Crisis, uncertainty and change. Three words that in recent years we have become accustomed to, perhaps too much, and that today are already part of our daily lives. But, against all odds, the search for executives is experiencing a sweet moment, an “executive search at full sail”.
When the situation is not good, certainties falter and those pillars on which we rested in the past are no longer so firm. At that moment we have two options, either weather the storm or keep going against all odds adapting to this new hostile environment.
We have been moving in this cycle for some time now and, as in everything, practice makes perfect. This constant adaptation has meant that the vast majority of companies have evolved more in the last 10 years than in the previous 25.
One of the most transcendental changes that organizations face is that of their leaders. Whether due to the natural generational change or the need to find new people and new ideas that allow them to navigate unknown waters, executive search is a kind of nautical chart that, if done correctly, will guide the long journey of our company into the future.
Much has been written on this subject but perhaps September, the month of storms, is the right time to remember how we should face a search for managers to avoid the waves.
- Before setting sail, prepare your route, study the winds, and stock up on supplies.
As in any selection process, prior preparation is vital. We must prepare an ideal profile that takes into account both specific knowledge and specific skills, power skills and the level that the people evaluated must possess. How many years of experience, in which sectors, carrying out what tasks, certifications, tools…
It is important to be realistic and that the ideal profile fits national and international market conditions. If we are to strive for excellence, we will have to ensure that we offer sufficiently stimulating conditions. It may seem obvious, but these types of profiles are purely strategic for the future of the organization and, as such, have not only economic conditions that we must consider from the beginning.
These professionals, with an important career behind them, are usually people who aspire to have clear information from the beginning. If we are able to offer them that general overview at first, we will not only be generating trust with them, but we will be enhancing the Employer Branding of our organization.
- He reviews the crew.
Considering the senior and generally international profile of the people we are going to evaluate throughout the process, it would be convenient to consider whether once the objectives have been set we have the team capable of bringing the process to fruition. Do we have enough skill to measure competencies in depth? Are we ready to launch an international or global direct search? Do we have the appropriate language or technological knowledge for this type of profile? If the answer is yes, go for it!
If, on the other hand, after objective reflection, we are not up to the task, perhaps it is time to explore other alternatives or rely on the help of an expert executive search consultant.
- Tie the loose ends tightly.
There is an Anglo-Saxon saying that “the devil is in the details”. In the end, it is the little things that can make or break a project. We must minimise this risk and make sure that everything is taken into account: organisational charts, managers, budgets, conditions, incorporation date, relocation package, benefits for the selected person and their family, etc…
But it’s not just those big details that need to be tied up. Also those related to the operation of the process itself, such as the hours (and time difference) of the interviews, the platforms to be used, the storage of information, etc. but above all, there is something that is indispensable: the warmth, agility and treatment we give to the people participating in the process. Once again, it is a great opportunity to promote Employer Branding and as Jan Carlzon said, that interaction is the moment of truth, the instant in which our interlocutor will decide whether to trust us or not.
- Embark on an adventure with an adventurous spirit.
Every journey has something of adventure, exploration and discovery and every selection process as well, especially those processes that take us out of our usual routine. The incorporation of a new strategic professional in an organization, in addition to being something different, is also a critical moment. Many are the hopes placed and what is at stake is nothing more than part of the future direction that the company will take.
When we face this type of process we must do it with enthusiasm, optimism and a high level of demand, for ourselves, for the board and for the people who participate in the process. It is a showcase from which we transmit the energy, dynamism and the wide range of possibilities that will unfold if the person is incorporated.
- And if the currents divert you, stop.
To think that everything is going to work out just because you have planned it in detail is a bit naïve. Realistically, when we go out to the open sea the situation can change at any time and turn around a journey that we thought was peaceful.
Let’s start from the basis that if something can go wrong, be delayed or not meet expectations, it will happen and activate a contingency plan from the beginning. It may be that even if the reaction time has been short, we will be forced to train another internal collaborator to take on other functions temporarily or that the conditions that we considered excellent are not so excellent for those ideal profiles that we have managed to identify. In that case… what can we do?
At sea there is nothing worse than drifting. Relying on winds, currents or chance does not usually have good results, so before reaching that point it is essential to call at the nearest port, analyse the situation and adapt our strategy. Chasing a white whale can only lead to exhaustion.
But although we should be thoughtful and cautious when considering an executive search process, fortunately we no longer live in times of pirates and buccaneers. Nowadays we have alternatives that can maximize our chances of success and agility in the search.
Human Resources consultants specialising in executive search have been working with this type of profile for years at a national and international level and we can advise your organisation throughout the process.
At Psicotec, since our foundation in 1985, we have always worked with executive search projects for multiple sectors: industry, automotive, services, engineering, distribution… and to do this, we rely on two of our main strengths: our international presence through our own offices, partners and international HR networks and the in-depth evaluation of applications and skills to achieve the perfect match between person and organization.
Today, in these uncertain seas, it’s more important than ever to follow the right executive search strategy. There is nothing better for this than having the help of an expert.
Can we help you?