To start, there are over twenty steps in the placement process. No step is that complicated, however, prioritizing and qualifying each sequence is the key. For example, how many hours do you think it takes to complete a search? 20 hours? 50 hours? 100 hours? More? From the search consultant’s perspective, we start with the position profile. Bohan & Bradstreet likes to visit the company, digest the culture and history, view the working environment, comprehend the organizational structure and management philosophy, define the responsibilities, discuss key projects, probe the short and long term objectives of the opportunity, understand the personal dynamics required and appreciate the total compensation package. Afterwards, we complete a detail job analysis, company profile, data base search description, an external marketing piece and a letter of engagement. All total 8 to 12 hours depending on the search and company.

Then we complete a myriad of research and networking tasks. A few quick examples would be a broadcast letter to professionals that might know of suitable candidates, a review of the existing applicant database, a SIC (Source Industry Code) search by town/county/state to identify non-client companies to recruit from, an Internet search for potential candidates, and so on. The purpose is to compose a long list of potential applicants to contact or sources to evaluate. The companies identified are further researched via a combination of software, Internet and phone calls to determine the appropriate candidates to contact. These tasks are accomplished by the recruiter, researcher and administrative assistant. Total hours will vary from 12 to 30 hours depending on the difficulty of the search.

Next is the phone, fax and e-mail marathon. In any search, B&B may identify hundreds of possibilities but talks to an average of 70 candidates. The initial discussions average about 7-10 minutes followed by a pre-search assessment form, an application form, a soft skills evaluation, and a reference release form. The object is to identify and qualify at least 8-15 prospects worthy of a face-to-face interview. Each candidate personally analyzed and evaluated goes through about a two-hour interview and that doesn’t include the time required to travel to the meeting place. After the evaluations are completed, each candidate’s file must be prepared which often includes resume preparation (most recruited candidates do not have a current resume) plus registration (all personnel referral firms are licensed with the Department of Labor), computerization and initial reference checks. Completing this process will require between 35-70 hours.

Next are the applicant presentation to company, interview coordination, and the formal presentation of opportunity to applicant. The placement process continues with applicant and company feedback, additional interviews, reference checks, offer and acceptance. However, it doesn’t stop here. Now comes the counter offer coaching, resignation letter, telephone calls to all candidates interviewed, placement files updates, billing and repeated phone calls to the selected candidate to ensure physical, resignation and the acceptance process is complete. The time investment is 15-30hours.

Surprising for most, the placement process usually takes 70 to 120 hours of phone, computerization, and face plus travel time. About 20% of the searches exceed 120 hours. That is why when a client calls at the last minute and requests an immediate solution and by some miracle B&B is able to meet the challenge, the client perceives that we have an easy business. The amount of upfront time invested is transparent; the solution is visible reality. Making the placement process look seamless and fluid is due to a huge time and resource investment, a defined project plan and a tightly coordinated effort. Having a search go awry is primarily due to one of the following:

POOR TIMING has destroyed a lot of searches. The selection process of the applicant and the company are out of each other’s orbit. Many times the company interviews the best candidate first and then wants to take the time to identify other applicants. Meanwhile the first candidate has had the opportunity to explore other positions and accepts a great offer with another company. Or vice versa, the candidate jumps into the market and on the first interview gets an offer from a company that has been looking for some time. The offer is rejected because the applicant wants to further explore the marketplace.

LACK OF CLIENT CONTROL can destroy any search. Over the years there has been a variety of examples. One of the worst is the “poison pill” that is installed in the interview process. This can happen from staff to executive level where the interviewee is submitted to either the confessions of the business, the negative attitude of the interviewer or an intimidating, worst case style that positions the opportunity with a distorted image. If two or more of the interviewing team profile either the company, management or the opportunity inconsistently, a warning sign resonates within the candidate. Many companies don’t recognize when a “poison pill” consciously or sometimes unconsciously exists.

ONE WAY COMMUNICATIONS can be a search wrecker. The most common example is the company and/or executive who either insists on direct communication with the candidates, won’t respond to feedback, doesn’t provide the time required or is unwilling to discuss interviewing and hiring strategies. This is very true in high profile companies where the hiring team has developed “an attitude” that everyone wants to work for them and is unwilling to really listen to the candidate or the search consultant.

POOR PRESENTATION OF THE OPPORTUNITY or being modest is not uncommon. A few years ago companies, conducting negative interviews or first looking for a reason to eliminate a candidate was common because there was a surplus of talent. Nowadays, the competition for very good to excellent employees is at an extreme. Hiring teams must be proactive and demonstrate why their company and position would be rewarding or beneficial to the prospect’s career. Job applicants are very savvy to opportunities to increase knowledge, skills and abilities; compensation is mostly icing on the cake.

CHANGE OF ROLE is extremely frustrating to all search consultants because it adds large blocks of hours to the search. Entrepreneurs are often changing the hiring criteria. New executives want to implement their will on the selection process. External influences (i.e. Board of Directors, senior advisors, competition, customers) frequently alter the role, credentials or timing of the search.

The secrets to a successful search are complete agreement and understanding of the search parameters, proper planning, open communications, and strong project management execution. Understanding that the best candidate for the opportunity may be the first applicant interviewed can save immense time, energy, frustration and expense. However, hiring mistakes arise primarily due to lack of planning, pressure to hire or skipping steps in the selection process.