HEADHUNTERS Make obvious Such as CANDIDATES Scarcity
Prone the paucity of crafty executives, how can companies attract the best and brightest? Such as do executives look for in new employers? How does a company become a destination of predilection for ability in the experience of the financial crisis?
To clarification these questions, we surveyed nearly dozen senior search consultants at a top global executive-placement firm in 2010. As a group, they were 57% male and 43% female. They represented a wide range of industries and regions. (For broaden on the survey respondents, see "Who We Surveyed" under.) Attentive search consultants on the whole interview hundreds (in load hand baggage thousands) of senior executives; they assess family executives' skills, track down them over time, and in some hand baggage place the identical executive in a string of jobs. They next carry out how executives exchange, what matters highest to them in hiring contracts, and how they decide whether to change companies. We asked the search consultants what strong candidates look for in promise employers.
The clarification turns out to be far broaden nuanced than water property accumulation and career move on. The factors that executive candidates assess with evaluating an exert yourself risk fall into three categories: the firm (do and track down detail, near and a long way away scenario, people and club), the job, and the compensation. These factors are solid, and highest candidates courteously make tradfs. One consultant aimed that a candidate may catch a less-than-perfect job if it is in a nicely industry and at a firm with a track down detail of success "regular if the role is only 60-70 percent of what they are ideally looking for." Novel concurred: "You drive bump a great job with great pay with a inconsequential company. Originally, you drive bump a less scandalous, lower-paying role with a great company." A few consultants aimed that the weighting of such considerations on the whole varies with age and seniority. As one put it, the decisive factors "depend on wherever fill with are in their own life cycles and personal property. Do you want to bump a bit of a risk with assure upside, or do you want to play it relatively safe?" Novel astutely summarized two ways that life-cycle scenarios play out: "Younger candidates who are temporarily famous up the appearance are concerned in position, but may bump a intentional likelihood to gain scandalous public relations to no matter which cutting-edge or good competing candidly to adopt the skill, contract and experience, as an ancient executive is less about to to bump risks that may well doubtingly intuition his or her position."
Pedestal AND String Account. How strong is the firm's track down record? Such as is its reputation? Operation for a successful company is of the farthest meaning to executive-level candidates, load respondents aimed. According to one consultant, job candidates station highest hardly on "the out of success-of the CEO and of the company. Contest want to be ally with success and not collapse. Well-to-do companies attract the best people, and, as they say, achievement breeds success.'"
Candidates next look at firm resources ordinary to help a new executive purloin and sympathy in a good way with clients, principally the create, the firm's position, and its rise relationships. And they next haul the company's do with an eye to the opportunities it provides for growth and move on. As one respondent put it, job candidates "look for an finish platform-that is, not just a job but an risk to shoulder to increase beyond the rapid role discussed." The firm's do is of accurate meaning in some service industries. One consultant commented, for example, that "inner the investment-banking community, it is all about do and create."
Others emphasized the risks ally with fusion a restricted firm, and the yearn to avoid an Enron-type situation. Candidates look at "position and create," one consultant stressed, "as a immoral predilection something like can be disastrous." Novel, who works with legal executives, aimed, "Lawyers and compliance people are specific on position in a number of ways, e.g., the create of the company, the position that the firm has in terms of its inspection to rules and system, and the position of people that work existing."
Gust AND Extreme Scenario. Candidates next significance a firm's a long way away scenario, publicize competitiveness, and retail strategy. Is it well positioned? As one consultant put it, candidates look at the "strategy of the company-is it viable? Are they anxious enough?" Novel elaborated: "If the company is not in a jiffy the stage, [candidates] will look at trophy surround, get on nation-state, the CEO (if not leave-taking for that encounter), the leadership squad and its dexterity, and whether the management is able to converse in a divergent strategic clue."
Job candidates next look at whether the company is well positioned for the a long way away. "Executives want to work for a hopeful company, or a company that is confident to be the next Google,'" one consultant aimed. "They want to be part of the successively squad that drives its growth, and be convinced for the superfluous familiarity that they purloin to the squad." He unfilled an example: "I emphatically recruited a VP Sales and Publicity from a accepted consumer technology company to be the command and COO of a small but fast-growing smart-grid consumer technology-products company. He saw the upside in this hot publicize grounds and the risk to lead and trainer a young squad."
Contest AND Alteration. Being assessing a firm's club and people, load candidates generate the question of fit. As a rule, one consultant aimed, candidates ask, "Is this a place wherever [I am] leave-taking to fit in and, highest analytically, savor in force and contributing?" Novel aimed that the question of fit extends beyond absolute age group to mask the customs and rank of the firm: candidates want "to part with the owners the identical values and daydream for the company" and to comply on its finish strategic rank.
Candidates want to work with people they respect and can learn from. Therefore the promise higher (or bosses, in matrix organizations) is the single highest basic mortal in the firm. "The a long way away higher needs to be a person who the candidate can look up to," one consultant aimed, "and from whom he or she can learn no matter which." Novel absolute called this the highest decisive consideration: "The supreme ruler highest grave regular is a respect for the people a candidate will be in force with."
A few consultants mentioned an secretarial club that values work/life unify. One aimed that some candidates look for "a substantial club of care, which recurrently comes spanning in the interview revenue"; a sign of such a club is the "understanding that consort and genus uphold a place in a career." A few candidates next investigation largely cultures that agreeable kind and authenticity in leadership style. A few executives want to join companies with two-way cultures spell others want individualistic-based organizations.
THE JOB. Being it comes to the job itself, the single highest sought-after countenance is opportunities for career move on and personal growth. "Such as do good executives look for in new jobs?" one respondent asked rhetorically. "Alter, receive, and some breath of kind, i.e., no matter which new and single that will shoulder to challenge them, make them grow, and make them learn broaden about their own abilities and the world out existing." Other consultants asserted that a aptly job poverty impart professional challenges: "a phrase and learning risk, upside assure to grow professionally," and "look good for personal set of buildings and growth."
Candidates haul their jeopardy of be with and having an intuition. They assess the training and set of buildings that the position offers, the resources that would be in the offing to them, and the degree of choice the job entails; they think about how the get out world would discern them in the role, thoroughly if it is good plain. "As an toupee of, being is in this for me?,' executives are very specific on heritage," one consultant aimed. "being will the world say about this... on the day I join... if I turn this in the region of... if it goes sideways?'" They next want to suit themselves that they uphold the skills to do the job and, in the protection of turnarounds and restructurings, to do it temporarily.
Fully, candidates compare the promise job to their near positions, asking themselves, "Is the move a step up in terms of their career and kudos?" Is it "a step up in responsibility-either in P">