The Art and Science of Executive Search

Executive search is equal parts art and science. Through my career as a Vice President of HR, Director of Talent Acquisition, and now as a Principal Partner at a young and fast-growing executive search firm, I know that while savvy in the science of executive search (e.g., processes, tools) is critical, only the best executive recruiters also master the highly nuanced art of search.

I have found that recruiters who pay attention to the art of search always do the following: trust their gut, get to know the client’s business deeply, and treat candidates like clients.

Here is how they do it.

Share Gut Reactions

If hiring were purely objective and quantitative, a computer could do it. In fact, the hiring process is highly subjective. While this can make the process seem less like a meritocracy than it should be, the client expects you to use your gut to help them find the right match. They want you to use your heart and your head to avoid corporate organ rejection down the road.

• Read between the lines. Aside from empirical personality and skill-based tests, much of the interview and vetting process involves listening, reading body language, and interpreting tone. Really listen to what you are seeing and hearing, and your reaction to it. 
• Share your reaction with the client. They are paying you to get the best person for the job. The client wants to know your reaction – both fact-based and gut. They can choose to act on what they want, but they want to know. 

Malcolm Gladwell’s timeless book Blink speaks to the notion of “thinking without thinking” and how experience and expertise inform gut reactions. The best recruiters use this experience-based intuition to help their clients find the best match.

Know the Client Like You Work There

The best recruiters are passionate about understanding their client’s business and take the time to understand the full ecosystem before interviewing the first candidate. They go way beneath the surface to internalize key business fundamentals, including:

• What are the root problems the business is trying to solve for its customers?
• What is it going to take for the business to exceed its short and long-term goals?
• What is the company culture, including how are decisions made and the appetite for risk?

Personally, I like to get to know my clients from different perspectives, including speaking with employees, listening to investor calls, watching what employees post on LinkedIn, and checking out industry events like virtual conferences. To bring the absolute best talent to a company, you need to know how the company works. 

Treat Candidates Like Clients

Top recruiters acknowledge and respect the tremendous amount of trust clients place in them to serve as brand ambassadors in the marketplace. They also know that today’s candidates are tomorrow’s clients. Demonstrating goodwill at all turns creates lasting relationships built on mutual respect.

• Be honest no matter what. If you did a thorough intake, you know the ins and outs, the good and the bad. Never commit the sin of omission by not sharing what is relevant to a candidate’s interest in a role. Encourage complete transparency from your candidates including their background, values, and career goals. Authentic dialogue on both sides results in a strong hire.
• Take a consultative approach that exceeds expectations. Even little things like helping candidates get ready for client interviews with a prep call to discuss scenarios, concerns, and questions, prepares them (and the client) for a successful short and long-term outcome.

Like anything worthwhile, these actions require hard work and commitment. While not all executive recruiters will take the time to share gut reactions, know the client’s business, and go the extra mile with candidates, clients should settle for nothing less. 

Margo Christou is a Principal at Epitome Executive Search, a female owned and operated retained executive search firm.