
VCs are more interested in Top Talent than they are in just “filling a position”. I have several VCs I work with. Sometimes they retain me for a search (usually a replacement for a CXO or VP). But I have made more placements with these guys by simply bringing them the Top 15% Talent. Smart VCs know talent when they see it and they will look to put a candidate they really like in a role; sometimes right way. Sometimes 6 months or a year from now. VCs got to be where they are at by identifying with and recruiting top talent. Hiring managers and CXOs that work for VCs/BoDs often don’t get that.
When I am marketing an MPC (most Placeable candidate), I am surprised at how often CXOs cannot see beyond the immediate. I often do get a new search of a different position based upon the quality of the types of candidates and the process I recruit by. However, you really like this candidate, but don’t have a position for him right now. Have you considered using the candidate in a consulting or outsourcing role? Or perhaps bringing this candidate profile to one of your BoD or VC members who represent and fund other companies? Have you considered they may have a need you are not aware of?
Charles Moore, Mobile Wireless Talent Finder
My job when I take on a search is to identify, recruit, and close on Top Talent that is in the Top 15% of that client’s vertical market. When it comes to identifying candidates, I don’t care what their title is now; neither am I concerned with what their current compensation is. IF they can do the job, does it better than 85% of everyone else, the candidate is excited about the opportunity, and it is the right position at this time, we have a go.
Hiring Managers are very busy folks and sometimes they do things that irritate executive recruiters. Some of these common mistakes are:
1. What’s the candidate making now? This happens frequently before an initial interview with the candidate by the Hiring Manager is done or a pre-requisite question to scheduling a face-to-face interview. It makes me wonder – where is the trust factor? I already know the compensation range you have budgeted. Do you really believe I will submit a candidate that is way above your budget? You loved the candidate on the phone interview and deiced he/she is the top of the list. I am recruiting a passive candidate for you, not an active job seeker.
2. They assume I will send several (5-7) candidates. Why? I usually bring forward only 2 candidates, sometime 3; generally the one I rated #1 and submitted 1st gets the offer. Do you really want to see candidates who did not measure up to the top two I brought forth? (Okay so we can definitely blame the “quota sendouts happy” bad recruiters for the resume flypaper mindset).
3. Where’s the resume? I often don’t submit a resume. Great candidates are not job seekers and often their resume needs updating. In addition, most resumes are poorly written and much generalized. Rather, through extensive interviews and screening, I build a complete profile of the candidate. It includes not only the tangible proof, but also the intangibles (personality type, leadership style, execution and project management style, planning and organizational style, and problem-solving techniques). Trust me, it has all the info you want to know. If you still want a resume AFTER reviewing the profile and are interested in pursuing, great. This last point is significantly where Venture Capitalist and Hiring Manager differ.
VCs are more interested in Top Talent than they are in just “filling a position”. I have several VCs I work with. Sometimes they retain me for a search (usually a replacement for a CXO or VP). But I have made more placements with these guys by simply bringing them the Top 15% Talent. Smart VCs know talent when they see it and they will look to put a candidate they really like in a role; sometimes right way. Sometimes 6 months or a year from now. VCs got to be where they are at by identifying with and recruiting top talent. Hiring managers and CXOs that work for VCs/BoDs often don’t get that.
When I am marketing an MPC (most Placeable candidate), I am surprised at how often CXOs cannot see beyond the immediate. I often do get a new search of a different position based upon the quality of the types of candidates and the process I recruit by. However, you really like this candidate, but don’t have a position for him right now. Have you considered using the candidate in a consulting or outsourcing role? Or perhaps bringing this candidate profile to one of your BoD or VC members who represent and fund other companies? Have you considered they may have a need you are not aware of?
Charles Moore, Mobile Wireless Talent Finder
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