How to work with executive recruiters - published by Korn/Ferry

1. Part 2:
THE RolE of THE ExEcuTivE
REcRuiTER in YouR Job SEaRcH
W
hen executives who otherwise have excelled
throughout their careers unexpectedly find
themselves out of a job, they often face an
intense period of transition during which they might struggle
to reclaim the financial security and personal identity they have
built around their profession. Naturally, it is quite common that
people are most apt to turn to executive recruiters for support
under such circumstances. However, having a realistic per-
spective about how search consultants work is essential if you
hope to establish relationships that will ultimately lead to a new
position. This article provides guidelines for engaging recruiters
effectively and puts their role in the appropriate context.

2. behind the Scenes: balancing the needs
At least 70 percent of the client versus the candidate
of the work done by First, it is important to recognize that recruiters at the leading
premier executive retained search firms work for their clients – the hiring
search firms like Korn/ organizations – and not the candidates per se. This is true
Ferry is at the C-suite, even in robust economic times, when statistics indicate that
Managing Director, these firms receive as many as 5,000 resumes a month1.
or Board level. Mid- (Some of the Korn/Ferry consultants interviewed for this
level professionals will article estimate that they personally receive between 20-40
be referred to other unsolicited contacts from job seekers worldwide each day!)
resources and are
encouraged to leverage Such firms do not do outplacement. Occasionally, a
Internet sites to tap into consultant will know a company so well and have such
opportunities. Korn/ an intimate understanding of their needs that they will
Ferry operates a wholly recommend an executive to a client even if there is no
owned subsidiary, immediate opening, but working on a speculative basis
Futurestep, which such as this is quite rare. Krzysztof Nowakowski, a senior
focuses on mid- client partner in Korn/Ferry’s Warsaw office, echoes this
level and outsourced view, saying he seldom, if ever, has introduced someone to a
recruiting. potential employer without a high degree of certainty that they
are well suited to a particular role. “Experience tells us that
we do not know people well unless they have a consistent
market reputation and are totally transparent. Rather than take
a chance on a new candidate, I try to facilitate networking
– for example, putting private equity players in touch with
“In today’s bankers – in a way that is interesting for everyone.”
environment,
it really helps if In the current environment, the need to recruit top-tier
the executive leadership talent is more critical than ever, with the competition
knows what they for executives who have successfully managed in a downturn
want to do with
particularly acute. Ironically, as a result, the vast majority of the
their life and can
explain how they executives on recruiters’ radar screens today are those who
Ronald Zera
Korn/Ferry Dallas are screening are gainfully employed. Unlike in the past, these executives
opportunities by also might be less willing to move due to uncertainty about
drivers such as title, geography the potential risk of being the “last in and first out” at a new
and compensation.”
2 1
Lowstuter, Clyde C. In Search of the Perfect Job. McGraw-Hill Professional, 2007.

