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When speaking with CEOs, who are looking to engage an executive search firm, these are the questions I usually get from them: (Hint: The most important questions are usually not asked) >> Industry Expertise: "Do you have a strong understanding of your specific industry? Have you successfully placed executives at similar levels within our sector?" >> Search Experience: "How many searches do you handle concurrently? We want to ensure you dedicate sufficient time and focus to our needs." >> Process and Timeline: "What are your typical procedures for an executive search? How long will the search process take?" >> Price of the service: "What kind of fee model do you have in place and what would the total cost be?" The questions I never get asked, but would be most important for me if I was the client ???? >> Success Measurement: "How do you define a successful placement? What metrics do you use to track their effectiveness?" >> Confidentiality: "How will you maintain confidentiality throughout the search, protecting both our company and potential candidates?" My advise: Don't be shy! The questions you might not think to ask, like success measurement and confidentiality, can be the most important ones for a smooth and successful search. Ps: I have written an extended article on "Essential Questions to Ask Executive Recruiters" (Link in first comment) #executivesearch #leadershiprecruitment

MBA Consulting Recruitment Tip #7: Struggling with STAR Stories? The STAR method is the most common way to respond to behavioral questions. When deployed successfully, a good STAR story (Situation, Task, Action, Result) highlights the respondent’s contributions, attributes, and convinces the interviewer. When transitioning from the military, I felt the need to provide too much context (Situation & Task). Too much context takes away from what really matters which is YOUR ACTIONS. A good STAR story is 2-3 minutes. I found the following breakdown helped me stay structured. S - Situation (20%) Two to three clear, concise sentences. Reduce jargon and communicate in a way anyone in any industry can understand. T - Task (10%) One to two sentences. “I was tasked with X” A - Action (60%) Specifics of what YOU did. Make it flow. “Firstly, I did this because (explain logic), Next, I did this because (Explain logic), etc.” If you find opportunities to highlight your specific attributes, here is the place to sell yourself. R - Result (10%) One to two sentences. “My actions resulted in X” BONUS! E – Effect One to two sentences. Did your actions have a long-standing, measurable effect on the organization? “My initiative is still in use within the organization, three years later”

I think that being resourceful & showing initiative must almost be pre-requisites to work within a SMB (Small to Medium Business). Job roles are invariably broader in SMBs, so staff have to have these attributes to successfully navigate & thrive in their role. So how does a SMB screen for new staff with these attributes?? At PeoplePartners Inc. we have a raft of techniques to help our Clients do just this, but one we're reviewing currently is our interview questions. We've set 5 question types to assess the attributes: 1?? Situational Question; 2?? Behavioural Question; 3?? Problem Solving Question; 4?? Hypothetical Question; & 5?? Reflection/Self-Assessment Question. Then for each question type, beyond the question we also provide our Recruiters guidance on how someone with the desired attributes would answer + how someone would likely answer if they do NOT possess the attributes. So let me provide an example, a Situational Question to assess Resourcefulness could be: Can you describe a time when you faced an unexpected challenge at work and how you handled it? Guidance for the recruiter could then be: Look for examples where the candidate actively sought out resources, such as seeking advice, researching, or using available tools; Assess if the candidate demonstrated problem-solving skills and a proactive attitude; & Evaluate their ability to adapt and remain composed under pressure.? ? Beyond what to look for, we'd also provide a guide of what's NOT resourceful: The candidate might focus on blaming external factors or waiting for others to provide solutions rather than taking initiative to find resources or solutions themselves. Planning & crafting how we interview & what we're looking for is critical in helping find the right person for the right seat! ?? *** PS - I help Leaders Scale Profitable & Efficient Organisations with Strategic Offshore Staffing Solutions If you liked this post, please reshare and follow Reuben Brennan for more content like this #HiringTips #SMBSuccess #Resourcefulness #InterviewQuestions #RecruitmentStrategies

Treat your candidates like your employees and like your customers, i.e. the way you would like yourself to be treated ! Last week, I had the opportunity to discuss with a contact who was in an advanced procedure for a VP role within a large SMB. He had already been through several interviews and an assessment, and had been informed that he would be invited to meet the CEO and therefore would be contacted (quickly) to arrange the meeting. So far, so good, but... Instead of being contacted by the CEO's personal assistant, he received an email from a junior administrative collaborator informing him that the recruitment had been put on hold due to internal restructuring. My post isn't about the company's situation and the possible reasons for this reorganisation and the decision not to pursue the process, but rather about the way in which the candidate, whether in the process of being recruited for a VP position or simply as an individual contributor, is informed of the situation. An email to inform a candidate that the recruitment process has been put on hold, when he was due to meet the CEO of the company!? It seems to me that a phone call would have been much more appropriate and would have been an opportunity to give a minimum of information on the context (even if confidential) while maintaining a professional and qualitative approach with a potential candidate. Bad news is still news and hence a reason to have professional contact, whether with a client, an employee or a candidate. #employerbranding #beprofessional #values #executivesearch

