Executive Search Capabilities Presentation

1. Executive Search Capabilities
prepared for
Beth Israel Deaconess Medical Center
July 2009
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2. MAKING TALENT MANAGEMENT A TOPPRIORITY …
Today’s business headlines provide a
menu of reasons to make talent
management a top priority –
Competition is aggressive and
the stakes are high …
Lead by example …
Now, more than ever, everyone
needs to be on top of their game …
Business success depends on --
Attracting and retaining top talent
Motivating and developing employees
Leadership development
Succession planning
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3. PROFESSIONAL SEARC …
H
Professional executive recruiters
can deliver the best. The best
candidates are already employed.
They appreciate the worth of
third-party representation,
confidentiality and professional
mediation. Recruiting superior
candidates is intricate and best
performed by a discreet
professional.
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4. PROFESSIONAL SEARC …
H
ESM Professional Search delivers high
quality, high integrity candidates for your
selection.
W focus on tim
e elines and recognize that
there is a sense of urgency associated with
each search.
W fam
e iliarize ourselves w your
ith
corporate culture and pride ourselves on
identifying candidates that w blend w
ill ell
and m ake a significant im pact.
W alw
e ays ensure a diverse slate of
candidates and consider all aspects of
diversity.
Our Principal, Cathleen Allen, w be
ill
responsible for your search and the day-to-
day activities of your search.
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5. TRUST AND VALUE …
ESM Professional Search is a long-
term relationship-oriented com
, pany.
W value relationships w both our
e ith
corporate clients and our candidate
clients.
Our g o al is to de live r the hig he s t
value to o ur c lie nts .
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6. TRUST AND VALUE …
ESM Professional Search develops
credible relationships w the
ith
candidate based on a high level of
trust. W becom third party
e e
confidants, discussing sensitive
personal issues such as
qualifications, com pensation and
relocation.
Our relationship and this knowledge
result in a higher acceptance rate.
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7. THE SEARCH PROCESS…
Interview the Client
Confirm process and responsibilities
Defining the scope of the position
Evaluate expectations
Review relevant organization structure and
reporting
Define a realistic profile and compensation
package
Identifying the Candidates
Extensive industry research and networking
Resources are contacted and leads are
pursued
Potential candidates are contacted
Begin initial qualifying
Submit initial slate of candidates to client
Building Momentum & Narrowing Candidate
Base
Obtain feedback from client
Narrow candidate profile
Identify additional candidates as applicable
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8. THE SEARCH PROCESS…
Interview Candidates
ing
Facilitate the client interview of candidates,
s
participating as needed
Receive feedback from client on each
candidate
Offer feedback to client from candidate
Coordinate follow interview w
-up s ith
candidate
Conduct reference checks as appropriate
Presenting the Offer
Discuss potential offers
Prepare candidate for the counteroffer
Review draft offer from client
Present firm offer to candidate
Negotiate offer/counteroffer process
Post Placem Follow Up
ent
Once offer is accepted, assist w ith
resignation process and negotiating notice
duration
Assist candidate and client w transition
ith
issues
© Once on board, m aintain contact w client
ith

9. THE BIRKMAN ASSESSMENT…
Birkman is the pre mie r no n -c linic al
ins trume nt fo r me as uring human
be havio r and o c c upatio nal s tre ng ths .
The Birkman as s e s s me nt c re ate s a
human c apital s pre ads he e t that
re ve als an individual’s ke y s tre ng ths ,
mo tivatio ns , inte re s ts and s tre s s
be havio rs .
Birkman me as ure s – with o nly o ne
que s tio nnaire – a bre adth and de pth o f
info rmatio n that typic ally re quire s
s e ve ral pro file s .
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10. THE BIRKMAN PROFILE…
Every Birkm profile identifies –
an
• Org anizatio nal s tre ng ths
• Thinking s tyle s
• Inte re s ts
• Unde rlying ne e ds
• Manag e me nt s tyle s
• Effe c tive be havio rs
• S tre s s be havio rs
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11. Cathleen Allen brings over 20 years
CATHLEEN ALLEN corporate experience to professional
recruiting. As a public relations
Voice 704-909-9568 professional, she learned howto
Em ail c alle n@e s ms e arc h .c o m take rejection w ell. Advertising and
Address 1718 M ecklenburg Avenue m arketing taught her that perception
Charlotte, NC 28205 is in the eye of the beholder.
Links esm search.com Birkm organizational effectiveness
an
birkm an.com consulting convinced her of the
critical importance in hiring the right
people.
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12. HOW WOULD A PROFESSIONAL EXECUTIVE RECRUITER EVALUATE A SEARCH FIRM
Recently, I was asked “If you had to hire a search firm what would you look for?”
“That’s easy,” I said “there are five criteria I find very useful when I buy anything:
Confidence, Quality, Service, Selection (Diversity in Recruiting) and Price.”
Am I confident that my business is important enough to be a priority? Will they take the time to
understand our people, our environment and the types of challenges the successful executive will
face? Will they communicate to candidates about our culture today and how we are working to
shape our future?
How will the firm identify candidates who understand the job, can do the job and want their next
career step to be with my company? Historically, are the Executives they have placed top
performers? Do their clients believe they made the right choice months, or years, after the hiring
decision?
Simply put, does the firm deliver outstanding customer service? Do they share our sense of
urgency? Will they communicate that to candidates? As things change during the process, is the
firm flexible and able to respond successfully? Will they anticipate our needs and make our job as
easy as possible? Are they problem solvers? Will they have the difficult conversations with
candidates when, or if, we need them to? Have they demonstrated they can find the appropriate
balance between client priorities and candidate’s wishes?
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13. HOW WOULD A PROFESSIONAL EXECUTIVE RECRUITER EVALUATE A SEARCH FIRM
I want to review enough resumes to know I have choices but not so many that I think the
recruiter isn’t qualifying candidates. Also, we have a commitment to building a diverse
culture, which means our search firm must be even more diligent. They must use every
available technique to source diversity candidates. Experienced diversity professionals are
out there, but if they are qualified and open to making a change, they are being recruited by
other companies.
If we believe the firm can meet all of these criteria, the last analysis is pricing. My
perspective is to take a risk vs. return position. The real risk for us is that we invest our time
and money without hiring the right person. We know we want the firm to share our
commitment and fiduciary responsibility; which is why we will compensate the firm up front
with some type of fee. How much money should we risk? How much will strike the right
balance between obligation and incentive? Lastly, will the selected firm have the authority to
negotiate their final compensation to close the deal if necessary?
So, if I am confident in their people and convinced everything will be of the highest
quality; if they believe that customer service is really their only business; then I am
willing to give them my money.
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