How to Jump Start Your Search for Communications Talent

How to Jump Start Your Search for Communications Talent

(And Other Secrets for Getting the Most Out of Your Executive Recruiting Firm)

by Barry Shulman and Gordon Chiang

With the business world speeding faster and faster on its axis, companies have less and less time to search the marketplace for the communications talent they need to defend their reputation, build their brands and relate to their constituencies.

Not only do they lack time, they face the larger problem of locating the right talent for their needs. Consider the following survey results (cite Survey). 55% of hiring managers across the board said it was "difficult" or "very difficult" to find qualified candidates for jobs during the past year. An astounding 82% believe recruiting will become even more challenging another 12 months from now.

So, how are companies coping? What do corporations do when they decide to increase their marketing communications or internal communications staff, for example?

More and more of them are hiring executive search firms to assist them in their recruiting activities.

Fortunately, there are many such firms that help match communications positions and professionals. Some of them are broad-based, international firms, while others are boutique, communications-specific firms. In either case there are excellent ways for corporations to jump-start their searches and get the most out of their recruiting firm.

In our observation over the past 20 years of helping world-class companies recruit mission-critical players, there are seven key steps to getting the most out of your recruiting firm.

Hire an expert firm.

It's not about the number of consultants who work for the firm; it's about their knowledge of your industry and/or the function for which you're hiring. Be sure, therefore, to hire a firm that is known for placing communications professionals and has the references and reputation in the marketplace to prove it. These integrated communications search firms have access to the best-qualified candidates through their proprietary databases and "sources" within the profession. They also "talk the talk" in the marketplace, which lends credibility to your search among the professionals. Completion rate and repeat business are also indicators that a firm is a good performer.

Demand their top talent.

Conducting a high-level search is a complex task that requires the skills of an experienced professional. Therefore, be sure to meet and interview all individuals who will be working on your communications search. In larger firms, senior consultants oversee multiple searches and therefore often rely on junior-level staff to do much of the legwork. In smaller firms, you'll be able to command the attention of more senior partners. Ask for principal participation.

Remember that your search team will represent your company in the marketplace, so look for individuals who best reflect and can articulate your style, brand, culture, products and services.

Engage them early in the process.

One of the biggest mistakes companies make is to draft a final job description and salary package before hiring a search firm. While communications managers need to initially define the position, this is not where writing the job description should end. Insist that your communications executive search firms provide value in these early stages, based on their expert perspective of industry trends, their knowledge of how other companies define similar positions and their "take" on the vast talent pool from which to tap candidates.

Your costs do not increase by engaging your executive search firm early in the process; the consultant's fee structure is always a percentage of the salary of the position. The bottom line is: don't hire a firm that won't help you in this early stage.

Make them part of your team.

Some companies hire a search firm and never hear from them again until the candidates are ready to be interviewed. This is another huge mistake. Insist that your search consultants become part of your team. Make sure they meet all significant players, including those who will be peers and subordinates as well as the hiring manager and human resource professionals. Give them free access to information and facilities so they can get an accurate picture of your company's atmosphere and culture. As they'll be representing you in the marketplace, they need to be totally immersed in your company.

Since not all searches travel perfect linear paths, there will be times when regrouping and revising certain aspects of the search will be required. By fostering a team spirit early on, you will have a better chance at early success.

Expect the highest degree of professionalism.

Expect your executive search firm to provide comprehensive progress reports on their work, including in-depth profiles on each candidate, assessments of strengths and weaknesses, as well as matches and misses with the position. In addition, make sure you review and discuss interview processes and questions and evaluation criteria. Insist that they prepare your executives as well as the candidates for interviews. Remember that the first impression is the most lasting one; more than one excellent candidate has been "turned off" by inappropriate and/or inefficient treatment by a client.

Use their negotiating skills.

One of the most important elements of the search is the negotiation stage. Here is where the expert executive search firms separate themselves from the pack; they provide the invaluable service of facilitator and intermediary between the company and the candidate. Most candidates do not want to negotiate directly with their future boss. And most companies don't understand that a little give and take is necessary to present the right package deal for the best candidate. This mediation role from your executive search firm can make the difference between hiring an individual who is gung-ho or one who is lukewarm about the company and opportunity. Pay a retainer fee.

There are two ways to compensate an executive search firm. Contingency recruiters earn fees when a candidate is placed in a job whereas retained firms usually get paid in thirds: one-third the estimated fee for up-front work, one-third four weeks into the work, and the final third when the candidate accepts the position. In either case, you are paying the same aggregate fee for the engagement. Rarely will contingency recruiters meet external candidates or internal hiring managers face to face. With a retainer arrangement, you'll get a firmer commitment from your executive search firm, as well as more personalized attention, dedicated time and customized searches.

Barry Shulman founded Shulman Associates Executive Search firm in San Francisco. He can be reached at barry@shulmanassoc.com. Gordon Chiang is a partner at Shulman Associates. He can be reached at gordon@shulmanassoc.com.