?????????????????????????? ?????? ?????????????????????? ???? ???????????? ??-?????????? ????. ?????????????????????? ???????????????? ?? Treating the hiring of C-level executives and operational profiles the same way is a common mistake. These two categories of professionals differ significantly in job-seeking behaviors, recruitment processes, and required skill sets. ?????????????????? ????????????????????: ??-?????????? ????. ?????????????????????? ???????????????? ???♂? C-level executives, such as CEOs and CFOs, do not widely broadcast their job search. They rely on discreet networking and executive search firms, focusing on maintaining stability and confidentiality. In contrast, operational profiles, like project managers and engineers, are more vocal about their job searches. They use job boards and platforms like LinkedIn to signal their availability and proactively communicate their intent to change roles. ?????????????????????? ??????????????: ???????? ?????? ???????????? ? Hiring a C-level executive can take up to three months, involving multiple interviews, personality tests, and background checks to assess their strategic capabilities and leadership skills. Operational profiles go through a more streamlined hiring process, often being hired after one to three interviews, with a focus on assessing their technical expertise and specific skills. By recognizing these differences, recruiters can enhance their efforts, securing the right talent for their organizations and contributing to overall business success. What strategies have you found effective when recruiting for different seniority levels? Share your experiences below! ??

Being a high-volume recruiter is a challenging endeavor, often akin to juggling multiple balls while blindfolded. The fast-paced environment requires relentless dedication, impeccable organization, and a robust strategy to keep both clients and candidates engaged. One of the most taxing aspects is the lack of control over clients' decision-making processes, which can significantly impact timelines and outcomes. Here are some facts on how I keep my candidates engaged while waiting on slow client responses: 1. **Frequent Communication**: Regular updates, even if there’s no news, reassure candidates that they are still in consideration. This transparency builds trust and keeps them informed about where they stand in the process. 2. **Providing Value**: Sharing industry insights, company news, and relevant articles keeps candidates engaged and informed. This shows that you’re invested in their career growth, not just filling a position. 3. **Building Relationships**: Developing a rapport with candidates beyond the job at hand fosters loyalty and engagement. Personal touchpoints, such as remembering birthdays or milestones, make candidates feel valued. 4. **Setting Expectations**: Clearly outlining the recruitment process and potential timelines from the beginning helps manage expectations. Knowing what to expect can reduce anxiety and impatience. 5. **Continuous Feedback**: Constructive feedback after interviews, regardless of the outcome, helps candidates improve and stay motivated. It also demonstrates that you’re committed to their success. 6. **Engagement Activities**: Hosting webinars, networking events, or sending personalized newsletters can keep candidates connected and engaged with your brand. 7. **Career Coaching**: Offering advice on resume building, interview preparation, and career advancement can keep candidates engaged and prepared for future opportunities. Balancing these strategies while managing the high demands of multiple clients requires a fine-tuned approach and unwavering commitment. Despite the challenges, the rewarding aspect of helping candidates find their perfect role and clients their ideal match makes the effort worthwhile. #recruitment #strategic #letsconnect

