Have you ever wondered what goes into executive search research?

It is important to have a basic understanding of what is involved in executive search research when selecting the best firm to partner with. The more you know about a firm’s approach and search strategy, the better informed you will be throughout the search process. Do you really know what goes on behind the scenes when you engage a retained executive search firm? Kerry Larkin, Associate Client Partner, at Resourceful Pro explains more.

During my time as an executive search researcher, initially in two of the big global tier 1 firms, and then in smaller boutiques, I developed my skillset across a broad range of functions and sectors. I have seen search change dramatically in my time. It has gone from being reliant on networks, the phone, proprietary databases, and with advertising being shunned, to now embracing digital disruption and further ways of engaging with talent, including advertising through social media, and utilising databases such as LinkedIn. Despite these new and emerging ways of engaging digitally however, the network remains a steadfast component and its importance should never be underestimated.

To commence a search and establish a strong search strategy, a blueprint for success if you will, it is incredibly important to get a thorough briefing from the client. A search starts with a briefing with the hiring manager and relevant stakeholders. Whenever possible, ensure the researcher attends. The key to a successful placement is finding someone who fits the role, and importantly, the organisation. By experiencing the culture of the organisation in person, a researcher then understands that essential element and looks to uncover individuals who have the right behavioural fit.

It is important to remember that crafting a search strategy isn’t as simple as identifying a list of target organisations, usually made up of competitor organisations or relevant industry associations, as that could actively exclude individuals with transferable skills and experiences. It is always important to remain open minded, and this is where conversations with sources can lead to some ‘out of the box’ thinking.

A quality researcher leverages their network to find the right candidate. Sources can yield names of potential candidates to talk to, and you can also have conversations with these sources to help refine your search strategy, to pinpoint target companies or indeed ones to avoid, and to get suggestions and introductions to other sources to speak to.

When I first started in executive search the only access you had to a database was the firm’s proprietary one. Social media, including LinkedIn, was in its infancy. Fortunately, I started with one of the top tier global firms with what was, at the time, a fairly sophisticated database. Research “back then” relied heavily on industry contacts or sources, for referrals, and the proprietary database.

However, sometimes I was aware of the industry furnishing clients with a long list of “recycled” profiles, people known to the search firm and who fit some of the criteria. While the long list presented may have looked polished, some of the content was simply rehashed from the last relevant assignment with little effort put into finding new talent.

Then, with the increased use of social media by employers and employees, as well as search firms, the age of digital disruption was upon us and all of a sudden, an untapped global source of candidates was available to anyone. This disruption could be seen as levelling the playing field somewhat, allowing smaller niche or boutique firms to have access to a much broader pool of talent, without relying solely on their own network and small database.

It has always been important however to remember the other sources of great talent. Don’t forget to explore industry associations and conferences – look at the delegates, the award winners. Talk to your peers, other search professionals, and see if they know of anyone who might be either a good fit or a great source. After all, we are in this role to facilitate connections, and whilst it might seem counterintuitive to help a competitor it is something that can and should be done!

Also, back when I started, advertising was rarely if ever used. So I have honed my skills based on having to identify passive talent, finding individuals and presenting them with an opportunity that they were not necessarily looking for, and then enticing them to learn more.

The key is to be curious. For me, entering search was a natural extension of my journalism studies. Investigating, uncovering information whether it be market intelligence to feed back to the organisation or discovering the ideal candidate, is what interested me in the first place. Coupled with a natural interest in getting to know people, I found my way into executive search.