Recruiting a Leader: Not So Easy!
18 January 2018
Read by 2714 persons
In the recruitment field, the sourcing strategy (the process of identifying candidates matching the required profiles) will differ depending on the main types of needs. And, for efficiency, recruiting a Manager requires a very specific, adapted, and dedicated process.
Methods that evolve over time
Historically, one of the regularly used systems was cooptation, that is, using one's own employees, their address books, and their contacts to make recruitments. Always valued, sometimes even rewarded, cooptation is also used internally to build loyalty and recognition. This approach was practiced because the principle was to trust one's teams, and particularly one's managers, especially if these managers were performing well. However, this system has its limits because it can lead to unpleasant surprises, or even setbacks, especially if it is rewarded.
Another common practice is to use headhunting. Indeed, often, the services of a recruitment firm through direct approach are used in the search for Top Management profiles or very specific skills: a rare and specialized profile, a manager who is a leader, etc....
An approach linked to the major challenges of the company
The recruitment of a leader follows a logical and very rigorous approach, and since this is not a negligible but highly strategic act, it is fundamental to integrate it into a global approach: look at which markets to target, which candidates to select, be open-minded, do not limit yourself to a standardized or stereotyped approach.
This is a process that can be very long, averaging 3 weeks and sometimes up to 12 months. Error is unacceptable and not only costs the company dearly, but can even jeopardize its balance. The essential steps are pre-selection, followed by successive interviews that will go to the top of the hierarchy.
Specific tools for better efficiency
The essential tool that is indispensable is the reference check. It allows you to verify the candidate's professional past and check their career path and the different positions they have held.
The principle simply involves verifying by means of direct contacts (phone calls or emails) with previous employers, or professional contacts that the future recruit has mentioned. This takes place at the end of the recruitment process, to confirm or deny information collected and must imperatively be done with the candidate's authorization. It is obvious that during this "investigation", only purely professional information should be taken into account (neither morals, religion, lifestyle or other personal considerations can or should be taken into consideration).
On the other hand, the tool not to neglect, or even to systematize, is that of evaluations. Numerous psychometric tests must supplement the various interviews, in particular to test managerial skills, stress resistance, or leadership.
A recruitment process that is not without difficulties
One essential aspect is maintaining confidentiality, which must be very strong, and which greatly complicates the task. Replacing a person still in post is a more than delicate situation, because the whole operation must be done "secretly". Managing to shorten the process is one of the keys to maintaining secrecy because the longer the operation is, the greater the risk of "leakage".
It is important to properly structure your recruitment communication to attract good profiles of experienced managers. Indeed, the global employer brand must be used as a lever in this dynamic and this is worked on in the long term. The best way to attract the best talent is to seduce them throughout the year. Often, companies neglect this aspect of their communication and regret it by having great difficulty in identifying skills, which are already rare and difficult to find.
It is also wise to compare the different actions carried out in order to validate those which benefit from the best quantitative and qualitative return rates.
Philippe Montant
CEO ReKrute
Methods that evolve over time
Historically, one of the regularly used systems was cooptation, that is, using one's own employees, their address books, and their contacts to make recruitments. Always valued, sometimes even rewarded, cooptation is also used internally to build loyalty and recognition. This approach was practiced because the principle was to trust one's teams, and particularly one's managers, especially if these managers were performing well. However, this system has its limits because it can lead to unpleasant surprises, or even setbacks, especially if it is rewarded.
Another common practice is to use headhunting. Indeed, often, the services of a recruitment firm through direct approach are used in the search for Top Management profiles or very specific skills: a rare and specialized profile, a manager who is a leader, etc....
An approach linked to the major challenges of the company
The recruitment of a leader follows a logical and very rigorous approach, and since this is not a negligible but highly strategic act, it is fundamental to integrate it into a global approach: look at which markets to target, which candidates to select, be open-minded, do not limit yourself to a standardized or stereotyped approach.
This is a process that can be very long, averaging 3 weeks and sometimes up to 12 months. Error is unacceptable and not only costs the company dearly, but can even jeopardize its balance. The essential steps are pre-selection, followed by successive interviews that will go to the top of the hierarchy.
Specific tools for better efficiency
The essential tool that is indispensable is the reference check. It allows you to verify the candidate's professional past and check their career path and the different positions they have held.
The principle simply involves verifying by means of direct contacts (phone calls or emails) with previous employers, or professional contacts that the future recruit has mentioned. This takes place at the end of the recruitment process, to confirm or deny information collected and must imperatively be done with the candidate's authorization. It is obvious that during this "investigation", only purely professional information should be taken into account (neither morals, religion, lifestyle or other personal considerations can or should be taken into consideration).
On the other hand, the tool not to neglect, or even to systematize, is that of evaluations. Numerous psychometric tests must supplement the various interviews, in particular to test managerial skills, stress resistance, or leadership.
A recruitment process that is not without difficulties
One essential aspect is maintaining confidentiality, which must be very strong, and which greatly complicates the task. Replacing a person still in post is a more than delicate situation, because the whole operation must be done "secretly". Managing to shorten the process is one of the keys to maintaining secrecy because the longer the operation is, the greater the risk of "leakage".
It is important to properly structure your recruitment communication to attract good profiles of experienced managers. Indeed, the global employer brand must be used as a lever in this dynamic and this is worked on in the long term. The best way to attract the best talent is to seduce them throughout the year. Often, companies neglect this aspect of their communication and regret it by having great difficulty in identifying skills, which are already rare and difficult to find.
It is also wise to compare the different actions carried out in order to validate those which benefit from the best quantitative and qualitative return rates.
Philippe Montant
CEO ReKrute