?? Hiring Best Practices Alert! ?? Recently, I've encountered a concerning trend in job applications: companies requesting candidates to purchase their products or services, and provide detailed analyses of the experience as part of the interview process—without any prior interaction or discussion. Here's why this approach is problematic: Financial Burden: Asking candidates to spend their own money to participate in the application process is both unusual and unfair. It places an unnecessary financial burden on individuals who are simply seeking employment. Unpaid Work: Requiring candidates to deliver expert-level insights without compensation can be seen as soliciting free consulting services. This approach undervalues the time and expertise of potential hires. Feasibility: Without having direct access to internal data and systems, my ability to provide comprehensive and actionable feedback may be limited. This could impact the effectiveness of the analysis and may not fully reflect the insights that could be obtained through direct collaboration. Effective Evaluation: The best way to assess a candidate’s skills and fit for a role is through direct conversations and targeted questions. This allows for a more genuine evaluation of their abilities and experience. While I understand that hiring is a challenging process, I encourage companies to adopt more standard and respectful practices. Here are some best practices for a more equitable and insightful hiring process: Conduct Preliminary Interviews: Start with a phone or video interview to get to know candidates better. This allows you to assess their communication skills and relevant experience before diving into more detailed evaluations. Use Targeted Assessment Tasks: Instead of asking candidates to spend money, provide relevant, hypothetical scenarios or case studies. This allows them to showcase their problem-solving abilities without any financial commitment. Ask Insightful Questions: Engage candidates with questions about their past experiences and how they’ve handled specific situations. This approach gives you insight into their skills and thought processes. Offer Feedback and Compensation: If a significant amount of work is expected, consider offering compensation or feedback for the effort. This demonstrates respect for the candidate’s time and expertise. Foster Transparent Communication: Keep candidates informed about the process and what to expect at each stage. Transparent communication builds trust and shows professionalism. By implementing these practices, you can create a fair and engaging hiring process that respects candidates and better evaluates their fit for the role. Let’s work towards a more respectful and effective hiring process for everyone involved! #HiringBestPractices #TalentAcquisition #JobInterviews #RespectInHiring #CareerDevelopment

The devil is in the detail. The art is how to spot it because it’s not obvious. In fact it might not even be written down Really understanding a role is about investigating it, not just being told what is needed. Qualify, question and clarify multiple times A great recruitment consultant will have the confidence and experience to do 2 critical things in a role briefing: 1?? already have a sense of what might be missing from the job description and diplomatically explore this with the hiring manager 2?? question and re question the hiring manager about what the Jd says, and what it doesn’t say. This is critical Great consultants use their IQ and EQ to navigate a role briefing and steer the dialogue in a way that allows the hiring manager and the consultant to feel confident that they appreciate more about what’s needed at the end of the role briefing than when it started Facilitating a dialogue with the hiring manager where they become more in tune with what they actually need because of the way a consultant orientates a briefing means they leave the room knowing they are in safe hands with that agency and that consultant Simply reading a JD back to a hiring manager is means that the real gems of wisdom were probably left in the room undiscovered by both parties

The Goldilocks Principle ????: Not Too Short, Not Too Long Finding the sweet spot during a candidate registration call is vital. Too brief, and we might miss essential details; too lengthy, and we risk losing the candidate's engagement. 1?? Efficiency is Key: Aim for a concise call that covers the necessary information efficiently. Candidates appreciate respect for their time. 2?? Information: Craft questions that extract the crucial information needed for the recruitment process. This isn't about quantity; it's about quality. 3?? Personal Connection: Allocate time to build a personal connection. Genuine conversations leave a lasting impression and set the foundation for a positive candidate experience. 4?? Setting Expectations: Communicate the next steps and expectations. Transparency builds trust and sets the tone for a collaborative journey. 5?? Adaptability: Tailor the call length to the complexity of the role and the candidate's experience. Senior-level roles may require more in-depth discussions, while entry-level positions might be more straightforward. #candidateregistration #recruitment #hiring #strategy

Why Best Candidates Are Walking Away From Your Job Offers In today's candidate-driven market, attracting qualified talent is just half the battle. You've gone through applications, conducted interviews, and finally found the perfect person for the role. But what happens when they decline your offer? Here are some of the most common reasons why candidates reject job offers, and how you can fix them: ??Uncompetitive Compensation: Salary and benefits are still king. Ensure your offer aligns with market rates and consider offering signing bonuses or unique benefits packages to stand out. ??Poor Candidate Experience: From slow communication to disorganized interviews, a negative experience can discourage even the most interested candidate. Streamline your process, provide timely updates, and make sure interviewers are professional and engaged. ??Unclear Company Culture: Candidates want to know if they've be a good fit. Clearly communicate your company culture in your job description and throughout the interview process. Highlight what makes your company unique and the kind of work environment you offer. ??Lack of Growth Opportunities: Ambitious candidates are looking for career development. Showcase your commitment to professional growth by outlining training programs, mentorship opportunities, and clear promotion paths. Remember, recruiting is a two-way street. By making your company an attractive destination for top performers, you'll be setting yourself up for success in the long run. Struggling to streamline your recruitment process and attract top talent? Our user-friendly platform simplifies job posting and streamlines candidate management to free up your time to focus on what matters most –building your business. Visit www.kazicloud.co.ke to learn how we can help you find the perfect employee for your company. Have you ever lost a top candidate due to an uncompetitive offer or a negative interview experience? Share your thoughts in the comments below!