How can you ensure executive candidates have a positive search experience?

In my experience, some of the actions that would create a positive candidate experience right from attraction to assessment and onboarding, include: - 1. Open and transparent communication, providing relevant information about the organization, role and the recruitment process. 2. Engaging with candidates in a respectful and professional manner. 3. Well prepared and knowledgeable interviewers, who provide reasonable accommodation to candidates’ needs. 4. Seeking and actioning candidate experience feedback. 5. Avoiding unnecessary delays in making hiring decisions. 6. Providing constructive feedback, even when candidates are not selected. 7. Once a candidate is hired, providing a smooth onboarding experience.

Open and honest communication is key. Keep candidates informed about the progress of the search, including the timeline and selection stages. Transparency about the organization's goals, culture, and expectations can help candidates make informed decisions.

The more senior level the candidate is the more direct you can be about your organizations challenges. Do not sugar coat the role, but rather err on the side of sharing where your organization is failing to meet goals. These areas are where the right candidate can see themselves making an impact and really seeing their efforts make a difference in the health, culture and profitability of the team you are partnering longside, If it scares off the candidate, all the better, they were likely not a fit to begin with!

I started my career at Korn/Ferry International, the world's largest retained executive search firm, and I learned there that executive level candidates have no patience for ambiguity. They want to know the facts about the opportunity---and they want all the facts, not just the positives. They want feedback--good, bad or indifferent. They want closure--whether it is moving forward or being rejected. Executives becomes executives because, I've observed, they have developed the ability to distance their egos from any process. And, while the recruiting process is filled with disappointments (only one person can be hired) they want the truth.

When executives are looking for a job, it means two possibilities:- 1. Either they are looking for a meatier role with added scale, scope, complexity with better role & growth opportunities with different countries or geographies exposure or 2. Immensely non-linear pay hike Organizations will need to spend time on understanding what is the intrinsic motivation of a particular executive and build more meaningful conversation around it to get a more granular understanding of their cultural fitment Secondly, there needs to be a more realistic and honest conversation around how many candidates are we looking to prospect and by when will the organization get back to them with their final decision and overall lead time.

Have a plan! It's important to work with your leadership team to determine a schedule, set expectations on how we're going to proceed thru the interview process, and confirm who will be involved in the interview process and at what stage. Set up check in meetings to stay on track. If you plan in advance, you can move candidates thru the each stage of the interview process in tandem. It helps with transparency and candidate experience.

Have a well-defined interview process established upfront and ensure all interviewers are prioritizing the interviews. Once you have the interview process established, communicate the process (including timing to complete each step and total time they should expect the process to take) to the candidate(s). This will show them the position is critical, you can make timely decisions, and you recognize the importance of their time.

Executive candidate have busy schedule. At the initial stage communication should be precise. Candidates should not be approached always in the name of follow up.

Communicate before, during (if there is more than one interview in a session or if there are changes), and after the interview sessions. - In order to prepare my candidates for each interview, I provide them with the most up to date logistics - who, what, where and how plus the nature of each of the interviews. - I keep an eye on the progress of my interviews. I try to make myself available to communicate with candidates in case there are last minute changes - I wrap up executive interviews and collect questions and topics which might need to be addressed.

Alright, here's how you ensure top dogs, the big fish, have a solid search experience. First, time is money for these high-flyers. They ain't scrolling job boards over their oat milk lattes. Be razor-sharp in your chats. No beating around the bush, no spammy emails. Make 'em feel like they're the only one in the room – personalize your approach. And hey, their schedule's tighter than a Tesla's turning radius, so sync up at their convenience. Lastly, zip it. Their info is top-secret, like the Colonel's recipe. Handle it with kid gloves. Respect – that's the name of the game.

Nothing is more frustrating than hearing an executive candidate (or any candidate) interviewed for a role and never heard back. Being open and transparent during the interview process is critical. No candidate should be left without closure.

All too often, candidates tell me that they made it to an advanced/final round in an interview process and then they were either rejected with a generic form letter or ghosted completely. Providing feedback as to why a candidate is not moving forward is essential. It may be able to help them be more successful next time, or may allow to keep the door open for future roles at your company. Either way - it reflects respect and human-ness.

This is so key - 99% of candidates who don't get any feedback generally would not be keen to engage further or in the future - the challenge is that decision makers sometime take a bit of time to respond and this needs to be managed better - there is no hard and fast rule, but a response/update in 5 to 10 days would a world of difference to the candidate experience.

Constant communication and feedback after each stage is really important. There are scenarios that hiring manager takes sometime. But it's the duty of recruiter to collect feedback and announce it on time.

Here, it's easy to project YOUR process on people too much. Simplify this by asking a candidate; "What do you need from me to be set up for success?" After the fact, and on giving feedback: Difficult conversations are going to open up success in all areas of your life. Giving tough feedback is no different and although you're scared of being the messenger (and potentially being shot) you'll often find that the truth will bring out the best in people and you'll find genuine gratitude from people who you give the truth to.

