Working with headhunters: how to do it and why it matters

For almost every CEO, HR Director and senior executive, both current and aspiring, a number of headhunters or search consultants, whom they respect and trust should form a vital part of their contact base. Senior resourcing across all sectors has evolved dramatically in recent years; advances in technology and increased specialisation within recruitment have combined with an increasingly demanding client base to clearly define the role that search professionals play and the value they add. Much of the work that headhunters do today focusses on critical, hard to fill appointments rather than more straightforward hires which we would have advised on a number of years ago. There has also been a shift in where headhunters add real value. No longer is it simply about finding people; LinkedIn has made the candidate population more visible to all, it is now about the effective engagement with and assessment of high calibre and scarce candidates.

As a client

As executives become increasingly senior, they will come into contact with headhunters more frequently, often with dual facets to the interaction; as a candidate and also a client. Both aspects to the relationship can be equally beneficial. Forming strong and enduring relationships with a headhunter as a client is fundamental to building the very best teams. Not just in terms of calibre and skills, but chemistry. A deep and close relationship will offer market intelligence and insight, a sounding board for decisions around key appointments, input into the scope and nature of newly created roles. There are some fundamentals to forging an effective relationship:

• This is a relationship that should endure, so choose the firm and the headhunter wisely. Will you enjoy working with them, will they be capable of delivering the breadth of services you will need them to?

• Invest in the partnership; spend time to ensure they understand you and your organisation as well as the strategic and cultural direction of travel for the business. They need this insight to take to the market.

• Use them as a sounding board, and do it early on in your thinking. They will provide real time insight into the candidate market that can help inform your thinking.

• Listen to them, even when their opinion of feedback is not what you wish to hear.

As a candidate