Executive recruitment strategies mean the difference between success and failure for many organizations. As businesses look to cut costs, they are depending on their HR departments to step up their recruiting efforts instead of outsourcing to executive recruiters. Good organizations welcome their HR executives as key strategists and as top management team members.
Instead of persuading the candidate to take the job, recruiters should make the candidate earn the job. Ideally, by the end of the screening and recruiting process, the candidate will be trying to convince recruiters of their qualifications. Recruiters who take the time to understand each candidate's motivating needs will position their open job as an opportunity for growth.
The best recruiters don't take "no" for an answer. Information about compensation, title and location may cause good candidates to say "no" without having enough information about the opportunity. Recruiters should decide whether they want the candidate, instead of letting the candidate decide if he or she wants the job.
Recruiters should depart from the traditional job description. Jobs are more than bulleted lists of competencies and job descriptions. In order to recruit successfully, recruiters have to see the "real job" and understand the kind of candidate who can do the job. By taking time to truly understand requirements, recruiters will make fewer hiring mistakes and will get more acceptance when offers are extended.
Good recruiters will sell the job in terms of the quality of the opportunity, not the compensation. Good leaders are looking for fair compensation, but they also want to look for an opportunity to lead effectively. The short-term stretch and long-term growth aspects of the job, then, are crucial talking points in any discussion with an executive.
Consumer-based advertising may actually be successful. When executives are looking for a change, they may Google different companies or visit HR websites. A little targeted advertising in the places that executives are looking might actually entice some candidates. Recruiters waste time, however, if they cold call people who have not been referred by trusted sources. Instead, recruiters should call high-quality referrals and then, from those referrals, obtain the names of two or three additional candidates.
Sometimes, recruiters forget to shop for talent internally. Internal talent will save money on costly external recruiting and will guarantee a good fit with company culture. If companies have high expectations and are constantly working to give employees opportunities to learn and grow, then they will not have to look externally for talent. Instead of cutting back on these initiatives, top companies continue investing in training and relocation, even in difficult economic times.
A company has to be great to attract the best talent on the market. Also, recruiters have to be highly-skilled, or they will be dismissed by top executives. Good recruits are looking for companies with intensive internal talent development, high expectations for everyone, and good communication across all levels. This means that HR executives have to adjust their executive recruitment strategies to meet the needs of selective, top-level people who are looking to take advantage of the opportunities that present themselves.