Executives are like houseplants—they thrive under the right conditions and wilt when neglected. They're not just signing up for a paycheck; they're looking to embed themselves in a garden where the soil is rich with culture and vision. To seduce top talent, turn your company’s narrative into an epic saga. Let your current leaders and stakeholders play the chorus, singing tales of missions, values, and epic coffee runs. Make your candidates feel like protagonists in a story of collaboration, growth, and those sweet, sweet stock options. Remember, a good narrative does more than tell—it sells.

A successful recruiting process attracts top talent and builds excitement about working for the company. It gives candidates a glimpse into their future work environment, so lean on your values. If your values promote innovation, then make sure your recruiting technology exemplifies innovation. If you promote trust, then make sure your communication with candidates is honest and transparent

Boom! Cut the corporate speak. Want to showcase culture and vision? Pull back the curtain. Let candidates see the real deal. Have your A-players talk, not just about wins, but also about the tough days and how you collectively powered through. Vision? Show, don't tell. Dive into projects that embody where you're heading. Make it tangible. Growth and leadership? It's about the runway you offer for their ambitions, backed by real support systems for their well-being. It’s the people, the grit, and the clear vision that'll make them say, "This is it. I want in." Keep it real. Keep it engaging.

Let's hope that your values as an employer extend a little further than on a dusty framed poster on the wall. How? These are easy to discover if across your organisation at all levels of seniority share the same vision and nomenclature. More so, a candidate gets a real insight into how sharp you run your company by how sharp you run your recruitment process. (i.e. Sending a brief only 24 hours before a presentation is required to be delivered could seriously affect the candidates view of how you run your business)

Culture can be a huge selling point to candidates. Most prioritize culture over money and title. It is a make-or-break for 99% of candidates. Assuming it is a positive, culture-offering growth—showcase it!!

Sending a simple thank you e-mail can go along with relationship development. Support the successful candidates during their onboarding and integration into the organization. This will help them feel welcome and engaged from day one. Maintain a positive relationship with candidates who were not selected for the role. They may be suitable for future opportunities or referrals.

Maintain positive relationship with all candidates irrespective of interview feedback. Timely feedback and support during hiring process will go a long way and help to build strong professional relationship with candidate and help in attracting quality talent. Candidate Experience is one of the key parameters to hire quality talent.

Expressing appreciation and providing rewards for executive candidates' efforts is a gesture that goes a long way in building positive relationships. Recognizing their commitment, strengths, and contributions throughout the process is essential. When making an offer, ensure it's competitive and aligns with their expectations, reflecting their true value to the organization. Furthermore, respecting their decisions, even if they decline or withdraw, is critical. Maintaining a positive relationship for potential future opportunities ensures that your organization remains an attractive and respectful choice in their career journey. Ultimately, this approach strengthens your employer brand and can yield dividends in the long term.

If a candidate declines an offer and thinks the opportunity is not the right fit, act in a professional manner and thank them for considering the role. More likely than not, that same person will be looking for another opportunity in a few years or looking to build out a team and you may be able to assist them as you have built a strong professional relationship with them.

I usually write a thank you note after each of their interview. Proactively gathering the interview experience is really important In my opinion and experience, executive candidates are very genuine most of the times. They used to give honest feedbacks.

Do not expect outstanding Exec Level candidates to patiently wade through a multi-stage interview process that takes weeks and weeks. You will lose them - it's as simple as that. Making them wait or jump through hoops, or not making a timely decision speaks volumes about your organisation too. And it goes back to my earlier question - why would they leave their current role and come and work for you when there is such little respect shown in the recruitment process?

All candidates should get the same VIP treatments as executive candidates. -Keep it simple -Keep things moving -Keep communication flowing -Keep everyone informed We make it more complicated than it needs to be.

It's important to be as transparent as possible about where the company stands. While it's not possible to share every issue, candidates should have a realistic picture of what they're walking into. If your organization isn't perfect, being honest about the issues may cause you to lose a candidate or two, but it'll eliminate surprises for the new hire and will insure you're all starting on the same page.

For candidates in the interview process (defined as someone who has had a phone, video or f2f interview), regardless of their level, regular (weekly) communication is just one way to improve the overall candidate experience. Even if there's no major update, a simple email keeping them informed can make a huge difference to someone.

In the relentless talent acquisition arena, curating a standout experience for executive candidates isn't just courtesy; it's strategic warfare. Begin with transparency — this isn't a fling; it's a potential marriage. Lay out expectations, challenges, and the exhilarating journey ahead. Personalize the process. High-flyers don't live in generic lanes; your approach shouldn't either. Communication is your ace — frequent, candid, tailored. Finally, feedback loops. Every interaction is a goldmine for improving the courtship dance. Remember, in the chess game of executive search, a positive experience isn't just a nice-to-have; it's the queen that protects your king.