3. organization, where the short-term rewards might not be
enough of a draw. As Ronald Zera, a senior client partner in bE WaRY of ouTSiDE
Korn/Ferry’s Dallas office explains, “The whole economy is in RESuME SERvicES
a sort of paralysis. People are unsure where organizations are liSTS
going.”
One caveat to the e-mail
Against this backdrop, if you are seeking to connect with a approach is the use of
search consultant for the first time, you will stand the best outside services lists. It
chance if your background and skills directly match an is usually evident when
opportunity that he or she is actively working on. As Helen a CV comes through
Tantau, a senior client partner in Korn/Ferry’s Bangkok office, to a recruiter from
observes, “The requirements can be very specific from job to one of these services
job. Sometimes, it really becomes a matter of compatibility due to the “canned”
and if you do not fit a role we are working on at the time, nature of the message
unfortunately we cannot make you fit.” A sophisticated and occasionally even
approach to getting the attention of and forging the way the misspelling of the
towards a mutually beneficial and ongoing relationship with a recruiter’s name. A
recruiter is therefore required. resume presented in
this manner will likely
Getting noticed: The Do’s and Don’ts of initiating
be deleted or ignored.
contact with a Recruiter Rather, we recommend
Although the majority of executive recruiters are very
communicating through
empathetic and keen to help professionals succeed, it is
the search firm’s online
impossible for them to personally interact with everyone given
resume builder, such as
the vast number of people vying for their attention; there simply
ekornferry.com.
are not enough hours in a day. That said, there are ways to
increase the chances of getting noticed.
Perhaps the most effective is to be introduced directly to a
recruiter by someone they trust and respect, such as a client
or well-known industry contact. Never underestimate the
power of your professional network and leverage it to be put
in touch with a recruiter specializing in your sector, function, or
geography. Even then, it is more likely that you initially will get
a meeting via phone rather than in person, unless you are very
seasoned.
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4. In terms of cold-calling a recruiter, e-mail is still preferable to a
“Some of the best phone call as a first introduction in spite of the heavy volumes
people are resistant mentioned earlier, since it gives a quick impression of you and
to change today allows the recruiter to circulate your credentials amongst their
because no one
colleagues and enter them into their global databases. The
knows what will
happen tomorrow.” recruiter immediately will look for what is unusual or uniquely
Krzysztof differentiating in your resume, including qualitative information
Nowakowski such as the size of the jobs you have held, organizations for
Korn/Ferry Warsaw
which you have worked, number of people you have managed,
and results/profits for which you have been accountable.
If at this point your background aligns with an open position,
you will likely be contacted either by the consultant themselves
or by an associate on their team for a phone discussion. As
Korn/Ferry’s Tantau notes, “If you make a good impression,
people will find you.” Korn/Ferry’s Nowakowski agrees that the
quality of recruiting firms’ knowledge management capabilities
has become very reliable and sophisticated, enabling recruiters
to pinpoint the most appropriate talent with incredible accuracy.
“What I tell people is ‘Don’t worry about getting lost. We will
certainly find you.’” Importantly, do not interpret not hearing
directly from the person you contacted as not having access
to them – the research and other support staff are very
professional and influential and their impressions of you likewise
will be taken into account.
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5. aPPRoacHinG REcRuiTERS if You aRE acTivElY
looKinG foR a Job
n Send an e-mail with an updated version of your resume
accompanied by a quick snapshot of your career drivers: title,
geography, compensation and the types of opportunities you
are interested in. Avoid “spamming” recruiters with multiple
unsolicited e-mails each week or calling them several times in a
day, as these efforts may backfire.
n Be transparent without being overly self-promotional during
any phone or in-person meeting with a representative from
a search firm. Do not make claims out of anxiety that will not
stand up to rigorous background and reference checking – the
recruiter’s duty of care to their clients necessitates a reasonably
thorough investigation of potential employees, and they quickly
will discover anything that is fabricated or exaggerated.
n Have a clear vision of what you want and a keen awareness
of what you have to offer. Be careful not to view executive
recruiters as career counselors – with upwards of 1,500
assignments open at any given time firm wide, the recruiter can
give you a snapshot of what is happening in the market at large
but cannot necessarily help you focus your job search if you
yourself lack clarity.
n Strategically target a single recruiter within a firm. This
individual will facilitate connections to others within the firm who
might be pertinent to you. It is not necessary to contact multiple
individuals within the same firm.
n Assess opportunities proffered by recruiters realistically. Do
not feign interest in a job that you are not intending to follow
through on simply to get face-time with a recruiter – it will waste
their time and not position you as a serious candidate.
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6. Giving to Get – Stand out by Sharing contacts
and Market Knowledge
“At the end of
the day, we
Your willingness to refer other executives to recruiters can be
are all sharing a powerful way of setting yourself apart. Doing so proves that
information.” you know what is happening behind the scenes in your industry
and demonstrates your ability to share insights and ideas
Helen Tantau discretely and appropriately. By being a reliable resource, you
Korn/Ferry Bangkok
will stay in a recruiter’s mind longer and will have a respectful
reason to reconnect periodically when you have information
that could be meaningful to their work. It is also perfectly
acceptable to send along any updated versions of your resume
as it evolves (without sending the same version multiple times),
or to advise them if you have changed direction or landed
a new position. Finally, if you have had phone or in-person
contact with a recruiter, ask them if you can follow up in a
few months to keep your options open and communications
flowing.
While this reciprocity will help you over the long run, attempting
to build a personal relationship with a recruiter should not be
your goal. In fact, it is something that the recruiter will take
great strides to avoid in order to maintain an ethical code of
conduct. Here is a short list of what you can reasonably expect
from an executive recruiter:
1. Preparing you before an interview. The recruiter will nor-
mally provide quite specific guidance before an interview to
enable you to be on the same page with the hiring manager
as soon as possible in the first few minutes of your meeting.
2. Balancing out the negotiations. The role of the search con-
sultant during the negotiations process will be very hands on
to make sure that both sides are fairly represented, acting as
an impartial sounding board for the candidate to level set on
what they can reasonably ask for and to bridge the gap with
the hiring organization, helping each to make tough decisions
and broker the deal through to completion.
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7. 3. Tracking your progress during the first 90 days. After
being placed in a new role, you will likely have an ongoing
relationship with the search consultant, who will check in to
see how things are going and provide support if required to
help ensure your success.
Accessing and utilizing retained search firms as you navigate
the next phase of your career can be instrumental to your
advancement. For more information on how to work with
executive recruiters, the Association of Executive Search
Consultants (AESC) provides numerous resources on its web
site at www.aesc.org.
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8. about The Korn/ferry institute
The Korn/Ferry Institute was founded to serve as a premier
global voice on a range of talent management and leadership
issues. The Institute commissions, originates and publishes
groundbreaking research utilizing Korn/Ferry’s unparalleled
expertise in executive recruitment and talent development
combined with its preeminent behavioral research library. The
Institute is dedicated to improving the state of global human
capital for businesses of all sizes around the world.
about Korn/ferry international
Korn/Ferry International, with more than 90 offices in 40
countries, is a premier global provider of talent management
solutions. Based in Los Angeles, the firm delivers an array of
solutions that help clients to identify, deploy, develop, retain
and reward their talent.
For more information on the Korn/Ferry International family of
companies, visit www.kornferry.com.
8 © Copyright 2009 The Korn/Ferry Institute